Tasha Cunningham - Public Involvement Specialist

Published on January 2017 | Categories: Documents | Downloads: 29 | Comments: 0 | Views: 462
of 90
Download PDF   Embed   Report

Comments

Content

NORTH CORRIDOR METRORAIL EXTENSION PROJECT
FINAL DESIGN SERVICES AND ENGINEERING SERVICES DURING CONSTRUCTION

CONTRACT NO. TR05-NCPE

BUSINESS ASSISTANCE PROGRAM DEVELOPMENT PLAN
Prepared by

January 1, 2009
Original Draft: May 2, 2008

Revised Draft: July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

TABLE OF CONTENTS

TABLE OF CONTENTS
Chapter Topic Page #

January 1, 2009........................................................................................................................2 Original Draft: May 2, 2008...................................................................................................2 Revised Draft: July 28, 2008...................................................................................................2 1.0: EXECUTIVE SUMMARY......................................................................................................1 2.0: OVERVIEW.............................................................................................................................1 3.0: SCOPE OF SERVICES............................................................................................................1 3.1 - Scope of Services (SOS) Development and Organization (Task 1)........................................1 3.1.1 Study Working Group and Advisory Committee............................................................1 3.1.2 Legal Mitigation Limits and Processes...........................................................................1 3.1.3 Potential Financial and Management Assistance Programs...........................................1 3.1.4 Experiences at Other Major Transportation Projects......................................................2 3.1.5 Construction Coordination Program (CCP) ...................................................................2 3.1.6 Long-Term BAP Management........................................................................................2 3.1.7 Community Outreach Techniques...................................................................................2 3.1.8 Plan Completion and Adoption ......................................................................................3 3.1.9 Considerations................................................................................................................3 ........................................................................................................................................................3 3.2 - BAP Working Group and Advisory Committee (Task 2)........................................................4 3.2.1 Mission............................................................................................................................4 3.2.2 Organization and Purpose...............................................................................................4 3.2.3 Working Group Objectives.............................................................................................5 3.2.4 Membership Criteria.......................................................................................................5 3.2.5 Information Management...............................................................................................5 3.2.6 Schedule of Implementation...........................................................................................5 3.2.7 Considerations................................................................................................................5 3.3 - Legal Mitigation Limits and Processes (Task 3).....................................................................7 3.3.1 Introduction.....................................................................................................................7 3.3.2 Overview of Current Transportation Mitigation Policies and Laws.............................12 3.3.3 Current County Mitigation Examples...........................................................................13 13 3.3.4 Legal Mitigation and Processes at Other U.S. Transportation Projects........................15 3.3.5 Considerations.............................................................................................................16 3.4 - Potential Financial and Management Assistance Programs (Task 4)....................................17 3.4.1 Introduction...................................................................................................................17 3.4.2 Research and Findings ................................................................................................17 3.4.3 Green Programs...........................................................................................................19 3.4.4 Considerations.............................................................................................................24 3.5 - Experiences at Other Major Transportation Projects (Task 5)..............................................26 3.5.1 Introduction...................................................................................................................26 3.5.2 Research and Findings ................................................................................................28 3.5.3 Considerations ............................................................................................................32
BAP DEVELOPMENT PLAN - DRAFT i July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

TABLE OF CONTENTS

3.6 - Construction Coordination Program (Task 6).......................................................................34 3.6.1 Introduction .................................................................................................................34 3.6.2 Research and Findings ................................................................................................35 3.6.3 Considerations ............................................................................................................36 3.7 - Management Plan ( (Task 7)..................................................................................................40 3.7.1 Introduction...................................................................................................................40 3.7.2 North Corridor Metrorail Extension (NCME) BAP Management Plan......................40 3.7.3 General Communications Tasks ..................................................................................41 3.7.4 Crisis Communications ................................................................................................44 3.7.5 Considerations..............................................................................................................47 3.8 - Community Outreach Techniques (Task 8)...........................................................................48 3.8.1 Introduction...................................................................................................................48 3.8.2 Corridor Marketing Effort.............................................................................................48 3.8.3 Established Methods of Communication......................................................................48 3.8.4 Considerations..............................................................................................................50 3.9 - Plan Implementation (Task 9)...............................................................................................51 3.9.1 Introduction...................................................................................................................51 3.9.2 Pre-Construction Phase.................................................................................................51 3.9.3 Construction Phase.......................................................................................................52 3.9.4 Post-Construction Phase...............................................................................................53

LISTING OF EXHIBITS AND TABLES
        Exhibit 2-1 NCME BAP Plan Development Schedule Exhibit 3.3-1 NCME FRIS ROD Mitigation Commitment Exhibit 3.4-1 NCME BAP Potential Financial and Management Assistance Programs Exhibit 3.7-1 NCME BAP Communications Collateral Matrix Exhibit 3.7-2 Crisis Communications Plan Table 3.2-1 Working Group Representatives Table 3.5.1 Best Practices Project Summary References Table 3.6.1 Construction Coordination Program Summary References

APPENDICES
Appendix A-List of Acronyms Appendix B-1 Relocating Businesses Appendix B-2 Remaining NCME Businesses during Construction Appendix B-3 NCME Corridor Business Survey Form Appendix C-Bus Stop Action Notification Form Appendix D-Index of Contacts and References

BAP DEVELOPMENT PLAN - DRAFT

ii

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

EXECUTIVE SUMMARY

1.0: EXECUTIVE SUMMARY
The Orange Line Phase II - North Corridor Metrorail Extension (NCME) from the Stage 1 Metrorail System at NW 27th Avenue and 79th Street, northward, along NW 27th Avenue to the county line at NW 215th Street is a 9.5 mile, $1.3 billion project set to begin construction in 2012.1 In the Final Environmental Impact Statement (FEIS) Record of Decision (ROD) of April 2007, Miami-Dade County committed itself to developing a Business Assistance Program (BAP). There are no well-defined procedures set forth for businesses that are not being acquired for the project and will remain during construction of the Orange Line Phase II. The BAP is designed to address physical and economic concerns that the businesses will have during a multi-year construction effort. It is imperative that Miami-Dade Transit (MDT) undertake a program of outreach and assistance, both financial and technical, to ensure these businesses remain viable during construction and beyond. To accomplish this, Parsons Transportation Group (PTG) has created and developed BAP for consideration by MDT. The BAP is a comprehensive, step-by-step program that outlines ways to develop a program to alleviate adverse impacts to corridor businesses during the construction program. It is the intent of the BAP to outline steps the County can take to mitigate adverse business impacts along the NCME. There are nine (9) sections covered in this plan. They include actions to implement as follows:             Overall program; Program management methods; General Communications Plan; Crisis Communications Plan; Proposed list of collateral material that should be used during execution of the BAP; A guide to creating and administering a Working Group comprised of business owners, residents, and other stakeholders along the corridor; Review and summary of existing laws, procedures, and policies that could impact the BAP; Discussion and a matrix of potential financial and management assistance programs that could be replicated for the BAP; Summary of best practices at other significant U.S. transportation projects; Summary of community outreach techniques that could be used along the corridor to reach businesses and residents; Summary of notices, bulletins, and other forms of communications needed for use along the corridor; Guide to setting up a dedicated website, www.NorthCorridorProject.com, in an effort to communicate efficiently with the public regarding the project; and

1

The NCME completion schedule has changed during the course of preparing the BAP. As of March 2008 a completion date of FY 2017 has been cited by MDT. All other completion dates included in this document are subject to the same modification. BAP DEVELOPMENT PLAN - DRAFT 1-1 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

EXECUTIVE SUMMARY



Plan for creating and executing an overall corridor marketing effort similar to those undertaken by the City of Phoenix and Salt Lake City during the implementation of major transportation projects.

In order for the BAP to be successful, a combination of all elements outlined in this Development Plan must be created and implemented. Key actions include: 1. Development of a Working Group in the corridor to help review the BAP effort and policies. 2. Continuous Public Information Office (PIO) development as used in the South Dade Busway effort to develop specific outreach efforts and spot mitigation plans in conjunction with project engineers and construction officials. 3. Using a college, university, private non-profit group and/or financial institution(s) to operate the technical business and financial assistance components of the program. MDT and the corridor engineers could concentrate on mitigating direct construction impacts. MDT will create guidelines for institutional operations while they develop defined action programs and assistance outreach tools. 4. Modify the County’s existing Mom and Pop Assistance Program and the Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital Improvements Department to better fit the NCME effort. 5. Start BAP efforts to initiate the program and information services within 18-months of corridor construction – now estimated to be from 2016-2017. 6. Develop a dedicated core staff to coordinate activities through the construction and implementation phases.

BAP DEVELOPMENT PLAN - DRAFT

1-2

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

2.0 OVERVIEW

2.0: OVERVIEW
OVERVIEW OF THE NCME BUSINESS ASSISTANCE PROGRAM In 2007, Miami-Dade Transit (MDT) entered advanced planning stages for the Orange Line Phase II - North Corridor Metrorail Extension from the Stage 1 Metrorail System at NW 27th Avenue and 79th Street, northward, along NW 27th Avenue to the county line at NW 215th Street. Because the project will use federal funds for nearly 50 percent of its cost, the project will comply with federal environmental regulations regarding property acquisition and mitigation of adverse impacts as described in the Federal Environmental Impact Statement (FEIS) and Record of Decision (ROD) dated April 2007. For this 9.5 mile, $1.3 billion project, the Federal Uniform Relocation and Assistance Act provides well-defined procedures and requirements for the acquisition of properties, businesses, and residences that will be acquired by project construction. However, at this time there are no formal procedures set forth to mitigate adverse impacts to businesses that are not acquired for the project but shall remain in operation during project construction. These businesses are often adversely impacted without financial compensation under current federal regulations. However, these businesses are protected from adverse physical impacts described in the FEIS and ROD mitigation plan. Typical adverse construction impacts can include: 1. 2. 3. 4. 5. Closure of street and sidewalk access; Utility service interruption; Lack of visibility; Disruption from debris and other materials during construction; Lower pedestrian traffic and customer avoidance of the construction corridor and financial losses; 6. Disruption noise; 7. Diminished sales and earnings; 8. Property foreclosure due to diminished sales and earnings as a result of construction activity; 9. Bankruptcy due to diminished sales and earnings as a result of construction activity; and 10. Property damage due to construction. The commercial sector along NW 27th Avenue has only recently begun revitalization. As such, adverse impacts can cause hardship for businesses of all kinds, from large major national retail stores and industrial operations to small mom and pop businesses. The survival of businesses along the corridor is an integral part of the project’s success and absolutely critical for the creation of a thriving urban fabric. To achieve these goals, the (FEIS) (ROD) mandates the creation and development of a program to minimize negative impacts for those businesses that will remain along the corridor during construction. The BAP outlined in this report is designed to support remaining corridor businesses of all kinds prior to, during, and after construction.

BAP DEVELOPMENT PLAN - DRAFT

2-1

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

2.0 OVERVIEW

Attached to this report is the BAP Implementation Guide, a supplementary document that serves as a step-by-step guide that will allow Miami-Dade Transit to optimize the chance for businesses remaining along the corridor to be a key part of its revitalization when the NCME is completed and in operation. MDT has included in the FEIS ROD mitigation measures a proposal to develop a Business Assistance Program (BAP) that will assist NCME businesses left in operation through both construction impact mitigation and business economic and managerial assistance. Many of the ways to address physical impacts are described in the ROD mitigation measures. These are state-of-the-art industry measures to mitigate adverse traffic, environmental, utility services, and access issues faced by businesses in the corridor. These construction and industrial mitigation measures are discussed in this report. In addition, this report covers concepts to provide financial assistance to corridor businesses so that they can economically remain in business after construction is completed. There are nine tasks in the scope of services in this report that cover various BAP issues. The report is an outline to guide the development of a full BAP that will commence sometime after NCME Final Design is completed and construction activities start. These concepts can be adapted or modified to fit conditions at that time. The construction is scheduled to begin in 2012. Exhibit 2-1, Plan Development Schedule, indicates the proposed timeline for the development and execution of the BAP, organized in sections. Task research and considerations are described in Chapter 3.0: Scope of Services, Section 1 - Scope of Services (SOS) Development and Organization.

BAP DEVELOPMENT PLAN - DRAFT

2-2

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

2.0 OVERVIEW LEGEND

EXHIBIT 2-1 NORTH CORRIDOR METRORAIL CORRIDOR EXTENSION BUSINESS ASSISTANCE PROGRAM PLAN DEVELOPMENT SCHEDULE

Initiate Work  Complete Task PMC and MDT Review


2008

Time to Complete

TASK Get SOW Outline Approved PTG to organize and facilitate monthly BAP team meetings with MDT to discuss and review each task as it is developed by PTG and submitted to MDT. PTG to create a master listing of businesses along the corridor. PTG to outline necessary collateral materials for the BAP. PTG to propose a schedule for implementation of BAP collaterals. PTG to write a general BAP communications plan PTG to write and distribute minutes for each BAP Progress meeting.

2007
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May

June

July

Aug.

Sept.

Oct.

Nov.

 


Task 1: Scope of Services (SOS) Development and Organization






  
ongoing





Task 2: Study Working Group and Advisory Committee

BAP DEVELOPMENT SCHEDULE - DRAFT

2-3

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
Time to Complete

2.0 OVERVIEW

TASK Get SOW Outline Approved

2007
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May

2008
June July Aug. Sept. Oct. Nov.

 Task 1: Scope of Services (SOS) Development and Organization
PTG to outline participation criteria for BAP Working Group. PTG to develop and MDT to review schedule for proposed Working Group meetings, the first of which would be held 6 months prior to construction. MDT to introduce the Working Group concept to potential participants 12 months prior to construction. PTG to provide MDT with a review of existing laws, procedures, and policies that could impact the financial and business assistance options made available through the BAP.



 










Task 3: Legal and Mitigation Limits and Processes

 



Task 4: Potential Financial and Management Assistance Programs PTG to create a financial  assistance matrix 

 

PTG to create financial assistance overview of research, findings, etc. and a summary of procedures and policies for financial and project information outreach techniques and best

 

BAP DEVELOPMENT SCHEDULE - DRAFT

2-4

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
Time to Complete

2.0 OVERVIEW

TASK Get SOW Outline Approved practices.

2007
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May

2008
June July Aug. Sept. Oct. Nov.

 Task 1: Scope of Services (SOS) Development and Organization Task 5: Experiences at other Major Transportation Projects
PTG to create summary of experiences of successful programs at major transportation projects.






 

Task 6: Construction Coordination Program
PTG to outline the best format for a construction sign program to be used for the BAP PTG to create and propose a format for a bus stop action notification (Appendix B4) to be used during construction. PTG to develop and propose a mechanism to manage and monitor traffic mitigation plans during construction. PTG to develop and propose a mechanism to manage and monitor utility communications during construction. PTG to create a plan to manage municipal government updates. PTG to develop and propose to MDT a mechanism that links construction activity to

     
July 28, 2008

 

 

     

BAP DEVELOPMENT SCHEDULE - DRAFT

2-5

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
Time to Complete

2.0 OVERVIEW

TASK Get SOW Outline Approved

2007
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May

2008
June July Aug. Sept. Oct. Nov.

 Task 1: Scope of Services (SOS) Development and Organization
traffic flow, utility disruption, etc. with impacted businesses PTG to develop and propose to MDT an internal BAP communication system for use during construction linking design engineers, subcontractors and building contractors with public outreach staff. PTG to develop and create a BAP organization and management structure that would be used during construction activities PTG to develop and propose tools and techniques that will be used to communicate with businesses during construction



 



 



 



BAP DEVELOPMENT SCHEDULE - DRAFT

2-6

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
Time to Complete

2.0 OVERVIEW

TASK Get SOW Outline Approved

2007
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May

2008
June July Aug. Sept. Oct. Nov.

 Task 1: Scope of Services (SOS) Development and Organization Task 7: Long-Term Management Issues
PTG to create general Communications Plan. PTG to write a Crisis Communication Plan, to include suggestions for monitoring utility communications during an emergency. PTG to develop and propose an activity schedule, staffing plan, and budget to complete BAP through project completion.












