Gold Coast Rapid Transit - Urban Rail 2011
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Transcript of Gold Coast Rapid Transit - Urban Rail 2011
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