Title:تامین مالی نوآورانه برای پروژه های حمل و نقل

این پخش اینترنتی در حال حاضر فقط برای مشاهده در دسترس است و دیگر برای اعتبارات AICP CM قابل استفاده نیست. حمایت شده توسط: بخش برنامه ریزی حمل و نقل توضیحات: یافتن بودجه برای پروژه های حمل و نقل می تواند یکی از بزرگترین موانع در اجرای برنامه ها باشد و بنابراین بخشی حیاتی از فرآیند برنامه ریزی است. در سراسر کشور، پروژه های فردی با جمع آوری بسته هایی متشکل از منابع مختلف، از جمله جذب ارزش و تامین مالی نوآورانه، به این چالش نزدیک می شوند. در همین حال، ایالت‌ها برنامه‌های مالی خود را برای تمرکز بر اولویت‌های منطقه‌ای و سنجش عملکرد تنظیم می‌کنند تا اطمینان حاصل کنند که حیاتی‌ترین نیازهای حمل و نقل را با دلار محدود برآورده می‌کنند. به جودی میسیاک از WSP (سابق دفتر Build America) و جنیفر میچل، مدیر اجرایی دپارتمان راه‌آهن و حمل‌ونقل عمومی ویرجینیا بپیوندید تا در مورد بسته بودجه نوآورانه‌ای که برای پروژه راه‌آهن سبک مریلند پرپل لاین جمع‌آوری شده است و طیف وسیعی از آن آشنا شوید. اصلاحات حمل و نقل ویرجینیا در چند سال گذشته برای اطمینان از تأمین بودجه برای همه شیوه های حمل و نقل انجام داده است.

قسمتي از متن فيلم: Hello everyone and welcome to the webcast my name is christine dorsey davis i’m the executive director of the Ohio chapter of APA and chair of the New Urbanism division and I’m your webcast moderator today’s Friday November 9th we will be hearing the presentation innovative financing for transportation projects for technical help during

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Webcast where you can find this and all of our other webcast PDFs so with that and I am going to turn it over to our first presenter of the day Jennifer Mitchell and she’ll introduce herself and get us all started Jennifer thank you good afternoon everybody my name is Jennifer Mitchell I’m director

Of the Virginia Department of rail and public transportation we are a agency in Virginia that has funding and oversight responsibilities for public transportation in the state along with freight rail and passenger rail projects and I talk to you a little bit about some of the major advancements that have

Been occurring over the past four years in how we have been allocating funding at the transit and rail side is also generating new and innovative revenues for transit as well so I’ll just do that by first going through some major legislative developments talk with you about what’s called our smart scale

Process toll revenues that we’ve been utilizing from HOT lanes for transit and rail and then reforms that we’re currently making to our statewide transit program so again our agency Department of rail and public transportation we are actually not part of the department of transportation we are a separate agency which means we’re

A little bit different than in other states but we also have our own dedicated funding sources part of that being through our Transportation Trust Fund but also some separate funding sources that directly go to trend and rail and not again through our state DRT which is actually our Highway Agency we

Don’t operate anything we do feasibility and planning studies we allocate funding we develop policy guidance for the allocation of funds and technical assistance statewide a little bit about our footprint within Virginia we have a number of stakeholders including 40 different transit systems across the state LaMotta being the largest one

We’re one of the Virginia stakeholders along with our jurisdictions in Metro along with DC and Maryland we have a number of other transit systems that range from very small properties of just a few buses up to up to a much larger regional transit agencies human service operators commuter rail service we work very

Closely and have seats on the boards of all of the M POS in the state and also work with the railroads across the state we fund nine inner-city routes today for Amtrak service which means we have a big role in planning and operating those in partnership with an impact so a little

Bit about some of the overall shifts that have occurred in Virginia over the past five years what we’ve seen has really been a very real watershed in transportation funding not just in the types of funding but really and how it’s being allocated for Virginia this race started back in 2013 where the General

Assembly created a increase the sales tax on oil gasoline and dedicated that to transportation this was actually they also switched it where the original tax was a per gallon tax and made it a sales tax on the wholesale gas gasoline price instead they also created new regional funded

Funding sources in Hampton Roads and Northern Virginia in Northern Virginia it’s called was a combination of an incremental sales tax and some other funding sources generating about three hundred million dollars a year and in Hampton Roads they created a new transportation accountability commission that is also allocating regional sales

Taxes for transportation purposes and what I did want to point out about this this was the first time that the state had increased revenues for transportation since 1987 so it had been quite a while and this was a big very important bill for us however the new statewide sources when they switched