Task 8: Community Outreach Techniques
PTG to develop and propose systems to coordinate public meetings. PTG to develop and propose systems to create and execute corridor mailings. PTG to develop and propose to MDT a system to create and distribute newspaper notices. PTG to develop and propose to MDT a system to create and execute website updates.
(MDT review in May 2008) (MDT review in May 2008) (MDT review in May 2008) (MDT review in May 2008)







BAP DEVELOPMENT SCHEDULE - DRAFT

2-7

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
Time to Complete

2.0 OVERVIEW

TASK Get SOW Outline Approved

2007
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May

2008
June July Aug. Sept. Oct. Nov.

 Task 1: Scope of Services (SOS) Development and Organization
PTG to develop and propose to MDT a mechanism to set up website access for BAP. PTG to develop and propose to MDT a system to create, implement, and monitor a Community Hotline. PTG to develop and propose to MDT a system to create and execute a corridor marketing effort, PTG to develop and propose to MDT a plan for the implemented community charettes. PTG to develop and propose a system with local colleges and universities to involve students and faculty in the business assistance program.




(MDT review in May 2008)


(MDT review in May 2008)


(MDT review in May 2008)


(MDT review in May 2008)


(MDT review in May 2008)

Task 9: Plan Implementation
PTG to Submit Final BAP Scope of Services. PTG to issue to MDT Final recommendations and SOS.
Deliver ed in May 2008 Deliver ed in May 2008

BAP DEVELOPMENT SCHEDULE - DRAFT

2-8

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.0: SCOPE OF SERVICES
3.1 - SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION (TASK 1) The study team will organize and facilitate monthly BAP team meetings. PTG will create a master planning schedule for the development and implementation of the BAP (see Exhibit 2.1). The Plan Development Schedule proposes these meetings begin in November. The study team will also create a master listing of businesses along the corridor (see Appendix B). This comprehensive list will include reference checks against county property and tax rolls to garner information that will allow the team to identify owners of the businesses along the corridor. MDT will coordinate and conduct a business survey of the entire corridor, including both the businesses that will remain during construction and those that will be acquired or relocated. PTG will work with MDT to develop a customized form (see Appendix B-3 – NCME Corridor Business Survey Form) to be used as part of this activity. The BAP team will create a list of potential collateral materials that will facilitate the dissemination of up-to-date, easy to understand information to business owners, tenants, and residents along the corridor. It is imperative to the success of the BAP to maintain a current listing of the businesses that will remain in the corridor during construction. To efficiently manage the listing, it should be updated six months prior to construction and monthly thereafter until project completion. This list will become the basis for outreach efforts by MDT, the contractors, or others parties. Updating the list and contact information will be of high priority. 3.1.1 STUDY WORKING GROUP AND ADVISORY COMMITTEE

The study team, led by PTG, will define the purpose of the Working Group. The group will be comprised of business owners, tenants, residents, civic leaders, and other stakeholders along the corridor. The team will then develop participation criteria for the Working Group. The team will also develop and review a proposed schedule of Working Group meetings. The purpose of this group will be to advise MDT and its consultants on community outreach efforts and proposals to assist NCME businesses that remain open during construction. MDT will direct PTG in conducting these meetings. 3.1.2 LEGAL MITIGATION LIMITS AND PROCESSES

The BAP will review existing laws, procedures, and policies impacting BAP planning. Recommendations for BAP assistance policies and procedures will be considered as applicable. A review of existing MDT outreach efforts and their constraints will also be reviewed. 3.1.3 POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS

The BAP will examine financial, technical, and management assistance programs that could potentially be implemented for the BAP program. This will also include an overview of implementation of such programs at other major transportation projects in the United States.

BAP DEVELOPMENT PLAN - DRAFT

3-1

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.1.4

EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS

The BAP will summarize the experiences of successful programs of other recent major transportation projects in the United States in their efforts to protect operating businesses from harm during construction of major corridor improvement projects. 3.1.5 CONSTRUCTION COORDINATION PROGRAM (CCP)

The BAP will address construction information coordination with corridor operating businesses once construction activities begin. The team will develop a construction sign program to assist businesses with their signage needs during construction. The team will also create a mechanism to manage and monitor traffic mitigation plans, utility communications, and emergency communications. To ensure effective communication between the BAP team and the public, the team will create a plan to manage and distribute municipal government updates related to construction. As part of the CCP, the study will address a format for bus stop change notification with MDT and NCME businesses and residents when service at bus stops will be interrupted or rerouted. The study will propose a plan to manage a one-stop service office to be located within the corridor. The one-stop service office would be operational one year prior to construction. The BAP team will also describe links between construction activity and traffic flow, utility disruption, etc. with impacted businesses. The process will link design engineers, subcontractors, and building contractors with public outreach staff to ensure that accurate, up-to-date information is distributed to the community. The team will create tools and techniques that will be used to communicate with businesses during the construction. Quick response teams will be created to ensure rapid information flow in the event of a crisis. 3.1.6 LONG-TERM BAP MANAGEMENT

The BAP will propose ways to manage an ongoing program. The report will propose a Crisis Communication Plan and activity schedule, staffing plan, and budget to complete the BAP through construction. 3.1.7 COMMUNITY OUTREACH TECHNIQUES

The BAP report will develop systems to coordinate public meetings and conduct corridor mailings. It will propose ways to create and execute website updates and distribute newspaper notices. In addition to website updates, the study will also develop a mechanism to set up a BAP website access to ensure that accurate information is uploaded to the BAP site. The team will create, implement, and monitor a BAP Community Hotline, which will be an easy-to-use informational source for businesses impacted by construction. Concepts to create and execute a corridor marketing effort, including business seminars, stakeholder meetings, and charettes will also be explored. The team will also work to include local colleges and universities, and involve students and faculty.

BAP DEVELOPMENT PLAN - DRAFT

3-2

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.1.8

PLAN COMPLETION AND ADOPTION

In June 2008, the BAP team will issue the Final BAP proposed recommendations. 3.1.9  CONSIDERATIONS



The BAP Scope of Services will be divided into nine (9) tasks and include final recommendations for strategies for implementation, a proposed timeline, and budget and staffing plan. The Final Draft BAP SOS will be complete by May 2, 2008. MDT will then review the plan and return comments to PTG within 30 days. The BAP SOS will then be complete.

BAP DEVELOPMENT PLAN - DRAFT

3-3

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.2 - BAP WORKING GROUP AND ADVISORY COMMITTEE (TASK 2) 3.2.1 MISSION

The mission of the Orange Line Phase II: North Corridor Metrorail Extension Working Group is to provide feedback, identify issues, and provide advice and guidance to residents and businesses owners along the NW 27th Avenue corridor as MDT prepares for project construction. 3.2.2 ORGANIZATION AND PURPOSE

The working group will be made up of community leaders, business owners, residents, municipal officials, and other stakeholders who will provide recommendations for outreach and provide insight that can be used in the development and execution of the North Corridor Metrorail Extension Business Assistance Program (BAP). The Working Group will be comprised of 20-25 members that represent all facets of the community. The Working Group will have no official decision-making power or authority. The Working Group will play a key role in providing input to MDT and the consultants shaping the BAP. The Working Group will facilitate an ongoing dialogue on a range of issues that will affect residents and business owners during construction. Business and financial assistance for businesses that will remain in the project corridor will be considered by the Working Group for their input. Meetings of the Working Group will be held quarterly and be open to the public. Meetings of sub-groups or task forces generated by the Working Group will occur more often if needed. Organizations and interests that will be represented on the Working Group could include, but not necessarily be limited to, the groups identified in Table 3.2-1.
TABLE 3.2-1 WORKING GROUP REPRESENTATIVES
Agency Reason for Inclusion

Metropolitan Planning Organization (MPO) Opa-locka Community Development Corporation (OCDC) Civic organizations like the North County Citizen’s Association and the Magnolia and Westside Homeowners Association Miami-Dade Transit (MDT) Operations

Florida Department of Transportation (FDOT) Operations Churches

This organization’s expertise in transportation planning will be invaluable for the Working Group as the BAP is developed and implemented. This agency’s knowledge of the community of Opalocka, which will be directly impacted by project construction, will be an asset to the Working Group. Civic associations will be key in fostering community awareness and can provide essential feedback about the community’s transportation needs. A representative from MDT Ops will be an important addition to the Working Group body and can provide input on a range of issues that may impact business owners and residents during construction. A representative from FDOT Ops will be needed to provide input and feedback as the project nears construction. A representative from the church community will be an important addition to the Working Group. The Corridor community often relies on their churches to provide information and input.

BAP DEVELOPMENT PLAN - DRAFT

3-4

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.2.3   

WORKING GROUP OBJECTIVES

The Working Group will provide essential input and feedback during the development of the BAP. The Working Group will meet periodically, as suggested, to identify opportunities and issues important to the project’s development. The Working Group will create collaborative efforts to engage different stakeholders along the corridor in the BAP. MEMBERSHIP CRITERIA

3.2.4

The Working Group will be comprised of 20-25 members. These members will be comprised of community leaders, residents, business owners and other stakeholders who will be appointed, elected, or nominated to serve a one-year term. One recommendation is to publicize a Call for Membership of the Working Group within the community through mainstream and community media, e-mail, the Internet and by conducting a mailing to residents and business owners along the corridor. Those interested could apply using a form designed and developed by the BAP. Those forms could then be collected or submitted electronically on the BAP website. The BAP team could then select members based on the following criteria:      Member must be a resident along the corridor for a minimum of one year. Business owner or tenant must have transacted business within the corridor for one year. Agencies, institutions, and non-profit organizations applying for representation in the Working Group must have a direct link to the corridor community. Must be available to meet quarterly. Will not be compensated for meetings or membership. INFORMATION MANAGEMENT

3.2.5

In order to handle information from the group, a dedicated BAP staff person will be needed to take and distribute meeting minutes, create a list of action items, work with other agencies, and act as an administrator for the group. While in the planning phase, this function would be in developing the program and getting it organized. MDT will need staff to set-up agreements with colleges or financial institutions to implement the managerial and financial BAP components. During the construction phasing, outreach staff in the corridor could be needed as described further in this report. 3.2.6 SCHEDULE OF IMPLEMENTATION

The implementation of the Working Group will be executed according to the approved BAP Plan Development Schedule. 3.2.7  CONSIDERATIONS

The Working Group’s main objectives will be to review the BAP program and make recommendations regarding the following:

BAP DEVELOPMENT PLAN - DRAFT

3-5

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

• • • • 

Financial assistance incentives and programs Community outreach efforts Contractor information dissemination Construction program implementation

A dedicated staff person will be needed to act as an administrator for the group by taking and distributing meeting minutes, creating action items, working with other agencies and handling other day-to-day tasks related to the Working Group.

BAP DEVELOPMENT PLAN - DRAFT

3-6

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.3 - LEGAL MITIGATION LIMITS AND PROCESSES (TASK 3) 3.3.1 INTRODUCTION

The MDT is committed to meeting legal responsibilities in accordance with local, state, and federal laws and statutes regarding property impacts due to the NCME project. The BAP is a component of MDT’s FEIS and ROD (April 2007) for the federal financed project. PTG examined the current North Corridor Record of Decision (ROD) Mitigation Plan for a BAP. PTG looked at other projects like the South Miami-Dade Busway project and other transportation projects to see how they address corridor construction techniques. The FEIS for the NCME project outlines the mitigation actions for addressing numerous potentially adverse impacts and issues that may arise during construction of the North Corridor project. The ROD offers possible measures for resolving them. Exhibit 3.3-1 is a matrix that highlights commitments made by MDT to mitigate adverse impacts. In addition, other federal laws that may affect businesses impacted by construction along the corridor are reviewed in this section. The BAP is proposed under the Relocation section of the ROD mitigation commitment efforts and in several other areas of the ROD mitigation commitment. This plan is a measure by MDT to meet the ROD mitigation commitment to impacted businesses. Other commitments, including the need for traffic plans, run-off control plans, and efforts to control noise, dust and disruption, along with many other mitigation commitments are also called for in the NCME ROD mitigation commitment agreed to by MDT. .
EXHIBIT 3.3-1 NCME FEIS ROD MITIGATION COMMITMENT (APRIL 2007)
FEIS Topic General Mitigation Provisions Specific Actions And Comments

Relocations



• Relocations

116 parcels to be acquired o 21 residences o 91 businesses o 3 institutions Must comply with Federal Uniform Relocation Act of 1970





Business relocations – businesses impacted by loss of frontage, access or parking (but not the loss of structure) might be forced to relocate.



Relocations
(1) Since ROD the need to relocate the armory has been resolved



2 institutions will be relocated o Store-front Church o Armory o North Central branch library






County will implement Relocation Assistance Program and Last Resort Housing Program. 20 efficiency apartment residents (10534 NW 27th Avenue) – Last resort housing could include up to 3 years of supplemental rent payments. Businesses will be permitted to remain in operation through the use of MDT land for parking and provision of adequate access and signage. County is also introducing the Business Assistance Program (BAP) not cited in the EIS mitigation. Church is at 9920 NW 27th Avenue – and must be in continual operation even through relocation. Agreement needs to be reached with DOD regarding relocation. Library – (see community service).

BAP DEVELOPMENT PLAN - DRAFT

3-7

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
FEIS Topic General Mitigation Provisions

3.0: SCOPE OF SERVICES

Specific Actions And Comments

Community Services

The following impacts need to be addressed: 1. 2. 3. North Central Branch Library. Enhance community interaction and minimize disruption. Minimize adverse impacts of relocation – displaced businesses will be encouraged to relocate in new joint developments in the corridor.

Library The library will be relocated near its current location in a suitable facility. Community • Design stations and P&R facilities to provide easy accessibility to the surrounding area and enhance community connectivity. • Make sure P&R facilities do not adversely impact community aesthetics, but have visual appeal. • Station elements need to be aesthetically integrated with its surroundings. • Continue a dialogue with the community regarding station area planning. • Guideway design should allow east-west access connections in the community. Businesses • Adverse construction impacts to corridor businesses will be addressed in contract specifications and construction management plans. 1. Minimize street and lane closures and detours. 2. Advise emergency services of roadway closures. 3. Notify community of street closures in advance. 4. Require continuous pedestrian and vehicular access to businesses, residences and institutions during construction. 5. Require effective security and safety measures at construction sites, yards during construction and at adjacent properties so they remain fully operational. Landfill sites should be identified and mapped if near NW 27th Avenue.

Geology and Soil

There will be an investigation to research the presence of methane in the corridor from two nearby closed landfills. If present, MDT will work with DERM to develop an appropriate mitigation strategy.

BAP DEVELOPMENT PLAN - DRAFT

3-8

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
FEIS Topic General Mitigation Provisions

3.0: SCOPE OF SERVICES

Specific Actions And Comments

Threatened and Endangered Species







The alignment crosses canals that might house manatees. Therefore, manatees will be protected during construction by implementing manatee protection requirements of federal, state and local agencies. A qualified biologist will survey vacant lots affected by construction to determine if the Rim Rock Crowned snake is present. If found, appropriate action will be developed with local, state and federal agencies. A qualified biologist will survey areas affected by construction to determine if the following endangered species are present: 1. Florida bonneted bat 2. American alligator or American crocodile 3. Eastern indigo snake 4. Sandhill crane, snail kite, bald eagle, southeastern kestrel and wood stork. 5. Migratory birds, including Bachman’s warbler and Kirtland’s warbler.

• •

Need to consider on-call biologist services to identify and handle any endangered species located. Set-up contractor protocol for any occurrences.

Water Resources

Impervious areas will be created, primarily around parking lots.

MDT will design the project to: • Incorporate stormwater retainage facilities. • Facilities will comply with public agency requirements and get approvals. • All new impervious surfaces will be treated in proposed exfiltration trenches, designed to DERM specifications and approval. Stormwater treatment will be carried out in accord with state and county requirements. The stormwater treatment plan will be submitted to all the above agencies for their approval.

Stormwater & Ground Water Pollution

Reduce potential for run-off to carry hydrocarbons into surface water.

BAP DEVELOPMENT PLAN - DRAFT

3-9

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
FEIS Topic General Mitigation Provisions

3.0: SCOPE OF SERVICES

Specific Actions And Comments

Stormwater Construction Related Impacts

Construction impact controls will be developed to meet FDOT standards and specifications and through the use of BMPs.

