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Presentation to Northeast Association of State Transportation Officials Monday, June 10, 2013 3:45 pm – 5:00 pm PowerPoint Presentation
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Presentation to Northeast Association of State Transportation Officials Monday, June 10, 2013 3:45 pm – 5:00 pm. Public-Private Partnerships in Maryland Working Together for the Customer. P3s: Working Together for the Customer. P3 Projects

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Presentation Transcript
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Presentation to Northeast Association of State Transportation Officials Monday, June 10, 20133:45 pm – 5:00 pm

Public-Private Partnerships in Maryland

Working Together for the Customer

p3s working together for the customer
P3s: Working Together for the Customer
  • P3 Projects
    • Seagirt: Enhancing the Port’s ability to serve cargo customers
    • Travel Plazas: Improving the customer experience along I-95
  • Maryland’s New P3 Law
    • Definition: Focused on performance over the full asset lifecycle
    • Key Terms: Based on MD experience and lessons learned elsewhere
    • Processes: Predictable, transparent, and streamlined approach for all stakeholders
  • Future Opportunities
    • Potential Application to Transit Projects
seagirt marine terminal infrastructure need
Seagirt Marine Terminal Infrastructure Need
  • Identified need to fund critical development of 50’ deep berth in the Port of Baltimore to help maintain global competitive position when the Panama Canal is completed in 2015
  • This goal could not be achieved using existing public resources
seagirt p3 key objectives
Seagirt P3 Key Objectives
  • Fund critical development of 50’ deep berth in the Port of Baltimore to help maintain global competitive position when the Panama Canal expansion is completed in 2015
  • Generate significant economic growth and quality job creation → Significant job (5,700) and tax revenue creation ($16 million per annum)
  • Generate upfront proceeds that can be used to fund other supporting infrastructure projects → $140 million upfront, reinvested in shovel-ready transportation projects along I-95 and the Chesapeake Bay Bridge, among others
  • Receive an ongoing annual payment stream and a sharing mechanism

→ Annual payment of $3.2 million, grown at inflation starting in year 5 at a minimum rate of 1.5%, with growth capped at a maximum of 3.5% per annum; $15 per container, for each container in excess of 500,000, rate grows at inflation with same terms as Fixed Annual Payment

  • Select a private operator that had extensive operating experience and a favorable relationship with the unions → Partnership with incumbent, proven operator with an 88+ year history in the Port (Ports America)
seagirt achievements
Seagirt Achievements

January 2010

  • Operational Handover
    • Ports America Chesapeake assumed full operational control over Seagirt on January 12, 2010
    • Transition occurred smoothly with no operational challenges or union work stoppages
  • Cargo Volume Update
    • Seagirt set new cargo records in 2010, with growth and new records continued in 2011
    • Port moved from 12th to 11th among the nation’s ports (dollar value of cargo)
    • Hapag-Lloyd began direct, weekly service to Baltimore
  • Berth IV Construction Update
    • $105 million project fully completed, two years ahead of schedule

July 2011

January 2013

travel plazas p3 key objectives
Travel Plazas P3 Key Objectives

Enter into a 35-year concession agreement for the two Travel Plazas, during which

time the private partner will be fully responsible for all of the financial obligations

of redeveloping and then maintaining and operating the facilities.

  • Obtain new or like-new facilities to replace the current Chesapeake and Maryland Houses
  • Ensure that the facility design and operation will provide a positive customer experience
  • Provide a fair return to the State, and provide for transfer of the facilities in satisfactory condition at the end of the term
travel plazas progress maryland house
Travel Plazas Progress (Maryland House)

December 2012

April 2013

December 2013

p3s working together for the customer1
P3s: Working Together for the Customer
  • P3 Projects
    • Seagirt: Enhancing the Port’s capacity to serve cargo customers
    • Travel Plazas: Improving the traveler experience along I-95
  • Maryland’s New P3 Law
    • Definition: Focused on performance over the full asset lifecycle
    • Key Terms: Based on MD experience and lessons learned elsewhere
    • Processes: Predictable, transparent, and streamlined approach for all stakeholders
  • Future Opportunities
    • Potential Application to Transit Projects
maryland s p3 definition
Maryland’s P3 Definition

Method for delivering public infrastructure assets using a long-term, performance-based agreement between a Reporting Agency and a Private Entity where appropriate risks and benefits can be allocated in a cost-effective manner between the contractual partners in which:  

  • Private Entity performs functions normally undertaken by the government, but the Reporting Agency remains ultimately accountable for the public infrastructure asset and its public function; and
  • State may retain ownership in the public infrastructure asset and the private entity may be given additional decision-making rights in determining how the asset is financed, developed, constructed, operated and maintained over its lifecycle.
  • Does not include an asset sale or a short–term operating space lease.
key details of p3 law
Key Details of P3 Law
  • Creates predictable, transparent, and streamlined approach, incorporating best practices and lessons learned from other states while addressing the needs of Marylanders
  • Allows agencies to consider unsolicited proposals
  • Outlines key requirements for competitive processes for both unsolicited and solicited proposals
  • Exempts P3s from state procurement (Division II of State Procurement Article)
  • Reporting agencies are promulgating regulations for the development, solicitation, evaluation, award, and delivery of future P3 projects
  • Requires that the Board of Public Works (BPW) review and designate any potential P3 project, ensuring that future P3 projects receive the highest level of scrutiny BEFORE the State seeks bids from potential partners
  • Outlines key terms and provisions that should be part of a P3 Agreement
maryland s p3 oversight process
Maryland’s P3 Oversight Process

45 days max,

with 15-day extension possible for larger projects

30 days max

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Executive Order to establish framework this summer for Statewide collaboration and knowledge sharing
p3s working together for the customer2
P3s: Working Together for the Customer
  • P3 Projects
    • Seagirt: Enhancing the Port’s ability to serve cargo customers
    • Travel Plazas: Improving the customer experience along I-95
  • Maryland’s New P3 Law
    • Definition: Focused on performance over the full asset lifecycle
    • Key Terms: Based on MD experience and lessons learned elsewhere
    • Processes: Predictable, transparent, and streamlined approach for all stakeholders
  • Future Opportunities
    • Potential Application to Transit Projects
purple line light rail linking the capital region
Purple Line Light Rail: Linking the Capital Region

The Purple Line is a proposed 16+ mile light rail line extending from Bethesda in Montgomery County

to New Carrollton in Prince George's County, enhancing connections in the Washington DC metro area.

red line light rail enhancing transit connections in baltimore city
Red Line Light Rail: Enhancing Transit Connections in Baltimore City

The Red Line is a proposed 14+ mile, east-west transit line connecting neighborhoods and existing

transit infrastructure (commuter rail, light rail, bus routes) across Baltimore City.

contact information
Contact Information

For additional information:

Bruce Gartner

Assistant Secretary for Transportation Policy and Freight

Maryland Department of Transportation

bgartner@mdot.state.md.us