From the per gallon tax to wholesale gasoline we’re actually not generating much more on a statewide basis than we were before the most we’re reversing the increases has been in the regional funding sources after that we are we in 2014 we saw new legislation which directed the Secretary of Transportation

To now prioritize transportation projects using a number of method measures on which is all been part of a bigger shift in the Commonwealth to performance-based funding we had another bill in 2015 which created additional funding for public transit in the neighborhood of about 20 million dollars a year and then

In 18 we had a funding bill last year which created dedicated funding for Mamata and also directed our Commonwealth Transportation Board to start prioritizing transit funding as well so first smart scale smart scale is the funds that were traditionally thought of as highway funds that were

Allocated by V dot these have now been broadened so that these funds are actually eligible to be used for transit and rail projects as well and any projects that best meet the goals that are articulated in this program the funds it’s also just divided up into a statewide program and then the district

Grant program we’ve been allocating funds now on a biennial basis so that we have more funds to allocate which is approximately a billion dollars in this current round and most importantly we know the projects are driven by applications from localities and regional entities as opposed to being

Driven by the state do to the projects must meet a needs that’s been identified in our statewide plan but most importantly once the projects are selected they are then fully funded that was a big change in the way that the state was doing business before where

They had a lot of projects in the six year plan that were provided a little bit of funding to kind of keep them on life support but they may never have they may have done right away funding but they never actually got fully funded for construction so the evaluation

Factors that are laid out and this is actually laid out in legislation our safety congestion mitigation accessibility land-use environmental impacts and economic development and you can see that’s actually where we get the acronym of the scale we have developed metrics for all of these and each one of

Them are designed to be mowed neutral so we have transit projects and TDM projects that are being evaluated on the same basis as highway projects to determine which solutions best meet the transportation needs in the state then the projects get ranked based on their scores and the scores are divided by the

Amount of state funding that they’re requesting that then develops a cost-effectiveness score that all of the projects then get ranked upon and our Commonwealth Transportation Board then makes decisions based on the rankings of those projects it doesn’t require that the CTV select projects that are the

Ranked the highest but if they do not and if they choose to fund other projects that are ranked lower they do need to be able to explain and justify those decisions but so far our board has been focused on selecting the projects that were rate to higher as you can see

On transit and rail we’ve actually been very successful in having transit projects apply and receive funding under this in round one we had 71 or seven projects that were funded at 331 million on the right you’ll see a photo of the hopper project that’s actually a circulator out in Lynchburg Virginia

Which was actually there this is a richer the ribbon-cutting and the first smart scale project that opened in the state in round two we had 17 projects in a total of 168 million in funding a large part of that was for a program of projects that were put together and

Submitted by Virginia Railway Express which is a commuter rail system and that is provide commuter rail services between Fredericksburg and Washington DC and that program of projects was actually the highest ranking smart scale application that year next year in round 3 which we are currently in the

Evaluation process for right now we have 16 projects that have been submitted for a total of 231 million well we’re actually seeing is the grantees are now submitting more projects that have transit and multimodal components to them because they realize that their roadway projects have a better chance of

Being funded if they have a multimodal component so good that’s what we wanted to see so now I’m going to move on to talking about some of our we’ve had a number of major projects in which we’ve converted HOT lanes to HMP HOV lanes to HOT lanes in

Order to generate revenue and those revenues are being used to improve the person throughput in these corridors whether those people are in single-family cars whether they are in buses or whether they are paying paying to use the car solo and so on the right hand on the right hand side you’ll see a

Purple line that’s actually I 66 what we call inside-the-beltway 495 is an existing HOT lanes project and that’s with the orange line that extends north-south there the green line to the left of that is I 66 outside the Beltway and that’s a separate p3 project that

I’ll talk about and then on the far right you’ll see the blue line for I 395 and that is a hot lane and extension of the existing i-95 HOT lanes up to the border with a Washington DC that’s also generating revenues that are being dedicated to transit so first of all I

۶۶ inside the beltway this project began back in 2017 and originally this has actually been and restricted since for a couple decades actually we’re only HOV users could use I 66 inside the beltway in the peak hours and so this has actually now opened up those lanes to to toll paying customers what

We were actually seeing is that when the lanes were free they were getting extremely congested with a lot of violators and not enough hot and not enough HOV users and so we introduced congestion pricing or variable pricing to be able to generate additional revenues also to help expand the road

That was very congested in one a bottleneck the funds themselves that are being generated it’s a minimum of ten million dollars a year are going to transit transportation demand management right ped and roadway projects in the corridor the key here is that everything with all of these tolling projects in