Transportation – Construction related

1. 2.

Develop Work Zone Traffic Control Plan (WZTCP). Incorporate controls into contract specifications and construction management plans that require a Health and Safety Plan (HSP).

Tools used will include: • Use of sedimentation barriers. • Use of turbidity barriers. • Stormwater channelization. • Development of stormwater management plans for FDEP, SFWMD and DERM approval. • Retention and protection of existing vegetation as possible. • Covering disturbed soil. • Mechanical retardation of runoff erosion. • Runoff storage provision. • The HSP must be coordinated with the WZTCP plan – incorporating signing, traffic control devices, barricades and related safety traffic practices for worker training. • The contractor will have a full-time safety officer who will be required on site. Construction contracts will incorporate controls and requirement to minimize dust, such as: • Spraying exposed areas. • Covering trucks with dusty materials. • Washing trucks. • Minimizing use of vehicles over unpaved areas. • Cleaning dust and mud covered spaces. • Conduct a detailed noise analysis as part of final design in accord with FTA and FEIS standards and requirements. • The project will be designed to include: o Continuous welded rail track o 4-foot high noise wall as needed o Incorporate sound absorbing materials where necessary. • In those five sites where the “no impact” category remains, the following will be proposed for mitigation. o Install replacement windows and or wall insulation. o Purchase selected properties. o Offer to relocate tenants at impacted apartments. • If added properties are found to be impacted then the same remedies will be offered.

Air Quality – Construction related

Construction activity could cause short-term air quality impacts.

Noise and Vibration – Operational noise

There is a need for remediation of noise due to impacts in the “severe category” as defined by FTA.

BAP DEVELOPMENT PLAN - DRAFT

3-10

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
FEIS Topic General Mitigation Provisions

3.0: SCOPE OF SERVICES

Specific Actions And Comments

Noise and Vibration – Construction related

Noise impact controls will be incorporated into contract specifications and construction management plans. The Phase 1 PE study cited 43 properties with contamination of high or medium risk. The project must meet OSHA standards

Contamination

Health & Safety

Health & Safety (underground tanks) Health & Safety (construction related)

The Phase 1 study indicates the presence of impacted underground storage tanks. Construction activities involve contact with petroleum, dust, groundwater, other excavation activities or contaminants.

The plans shall include the numerous mitigation techniques proposed in the FEIS\ROD and be consistent with local noise regulations, FDOT standards, and FTA mitigation strategies. A Phase 2 study will be completed for all sites to develop strategies to mitigate contamination problems. Contamination problems are most probably petroleum related. To meet OSHA standards the following actions are required: • Meet local & OSHA standards for fire protection and prevention. • Investigate presence of potential contaminants and appropriate follow-up actions. • Prior to construction, develop mitigation plans for handling contaminated soil or groundwater. • Cover removed contaminated soils. • Used licensed haulers to transport removals to appropriate sites. • Conduct chemical tests for groundwater contamination and, if needed, conduct appropriate follow-up actions. Tanks will be removed in accord with ROD mitigation standards. Construction impact controls will be included in contract specifications so that construction management plans can be developed to: • Control dust. • Control storage & use of hazardous materials. • Control groundwater disposal. • Require the HSP to address handling hazardous materials. • Require the HSP to address emergency response to hazardous material incidents. • Require the HSP to address notification of incidents to proper authorities. Construction specifications and management plans will include provisions to minimize customer inconvenience as required in the ROD mitigation plan. • The project will be designed to provide sufficient clearance to meet RR requirements. • Construction specifications and management plans will require that construction activities not interfere with RR operations.

Utilities

Utility relocation required

Railroads

There are two RR track crossings

BAP DEVELOPMENT PLAN - DRAFT

3-11

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
FEIS Topic General Mitigation Provisions

3.0: SCOPE OF SERVICES

Specific Actions And Comments

Permits

Permits will be obtained as required.

Permits will be obtained, as required, in the ROD mitigation plan from the following agencies: • US EPA • Army Corp of Engineers • South Florida Water Management District • Florida Dept. of Environmental Protection • Miami-Dade County – DERM • Miami-Dade County – DP&Z • Miami-Dade County Building Dept. • Florida DOT • Florida East Coast RR

It is important to recognize the commitment made by MDT to implement measures cited in the ROD to mitigate adverse impacts. Implementation measures can be considered project costs, though not all costs are necessarily reimbursable with federal funds and need to be borne by the County. Certain facets of the BAP commitment could fall into this area, while others are standard expenditures and can be used as matches for federal funding. 3.3.2 OVERVIEW OF CURRENT TRANSPORTATION MITIGATION POLICIES AND LAWS

Because the NCME project is financed with federal funds it is imperative that MDT be aware of current federal transportation laws that may impact the project. A significant Florida law applicable to this corridor – the Enterprise Act, is also described. Other corridors or projects could be impacted by other statutes and commitments made by the public agency to mitigate adverse impacts. Some important laws are listed below. These statutes have influenced the mitigation plan for the NCME project.  The Uniform Relocation Assistance and Real Property Acquisition Policy Act. The Uniform Act provides important protections and assistance for people affected by federally funded projects. This law was enacted by Congress to ensure that people whose real property is acquired, or who move as a result of projects receiving federal funds, will be treated fairly and equitably and will receive assistance in moving from the property they occupy. The Clean Air Act. The Clean Air Act requires that the U.S. Environmental Protection Agency set national health-based air quality standards to protect against common pollutants including ozone (smog), carbon monoxide, sulfur dioxide, nitrogen dioxide, lead, and particulate soot. State governments must devise cleanup plans to meet the heath standards by a specific date. The Clean Water Act. The Clean Water Act (CWA) is the cornerstone of surface water quality protection in the United States. (The Act does not deal directly with ground water or with water quantity issues.) The statute employs a variety of regulatory and non-regulatory tools to sharply reduce direct pollutant discharges into waterways, finance municipal wastewater treatment facilities, and manage polluted runoff. These tools are employed to achieve the broader goal of restoring and maintaining the chemical, physical, and biological





BAP DEVELOPMENT PLAN - DRAFT

3-12

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES









integrity of the nation's waters so that they can support "the protection and propagation of fish, shellfish, and wildlife and recreation in and on the water." The Endangered Species Act of 1981. This Act was designed to protect critically imperiled species from extinction as a "consequence of economic growth and development untendered by adequate concern and conservation." The Florida Enterprise Zone Act of 1994. Florida established one of the first Enterprise Zone programs in the country in 1982. In 1994, the program changed significantly when the Florida Legislature passed the Florida Enterprise Zone act of 1994. The 1994 act was based primarily on the federal government’s Empowerment Zones and Enterprise Communities programs. The Transportation Equity Act for the 21st Century. TEA-21 builds on the initiatives established in the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA), which was the last major authorizing legislation for surface transportation. This new Act combines the continuation and improvement of current programs with new initiatives to meet the challenges of improving safety as traffic continues to increase at record levels, protecting and enhancing communities and the natural environment as we provide transportation, and advancing America’s economic growth and competitiveness domestically and internationally through efficient and flexible transportation. The Americans with Disabilities Act of 1990. All public transportation services, including public meetings conducted for transportation agencies, must comply with sections 794 and 12132 of the Act, which requires that a project be readily accessible to and usable by individuals with disabilities.

The Uniform Relocation Assistance and Real Property Acquisition Policy Act only applies to properties actually acquired for a project using federal funds. In fact, federal guidelines do not address the issues concerning businesses remaining during large scale construction projects. State and local governments have recognized that property owners that remain during construction are adversely impacted and therefore mitigation is addressed in the FEIS and ROD or other policy statements. 3.3.3 CURRENT COUNTY MITIGATION EXAMPLES

South Miami-Dade Busway Project2 The South Miami-Dade Busway project is an $88 million, 11.5 mile project completed in 2007 that impacted businesses and residents in South Miami-Dade County during construction. The County owned most of the right-of-way. Significant mitigation measures included the following: 1. Developed a Citizens Advisory Committee (CAC) to work with the County during the design and implementation phase of the project. A large public information program was created that reached out beyond the CAC to all interested residents, businesses, and officials at the municipal, state and federal levels. A Public Information Office (PIO) was created to coordinate outreach and information dissemination. The PIO was charged with:

2

MDT, Community Awareness Plan – Busway Extension to Florida City – Segment II, Pistorino and Alan (Undated)

BAP DEVELOPMENT PLAN - DRAFT

3-13

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

• • • • •

Making sure business entrance signs were provided and clearly displayed by contractors. Issuing press releases informing the media and public of traffic detours and mitigation measures in the Maintenance of Traffic (MOT) effort. Keeping up-to-the-minute and on-line IVR traffic advisories. In-person meetings with businesses prior to major construction activity. The Engineer of Record (EOR) maintained the MOT.

2. Plans were developed that addressed adverse business impacts, including: • • • • • • • • • • • • MOT to minimize blockage to driveways and parking access. MOT to minimize cut-through traffic around detours. MOT to minimize blockage to delivery access and drop-off zones. MOT to minimize blocked pedestrian access. MOT to minimize bus-stop interruption. Plans for dust and noise mitigation. MOT to address public safety access and notification of detours and utility interruptions. Procedures to address construction encroachment on private property. Compliance with federal, state or county requirements on toxic substances. MOT to address ways to replace parking areas lost during construction. Compliance with temporary roadway repairs as needed. Plans for construction and MOT that permitted special events functions without adverse impacts.

3. Business owners and residents expressed concern over the noise levels of buses along the busway. Properties were divided by vacant land of at least 100 ft. from U.S. 1. Tests were conducted that determined that noise from buses and construction activity met the minimum levels set forth by the Federal Highway Administration (FHWA) of 83dBA (decibels). Properties that were within that noise level were visited by the community outreach staff and a project engineer to access the noise level. Depending on the severity of the noise, accommodations were made to stop work at certain times to ease the impact on the property owner. 4. The Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Office of Capital Improvements, provides local businesses up to $35,000 at a low interest rate. This program was utilized by businesses during construction. 5. The project was designed specifically to comply with the Americans with Disabilities Act (ADA) compliance during construction. Considerations were made to ensure that all facilities were ADA complaint.

BAP DEVELOPMENT PLAN - DRAFT

3-14

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Many of these issues will apply to the NCME corridor and successful examples from the South Dade Busway development can be applied to mitigate adverse impacts. 3.3.4 LEGAL MITIGATION AND PROCESSES AT OTHER U.S. TRANSPORTATION PROJECTS

U.S. transportation projects have made commitments similar to those made in the South Dade Busway construction in protecting businesses and local residents during construction. The Connecticut Department of Transportation’s (CDOT) mitigation measures used for transportation projects in the state can be an example of how CDOT handled impacts like noise and debris during construction. The Connecticut Department of Transportation During construction of all transportation projects, on-site mitigation measures for construction activities are utilized by CDOT. They include, but are not limited to:   The creation of an erosion and sedimentation control plan. Such controls must be put into use before work can begin on the project. A provision that no equipment or machinery should be refueled within 25 ft. of any wetland or watercourse unless approved by the project engineer or contractor. The NCME project goes over canals and other waterways and the ROD calls for efforts to minimize adverse contamination of water resources. The implementation of measures to prevent construction debris, paint, or other material from entering any wetlands or watercourses are undertaken before construction is allowed to begin. These materials are to be collected and disposed of in an environmentally safe manner in accordance with state and federal laws and regulations. The NCME project does not impact wetland areas. A requirement that the contractor shall make every effort to secure the work site before a major storm event, as defined by the National Oceanic and Atmospheric Administration Weather Service. A requirement that all temporary fill shall be stabilized during construction to prevent sediment or particulate matter from entering a watercourse. All areas affected by temporary fill shall be returned to their original contours or as directed by the engineer, and replanted. Within seven days of setting the approximate final grade on slopes, replanting will be accomplished. Provisions will be made for the collection, retention, and proper disposal of drained oil, removed oil filters or other deleterious materials. All spills are reported immediately to the Connecticut Department of Environmental Protection (DEP) by the contractor. Similar requirements are included in the NCME ROD. For pesticide and herbicide application, a proposed applicator’s name and license number must be supplied for approval. No application of pesticides or herbicides within 25 feet of a watercourse is allowed.







 



Some CDOT ideas are already included in the ROD for the NCME. During the final landscaping plan development for the project, the use of interim measures to keep the area attractive and to reduce run-off will be addressed.

BAP DEVELOPMENT PLAN - DRAFT

3-15

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Congestion and air quality are potential adverse impacts that could face businesses and residents during construction of the NCME project. To learn how other transportation projects handled these impacts, the New York State Department of Transportation’s Congestion Mitigation and Air Quality Improvement Program was examined. The New York State Department of Transportation (NYSDT) makes congestion mitigation and air quality during construction of a transportation project a priority. NYSDT adheres to the following regarding air quality and pollution project funding during transportation construction:    Provides funding to support transportation projects in air quality non-attainment areas; Requires that all projects must contribute to attainment of national ambient air quality standards by reducing pollutant emissions from transportation sources; Provides funding distributed based on each state's share of the population of air quality nonattainment areas weighed by severity of air pollution; with each state guaranteed a one-half percent minimum apportionment; and Funding may be used for all FTA programs, including operating assistance for up to three years. CONSIDERATIONS



3.3.5    



The NCME Record of Decision Mitigation agreement outlines potential legal issues that may arise during project construction and offers comprehensive solution measures. Measures will need to be taken to minimize direct impacts caused by construction, such as debris and noise. Noise and Dust levels as established by the federal agencies or the County’s Department of Environmental Resource Management (DERM) must be adhered to during construction. County funds for loans to mitigate adverse impacts to businesses remaining open during the construction period were used in the South Dade Busway effort through a grant program. The Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital Improvements Department, provides local businesses up to $25,000 at a low interest rate. This program was utilized by businesses during construction. Developing a project specific PIO effort as the County did during the South Miami-Dade Busway Public Information Plan is significantly important. Each adverse impact type is described and significant problems addressed in a specific plan for the area or type of impact.

BAP DEVELOPMENT PLAN - DRAFT

3-16

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.4 - POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS (TASK 4) 3.4.1 INTRODUCTION

The Federal Environmental Impact Statement (FEIS) Record of Decision (ROD) states that Miami-Dade County Transit (MDT) will develop a “Business Impact Program,” now known as the “Business Assistance Plan” or BAP, to assist businesses in the NW 27 th Avenue adversely impacted by the construction of the Metrorail extension. Business properties taken by eminent domain or negotiation are not the target of this effort. These businesses and just compensation are covered by the Federal Uniform Relocation Act. The BAP aims to assist businesses in the corridor whose property will not be taken, but that may be damaged by adjacent construction, disruption, physical access or other operating constraints during the North Corridor construction program. The objective is to insure that a viable business community remains along NW 27th Avenue when the project opens by 2017 and that businesses that were impacted remain in operation after NCME completion. As such, financial and technical assistance must be provided to the businesses that will remain along the corridor. The attached matrix, Exhibit 3.4-1, outlines a variety of state, local, and federal government programs that would positively benefit the remaining businesses along the corridor. 3.4.2 RESEARCH AND FINDINGS

The North Corridor Business Assistance Program (BAP) needs to consider a variety of tools to assist corridor businesses so they can remain viable during the construction phase and, therefore, benefit from the project implementation. This section considers financial and management options for businesses that will remain along the corridor during construction. The goal of the BAP is to minimize adverse impacts to these businesses remaining in the corridor during construction through the creation and administration of the programs outlined herein. In the matrix, a number of these financial and management tools are described. These programs from county, state and federal agencies, including examples of financial and management aid programs used elsewhere, are described herein. For example, programs like the City of Phoenix’s Management Technical Assistance Program that matches small business owners with private sector consultants who have left the workforce, offer guidance in seven technical areas and have worked well. A program like this could be replicated along the North Corridor. On the Miami-Dade County level, there are existing programs currently administered through Miami-Dade County’s government that would be ideal for impacted corridor businesses. The Mom and Pop Small Grant Program, administered by the County’s Board of County Commissioners, was created to provide financial and technical assistance to qualified small businesses located in each commissioner’s district. The North Corridor project is within the districts of commissioners Dorrin Rolle and Barbara Jordan. This program, based on need, gives assistance to businesses that have been in existence for one year and that are not part of a national chain. It is recommended that MDT work directly with both commissioners to focus their monetary allocations on the businesses affected by corridor construction.

