Urban Rail 2011

Tim Poole, Project Director

10 May 2011

Presentation Outline

• Why GCRT is a city building project

• Community Engagement – seducing

a car culture

• Unique Challenges:

• Creating a corridor

• Government Partnerships

• Private Sector Partnership

A City Building Project

• Stage One is a 13-kilometre light rail system.

• From Gold Coast Health and Knowledge Precinct to Broadbeach.

• Over 10% of population can walk to a station.

• Brings the city closer by linking key activity centres.

• Integrated development opportunities.

• Re-organisation of existing bus networks.

• Future extensions as required.

Surfers Paradise – ‘before’

4

Surfers Paradise after

6

Stage one

• A 13 kilometre corridor from Griffith University through Southport to Broadbeach.

• 16 highly visible stations along the corridor.

• Integrates with east – west bus connections.

• Interchanges planned at Griffith Uni, Southport and Broadbeach.

• Operational in 2014.

Community Engagement

• Started in 2006

• Consultation: Selling the problem

• Participation: feedback on the

options, involvement in the solution

• Political: Make sure issues and

decisions are transparent

• Activation of Champions

• Communication: Sell the benefits

• Communication: What it means, how

long it will take, what is the pain

Selling the Problem

• Australia’s fastest growing city.

• 800 000 people by 2026.

• The city is transforming into a diversified, high value economy.

• There is no more road space and parking is expensive.

• Existing low public transport use and increasing road traffic congestion levels present a threat to its sustainability.

• Extensive planning undertaken by State and GCCC including evaluation of several mode and delivery options.

Creating the Corridor

Southport

Surfers Paradise Boulevard

Broadbeach

Government Partnerships

• Gold Coast City Council – capital funding, city building/future planning

• State Government – Transport Operator, project delivery agency, risk owner

• Commonwealth Government –nation building, return on investment, land value capture, new generation PPP

• Partnership with Business and Community – the value of local leadership

• Long term partnership with private sector consortia for finance, build and operation of light rail system.

PPP philosophy• Operations led and whole of life

focus to delivery.

• Appropriate risk allocation –

government retains revenue risk.

• Private sector value drivers can

provide better risk management,

innovation and levels of service.

• Attract a new operator to the

Australian market.

• Maximising integrated development

opportunities.

• Providing the best Value for money

to Government.

• Flexibility to respond to an ever

changing environment and the

likelihood of future stages.

PPP Commercial Model

• Design, Finance, Construct,

Operate and Maintain

• Potential for Government

Capital Contribution

• Payments start at

commencement of operations

• Performance abatement

regime with some incentives

• Customer service/ system

availability/asset maintenance

focus

Government’s Partner

• GoldLinQ consortia

• Design, Finance, Construct

Operate and maintain Stage

1

• 15 year operations

concession

• Includes Government Capital

contribution

• Financial Close early June

• Commencement of

Operations mid 2014

Government funded early works