Virginia we have some case law that’s determined that they need to be able to demonstrate that the toll payer is receiving some benefit from this so all of the projects here will are showing that they can take people off the roadway and remove congestion for the toll payer we actually allow the

Northern Virginia Transportation Commission which is a body of local elected officials in Northern Virginia to actually select the projects and recommend them for funding round one we send a nine point eight million in transit projects and then on the following year twelve million and we’re going to enter our third cycle next year

I should say as well this is not a p3 project this project is actually being done by the state VDOT is managing the toll collection and managing the pricing strategy on that and then transferring the money to the localities for the transit projects the benefits of this

Again it’s all about moving more people through the corridor so we’re providing more travel choices and mobility options were increasing the person carrying capacity of the corridor by over thirty four thousand people which is extremely significant in the DC area and most importantly we’re providing a reliable

Congestion free ride during the peak the peak hour this is just a summary of some of the projects that have been funded last year and again these projects alone we’re moving another two thousand people an hour through the corridor which is saving us about one hundred and twenty

Thousand hours of travel delay each year so very significant improvements in the cherries and jested area so I’m not going to transition to talking about i66 out outside the Beltway this is a p3 project the Commonwealth just entered into annika concession agreement last year with a group called Express mobility partners

Led by Sentra Spanish company this Agreement the way that we’ve actually defined the scope of the i-66 project is that it’s a multimodal project that includes creation of a new hot lane which was added to the existing HOV lanes in the corridor we are maintaining the same amount of general purpose lanes

In in this corridor but then adding enhanced transit service in the corridor and also parking light projects in the corridor it’s the important thing to note that this was all defined as part of the core scope of work on the project that the bidders all bid on and that

Included a stream of payments that’s going to total eight hundred million dollars over the next 50 years to support these enhanced transit services so there’s a bit of a distinction here it’s unlike i-66 inside the beltway where we have money coming off the top of the project this was actually defined

As the base scope of work that the concessions price was essentially based on in addition to that when we when there were two teams that were bidding on the project Express mobility pods partners can committed to also making a 500 million dollar concession payment upfront for the project which really

Represents the revenue potential in this corridor and the value we those projects have been again they’re going to improving other projects in the corridor and 178 million of that 500 million is going to be going to transit and some Park and Ride projects in the corridor

The majority of that I should say is along two improvements along the Virginia Railway expresses Manassas line which runs directly parallel to I 66 and really provides a major source of alternate mobility to users of I 66 and this I should say that 800 million in

Funding is going to be used for both capital and also for awkward and funding for there’s new new services and this is just a map a representation of some of that locations of the park and rides we’re going to be moving two to four thousand more people per hour and eliminating ten

Point five miles of congestion in each direction during the peak so moving on to the i-395 and 395 this is a arrangement that the Commonwealth has with trans Orban which is a private partner that’s already operating the i-95 congestion or i-95 HOT lanes which extends south from Northern Virginia

Towards Fredericksburg this payment this agreement for the extension of these lanes northward towards the border with DC are also going to generate new revenues that will be used for transit in the corridor so with this one the agreement with trans urban is generating 15 million dollars a year for transit I

Believe it’s for 78 years and it will include also an annual escalation food so we’ve worked on a study with the localities to determine which transit improvements and projects will have the most benefits up there for using those toll rates toll lanes and moving more people through that corridor and we’re

Going to prioritize all of those projects based on person throughput for prioritization and then recommendations for funding again it’s a very significant benefits there we’re going to see much higher volumes in the HOT lanes which also takes people out of the general purpose lanes which we believe

Will lead to a 15% reduction in travel times for those people that are still using the general purpose lanes and not paying the toll it will also promote more HIV use throughout the day whereas right now it didn’t have that incentives to do that we expect it to increase reliability and again

Improve capacity through there lastly I’d like to talk a little bit about some of the reforms that came last year and our transportation funding these we’re working through these right now this again is reflecting our shift in Virginia moving our transportation planning and programming decisions to a performance-based process so this bill a

Lot of people talked about this the walmat a funding bill but actually it did create more funding for Lamanna which is also being matched by DC and Maryland for a dedicated stream of five hundred million dollars per year but in addition to that it also provided a number of reforms to our transit

Programs and I should say we’ve also made we’ve been working with our General Assembly to better we’ve been improving our long-range projections of needs and working on asset management with all of the operators in the States all of this is part of these accountability reforms and should be and when these are

Implemented successfully we do expect to be able to make the case for some additional funding for transit to help grow what we’ve got in the future so we are working on a prioritization process which is based on – we have one separate process for state of good repair which