BAP DEVELOPMENT PLAN - DRAFT

3-17

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

The Commercial Revitalization Program, administered by Miami-Dade County’s Office of Community and Economic Development (OCED), offers grants of up to $100,000 to assist business owners in improving the facades and open spaces if their business operations are located in low and moderate-income neighborhoods. MDT could work directly with OCED to provide grants to businesses along the corridor who meet the requirements of the program. This would also be a great marketing tool that can foster community ownership because MDT would be changing the overall look of the neighborhood by restoring building facades, open spaces, plantings and improving the community’s appearance. There are also opportunities to partner with national organizations to seek financial assistance. For example, the Kresge Foundation administers a Bricks and Mortar Program, which provides funds for impacted businesses to purchase real property and equipment that will enhance their operations during construction. This program must be administered through a non-profit entity. It would be ideal to work with a non-profit, like Tools for Change, to administer this program along the corridor. Miami-Dade County also assists in the administration of Count Me in Loans for Women Entrepreneurs, a program which provides micro loans of $500 to $10,000 for women operating a business of any kind. The County also provides technical assistance to the businesses in the program. On the state level, the Florida Department of Community Affairs administers a Community Development Block Grant Program. CDBG funds are used to administer The Florida Small Cities Community Development Block Grant Program, which provides funding to businesses that create jobs for low and moderate income Floridians. Another CDBG-funded program that has worked well in the City of Phoenix is the Expansion and Assistance Development Program (EXPAND). This program enables small businesses to access capital from conventional lending sources. The EXPAND program does not, however, provide grants or direct loans. Instead, the program promotes economic development within the City of Phoenix by providing supplemental collateral to a participating lender via a CD that is pledged toward a loan made by the lender to a creditworthy business. The EXPAND collateral enhancement of up to $150,000 reduces the lenders risk and increases their willingness to consider providing loans to small businesses. The Management Technical Assistance Program, administered by City of Phoenix and mentioned earlier, is also CDBG-funded. On the federal level, businesses along the corridor can benefit from tax credits and rebates offered by the Enterprise Zone Program. The Enterprise Zone is a designated area within MiamiDade County offering financial incentives to businesses that locate or expand within the zone. The goal is to encourage investment and job creation in economically distressed areas such as the North Corridor. A business has to create new jobs for enterprise zone residents in order to qualify for the program. The program’s credit and rebates greatly reduce the cost of doing business in Miami-Dade County and can result in substantial savings for the business owner.

BAP DEVELOPMENT PLAN - DRAFT

3-18

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

OCED administers this program. The Governor’s Office of Tourism, Trade and Economic Development and Enterprise Florida also assist with program administration. The credits include incentives for Miami-Dade County tax, resulting in a refund of road, police, fire, emergency services, and water and sewer impact fees (within a municipality, the city must also authorize tax abatement). State credits include Job Tax Credits of up to 15% of wages paid for new jobs created for Enterprise Zone residents and a corporate Tax Credit of up to 15% of wages paid for new jobs created for Enterprise Zone residents. 96% of Corporate Tax credit on ad valorem taxes not abated by local government. The State of Florida also provides tax-exempt bond financing for businesses along the corridor. The Governor’s Office of Tourism, Trade and Economic Development and Enterprise Florida administer a Revolving Loan Fund Program, which provides easy access to capital and affordable financing to small and minority-owned businesses that do not meet standard credit criteria. Loans range from $10,000 to $250,000. 3.4.3 GREEN PROGRAMS

There are also several “green” programs that encourage businesses to run environmentally friendly operations. This would be another great public relations and marketing initiative that would improve the quality of life in the community. Examples of successful “green” business programs that would work well along the corridor are the Bay Area Green Business Program, a public-private partnership in the San Francisco Bay are that brings the resources of the utility companies to provide assistance and advice to small business owners on greening a business. The City of Portland’s Office of Sustainable Development administers the Businesses for an Environmentally Sustainable Tomorrow (BEST) Program, which helps business owners learn the latest on pollution, prevention, energy efficiency and waste reduction. This program has already been replicated in communities like Chula Vista, California; Austin, Texas; and Olympia, Washington. Nationally, Green Star, Inc., a private non-profit organization encourages business owners to incorporate techniques of waste reduction and energy conservation and pollution prevention in their places of business. Other innovative ideas that have worked well in other cities include the Business Assistance Center Finance Unit (BAC), created by the City of Olympia, Washington. The BAC Finance Unit provides technical assistance and referrals to business owners seeking available finance program on state and local levels. The BAC administers the finance programs that are designed to increase access to capital for small business owners. Another program of note is the City of Salt Lake’s Management Technical Assistance Program (MTAP). This program offers small businesses the opportunity to work with experienced consultants at no cost. A version of this program could be invaluable along the corridor. Exhibit 3.4-1 is a matrix that outlines the specific programs, criteria, and deadlines.

BAP DEVELOPMENT PLAN - DRAFT

3-19

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

EXHIBIT 3.4-1 NCME BAP POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS
TYPE NAME CONTACT County and Related Programs Grant Bricks and Mortar Kresge Program Foundation AMOUNT Unlimited DESCRIPTION Grant funds can be used during construction to purchase real estate and major equipment DEADLINE SIGNIFICANT CRITERIA

Ongoing Grant must be administered through a non-profit; we could join forces with one to help administer the program along the corridor. Ongoing Business must be located in a low income area to qualify.

Grant

Commercial Revitalization Program

Miami-Dade County Office of Economic Development

Loan

Count Me In Loans Miami-Dade for Women County Entrepreneurs

Maximum of Assist recipients to $100,000 improve the facades and open space of commercial facilities in low and moderateincome neighborhoods $500 to Micro loans for women $10,000 who are starting or growing their businesses

Grant

Mom and Pop Small Business Grant Program

Miami-Dade County Board of County Commissioners

Based on need

Created to provide financial and technical assistance to qualified small businesses in their district which are approved for funding.

Loan

Miami-Dade County Countywide Business Road Impact Assistance Loan

Miami-Dade County Office of Capital Improvements

Up to $35,000

To assist businesses adversely impacted by construction

Ongoing Business must be at least two years old and generate less than $200,000 in annual revenue to qualify for the Micro loan program. Ongoing Each commissioner has funds allocated to assist business in their districts 1. Must be in businesses for one (1) year. 2. Cannot have more than seven (7) employees. 3. Must not be a part of a national chain. 4. Applicant must be located in a County Commission District submit all requested documents. Ongoing Below is a link to the application and the MDC Office of Capital Improvement. http://www.miamidade.g ov/CICC/library/Busines s_loan_program_applicat ion.pdf

BAP DEVELOPMENT PLAN - DRAFT

3-20

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
TYPE NAME State and Related Programs Grant Community Development Block Grant Program CONTACT Florida Department of Community Affairs AMOUNT DESCRIPTION DEADLINE April 20, 2007

3.0: SCOPE OF SERVICES

SIGNIFICANT CRITERIA Businesses must be in a low-income area and conform to the National Low-Income Objective set forth by HUD.

Based on Florida's Small Cities need Community Development Block Grant Program provides funds to create jobs for low and moderate income Floridians. CDBG funded program enables small businesses to access capital from conventional lending sources. $150,000 The EXPAND program does not provide grants or direct loans. EXPAND promotes economic development within the City of Phoenix.

Technical Resource

Expansion and Assistance and Development Program (EXPAND)

City of Phoenix

Ongoing

Technical Resource

Management Technical Assistance

City of Phoenix

N/A

This CDBG-funded program matches Phoenix business owners with experienced private sector consultants who can offer guidance in seven technical areas.

Ongoing

Providing supplemental collateral to a participating lender via a CD that is pledged toward a loan made by the lender to a creditworthy small business. The EXPAND collateral enhancement reduces the lender’s risk exposure and thereby increases their willingness to consider loan requests from qualified small businesses. Small businesses seeking assistance in any of the seven technical areas may apply.

Federal Assistance Credit Enterprise Zone Tax Credit

Miami-Dade County and the federal government

N/A

Businesses located in an Enterprise Zone receive a variety of tax benefits and credits

Feb. 1 annually

Credit

Tax Exempt Bond Financing

State of Florida

N/A

A special tax-exempt bond, outside of the state volume cap, that may provide lower than market interest rates for large-scale business expansion and job creation

Ongoing

Miami-Dade EZ incentives are: Property Tax Abatement and Refund of Impact Fees State of Florida incentives are: Sales Tax Credit for Job Creation, Sales Tax Refund on Business Property, Sales Tax Refund on Building Materials, Corporate Income Job Tax Credit, Property Tax Credit and Community Contribution Tax Incentive. A qualified business is generally any trade or business except one that consists primarily of the development or holding of intangibles for sale or

BAP DEVELOPMENT PLAN - DRAFT

3-21

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
TYPE Credit NAME Deductions CONTACT State of Florida AMOUNT $37,000 maximum DESCRIPTION projects. An IRS Section 179 Expensing increase that may provide for investments in capital and equipment. May provide funds for the use of a “Qualified Zone Academy”, which is a public school or academic program within a public school at a secondary level or below that, meet certain requirements. A program that may provide easier access to capital and affordable financing to small and minority-owned businesses that do not meet standard credit criteria. DEADLINE Ongoing

3.0: SCOPE OF SERVICES

Credit

Qualified Zone The Governor's Academy Bonds Office of Tourism, Trade, and Economic Development & Enterprise Florida

N/A

Ongoing

Loan

Revolving Loan Fund Program

The Governor's $250,000 Office of maximum Tourism, Trade, and Economic Development & Enterprise Florida

Ongoing

Credit

Welfare-to-Work State of Florida Credit

Credit

Work Federal Opportunity Tax government Credit

A credit that may provide businesses with an incentive to hire long-term family assistance recipients in the Empowerment Zone. $2,400 A federal tax credit that for each may provide businesses eligible with incentives of up to hire employee disadvantaged persons and seeking employment in the $3,000 for Empowerment Zone. each eligible summer youth employee

N/A

Ongoing

Ongoing

Loan

U.S. Small Business Administration Loans

SBA

Varies

A variety of loans are available to assist small businesses.

Ongoing

SIGNIFICANT CRITERIA license. The maximum deduction is based on the following schedule for the date in which the tax year begins. Certain banks, insurance companies and corporations that are actively engaged in the business of lending money, can receive a tax credit as an incentive to hold these bonds. Loans will range from $10,000 to $250,000 and must be used for general business purposes, excluding real estate. The initial available capital is expected to be $4,000,000. Businesses must hire a minimum of five employees; this is an Empowerment Zone benefit. This is an Empowerment Zone benefit. The EZ includes areas of Allapattah/Civic Center, Florida City, Homestead, Liberty City, Little Havana, Melrose, Overtown, Wynwood, Miami International Airport and areas of the Central Business District and Seaport. Developable sites of the Zone include Florida City, Homestead, Opa-Locka Airpark and Northside/Poinciana Industrial Center (79th Street Corridor). Designed to help businesses of all sizes and types located in a distressed area.

Green Programs Green Bay Area Green Business Program

Public/Private Partnership

N/A

A successful voluntary partnership of government agencies, professional associations, utilities,

N/A

N/A

BAP DEVELOPMENT PLAN - DRAFT

3-22

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
TYPE NAME CONTACT AMOUNT DESCRIPTION businesses and a concerned public. Provides assistance to area businesses and recognition for their accomplishments in sustainable practices. Resource experts from the City of Portland's Energy, Water, and Environmental Services Bureaus help businesses learn the latest on pollution prevention, energy efficiency, waste reduction, and water efficiency. DEADLINE

3.0: SCOPE OF SERVICES

SIGNIFICANT CRITERIA

Green

Businesses for an Environmentally Sustainable Tomorrow (BEST) Program

City of Portland Office of Sustainable Development

N/A

N/A

NOTE*** The annual BEST Business Awards are presented to Portland businesses demonstrating innovative ways of conserving energy, minimizing waste, and improving transportation efficiency. Portland's BEST program model is being explored and implemented in several other locations throughout the U.S., including Chula Vista, CA ; Austin, TX; Las Cruces, NM; Boulder, CO; and Olympia, WA. Winnipeg, Manitoba, Canada has also worked with the Portland Energy Office in developing a BEST program

Green

Green Star, Inc.

Private Non-Profit

N/A

A non-profit organization that encourages businesses, schools, and government agencies to incorporate techniques of waste reduction, energy conservation, and pollution prevention in their places of business. The Business Assistance Center (BAC) Finance Unit provides technical assistance and referrals to business owners who are seeking available finance programs on the state and local level. The BAC administers finance programs designed to increase the access to capital for small businesses. Program managers also provide technical expertise to various public agencies and private organizations

N/A

Other Innovative Ideas Technical Business City of Olympia, Assistance Assistance Center Washington Finance Unit

N/A

N/A

Finance specialists help business owners and entrepreneurs obtain financing for their start-up and expansion projects. Staff members work with each business to review the project proposal, determine feasible financing alternatives, design a financing structure, prepare and assemble application material, and present the project to appropriate lending authorities. Priority projects are those that provide employment opportunities in

BAP DEVELOPMENT PLAN - DRAFT

3-23

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE
TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE

3.0: SCOPE OF SERVICES

Technical Service Corps of SBA Assistance Retired Executives (SCORE)

N/A

This program offers free, confidential business counseling

N/A

Technical Management Assistance Technical Assistance Program

City of Salt Lake

N/A

The Management Technical Assistance (MTA) Program offers this programs small business owners in Salt Lake and smaller, surrounding communities

N/A

SIGNIFICANT CRITERIA distressed and timberimpacted areas of the state and support minority and womenowned business development. Staffed by volunteer working and retired executives and business owners, the program provides counseling and mentoring to entrepreneurs and existing business owners. Staffed by volunteer working and retired executives and business owners, the program provides counseling and mentoring to entrepreneurs and existing business owners. MTA provides small business owners the opportunity to work with experienced consultants at no cost.

3.4.4  

CONSIDERATIONS









MDT needs to consider a variety of tools to assist businesses so they can remain viable during construction and, therefore, benefit from the project’s completion. MDT can easily focus on existing programs such as the Mom and Pop Small Grant Program, administered by the Board of County Commissioners to create a funding source for businesses and residents along the corridor or the Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital Improvements Department, provides local businesses up to $25,000 at a low interest rate. These existing Miami-Dade County programs can be modified as needed to apply to MDT’s overall capital improvement program and the NCME in particular. The use of grants rather than loans can be advantageous. A matrix of grants at the local, state and federal level is included in this section and is intended to serve as a guide to provide MDT with an overview of what sources of financial assistance are currently available. A variety of “green” programs are also included. These programs provide an opportunity for MDT to showcase the environmentally-sound design of the NCME project and the measures being undertaken to address environmental concerns. The use of non-governmental organizations and non-profits as umbrella groups to handle financial matters might be advantageous to long-term fiscal management. One community

BAP DEVELOPMENT PLAN - DRAFT

3-24

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

directed all project financial aid through a local DBE controlled bank and paid the banking a management fee to administer the loan and grant program.

BAP DEVELOPMENT PLAN - DRAFT

3-25

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.5 - EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS (TASK 5) 3.5.1 INTRODUCTION

The survival of businesses along the corridor is an integral part of the North Corridor Metrorail Extension’s (NCME) success. To create a thriving urban fabric in the corridor, it is imperative that businesses are sustained during construction and beyond. To achieve these goals, the Final Environment Impact Statement’s (FEIS) Record of Decision (ROD) mandates the creation and development of a program to minimize negative impacts for those businesses that will remain along the corridor during construction. The NCME Business Assistance Program (BAP) is being designed to support remaining corridor businesses through the construction of the project and to optimize their chances of remaining sustainable once the NCME is completed and in operation by 2017. Parsons Transportation Group Inc. (PTG) examined mitigation efforts used at other U.S. transportation projects that faced business interruption during construction. PTG examined how each city handled these issues, what worked well, and what did not. The projects examined were:      Tri-County Metropolitan Transportation District of Oregon’s I-205/Portland Mall Light Rail Project; Valley Metro’s Central Phoenix/East Valley Light Rail Project; DART Blue Light Rail Line in Dallas, Texas; Pennsylvania Department of Transportation’s Germantown Avenue Revitalization Project; San Diego’s Light Rail Transit System, the San Diego Trolley.

