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

1. OTTAWA LRT PROJECT
DESIGN / PROCUREMENT / CITY
CHALLENGES AND STRATEGIES
Rail Implementation Office

2. 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?
2

3. 3
PROJECT OVERVIEW
Procurement Approach MSF Stations
Vehicle Integrated Entrances Tunnel
DESIGN BUILD
FINANCE MAINTAIN

4. THE CONFEDERATION LINE
4
`
Maintenance and
Storage Facility
Pimisi
Lyon
Parliament
Tunney’s
uOttawa
Tremblay

5. 5
WHY LRT?

6. 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
6

7. 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
7

8. 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?
8

9. PROJECT STRATEGIES
9
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

10. PROJECT STRATEGIES
10
B) Project Readiness Date
/ Milestone
 Ensures major downtown
construction finished by
Canada Day 2017
 A “required” milestone /
well defined scope
completion

11. PROJECT STRATEGIES
11
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.

12. PROJECT STRATEGIES
12
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

13. DESIGN AND
PROCUREMENT
STRATEGIES
13
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

14. DESIGN AND
PROCUREMENT
STRATEGIES
14
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

15. DESIGN AND
PROCUREMENT
STRATEGIES
15
DESIGN BUILD
FINANCE MAINTAIN
C) Defined Alignment Envelope
 Allows all potential construction methods
 Lower limits for downtown station platforms

16. 16

17. DESIGN AND
PROCUREMENT
STRATEGIES
17
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

18. DESIGN AND
PROCUREMENT
STRATEGIES
18
DESIGN BUILD
FINANCE MAINTAIN
E) Defined “Station
Innovation zones”
 Platform can
be between
“x” and “y”
 Minimum
platform
separation
of “z”

19. DESIGN AND
PROCUREMENT
STRATEGIES
19
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!

20. DESIGN AND
PROCUREMENT
STRATEGIES
20
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

21. PLANNING’S TOD STUDIES
21
Chris Brouwer
and team

22. TOD STUDY AREA BOUNDARIES
22

23. TOD STUDY – TREMBLAY STATION - PLAN AREA
23

24. TOD STUDY – TREMBLAY STATION - PEDESTRIAN
24

25. TOD STUDY – TREMBLAY STATION - BICYCLE
25

26. TOD STUDY – TREMBLAY STATION - STREETS
26

27. TOD STUDY – TREMBLAY STATION – GREEN PLAN
27

28. TOD STUDY – TREMBLAY STATION – LAND USE
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29. TOD STUDY – TREMBLAY STATION – DENSITY
29

30. 30
TOD STUDY – TREMBLAY STATION – TIMING

31. RESULT OF CITY DESIGN AND SOUND
PROCUREMENT STRATEGIES
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32. RESULT OF CITY DESIGN AND SOUND
PROCUREMENT STRATEGIES
32

33. From this…
33
Queen looking west from O’Connor

34. … to this!
34

35. From this…
35
MacKenzie King Bridge looking NW

36. … to this!
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37. 37
Thank you

38. end
38
Charles Wheeler
Project Manager - Capital Transit Partners (URS)
Lead - Integrated Station Entrances
Light Rail Design + Construction
Rail Implementation Office
City Of Ottawa
Charles.wheeler@urs.com
Cell: 613-883-0896
Tel: 613-580-2424, ext 16559/Fax: 613-580-9688