Is based on asset management so things like congestion I’m sorry I’m things like a condition of an asset or age of an asset and then for projects that provide expansion capacity they’re going to be analyzed based on the same factors that are used for smart scale so congestion mitigation economic

Development and all the other factors there however we’ve developed measures that are more specific to transit projects in addition our bill included new strategic planning requirements so now all of the major transit systems in the state will have to do a very robust state of a very robust strategic plan

Every five years in which they will be assessing their state of good repair needs doing a very robust look at their fixed route bus services and identifying ways to improve the efficiency of their systems in all the operating funding we’re now also allocating all of our we

Provide a operating funds to all the transit agencies in the state it typically ranges from about 18 percent to 20 percent of each agency’s operating costs every year so we will now be allocating those based on service delivery factors and performance factors right now we have some performance factors introduced including passengers

/ revenue our passengers for revenue mile and net cost per passenger we are in the process of reviewing this with and Advisory Committee and putting together a new recommendation for similar set of factors that will be used to allocate all of our operating funds and the most important thing again is

Being able to demonstrate that all of these funds are being used to provide the correct incentives for increasing ridership and increasing service so I’m just wrapping up all of these changes when you see them combined and in the accumulation of them over the last five years we’ve been working very hard on

Leveraging new funding sources that can be used for real and transits such as tolls and concession fees we are really changing the paradigm for which we are making funding decisions in the States we have a much more data-driven process based on prioritization and cost-effectiveness and most importantly especially as

You’ve seen with the hot lines projects prioritizing projects that move the most people regardless of what mode go in and essential to all of this is accountability and transparency which with all of these becoming more data-driven and providing a more transparent selection method to the public is very important as we see as

Being able to make the case for the value of transit and other highway improvements and making the conditions there are connections with additional funding in the future so thank you with that I am now going to transfer this over to Jody miss AK from W SP and I

Look forward to taking your questions later Jodee don’t forget to unmute yourself hello this is Jodi misiek I’m now a muted right I’m Jodi miss yak I’m a principal in WS P’s alternative delivery group I specialize in assessment and implementation of appropriate innovative finance procurement alternative project delivery public-private partnerships

Program management and value capture strategies for state and local governments so today okay I’m going to focus on on a portion of that the public-private partnerships I and specifically with respect to public transit my work at WSP is informed by the roles that I’ve held in

The public sector my first role in the public sector was leading the Office of innovative project delivery for the Maryland Department of Transportation this involved the establishment of a clear framework for assessment and delivery of p3s including supporting the development of Maryland’s current p3 law there had been

Previous iterations in the past and leading development of Maryland’s p3 regulations for transportation then building this program we focused on advancing project delivery strategies that emphasize best value performance-based metrics asset lifecycle management system accountability and oversight of long-term operational function and really looking to some of our partners

And and from neighbors such as Virginia for strategies to to enhance our programs and systems during this time we were screening projects across Maryland do T’s entire multimodal portfolio so included transit and aviation poor infrastructure road infrastructure and two of the projects the word advance so

Full p3 were I 95 travel plazas which I won’t be discussing today but you could experience if you are ever driving on i-95 in Maryland and the Purple Line light rail transit project which I will will be discussing today following my time at Maryland do Tia drained USDOT to

Manage the implementation of the Build America Bureau which was mandated under the fast act the Build America Bureau was was established to focus on developing a one-stop shop for state and local government and so we’re facing some of the same challenges that I did while I was at MDOT has included the development

Of best practices in capacity building for innovative finance in addition to consolidating TIFIA riff and private activity bonds program was under one umbrella the Build America Bureau provides a number of resources that would be useful for the type of work that I was advancing back with the

Purple eye and so I find these extremely useful when I’m recommending them to to those following the same path in the following slides I’m going to step through the process that I followed for the purple line as we were building building the case and and and thinking

About the various aspects of a p3 delivery approach and during this time I’ll reference certain USD do T Build America Bureau reference resources they’re useful for specific phases in this process so let’s get started first with making sure we’re all on the same page with respect to the concept of P

Threes there are various definitions out there for the key the the situation that I’ll be describing with the purple line the definition that USDOT uses is is it’s really the most useful contractual agreements form between a public agency and private sector entity allows for greater private sector participation in

The delivery and financing of transportation projects this was the DEF similar very similar to the definition we had in Maryland and it really suggests a spectrum of different types of delivery methods that should be considered for large complex projects that spectrum includes a range of different types of contractual

Arrangements that have various levels of complexity and involvement from the private sector at one end of the spectrum or delivery methods and involves significantly less private sector involvement these are closer to the design-bid-build and design-build delivery methods that are most common across the country the end of other end