PTG also conferred with the Gulf Coast Institute in Houston, Texas, which, in 2006, conducted a mitigation study, Houston Tomorrow, focusing on transportation projects in several other U.S. cities. This paper identifies elements from the business outreach program for each of these referenced projects, that, when combined, can be used to create a comprehensive BAP for NCME that meets and exceeds the needs of the NW 27th Avenue community. Table 3.5-1, Best Practices Project Summary References, is a summary of these references for the agencies contacted. This chapter then describes in detail the findings from a review of these outreach methods with the different agencies.

BAP DEVELOPMENT PLAN - DRAFT

3-26

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

TABLE 3.5-1 BEST PRACTICES PROJECT SUMMARY REFERENCES
Project And Location Key Features Relevant Findings

DART Blue Light Rail Line Dallas, Texas

Germantown Avenue Revitalization Project Germantown, Pennsylvania

• Dedicated community outreach staff canvassed the community to keep business owners and residents informed. • Conducted over 125 public meetings; appeared monthly at homeowners association, PTA, and business association meetings. • In partnership with PennDot, business owners banded together to create a dedicated website, www.savetheave.org to keep people informed about the project. • Business owners participated in several marketing promotions aimed at driving businesses back to Germantown Avenue during construction. • Through the city’s Infrastructure Impact Program, staff devised customized solutions to problems impacted businesses may face. • Distributed targeted flyers, brochures, etc. to attract businesses back to the impacted business area. • A construction signage program, with the help of the contractor, that provided free signage to impacted businesses and a waiver of the permitting fee required to display such signage at a business. • Metro created a separate Community Advisory Board (CAB) charged with dispersing contractor incentives. • Funded a 24-hour, 7-days a week emergency construction hotline dedicated to addressing the needs and concerns of property owners. • A dedicated $9 million marketing initiative aimed at attracting pedestrian traffic to downtown businesses.

• Having business assistance staff appear monthly at HOA meetings and other business association meetings was helpful in allowing business outreach staff to keep a community presence.

San Diego Trolley System (LRT) San Diego, California

• Creating a dedicated website to allow business owners to receive and disseminate information proved helpful for the Germantown Avenue project. • By providing a marketing initiative and other promotions to help attract business traffic back to Germantown Avenue proved beneficial for business owners, who saw increased sales as a result. • By working with other agencies in San Diego, such as the Water and Sewer Dept., business outreach staff was able to keep each business owner and residents informed of anticipated impacts. • The construction signage program worked well for impacted businesses that, in some cases, could not afford to purchase signage on their own. • The CAB was able to give incentive to the contractor to perform much-needed community and business outreach tasks. This proved to be invaluable for the businesses and community at-large. • The construction hotline provided information to residents and business owners throughout construction and was updated daily to provide the most accurate information.

Central Phoenix/East Valley Light Rail Phoenix, Arizona

I-205/Portland Mall Light Rail Portland, Oregon

BAP DEVELOPMENT PLAN - DRAFT

3-27

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.5.2

RESEARCH AND FINDINGS

DETAILED FINDINGS FROM OTHER PROJECTS I-205/Portland Mall Light Rail The Project. The $307 million I-205/Portland Mall Light Rail Project developed by Portland’s Tri-Met Regional Transit Agency will bring light rail into Clackamas County, Oregon's third most populous county. The plan is to put light rail on Fifth and Sixth Avenues in the city’s rapidly expanding downtown area. The project will revitalize Fifth and Sixth Avenues with refurbished streets, sidewalks and intersections; along with new lighting, trees, art and street furniture. The entire line is projected to yield approximately 46,500 daily boardings by 2025. Of those riders, according to the Tri-County Metropolitan Transportation District of Oregon (TriMet), 84 percent are expected to start and/or end their trip within the I-205 corridor. The I205/Portland Mall Light Rail Project affects approximately 80 businesses including commercial office buildings, restaurants, and retail shops. Types of Business Assistance Offered. For this project, three city entities partnered to assist businesses during construction – TriMet, the Portland Development Commission (PDC), and Portland State University (PSU) implemented a community relations program that includes the coordination of regular meetings with various stakeholder groups; the creation of two Citizens Advisory Committees, one for the mall segment and one for the I-205 segment; and the development of an outreach program to businesses, organizations, and the community-at-large. Highlights of the I-205/Portland Light Rail Project business outreach efforts include:        A partnership with Portland State University to provide technical assistance to businesses affected by construction. Low-interest loans (1-3%) administered by PSU with extended repayment terms. Free marketing and merchandising guidance provided by the Portland Development Commission (PDC) and TriMet staff to businesses affected by construction. Free business workshops coordinated by TriMet, PDC, and PSU to provide assistance to affected enterprises. Weekly meetings with business owners to address questions and concerns. A 24-hour, 7-days-a-week emergency construction hotline dedicated to addressing the needs and concerns of business and property owners. A dedicated $9 million marketing initiative aimed at attracting pedestrian traffic to downtown businesses that began in 2006 and will continue through 2009. Businesses will be able to participate in marketing and promotional events as part of the campaign.

TriMet has also employed innovative, unconventional forms of assistance to business owners affected by construction, including providing $750 in free graphic design to a business owner so he could print new business cards and coupons to drive customers to his location, and providing $1,800 in business to a restaurant owner by arranging a TriMet reception for mall project contractors at the restaurant.

BAP DEVELOPMENT PLAN - DRAFT

3-28

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

TriMet also conducts postcard mailings; quarterly open houses to disseminate and discuss project updates; alerts to transit riders who have subscribed to receive the service; effective use of the media to generate news stories on TV, radio, and in newspapers; uses a dedicated URL, www.portlandmall.org to provide information to business owners and residents; and an email alert system whereby e-mails are sent to those business owners who have subscribed to receive updates about the project. For seniors and people with disabilities who own businesses in the affected area, TriMet's Committee on Accessible Transportation (CAT), which consists of riders who advocate for seniors and the disabled, are informed and updated regularly on the construction schedule. Observations and Feedback. Business and property owners have praised TriMet in the local media for it efforts to mitigate business interruption. Approximately three-quarters of the affected businesses have gotten some form of business assistance through the outreach program. Business owners reported a sharp decline in both pedestrian traffic and overall sales during project construction. One business owner was quoted in the Portland Tribune in 2007, shortly after construction of the project started at Third and Fourth Avenues, that his overall sales had declined nearly 50 percent. TriMet reports that no owner has gone out of business as a result of project construction. The top complaint of business owners was the noise from jackhammers and other construction equipment, debris from construction, and increased crime. Valley Metro Central Phoenix/East Valley Light Rail The Project. METRO is the brand name for Valley Metro Rail Inc., a non-profit, public corporation whose mission is to the design, construction and operation of the light rail starter segment, as well as extensions. Five Arizona cities participate in the light rail system – Phoenix, Tempe, Mesa, Glendale, and Chandler. Most of the project runs through low-income areas. The 20-mile light rail line alignment was divided into five separate construction sections, with all of them scheduled to be operational by December 2008. Construction was phased over the five sections so that the entire 20-miles were not all under construction at the same time. Over 300 businesses were impacted during construction. Types of Business Assistance Offered. The $1.3 billion METRO Light Rail Project’s community outreach efforts and business assistance programs are a collaboration of 5 municipalities, 7 chambers of commerce, 3 management districts, 2 universities, and 10 business service providers. Highlights of the METRO Light Rail Project business outreach efforts include:     The implementation of individual Community Outreach Coordinators responsible for keeping business owners and residents updated in each section of the 20-mile line; A dedicated Business Outreach Coordinator responsible for working directly with businesses during construction; A construction signage program that provides free signage, on loan to each affected business during construction; A separate Community Advisory Board for each construction line section comprised of business owners and residents adjacent to the light rail route. Each board meets monthly to

BAP DEVELOPMENT PLAN - DRAFT

3-29

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES



   





 

evaluate whether the contractor is managing and minimizing community impacts. The group also decides whether to award the contractor a quarterly incentive bonus for going the extra mile to help the community deal with construction impacts; The City of Phoenix hired a “Business Advocate,” a person responsible solely for assisting businesses during construction. The Advocate is responsible for meeting one-on-one with each business owner to access their needs and address questions or concerns; A 24-hour hotline for the public; Technical and management assistance provided at no-cost to businesses along the corridor; Access to a Needs Assessment Program administered by METRO in partnership with Arizona State University’s Spirit of Enterprise Center; Loan products including the New Markets Loan which provides below-market interest rates to qualified businesses; community-based micro-loans from a Self-Employment Loan Fund and Prestamos, a lending subsidiary of Chicanos Por La Causa. The fund provides capital to small businesses in amounts from $200 to $35,000. Prestamos offers loans from $2,000 to $250,000. Free business advice is also provided for loan recipients; The City of Tempe’s Chamber of Commerce and the Tempe Schools Credit Union teamed up to administer the Asset Assistance Program, which provides loans up to $20,000 to help businesses meet payroll or pay operational expenses during project construction; The City of Mesa created a Cash Flow Assistance loan program in partnership with the U.S. Bank, the Mesa Chamber of Commerce, and Maricopa Community Colleges Minority Micro Small Business Development Center. Through U.S. Bank, qualified businesses can access up to $20,000 to cover operational costs during construction; A guide that describes ten ways owners can help their businesses get through light rail construction; A METRO MAX discount card program, which offers discounts to patrons of businesses along the corridor.

Observations and Feedback. At a cost of nearly $4 million, the Business Assistance Program helped 188 businesses, conducted over 1,000 meetings with the public and businesses, provided 567 construction signs through the Construction Signage Program, and provided loans to 83 businesses. During this time, businesses along the corridor reported a sharp decline in pedestrian traffic during active construction and complained about the effect noise had on their business operations. Pennsylvania Department of Transportation Germantown Avenue Revitalization The Project. This $16 million project is a complete roadway restoration of Germantown Avenue from Nipoon Street in Mt. Airy to Winston Road in Chestnut Hill, Pennsylvania. The project began in late 2007 and is scheduled for completion in 2008. It affects approximately 45 businesses in the Mt. Airy business district. Observations and Feedback. Although the Pennsylvania Department of Transportation used the same standard community and business outreach techniques as in many other projects, what is most notable about the Germantown Avenue is the way business owners banded together to keep their enterprises alive.

BAP DEVELOPMENT PLAN - DRAFT

3-30

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Business owners and residents created the Coalition to Save Germantown Avenue, set up a dedicated website, www.savetheave.org, and participated in several marketing promotions aimed at driving businesses back to Germantown Avenue during construction. San Diego Light Rail System – San Diego Trolley The Project. This $508 million project is a 5.8 mile extension of the San Diego Trolley (SDT), including 4,000 feet of subway tunnel and four new stations. Over 250 businesses are impacted. Through the City of San Diego’s established Infrastructure Impact Program, a model program used for all infrastructure projects in San Diego, residents were kept informed through collaboration with the Water and Sewer Department putting construction notices in water bills, having code enforcement ease the restrictions regarding signage for impacted businesses, and waiving occupational license fees. Observations and Feedback. The program allows all the agencies involved in a project to work together to create and customize a business outreach program that best suits the needs of each project well in advance of construction. Houston Tomorrow Gulf Coast Institute Study The Project. In 2006, the Gulf Coast Institute, a non-profit organization was charged with finding ways to improve the quality of life in Houston, Texas. The study, authored by institute administrator Jay Crossley, examined mitigation efforts undertaken during construction of Portland’s Interstate line and Dallas’ Blue and Red light rail lines. Observations and Feedback. The most notable aspect of the construction program during Portland’s interstate line, according to Crossley, was a productive collaboration TriMet created between the city, PDC, Albina Bank, and Cascadia Revolving Fund to provide grant assistance to businesses impacted by construction. “I believe it’s the only such program in the country,” said Crossley. The City of Portland and TriMet set aside $160,000 in public funds to create a grant program for businesses impacted by construction; in partnership with Albina Bank, a minorityowned community bank, and Cascadia Revolving Fund, a non-profit community development financial institution (CDFI) that provides financing and business assistance to underserved business owners, small businesses, women, and low-income borrowers. Cascadia traditionally provides funding in the form of loans. However, business owners asked TriMet to provide grant funding in addition to loans. They also wanted loans at below-market interest rates. TriMet and the city “parked” the public money earmarked for grants through the Albina Bank Fund at no interest, and were able to provide grant assistance to businesses, used in addition to the already available loan programs. Contractor Incentives Program. According to Crossley, in Salt Lake City, business owners were given control over whether or not the contractor received bonuses. The Downtown Business Association (DBA) partnered with the city and created a contractor pay incentive program. In the partnership, the contractor would be given significant bonuses that would be controlled by the impacted businesses and residents, up to $1 million to be paid quarterly. “Of the $250,000

BAP DEVELOPMENT PLAN - DRAFT

3-31

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

incentive pay per quarter, the contractor was awarded 90% or more by businesses and residents because of their responsiveness in mitigating community issues,” said Crossley. Other Innovative Outreach Ideas  In Dallas, an advertising campaign was funded by a project to purchase “Still in Business” signs for merchants. Businesses gave out car wash coupons to their customers to compensate for the dust during construction. In Portland, TriMet launched a Lunch Bus program taking people from TriMet and partnering agencies to local restaurants, diners, and coffee shops in the impacted construction area. Mini-celebrations were held as each segment of a project was finished.



Summary of Research. A good business assistance and outreach program must consist of the following in order to be successful:   A construction signage program that takes the burden away from the business owner and puts it on the contractor and city or county agencies to provide free signs for impacted businesses. A contractor incentive program that allows a Community Advisory Board, or Working Group in the case of the NCME, to make decisions on whether or not to provide the project contractor with bonuses for actively mitigating disruption and receiving a minimum of community complaints. A 24-hour construction update hotline that is marketed to the impacted businesses as a tool to keep them informed. A strong website presence, through a dedicated URL, that will allow business owners and residents to access and update project information. The website must be constantly updated to reflect important construction information that will impact community businesses. A construction information program that outlines exactly how information will flow during construction of a project. Dedicated funding from local government to underwrite the cost of a business assistance program – including outreach, loans, grants, etc. Dedicated agency staff assigned to work with businesses in the project corridor.

 

  

In order for the NCME BAP to be successful, a combination of these components must be enacted by Miami-Dade County and its transit department. 3.5.3 CONSIDERATIONS

Best practices used in public involvement and community outreach at other U.S. transportation projects must be considered in the development of the BAP. These practices include, but are not limited to:    Having BAP staff appear monthly at HOA meetings. Canvassing the community to keep business owners and residents informed. Creating a dedicated website, with an independent URL, updated regularly.

BAP DEVELOPMENT PLAN - DRAFT

3-32

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

   

Partnering with the business and marketing departments of local colleges and universities to provide technical and marketing assistance to businesses along the NCME corridor. Utilizing a comprehensive construction signage program that will make it easy for businesses to acquire and retain proper signage during construction. Funding a 24-hour, 7-day a week emergency construction hotline dedicated to addressing the needs and concerns of property owners. The creation of a Working Group to serve in an advisory role during construction. This group could also determine the status of contractor incentives, as was done in Phoenix during the East Valley Light Rail project.

BAP DEVELOPMENT PLAN - DRAFT

3-33

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.6 - CONSTRUCTION COORDINATION PROGRAM (TASK 6) 3.6.1 INTRODUCTION

To succeed, the BAP must include a Construction Coordination Program (CCP) structured to provide effective coordination of construction activities, monitoring of the program’s performance, and comprehensive enforcement of it along the NW 27th Avenue as part of the North Corridor Metrorail Extension project (NCME). The CCP must involve not only the project contractor(s), but county and city utilities, the Florida Department of Transportation, local police and fire agencies, and municipal governments. PTG examined mitigation efforts used at two other U.S. transportation projects that used a Construction Coordination Program. These projects include:   The South Florida Regional Transportation Authority (SFRTA) Segment 5 Project; and Valley Metro’s Central Phoenix/East Valley Light Rail Project.

This paper identifies elements from both programs for each of these referenced projects, that when combined, can be used to create a comprehensive CCP for NCME that meets and exceeds the needs of the NW 27th Avenue community. Table 3.6-1, Construction Coordination Program Summary References is a summary for the agencies contacted. This chapter describes in detail the findings from a review of these outreach methods with the two different agencies.
TABLE 3.6-1 CONSTRUCTION COORDINATION PROGRAM SUMMARY REFERENCES
Project And Location Key Features Relevant Findings

SFRTA Segment 5 Project

Central Phoenix/East Valley Light Rail - Phoenix, Arizona

• Calls for several layers of communications to all stakeholders to ensure that accurate information is disseminated in a timely manner. • Calls for the project contractor to take an active role in crafting and disseminating project information. • A hotline that provides real-time construction information to residents and business owners. • Dedicated staff to handle complaints or concerns that arose from the public such as dust, noise and debris in the area. • Contractor incentives for provided accurate and timely construction information to the community.

• This program covers a comprehensive range of communication methods that combine the efforts of several different entities, both community and governmental.

• The Community Advisory Board (CAB) was able to incentive the contractor to assist in the development of construction notifications and provide accurate information regarding delays, closures, etc.

BAP DEVELOPMENT PLAN - DRAFT

3-34

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.6.2

RESEARCH AND FINDINGS FINDINGS FROM OTHER PROJECTS

DETAILED

SFRTA Segment 5 The Project. The Tri-Rail corridor extends from the Miami Airport Station in Miami-Dade County through Broward County to the Mangonia Park Station in Palm Beach County, along 72miles of track. The Segment 5 Project, which is approximately 45-miles long, began in July 2002 and was completed in December 2005. Construction Coordination Program Highlights. stakeholders in all three South Florida counties Coordination Program that outlined the tasks needed PMC, and others to significantly reduce community program included:  For this project, SFRTA worked with to provide a successful Construction to be done by the project contractor, the and business impacts. Highlights of this









Notifying the community in advance of construction through rack cards/brochures. The rack cards were placed at SFRTA/TRI-RAIL stations for riders, and at various businesses, civic and institutional locations in the affected area for property owners, tenants, businesses, and other public members; A system of notifying elected officials and government staff by e-mail notifications and oneon-one visits. Collateral materials, such as press kits, rack cards, and PowerPoint presentations were delivered to all elected officials so that they would be able to understand and discuss each pertinent activity; The community-at-large and businesses within the corridor were notified through methods that included, but were not limited to, press releases, public service announcements (PSA’s), local newspapers, and radio and television, as well as detour signage positioned one week in advance notifying motorists of the upcoming construction; Tenants and owners of businesses / residences within approximately 1/4 to 1/2-mile radius of the affected area were notified prior to construction through door-to-door delivery of construction notices; and Tri-Rail riders were notified prior to construction through Commuter Bulletins that were posted at stations and e-mailed to passengers via the Tri-Rail website, seat drops of construction notices were placed on each train, and conductor announcements and electronic message board announcements were made.

Observations and Feedback. The SFRTA Construction Coordination Program (CCP) worked well because it was designed to gain the support of all entities involved in and affected by Segment 5 construction. The program called for the project contractor to assist in the writing and placement of construction notices and kept elected officials and government agencies well informed so that they were then able to inform their respective constituencies. Many of the elements of the Segment 5 program could be employed on the NCME, particularly when informing motorists and transit riders about impacts during construction.

BAP DEVELOPMENT PLAN - DRAFT

3-35

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Valley Metro Central Phoenix/East Valley Light Rail TheProject. METRO is the brand name for Valley Metro Rail Inc., a non-profit, public corporation whose mission is to the design, construct and operate the light rail starter segment, as well as extensions. Five Arizona cities participate in the light rail system – Phoenix, Tempe, Mesa, Glendale, and Chandler. Most of the project runs through low-income areas. The 20-mile light rail line alignment was divided into five separate construction sections, with all of them scheduled to be operational by December 2008. Construction was phased over the five sections so that the entire 20-miles were not all under construction at the same time. Over 300 businesses were impacted during construction. Construction Coordination Program Highlights. The $1.3 billion METRO Light Rail Project’s community outreach efforts and business assistance programs are a collaboration of 5 municipalities, 7 chambers of commerce, 3 management districts, 2 universities, and 10 business service providers. Highlights of the METRO Light Rail Project construction coordination efforts include:   The implementation of individual Community Outreach Coordinators responsible for keeping business owners and residents updated in each section of the 20-mile line. A separate Community Advisory Board for each construction line section comprised of business owners and residents adjacent to the light rail route. Each board meets monthly to evaluate whether the contractor is managing and minimizing community impacts and ensure that the community is kept informed. The group also decides whether to award the contractor a quarterly incentive bonus for going the extra mile to help the community deal with construction impacts. A 24-hour construction information hotline for the public. An accurate and timely continuous flow of information. The Community Outreach Team was involved in obtaining Maintenance of Traffic (MOT) plans from local municipalities and assisting the contractor in planning and executing detour routes in an effort to minimize impacts to businesses and residents. To monitor traffic mitigation plans during construction, the BAP team must work closely with the contractor, MDT bus operations, Florida DOT and the affected municipalities. MOT and detour route plans should be included in all notices sent to the public. The Community Outreach Team worked with local utility agencies, such as Florida Power and Light (FPL), water providers, and telecommunication companies, to create notices alerting businesses and residents to planned utility interruptions as a result of construction activity. To monitor utility communications, the BAP team must work closely with utility agencies to ensure an efficient flow of information to corridor businesses and residents. CONSIDERATIONS

  



3.6.3

A good Construction Coordination Program must consist of the following in order to be successful:

BAP DEVELOPMENT PLAN - DRAFT

3-36

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES



 

 







  



A contractor incentive program that allows a Community Advisory Board (CAB), or Working Group in the case of the NCME, to make decisions on whether or not to provide the project contractor with bonuses for actively mitigating disruption and receiving a minimum of community complaints. A 24-hour construction update hotline that is marketed to the impacted businesses as a tool to keep them informed. A strong website presence, through a dedicated URL, that will allow business owners and residents to access and update project information. The website must be constantly updated to reflect important construction information that will impact community businesses. A construction information program that outlines exactly how information will flow during construction of a project. Notification to the community in advance of construction through rack cards/brochures placed at existing Metrorail stations and on transit buses for riders and at various business, civic and institutional locations in the affected area for property owners, tenants, businesses and other public members. The implementation of a system to notify elected officials and government staff by e-mail notifications and one-on-one visits. Collateral materials, such as press kits, rack cards and PowerPoint presentations should be delivered in advance of construction to each elected official so that they understand when and where each pertinent construction activity will take place. Working in tandem with the project contractor to use various notification methods that include press releases, PSA’s, local newspapers, radio and television, as well as detour signage positioned one week in advance notifying motorists of the upcoming construction. Weekly Progress Meetings with the contractor, PMC, and MDT to discuss the project schedule and how the community will be impacted, then take the necessary steps to begin the notification process. Door-to-door delivery of construction notices to the tenants/owners of businesses/residences within approximately 1/4 to 1/2-mile radius of the affected area prior to construction. Use of portable variable message signs (VMS) to alert passing motorists. Utilizing Metrorail and MDT to provide transit riders with information in advance of construction through Commuter Bulletins posted at stations and e-mailed to passengers via the Metrorail and MDT website, seat drops of construction notices on each train and bus that services the impacted area, conductor announcements, and electronic message board announcements. Creating a bus stop action notification form to alert bus riders of potential delays along their routes during construction. Appendix D provides an example of the form.

In order for the NCME BAP to be successful, a combination all of these components must be incorporated into a Construction Coordination Program and used by MDT.

BAP DEVELOPMENT PLAN - DRAFT

3-37

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

EXHIBIT 3.6-1 TYPICAL CONSTRUCTION PROBLEMS

KEEPING DRIVEWAY ACCESS OPEN IS IMPORTANT DURING CONSTRUCTION AS SHOWN IN THIS IMAGE

KEEPING DRIVEWAY ACCESS OPEN IS IMPORTANT DURING CONSTRUCTION AS SHOWN IN THIS IMAGE

BAP DEVELOPMENT PLAN - DRAFT

3-38

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

CONSTRUCTION LAY-DOWN AND STORAGE AREAS NEED TO BE SECURE AND HAVE PROTECTION TO MINIMIZE DUST BLOW-OFF, RAINWATER RUNOFF, VANDALISM PROTECTION AND OTHER NUISANCE PROBLEMS

BUSINESS DIRECTION SIGNS ON ROADWAYS CAN HELP TRAFFIC TO LOCATE LOCAL BUSINESSES THE SIGNAGE IN THIS PICTURE IS NOT ADEQUATE

BAP DEVELOPMENT PLAN - DRAFT

3-39

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.7 - MANAGEMENT PLAN ( (TASK 7) 3.7.1 INTRODUCTION

This section describes how MDT and its consultants, subconsultants, and contractors will work together to manage the BAP effort and to develop an effective communication program to keep all businesses and residents informed about corridor activities and events. It is strongly suggested that MDT or the PMC hold periodic meetings, create and distribute meeting minutes, create a Communication Plan, and develop an outreach communications program for the plan, including a section on crisis communications. More specific communications issues will be discussed in Section 8 – Community Outreach Techniques. 3.7.2 NORTH CORRIDOR METRORAIL EXTENSION (NCME) BAP MANAGEMENT PLAN

To minimize adverse impacts on the businesses and residents of the corridor during construction, it is essential to create and adhere to a comprehensive communications plan that involves project engineers, project management consultants, and contractor representatives during the course of the NCME construction. The specific NCME plan should be developed 12-months prior to actual construction. A “Community Awareness Plan” similar to the one prepared by MDT for the South Dade Busway Extension to Florida City – Segment II is a good example of a plan that addresses ways to mitigate adverse physical impacts along the corridor. A parallel business management assistance component could be created to address business financial needs. Together, the two parts would help define a management plan. The MDT is required by the ROD to develop very specific plans regulating noise, dust, water run-off, toxic wastes, MOT, and other impacts identified in the ROD in this management plan. In the case of the South Dade Busway, a Public Information Office (PIO) was created and staffed. Both, a PIO and a BAP team (contractors, engineers, PMC, MDT and other agencies) will need to be created. Staffing and Budget. The BAP must be properly staffed in order to be successful and benefit the businesses and residents impacted by construction along the corridor. It is recommended that two (2) full-time staff persons from MDT, one (1) full-time staff person hired by the PMC, and one (1) full-time staff person hired by the contractor comprise the permanent BAP staff. According to Salary.com, the average full-time public involvement professional earned $54,056 to $107, 977 in 2008. The direct expense cost cited for business outreach for the South Dade Busway project was over $150,000.3 Additionally, a field office must be established for the BAP. This office could consist of a trailer located along the corridor, or shared space that have easy access and are highly visible along the corridor as in an office building or mall complex. Supporting a program like the BAP needs to include provisions for:

3

MDT, Community Awareness Plan – Busway Extension to Florida City – Segment II, Public Information Office – Plan of Action (Undated)

BAP DEVELOPMENT PLAN - DRAFT

3-40

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

• • • • • •

Outside professional services - financial and managerial business assistance cost Communications expenses Mass mailings and inserts in utility bills Expenses connected with public meetings Staffing Local travel (assigned vehicles)

Contractor-borne costs will be included in the engineering design and contractor bid pricing. 3.7.3 GENERAL COMMUNICATIONS TASKS

In a construction project of this scope, the coordination of many partners, contractors, subcontractors, municipalities, business people and local residents is critical for success. The NCME BAP Management Plan will serve as the guide for communications activities conducted by the BAP Team. During construction, MDT’s NVME BAP team will be comprised of staff from: • PMC • MDT • Corridor Design Engineers • Contractor When construction issues and emergencies arise, the BAP team must be in a position to field questions and provide accurate responses. To ensure a smooth communication flow, the BAP team will be responsible for identifying businesses and residences impacted by construction. The BAP team will interface with the contractor to craft bulletins, e-mail notices, and other communications that will be used to notify businesses of an anticipated impact. With construction activity information from the contractor, three types of notifications must be developed and disseminated to the public as follows:  A Community Bulletin, typically one page in length, detailing the construction activity that will take place. This bulletin will be hand-delivered to businesses and residents a minimum of seven days prior to the anticipated activity; A Commuter Bulletin/Seat Drop, typically one page in length, detailing the construction activity that will be taking place. The Commuter Bulletin will be placed using a seat drop method in the seats of all MDT trains and on buses serving the corridor a minimum of three days prior to construction to keep travelers informed of anticipated delays they may encounter; An Electronic Construction Activity Notification, typically one page in length, detailing the construction activity that will take place. This bulletin will be e-mailed to businesses, residents, elected officials and other stakeholders a minimum of seven days prior to anticipate construction activity.





BAP DEVELOPMENT PLAN - DRAFT

3-41

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Exhibit 3.7-1, NCME BAP Communications Collateral Matrix, outlines the team members responsible and the communication flow needed to efficiently create and distribute these construction notifications.
EXHIBIT 3.7-1 NCME BAP COMMUNICATIONS COLLATERAL MATRIX
Notice Drafter Reviewer Comments

Community Bulletin

PMC/Contractor and the BAP Team

MDT

Commuter Bulletin/Seat Drop

PMC/Contractor and the BAP Team

MDT

Electronic Construction Activity Notice

PMC/Contractor and the BAP Team

MDT

The PMC, with assistance from the contractor and the BAP team, will draft the Community Bulletin a minimum of 14 days prior to construction. MDT will then review within 2 days and return comments to the PMC/Contractor. The BAP team will disseminate the Community Bulletin. The PMC, with assistance from the contractor and the BAP team, will draft the Commuter Bulletin a minimum of 14 days prior to construction. MDT will then review within two days and return comments to the PMC/Contractor. The BAP team will disseminate the Commuter Bulletin using a seat drop method. The PMC, with assistance from the contractor and the BAP team, will draft the Electronic Construction Activity Notice, a minimum of 14 days prior to construction. MDT will then review within 2 days and return comments to the PMC/Contractor. The BAP team will disseminate the notice.

3.7.3.1 Communication Protocols during Each Phase of a Construction Activity A. Immediate (Upon Notification of Construction): 1. The contractor will inform the BAP team a minimum of 14 days prior to the start of anticipated construction activity; 2. Using information from the contractor, the PMC and BAP teams will create the appropriate notice for review by MDT; 3. MDT will review and return comments to the PMC and BAP teams; 4. The BAP team will notify businesses and residents within 3 miles of activity a minimum of 7 days prior to construction; 5. MDT will notify public and elected officials and their respective staff members of a minimum of 7 days prior to construction activity; 6. The BAP team will coordinate a seat drop of Metrorail trains and buses with routes along the corridor a minimum of 7 days prior to construction; 7. The contractor will notify first responders, emergency personnel, FDOT and area schools, including Miami-Dade County Public Schools, a minimum of 7 days prior to construction activity; and

BAP DEVELOPMENT PLAN - DRAFT

3-42

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

8. MDT will notify the media a minimum of 3 days prior to construction activity. An MDT spokesperson will be designated for the NCME project and will address all media calls logged by the BAP team and the contractor. B. Ongoing (During Construction): 1. The BAP team and field office staff will log and answer all complaints, questions and concerns from the public during construction activity; 2. All logged complaints, questions or concerns must be addressed within 24 hours during active construction; 3. The contractor will notify MDT and BAP of any changes in construction activity, including whether detours will be opened early or if construction activity will be completed ahead of schedule; 4. The BAP team will work with MDT to update the BAP Construction Hotline and the website every 24 hours during active construction; and 5. The BAP team will maintain regular contact with the PMC and the contractor during construction. C. Recovery (After Construction Activity): 1. 2. The PMC and the BAP teams will provide a report to MDT with the number of calls, emails or text messages logged, the outcomes, and how each complaint was addressed; and MDT and BAP will schedule a debriefing meeting of all key players to review the report.