Of the spectrum of delivery methods that involves significantly more private sector involvement this includes design bill old finance operate maintain approach that is being used for the purple line light rail transit project so that would be the focus going forward another key distinction within public/private partnerships is between

Whether there is revenue is revenue risk being taken by the private sector as in some of the toll road projects that were discussed and other types of projects that have significant enough revenue to support the full cost of the project on the other hand other projects such as

The Purple Line will rely on availability payments these are payments from the government sponsor to the private concessionaire concessionaire is paid when they meet all of the key performance requirements of the contract which can be lengthy and sometimes very specific potentially including on-time service and cleanliness of facilities

Just for instance if the requirements are not met there may be deductions to these payments so it is a another way of compensating the private sector when the when the the asset does not necessarily support the use of user payments for for the private sectors compensation so

There is a path to delivering a transit p3 that that we followed in Maryland and that we have seen in other places that involves you know several steps and we’ll break down each of these in the in the coming slides and they were really not necessarily steps that were checking

The box or just going through the motions each step is important for building a case and a very strong case for a unique and potentially complex delivery method to ensure that is resilient to both criticism and potential challenges as well as the the risks that the project will counter

Going forward so building a strong case early on will be important for a successful project later down the line to give everyone a sense of the project that that is the focus of this conversation Purple Line in Maryland it was is a 16-point to my light-rail I and between Bethesda in

Montgomery County and New Carrollton and Prince George’s County in Maryland of course so back in 2012 we started to think about about potential delivery methods for the Purple Line it was still very much a planning phase but we were at the point where a potential delivery method

Needed to be identified and pursue the the project is as you see connects a wide range of areas across the metropolitan DC area region and it connects with four branches of the metro rail system Bethesda Silver Spring College Park in New Carrollton as well as mark commuter line and Amtrak so

There are many connections there are many interfaces and this was going to be a brand new connection across the region that involved a large number of stakeholders so the project delivery method had to be well considered and and and structured for it to be successful overall the estimated project capital

Cost time and and continue to be around 2.2 billion and that was assumed to be at the time and ended up involving a nine hundred million dollar New Starts full funding grant agreement so there were there was the federal government also involved in in the process as we

Were starting on the path to deciding whether a p3 was appropriate for the Purple Line we faced a variety of challenges not least of all was challenge that transit p3s were very still very fairly uncommon in the United States context and so we we had both a state that had limited experience with

P3s there were some some experience earlier but not necessarily as for very very large projects and certainly unfamiliarity with p3s for transit in p3s involving availability payments the existing MDOT team structures we’re not necessarily set up yet to address the needs of an intensive p3 procurement so

We needed to think about how our resources were structured and and very importantly the p3 industry was not a way that we were starting to think along these lines and that we were starting to test the waters and think about what kinds of competition we could attract

For our project of this complexity in in the transit context so early on we looked very closely at some of the pier experiences including the Eagle p3 project in Colorado and various projects that were being delivered as p3s transit projects delivered as p3 in Canada to

Get a sense for what we were to supposed to expect some of these projects and the types of communications we needed to engage in to make sure other people understood these types of projects as well as possible early on and before starting with a p3 project it’s important to make sure everyone involved

Is working with the same overall definition of a p3 as I did at the beginning of this presentation as long as everyone is talking the same language and has the same terminology its it can be much more the process can go much more smoothly and it will affect the

Overall strategy depending on what’s in and what’s out of the the concept of a p3 for those that are dealing with a particular project additionally as I mentioned earlier it is very important to identify the resources within the organization that will be focused on delivering a potential innovative project delivery approach because it

Does require a higher level of effort a greater focus on certain contractual and financial issues to make sure the project over a long period of time is successful so identifying those those resources both internally and externally up front helps the process move along some useful resources from USDOT Build

America Bureau at the early stage of developing a p3 include various reports that there are out there including establishing a p3 program and successful practices for p3 s these types of documents help those who are building their programs within their organization to understand what were the best practices and effective approaches

Elsewhere that could be applied to their own programs another useful Reese course offered by the Build America Bureau or our periodic 101 training sessions that help those at the very beginning stages of developing programs and projects to get a more extensive view of the possibilities and the

Resources that are out there and those occur on a regular basis additionally it is important to make sure there is a legislative and regulatory framework that enables the types of projects and project delivery method that you would be pursuing during the time that we were developing the concept for the Purple

Line as a project and as a potential p3 we were also in Maryland finalizing finalizing the process of revising the Maryland p3 law and establishing p3 regulations for EM dots this was critical because we wanted to make sure both the law and the regulations were appropriate for the types of projects