3.7.2.2 General Tasks by Project Phases Prior to the start of construction and until project completion, the BAP team must perform a variety of tasks to ensure that the community is informed about the project in each phase. Pre-Construction • Meet and Greet event • Press release • Hand-delivery notification to businesses about the BAP • Update of BAP Hotline • Hold a kickoff celebration • Create timely website updates • Newsletter notification • Create a BAP Press Kit (fact sheet, overview, and history) • Coordinate a tour of the corridor for public officials and the media • Create a BAP PowerPoint presentation Construction • Meet and Greet event • Press release

BAP DEVELOPMENT PLAN - DRAFT

3-43

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

• • • • • •

Hand-delivery notification to businesses of a brochure about the BAP Update of BAP Hotline Create timely MDT/BAP website updates Newsletter notification Coordinate construction signage Coordinate and answer community complaints

Post-Construction • Meet and Greet event • Press release • Hand-delivery notification to businesses about the BAP • Update of BAP Hotline • Create timely website updates • Newsletter notification • Coordinate a tour for public officials and the media • Update BAP/MDT website 3.7.4 CRISIS COMMUNICATIONS

A. Introduction The BAP CCP outlines policies and procedures for the coordination of communications for the North Corridor Metrorail Extension project, between the public, the media and the BAP team in the event of a crisis situation. A crisis situation is defined as any event that has a major impact affecting the corridor. Examples include fires, natural disasters, major crimes, and construction accidents. This plan will address media relations and communication issues and includes procedures for quickly identifying potentially harmful situations while providing methods for responding to these situations effectively. It is the goal of this plan to establish guidelines for dealing with a variety of crisis situations. B. Stages of Effective Crisis Management There are three generally recognized stages of effective crisis management – prevention, preparation, and recovery. Prevention entails close monitoring of construction activities and the complaints and concerns of the public, including business owners and residents. Close monitoring will help the BAP team deal with a situation before it becomes a full-scale disaster or crisis. Preparing for a crisis along the corridor is essential. The CCP will tell the BAP what to do, when to do it and how to do it, so that they are prepared in the event of a crisis. Once a crisis has occurred, it is important to focus on accurately assessing the damage and rebuilding the public trust and confidence in the NCME project.

BAP DEVELOPMENT PLAN - DRAFT

3-44

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

It is imperative that before a crisis occurs, certain communication protocols are in place. These include, but are not limited to: 1. 2. 3. 4. 5. The creation of a master communications list that includes all phone numbers and email addresses for each member of the Crisis Communications team; The creation of established guidelines for the coordination of news conferences and identification of a designated spokes person; A list of media relations reminders that will govern how a member of the Crisis Communications team will respond to inquiries from the media; A list of the types of anticipated crises that may occur during construction and mock scenarios for how each crisis would be handled; and Ongoing mock crisis training drills.

C. Communication Protocols during Each Phase of a Crisis Immediate (Upon Notification of Crisis) 1. The designated Crisis Communications team will consist of members of the BAP team, an MDT Information Technology specialist, project engineers, contractor representatives, and the MDT Communications Department. During construction, these individuals will remain on-call 24 hours a day in the event of a crisis; During a crisis, a designated representative of the contractor will contact all other members of the team. A spokesperson, to be designated at a later date, will contact members of the media and serve as a liaison; The IT specialist will prepare communications “kit bags”, which will include mobile phones and two-way radios for use during the crisis; The spokesperson will determine if a statement is needed and prepare it for release to the media; The contractor rep and project engineers will brief the MDT Communications Department and the BAP team on the nature of the crisis; The BAP team and the MDT Communications Department will verify all sources of information given by the contractor rep and project engineers for accuracy; The BAP team will review all press releases and electronic communications sent to the media for accuracy; The BAP team and the MDT Communications Department will log and document all media inquiries using a standard Media Call Log system, wherein the time, date and nature of each call is recorded in a log (see Exhibit 3.7-2 for an example); and The spokesperson will work with first responders, local area hospitals, and other disaster agencies and coordinate the release of information to these entities.

2. 3. 4. 5. 6. 7. 8. 9.

BAP DEVELOPMENT PLAN - DRAFT

3-45

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Ongoing (During the Crisis Event) 1. 2. 3. During the ongoing phase of a crisis situation, MDT Communications Department will provide, via the news media and on the web, up-to-date information about the crisis; MDT Communications Department will keep track of all media inquiries and route them appropriately for response; and MDT Communications Department and the BAP team will instruct the public on how to obtain further advice or information during the crisis. EXHIBIT 3.7-2 CRISIS COMMUNICATIONS PLAN MEDIA CALL LOG SHEET
Name of Organization: Newspaper/Magazine: Television Station: Radio Station: REPORTER’S NAME: PHONE NUMBER: E-MAIL ADDRESS: FAX NUMBER: Date and Time of Call: Nature of Inquiry: Response Given: Initial Response Taken By: Response Handled By: Location: Location: Location:

BAP DEVELOPMENT PLAN - DRAFT

3-46

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

Recovery (After the Crisis Event) 1. MDT Communications Department and the BAP team will issue media updates as long as necessary; 2. MDT and BAP will then scale back information dissemination activities as warranted; 3. After the crisis event, MDT and BAP will schedule a debriefing meeting of all key players to review all actions taken and lessons learned; 4. MDT and BAP will issue an after-action report 30 days after the debriefing meeting. 3.7.5          CONSIDERATIONS

MDT must properly staff and budget for the BAP and provide the necessary resources; The BAP team, with the cooperation of MDT and the contractor, will create three specific public notifications for use on the NCME project. The BAP team must be knowledgeable regarding general and crisis communications management strategies. There are five critical steps in creating and implementing an effective Crisis Communications Plan (CCP). It is imperative to anticipate crisis situations, develop response strategies, and establish communications protocols. Next, a Crisis Management team must be designated, including a trained spokesperson who can address issues with the media. It is important to manage the message that is being delivered to the media by keeping it to the point and clear. Communicating early and often with the media, key stakeholders, lawmakers, employees, and the community-at-large is an integral part of a successful Crisis Communications Plan. Identify key audiences and channels of communications and determine what type of information will be delivered to a specific audience.

BAP DEVELOPMENT PLAN - DRAFT

3-47

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.8 - COMMUNITY OUTREACH TECHNIQUES (TASK 8) 3.8.1 INTRODUCTION

To communicate with business owners and residents during construction, MDT must utilize effective community outreach techniques. Methods of communication must be established that will provide substantive information to those businesses impacted by construction. The techniques outlined in this section range from the action steps needed to coordinate a public meeting and distributing notices to the media, undertaking a coordinated marketing effort along the corridor, and utilizing a dedicated website (URL) to disseminate information to the public. In previous sections of this report, the best practices of other major U.S. transportation projects are outlined. This section focuses on the NCME project and provides specific action steps that must be undertaken to ensure a successful BAP initiative, including the creation of a dedicated marketing effort, similar to the one organized by the City of Phoenix for its East Valley Light Rail project referenced in Section 5 – Experiences at Other Major Transportation Projects. 3.8.2 CORRIDOR MARKETING EFFORT

Community outreach is not simply about periodically sending out notices of construction activity. The NCME project needs the community’s “buy-in” in order to be successful. Encouraging community participation and informing those impacted by construction of the assistance available to them requires a coordinated marketing effort consisting of business seminars, local collaborations with colleges and universities, and utilizing the media and technology to promote the NCME BAP. A Marketing and Technical Assistance Program should be coordinated as part of the BAP. MDT should partner with local colleges and universities to create a program whereby graduate students in business and marketing provide assistance to businesses along the corridor. Programs of this nature have been successful at other U.S. transportation projects in Phoenix and Salt Lake City, to name two. 3.8.3 ESTABLISHED METHODS OF COMMUNICATION

Mailing Lists. Maintaining an up-to-date mailing list is key to the success of the BAP Appendix B1 - Master Business Listing included in this report presents a comprehensive collection of the owners, business names, addresses and phone numbers for the corridor. This list must be updated on a regular basis to ensure that construction notices, newsletters and other communications mailed by the BAP team are properly received by the community. Other fields, including e-mail address and ethnicity, should be added to the listing once the corridor business survey is completed. As the NCME project continues, the list will grow and change. Therefore, it is imperative that the BAP team keep up with those changes by carefully maintaining the list. Setting up and maintaining a master listing can be labor intensive. To lighten the burden, computerized software

BAP DEVELOPMENT PLAN - DRAFT

3-48

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

programs, like Mailing List Manager Pro 3.0 are available for under $300. This mailing list will be used in conjunction with other community outreach techniques including, but not limited to: • Setting up a speakers bureau; • Organizing business seminars; and • Executing website updates Executing Corridor Mailings. Executing corridor mailings should be a streamlined process controlled by the BAP team – PIO, with the cooperation of MDT and the contractor. For example, if a notice of construction activity must be mailed to businesses and residents, information for the notice should come from the contractor directly to the BAP team; that information should then be formatted and sent to MDT for review a minimum of 14 days prior to construction. MDT should then review the information and send it back to the BAP team for execution of the mailing. Corridor mailings can also be done in conjunction with another entity or government agency. For example, on the SFRTA Segment 5 Project, notices of construction activity of businesses and residents impacted by construction were mailed with both the electricity and water bills with the cooperation of Florida Power and Light and the Palm Beach County Water Utilities Department. The BAP should foster a similar partnership with Miami-Dade County’s Water and Sewer Department. Construction notices may also be distributed to the media. For the South Miami Busway Project, referenced in Section 3 – Legal Mitigation Limits and Processes, the media was notified of all construction activity, detours, delays and other construction-related information. For the Segment 5 Project, the media was an ongoing partner during construction, working closely with Tri-Rail and the public involvement team to broadcast delays and notices of construction on local TV stations, report them in all South Florida newspapers, and discuss them, through Tri-Rail spokespersons, on area radio stations. MDT should use the existing media list, which can be obtained from Miami-Dade County’s Communications Office, to alert members of the media of any construction activity along the corridor during construction. Forms of Communication to the Public. There are many innovative ways to communicate with the public using a variety of collateral materials including, but not limited to:
Advertisements Billboards Brochures Electronic media Fact sheets Fast-food placemats Fliers Grocery bags News articles Newsletters Newspaper inserts Bulletins and Commuter Notices, including Bulletins/Seat Drops and press releases Public service announcements (paper, video, radio) Dedicated PowerPoint presentation about the BAP Dedicated URL, www.NorthCorridorProject.com and website homepage Videotapes

BAP DEVELOPMENT PLAN - DRAFT

3-49

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

A website, with its own dedicated URL, such as www.NorthCorridorProject.com, which is available for purchase through www.GoDaddy.com, will serve as an important tool for disseminating information to businesses and residents along the corridor during construction. Currently, NCME information is available as part of MDT’s website. However, users must spend valuable time searching the entire site to find information about the project. A dedicated URL will make it easier for the user to access information quickly. Mechanism to Set up Website Access. Website access protocols are important for the seamless flow of information to the public. The website should be designed and maintained by MDT, with updates provided to MDT by the BAP team for upload to the site. Designated members of the BAP team should, however, have access to the site to upload information in an emergency situation or if it is time-sensitive and no staff from MDT is available to execute such an upload.    MDT should have primary responsibility for the management and maintenance of the website, with access granted to designated members of the BAP team. The BAP team should meet weekly with MDT technology staff to discuss the schedule of information to be uploaded and who will be assigned to execute the task. Should a dedicated URL, such as www.NorthCorridorProject.com be implemented, the site should be hosted on MDT’s servers. Access to those servers should be granted only to designated IT professionals who can repair the site or servers in the event of an emergency.

Coordinating Public Meetings. Public progress meetings should be coordinated quarterly beginning at least six (6) months prior to construction and until completion. These meetings should be organized to include the appropriate staff from Miami-Dade County Transit, project engineers, contractors, project consultants, representatives of other agencies (FDOT, municipalities, county departments), and private utilities as needed. 3.8.4     CONSIDERATIONS

To communicate with impacted businesses and residents along the corridor, MDT must employ effective community outreach techniques. MDT should use several forms of communication to reach the public during construction including those listed in the “Forms of Communication to the Public” section. The BAP team – PIO, should meet weekly with MDT technology staff to discuss the schedule of information to be uploaded and who will be assigned to execute the task. If a dedicated URL, such as www.NorthCorridorProject.com is implemented, the site should be hosted on MDT’s servers. Access to those servers should be granted only to designated IT professionals who can repair the site or servers in the event of an emergency.

BAP DEVELOPMENT PLAN - DRAFT

3-50

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.9 - PLAN IMPLEMENTATION (TASK 9) 3.9.1 INTRODUCTION

The BAP must be implemented efficiently in order to serve the businesses and residents impacted by NCME construction. Following is a list of action steps that should be undertaken in each phase of construction to successfully implement the BAP. 3.9.2 PRE-CONSTRUCTION PHASE

ACTION STEPS: 18 Months prior to construction: 1. Organize a meeting of the BAP team and PIO, including project engineers, project consultants, and representatives of the contractor to discuss the BAP and set-up a system for the flow of construction information from the contractor to the BAP team. See Task 7 – Long-Term Management Issues for a guide on organizing such a system. 2. Create and develop key components of the BAP, including the financial, marketing and technical assistance portion by solidifying strategic partnerships with local universities and colleges or financial institutions to provide assistance to businesses along the corridor. See Task 8 – Community Outreach Techniques for a guide. Between the institutions, a local business should be able to discuss all financial issues and options available. 3. Finalize sources of funding for the financial assistance to be provided to businesses as part of the BAP. See Task 4 – Potential Financial and Management Assistance Programs for further information on available funding sources (coordinated with number 2 above). 4. Finalize the list of collateral materials to be used as part of the BAP, including surveys and forms to be used during project construction. See Task 1 – Scope of Services (SOS) Development & Organization for a list of collaterals and samples. 5. Select a vendor to design and print BAP collaterals. 6. Scout locations for the BAP Field Office – PIO, and submit a proposed list to MDT. 7. Review BAP staffing plan and finalize budget. See Task 7 – Long-Term Management Issues for an idea of how to do this. 8. Conduct Corridor Business Survey. See Task 1 – SOS Development and Organization for a blueprint and sample Corridor Business Survey Form. 9. Compile survey data into the Master Business Listing template. See the Appendix for the current Master Business Listing created by PTG. 12 Months prior to construction: 1. 2. 3. 4. Finalize location for BAP – PIO Field Office. Finalize BAP staffing plan and budget. Begin production of approved BAP collateral materials. Meet with BAP team, including project engineers, consultants and representatives of the contractor to review the BAP Communications Plan, in particular, the section on Crisis Communications. See Task 7 – Long-Term Management Issues for the Crisis Communications Plan.

BAP DEVELOPMENT PLAN - DRAFT

3-51

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

5. Designate a BAP spokesperson to speak to the media and the public on behalf of the project. 6. Finalize Working Group criteria. See Task 2 – Study Working Group and Advisory Committee for a guide on how to undertake and accomplish this. 6 Months prior to construction: 1. Set up and staff the BAP/ PIO Field Office. 2. Set up dedicated BAP website, such as the www.NorthCorridorProject.com. See Task 8 – Community Outreach Techniques for a guide on how to do this. 3. Distribute announcements to businesses, residents and the media announcing the establishment of the field office and the unveiling of the BAP website. See Task 8 – Community Outreach Techniques for a guide. 4. Organize a plan for distributing BAP collateral materials throughout the community and make all materials available for download on the BAP website. 5. Through the website, corridor mailings, etc. send out Working Group invitations and begin the process of organizing the Working Group. 6. Organize a meet and greet event/public meeting so that the public can meet the BAP team,; ask questions and get information. 7. Set up BAP Construction Information Hotline. See Task 6 – Construction Coordination Program for a guide. 3 Months prior to construction: 1. Organize a media tour. 2. Organize a kick-off celebration with elected officials, including elected officials, public and non-profit agencies, and the public in attendance. 3.9.3 CONSTRUCTION PHASE

1. Conduct weekly meetings of the BAP team to discuss construction activity and upcoming impacts to businesses and residents. 2. Create and send out notices regarding such activity as needed. 3. Hold quarterly meetings of the Working Group. 4. Hold quarterly public meetings with project engineers and consultants in attendance to inform the public about construction activity and answer questions and concerns. 5. Resolve issues brought forth by the public, elected officials, and residents as needed. 6. Coordinate and supervise the Marketing and Technical Assistance portion of the BAP and ensure that the needs of business owners are being met. 7. Coordinate with public utilities and other entities to distribute construction information to businesses and residents along the corridor. 8. Meet monthly with MDT to discuss the BAP and the progress being made.