That we were considering including those like the Purple Line framework was very important to ensuring that the process went smoothly and was effectively engaged the private sector there are resources that provide examples of p3 legislation elsewhere that have listed here some of the links such as NC ASL in

The bipartisan policy center in addition to those from the u.s. USC ot Build America Bureau including a state-by-state overview of legislation this proved to be very useful for us in Maryland as we were deciding which elements were most important for our p3 approach and we certainly borrowed from

Our colleagues elsewhere when we found that certain provisions were appropriate for our context this is a map in there many you’ll find out there of various characteristics of enabling p3 enabling legislation and this this map changes over time as as new States passed new legislation or they’re there altered as

Ours was – to accommodate a broader range of projects but it gives a good overview of how different each state may be approaching p3s and how the specific needs and goals of each state are addressed in their p3 legislation early beyond in the process is determining whether or not a project is

Appropriate for a p3 delivery approach and how that approach is structured versus other projects in the program this this is very much informed by the framework that has been established at both the state and agency level and it is important to make sure that the elements of the potential p3 project are

In alignment with the project delivery approach as early as possible the evaluation of the Purple Line as a potential p3 was part of a larger assessment of Maryland DoD’s portfolio of projects for potential innovative project delivery so we were thinking about how this approach supported a wide

Range of projects and the Purple Line emerges one project that was potentially in alignment with with p3 for for project delivery goals useful resources at this stage in the process is include p3 screening tool provided through USDOT that provides a checklist of potential considerations as a state our agency is

Considering certain projects for p3 delivery and case study webinars that are available some of many of which through the sabbatic Institute partnership under the Build America Bureau where the webinar outlines the process that certain projects followed to determine the suitability of a project delivery method so both of those

Are very helpful as a state or agency is engaging in their own screening and scoping processes once the project is scoped and has you know their their baseline characteristics that lend itself towards a p3 there are is the refinement of the business case and this

Is a can be a period of time that is highly analytical and involves a large number of experts to provide help and consideration for advancements this includes assessment of risk allocation and the potential development of value for money analyses value for money analysis compares the financial cost of traditional public sector delivery

Versus a financial cost of p3 delivery us Co T does provide tools to support public entities in considering these these issues including a p3 value tool very detailed training and tool package that helps a public sector employees to think through what’s really part of a value for a money analysis and help to

Guide the development of the the approach to assessing value of a potential p3 these resources are important for understanding whether or not there is value to the government of pursuing a p3 also very important for refining the business case is as is the market sounding and and engagement with

The industry since competitive tension is important for a successful any successful procurement but particularly one that is complex and typically as large as as those that are delivered as a p3 as important to make sure that those in the industry find it to be a an attractive approach for for pursuit of

The project this involves everything from participating in conferences and informal discussions with the industry the release of RF is to gather in feedback for potential proposers and potentially depending on the size of the project and the the information that must be communicated to industry hosting of an industry forum that brings

Everyone together to gain a better understanding and to increase interest in the project this is also all collectively important for providing advance notice to the private sector that a project is in the pipeline and that they should be forming their teams for potential pursuit as soon as possible because that

A time-consuming process that the private sector needs some advanced knowledge that a project is coming down on the line one important way in which usdot has provided support during this phase is the ability to participate in regular roundtables that could bring together various participants for discussions about either specific

Strategies or projects or concepts related to projects to engage more with the more of the industry and of course there are a large number of industry events out there throughout the year that provide opportunities to engage more with those who would be interested in bidding on projects all of this work

And all of this analysis all of these steps support sound in responsible decision making process that would eventually result in a successful procurement this is important to make sure that the project and the project delivery approach is resilient and that it proceeds on a timeline that is attractive to the private sector the

Beginning of a procurement after the decision is made could begin with a release of a request for qualifications shortlisting and various iterations of draft request for proposals as we had with the Purple Line in coordination with the shortlisted proposers is important to note that while you’re also engaging with private sector during the

Time of initial initial RFQ and RFP process it is critical to engage with the d-o-t USDOT build america bureau particularly if the project will involved some form of federal loan such as a TIFIA loan or a RIF lawn or potentially private activity bonds the processes for pursuing both of these are

Relatively lengthy and is important to start during the procurement process to set the stage for successful financial flows farther down the line the purple line did use both tiffy alone of approximately 875 million and an allocation of private activity bonds for the prior sector to you who is also in the

Financing package many states will have their own process for making the project delivery decision with respect to a p3 for Maryland and the one that we followed for the Purple Line there are two major sections or phases the first phase is before the solicitation process so the effort to engage with the

Political decision-makers and those who would be signing off on a contract at the end of the process really happens early on and we were required to achieve a review and designation by by by the Board of Public Works which includes Maryland’s treasurer comptroller and governor before a solicitation process

Started this seems like potentially in an extra step but it’s actually quite valuable in the Maryland context because it gave everyone an opportunity to speak up before a procurement began with respect to their concerns and the requirements for the procurement this ensured that the procurement went more

Smoothly and that the final decision at the end of the process was informed by the discussions that occurred beforehand this is very specific to Maryland some states will have similar processes and some will have different elements depending on state level decision making processes in a major import part of the

P3 of a p3 contract is the long term operations and maintenance in the ways in which that is controlled within the contract the long term monitoring of a p3 is dependent on the contract terms specifically the technical provisions that are in the overall package of documents that are produced during and

After the procurement stage in particular the technical provisions lay out in detail the performance requirements in the execution of design construction operation and maintenance activities these are particularly complex in the Purple Line context because of the very elements involved with operations and maintenance of a light rail project during procurement and contract

Development it is important to determine whether the technical provision should be prescriptive and very constrained versus performance-based outcomes in the requirements the performance-based requirements are more typical for p3s allowing the private sector the flexibility to innovate but at the same time it does shift some some level of

Control away from the public sector so this is a very very important decision-making process that has implications for the full duration of the contract term USDOT does provide resources through the Build America Bureau to help think through these issues including a draft availability payment concessions p3 model contract

Guide which provide some some ideas with respect to how contracts are pieced together and then also information regarding monitoring and oversight for P threes which is very helpful as P 3s are unique that they incorporate longer-term functions this is an example of the key performance indicators from the Purple

Line that demonstrates the ways in which the availability payments are allocated over time commands and the private sector the ways in which the private sector must perform now we’ve gone over the full range of steps that brought us to the delivery of the Purple Line there are multiple steps and all of these

Steps proved to be hugely valuable particularly as we encountered political risks at various points in the Purple Line process each step is designed to make the project delivery approach more resilient to potential risk and to optimize value for the state or transit agency overall this approach proved to

Be very helpful for the Purple Line and going forward we hope that more transit agencies and States will look to this type of process for projects in a similar way this point I’ve concluded my presentation and will hand off to Christine for the next steps okay great thank you so if anyone has

Any questions go ahead and put those in the questions box and we’ll just kind of get started the first one is is existing and projected Metro Rail fundings sufficient to meet the long-term onm needs would you like me to take that yes please okay great sure and the sort of funding that has

Been established today there was established in the past year the new dedicated funding is really for capital purposes and it was determined that there’s approximately about a 10 to 15-year backlog on the existing capital program and that the amount of needed to be able to ramp up their capital program

To about 1.5 billion dollars a year in order to work down that backlog in a in about a 10 year period and so that was going to require a new 500 million dollars of additional funding over existing funding levels in able to make that happen so that’s really where the additional

۵۰۰ million came from and and what that will go for as far as the operating funding goes those funds are shared by all of the jurisdictions based on a formula they have there have been significant increases in recent years for the subsidies that are being paid by all of the jurisdictions and there’s

That’s driven by a couple things one of them is ridership has been going down a lot of it related to reduced service and reliability issues but also operating costs have been going up and for a lot of different factors some of them that are nationally and wide factors but also

Some that were specific to a model and including some labor costs so and the legislative assemblies both in Virginia Maryland established a cap of no more than 3% increase on the localities operating expenses each year there are some exceptions to that for you know major capital projects that we know are

Coming open like the Dulles Silver Line project and some other limited exceptions but that was really intended to try to keep the operating cost at sustainable levels because a lot of the funds for operating does come from the general budgets of all of the local and state jurisdictions and that was coming

To levels that were approaching not being sustainable hope that answer the questions great thank you um let’s switch over to Jodi did the funding mechanisms for the Purple Line directly involve participation from the University of Maryland assuming that students and staff both used the purple line the the funding

Portions of the Purple Line were some of which came from local sources such as the counties where the university is located the conversations with the community the broader community did involve the university but the funding sources were not directly drawn from the University okay and we’ll keep with you for a moment

How did MDOT hold on let me reread this question it says great detail on how to set up a p3 approach and how MDOT did it for the Purple Line but this person is asking they still want to know why do we why should we follow a p3 approach why

Should we follow a p3 approach there are a variety of reasons and they’re not appropriate for all projects and I think that from the perspective of the Purple Line we did go through this process to make sure that the p3 approach was appropriate it wasn’t necessarily clear upfront whether or not it was

Appropriate certainly given that very few transit projects were delivered in this way so it’s really project specific each project should be assessed based on the ways in which risk the risk allocation between the public and private sector create value and the ways in which the unique characteristics of a

Public-private partnership can result in potential faster delivery of the project more efficient delivery of the project more efficient operations of the project operations and maintenance of the project over time lower costs overall due to efficiencies from private sector management there’s a whole range of ways in which it can be

A good reason to pursue p3 but it’s not necessarily something that is same answer for every type of project so I strongly encourage everyone to kind of think about the ways in which P 3s can bring value and benefits to projects and to think about the ways in which these

Are political to the projects in portfolios thanks Jodi I’m Jennifer the the high occupancy toll projects in Northern Virginia seem to be based on attaching requirements for multimodal projects to toll concession contracts what are the economic administrative and/or political advantages to privatizing the transit improvements program versus using tolls as a funding

Source for a public agency run improvements program so I guess a few things first of all the each of the projects is a little bit different in terms of how the transit elements were handled and again in all of these cases the very important thing is being able

To demonstrate that all of these projects combined with V HOT lanes are moving more people through the corridor and it’s actually improving the performance of the corridor as well so the in i66 is outside the Beltway as I mentioned before the transits actually considered a part of the component of

The scope of work but a decision was made early on on not to actually have the concessionaire bid on operating operating the transit itself because we thought there would be a lot of redundancy with some of the existing publicly operated services in the corridor so what we did was we put

Together a plan along with some cost estimates and figured out working with some of the existing operators how how much some of those services would cost but i66 inside the beltway it’s a little different because we have projects being submitted by the localities that are taking advantage of the

A new stream created by the new hot lanes and again they all have to be justified based on how many people they’re moving through the corridor and performance improvements and that’s somewhat similar for 395 and 95 as well in terms of off the top payment that’s coming from the concessionaires so I

Guess the second part of that sounds like it the question was was talking about the some of the institutional issues I think the most important point that we made is that this is not a the projects themselves are not about trying to generate new revenue for transit and

The projects are about moving people through very congested corridors by whatever means necessary and making sure that the infrastructure investments that are being made can support that person throughput and so that’s really how we have justified that and when we’ve been working with elected officials and

Others it’s so it would be very much about how they are being able demonstrate again what the person throughput benefits of all of these improvements are we like I said we did look at the opportunity of private of privatizing this and it and and in our

Estimation it was going to be more cost effective and transparent to allow the existing public operators to continue to use it but I don’t think that that means we would rule out the possibility of private operations in the future with any of these revenue sources thank you next question um value capture

Mechanisms such as tax tax increment reinvestment zones have been used for transportation projects is this mechanism being used nationally this is for either of you this is Jody I think I mean we’ve certainly seen many of those used nationally and it really again depends on the project specific

Characteristics and and and more more importantly the the local characteristics of what we’re where the whatever revenues would be raised we actually did think about approaches like this for supporting the Purple Line in Maryland and other projects in Maryland and due to a variety of considerations

It proved to be less useful for a project of this type but we have certainly since then seen seen similar strategies being applied elsewhere to fund and financed with certainly transit infrastructure similarly yeah I could talk a little bit about there there’s a couple examples in Virginia of some value capture that’s

Being used for first of all the Silver Line project in Northern Virginia in Fairfax County they’re using taxing financing or Riley capture to provide about four hundred million dollars for phase one of the Silver Line I think for Phase two they were generating another two to three hundred million dollars

Around the station areas similarly in Alexandria they have developed a value capture strategy to fund the Potomac yard metro project and I believe that’s generating about 200 to 220 million dollars through in increased tax revenues property taxes and so taxes that they’re using for to help

Offset the cost in fund the station so those are I know a few of the projects I’m aware of there it’s really been oriented in Virginia much more to Metro Rail projects than any bus projects that we’ve seen today okay thank you um we’ve we’ve run out of

Questions so unless either of you have any other final comments which it doesn’t look like um I guess we’re gonna wrap up early on this Friday afternoon so Jennifer and Jodi thank you for joining us this was really great we I personally like it when we have a transportation session just because I

Don’t normally engage too much with transportation planning so I enjoy my time learning about this kind of stuff so thank you so much for joining us everyone thank you for joining us on our call and for those that typed questions and and just remember that we will have

A copy of this webcast recording of it on our youtube channel just search plan webcast on YouTube and we’ll have a PDF of the session available here shortly up on our webcast web page Ohio planning org slash planning webcast so thanks everyone and thank you to the Transportation Planning Division for

Hosting to today’s session and we will talk to everyone next time have a great weekend everyone

ID: y-CHjSjIRSs
Time: 1541792704
Date: 2018-11-09 23:15:04
Duration: 01:03:02

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