BAP DEVELOPMENT PLAN - DRAFT

3-52

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

3.0: SCOPE OF SERVICES

3.9.4

POST-CONSTRUCTION PHASE

1. Organize a grand opening event for the NCME with local businesses in attendance. 2. Follow-up with businesses and conduct exit interviews to find out how each impacted business fared during construction. 3. Format plan(s) for local businesses to benefit from Transit Oriented Development (TOD) opportunities around the stations as redevelopment occurs.

BAP DEVELOPMENT PLAN - DRAFT

3-53

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX A

APPENDIX A LIST OF ACRONYMS
ADA BAC BAP BEST CCP CDFI CDT CDBG CWA DBA DEP EIS EXPAN D FDOT FEIS FWHA ISTEA MDT METRO MPO MTAP OCDC OCED PDC PMC PSA PSU PTG ROD SDT SFRTA SOW TRIME T VMS WZTCP Americans with Disabilities Act Business Assistance Center Finance Unit, City of Olympia, Washington Business Assistance Program Businesses for an Environmentally Sustainable Tomorrow Program, City of Portland’s Office of Sustainable Development Crisis Communication Plan Cascadia Revolving Fund, Inc. Connecticut Department of Transportation Community Development Block Grant Clean Water Act Downtown Business Association Department of Environmental Protection Environment Impact Statement Expansion and Assistance Development Program, City of Phoenix Florida Department of Transportation Final Environmental Impact Statement Federal Highway Administration Intermodal Surface Transportation Efficiency Act of 1991 Miami-Dade County Transit Valley Metro Rail Inc. Metropolitan Planning Organization Management Technical Assistance Program, City of Salt Lake Opa-Locka Community Development Corporation Office of Community and Economic Development, Miami-Dade County Portland Development Commission Project Management Consultant Public Service Announcement Portland State University Parsons Transportation Group Inc. Record of Decision San Diego Trolley South Florida Regional Transportation Authority Scope of Work Tri-County Metropolitan Transportation District of Oregon Variable Message Signs Work Zone Traffic Control Plan

BAP DEVELOPMENT PLAN - Draft

A-1

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX A

BAP DEVELOPMENT PLAN - Draft

A-2

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

APPENDIX B NCME MASTER BUSINESS LISTING AND SURVEYS
Appendix B -1 Relocating Businesses
PARCEL NUMBER 101.001T 102001T 102.002T 103.001T 103.002T 104.001T 105.001T 107.001T 108.001T 108.002T 109.001T 111.001T 112.001Ø 113.001Ø 114.001Ø 115.001T 116.001T 116.002T 118.001T 120.001T 122.001T 125.001T 125.002T 125.003T 125.004T 128.001T 129.001T 130.001T 130.002T 130.003T 131.001T BAP DEVELOPMENT PLAN - Draft BUSINESS NAME Urban America LLP U-Gas A.Z. Auto Sales, Inc Excel Motors, Inc. Real Sales, Inc. 27 of Miami Corp d/b/a AutoWorld of Miami College Auto Sales AHR Auto Sales Interstate Blood Bank Family Dollar Store Price Choice Check Cashing USA – North Miami MD Public Library N. Central Branch Tony’s South West Imports No Name Cano Motors, Inc. A. Quality Truck Sales National Truck Center Preferred Auto Enterprise Chucho Auto Repairs, Inc Ruchi Truck Sales Faith Prayer & Praise Deliverance Cathedral Royal Palm Insurance Agency, Inc Mini Market 27 Avenue Superior Drugs Auto Club of Miami, Inc. Citi AutoBank, Inc. La Caridad Hardware Corp. Bahia Honda Supermarket R.J. Cash III Pawnshop J&A Tires Enterprises Inc. B-1 TYPE OF BUSINESS Northside Shopping Center Gas/Convenience Store Used Car Sales Used Car Sales Used Car Sales Used Car Sales and Salvaged Car Sales Used Car Sales Used Car Sales Blood Bank Retail Store Grocery Store Financial Services Center Public Library

Bldg. Appears Vacant Used Car Sales Truck Sales Truck Dealership Used Car Sales and Salvaged Car Sales General Auto Repair Truck Sales Church Located on 2nd Floor over Insurance Co. Insurance Company Mini-Market & Café Drug Store Used Car Sales & Mechanic Used Car Sales Hardware Store Supermarket Pawn Shop Tire Sales/Repairs July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE PARCEL NUMBER 131.002T 131.003T 131.004T 131.005T 131.006T 131.007T 131.008T 137.001T 138.001T 140.001T 143.001T 143.001T 143.001T 146.001T 146.002T 147.001Ø 156.001Ø 157.001Ø BUSINESS NAME Samy Paint & Tool Rental New Way Auto Parts Fields House of Beauty Elegua Corp. Botanica New Style Miami Seat Covers Scarlett Auto Sales, Inc. Auto Pro’s Sales & Leasing S&A Oil Co. Top Choice Furniture Flipper Marine Eagle Auto Glass Solares Auto Sales, Inc. Best Cars Mart, Inc. G&G Quality Auto Sales Pedro Gonzalez Casimiro Saboya d/b/a Best Finishers MD County Public Schools Bureau of Facilities Operations Delta Trucking COPART Flea Market Auto Sales Runaway Tires, Inc. U-Gas Caribbean Café Alpha Motor Fuel Corp d/b/a Mobil Gas Burger King Member #66 Porter’s Locksmiths Goodyear Tire Mistral Auto Sales Price Choice Frye’s Tool Rental J.R.C.V. Joint Supreme Gospel Car Wash Café Ru Yi Ball Appliance R&R Industrial Trucks, Inc Mr. Wheels & Tires, Inc. TYPE OF BUSINESS

APPENDIX B

Paint & Tool Rental Store Auto Parts Sales Beauty Salon Botanica / Dollar Store Barber Shop Seat Covers / Upholstery Business Used Car Sales Auto Sales & Leasing Gas/Grocery Store Furniture Store Business appears closed for business, but PP items still remain Auto Glass Repair Used Car Sales Used Car Sales & Salvaged Car Sales Used Car Sales & Salvaged Car Sales Rental Apartment Units Finishing Company Facility Operations & Maintenance For Miami-Dade Public Schools Trucking Company Salvage Auction Used Car Sales Tires Sales & Service Gas/Convenience Store Restaurant Gas/Car Wash & Convenience Store Restaurant Locksmith Tire, Wheel & Automotive Repair Used Car Sales Supermarket Tool Rental Sales & Repairs C.V. Joint & Car Repair Car Wash Chinese Restaurant New & Used Appliance Sales & Service Forklift Sales/ Service & Rentals Tire/Wheel Sales & Auto Repair

175.001T 178.001Ø 179.001T 186.001T 190.001T 191.001T 192.001T 193.001Ø 194.001T 195.001T 196.001T 197.001T 200.001T 201.001T 201.002T 204.001T 205.001T 206.001T 207.001T

BAP DEVELOPMENT PLAN - Draft

B-2

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE PARCEL NUMBER 207.002T 208.001T 210.001T 211.001T 212.001T 213.001T 213.002T 214.001T 214.002T 231.001T. 232.001T 233.001T 235.001T 235.002T 235.003T 235.004T 235.005T 235.006T 235.007T 235.008T 235.009T 235.010T 235.011T 235.012T 235.013T 235.014T 235.015T 235.016T 235.017T 235.018T 235.019T 235.020T 237.001T 238.001Ø 244.001Ø 250.001T 251.001T 254.001T 266.001Ø 268.001T 269.001T 270.001T BUSINESS NAME Medina & Delgado Corp. d/b/a Westar American Waste Service Creative Iron Works McGee’s Diner, Inc. Ralph Signs Lucy’s Coin Laundry Maritza Market d/b/a Harry’s Grocery/Beauty Supply E & J Frames A&A Kitchen Cabinets KFC Adtor d/b/a M&M Mini Mart Walgreen’s Bunche Park Plaza Rent-N-Go ZSA ZSA Fashion GBS’s Printing Services, Inc. Direct General Insurance Agency, Inc. D&A Café Ruyi Chinese Food Jackson Hewitt Tax Service Total Essence Inkstinct Tattoos, Inc. Dept. of Highway Safety and Motor Vehicles B&J Unisex Barber Shop Bridging the Gap Academy Praise & Evangelism Miracle Ministries Carol City’s Woman’s Solution B&M Custom Cut Meats Victory on the Rock Ministry Labor Ready Fire Baptism & Truth, Inc. #5 Cathedral of Love Christian Center Unmarked United Windows & Doors, Inc. Bunche Park Auto & Truck Repairs Dade Corners Plaza My Tattoo FPL Sunshine Gas AutoZone Stores, Inc. Hi-Lo Bait and Tackle Furniture Power Taco Bell Restaurant TYPE OF BUSINESS Gas / Convenience Store Waste Hauling Metal Fabricators Restaurant Sign Manufacturer Laundry Mart Convenience Store

APPENDIX B

Auto Repair Kitchen Cabinets Manufacturer Restaurant Convenience Store Retail/Pharmacy Shopping Center Custom Wheels/Tires Retail Fashion & Accessory Store Printers Insurance Agency Chinese Restaurant Tax Preparation Office Hair Salon Tattoo Parlor Division of Driver’s License Barber Shop Child Care Center Church Church Supermarket Church Temporary Labor Agency Church Church Church Windows & Doors Retail Auto & Truck Repairs Retail / Gas Station Tattoo Parlor Power Station Gas / Convenience Store Auto Parts Retail Bait & Tackle Shop Furniture Retail Store Fast Food Restaurant

BAP DEVELOPMENT PLAN - Draft

B-3

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE PARCEL NUMBER 270.002T 270.003T 272.001Ø 274.001T 275.001T 282.001Ø 284.001T 288.001T 308.001T 311.001T 324.001T 327.001Ø 337.001T BUSINESS NAME Fish City Restaurant Advanced Auto Parts #9377 McDonalds U-Haul Center of Carol City Roshni Gasoline, Inc. d/b/a Valero Calder Race Course El Palacio Sports Hotel & Conference Center Clara Parker Tenant School Board of Miami Dade County Miami-Dade County Arts in the Park Program A1A Quality Parts, Inc. Salvation Army Burger King

APPENDIX B

TYPE OF BUSINESS Sea Food Restaurant Auto Parts Retail Restaurant Rental & Storage Business Gas / Convenience Store Race Track Hotel / Conference Banquets Residential Armory Artist Resource Center and Boxing Center Youth Club House Auto Parts Retail & Repair Non-Profit-Used Goods Sales Fast food restaurant

BAP DEVELOPMENT PLAN - Draft

B-4

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

Appendix B-2 Remaining NCME Businesses during Construction
BUSINESS NAME Between NW 79 Street and 89th Street A.V. Insurance Agency, Inc. Magic Shine Miami (Northside) DMV ADDRESS 7803 NW 27th Avenue, Miami, FL 7879 NW 27 Avenue (305) 835-8577 7900 NW 27 Avenue Suite 150 (305) 229-6333 7900 NW 27 Avenue (305) 693-2060 7900 NW 27 Avenue 7900 NW 27 Avenue #419 7900 NW 27 Avenue #169 8001 NW 27 Avenue 8301 NW 27 Avenue N/A 8929 NW 27 Avenue (305) 691-6080 9050 NW 27 Avenue (305) 694-0000 9091 NW 27 Avenue (786) 318-1338 9091 NW 27 Avenue 305-696-2520 9301 NW 27 Avenue OWNER No match in property records Akhtar Hussain & W Shahin 2465 NW 7 St Miami Fl 331253150 7900 NW Ave LLC 30 Broad St 31 Floor New York, NY 10004 7900 NW Ave LLC 30 Broad St 31 Floor New York, NY 10004 7900 NW Ave LLC 30 Broad St 31 Floor New York, NY 10004 7900 NW Ave LLC 30 Broad St 31 Floor New York, NY 10004 7900 NW Ave LLC 30 Broad St 31 Floor New York, NY 10004 Salvation Army 2236 NW Miami Ct Miami, FL 33127-4924 Guillermo Marrero 8301 NW 27 Ave Miami FL 33147-4156 Dipali Inc 8929 NW 27 Ave Miami FL 33147-3557 CMCC Ventures Ltd 9050 NW 27 Ave Miami FL 33147-3502 Peaceful Zion MIS Baptist Church Inc 2400 NW 68 St Miami, FL 33147-6859 Peaceful Zion MIS Baptist Church Inc 2400 NW 68 St Miami FL 33147-6859 Tetra R Investments 9301 NW 27 Ave BUSINESS TYPE Insurance agency Car wash Driver’s license office

Northside One Stop Career Center 99 Cent Store

Career assistance center

Retail store

Juanita Mann Health Service Center Allied Medical Equipment

Health services

Manufacturing

Food Fair Cruiser Auto Sales 27 Avenue Motel College Auto Sales Best Used Trucks

Grocery store Car dealership Motel Car dealership Best Used Trucks

Griffin Auto, Inc.

Car dealership

Nica Motors

Car dealership

BAP DEVELOPMENT PLAN - Draft

B-5

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE BUSINESS NAME LP Auto Corp. ADDRESS 9333 NW 27 Avenue (305) 693-2443 9495 NW 27 Avenue (305) 696-9700 9621 NW 27 Avenue (305) 693-2221 9627 NW 27 Avenue (305) 691-9762 9641 NW 27 Avenue 9741 NW 27 Avenue (305) 691-1314 9800 NW 27 Avenue 9815 NW 27 Avenue (305) 691-4778 9901 NW 27 Avenue 9915 NW 27 Avenue (305) 642-6700 9937 NW 27 Avenue 9950 NW 27 Avenue 10000 NW 27 Avenue 10019 NW 27 Avenue (305) 691-7775 10101 NW 27 Avenue 10301 NW 27 Avenue OWNER Miami FL 33147-3003 The Fly High Fam Ltd Part #5 1835 S Ocean Blvd A Delray Bch, FL 33483 Matthew Nestler Le Rem Janet Nestler Appelbaum &Etal 7280 Jacaranda Ln Miami Lakes, FL 33014-2605 Miguel Vera 295 E 57 St Hialeah, FL 33013-1237 No Match In Property Records

APPENDIX B

BUSINESS TYPE Car dealership

J&R Auto Services

Auto Repair

Best Price Auto Sales Osayin Pharmacy Discount

Car dealership Pharmacy

Magnific Motors CANO Motor, Inc. Preferred Auto Sales House of Imports General Auto Credit

Antonio Samuel Suarez 10435 NW 22 Ave Miami, FL 33147-1260 Neil Lustig 11918 Glenmore Drive Coral Springs, FL 33071 R D K Inc 8549 Via Brillante Wellington, FL 33411 No Match In Property Records Juan F Diaz & J & L Auto Sales Inc 7290 NW 54 St Miami, FL 33166 Alan J Kamins &W Hannelore 8549 Via Brillante Wellington,FL 33414 Alan Kamins &W Hannelore 8549 Via Brillante Wellington, FL 33411 Abel Arias 651 Swan Ave Miami Springs, FL 33166-3934 Thomas C Koujales 2305 Parkside Pl Indian Harbor Bch, FL 32937 Thomas C Koujales 2305 Parkside Pl Indian Harbor Bch, FL 32937 Comanche at 10101 9750 NW 27 Ave Miami, FL 33147-2154 Comanche at 10301 9750 NW 27 Ave B-6

Car dealership Car dealership Car dealership Car dealership Car dealership

Elite International Enterprises R&R Car Sales New Image Motor

Car dealership Car dealership Car dealership

Sun One Auto Sales Japanese Auto Sales Miami Car Depot Benji Auto Sales

Car dealership Car dealership Car dealership Car dealership

BAP DEVELOPMENT PLAN - Draft

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE BUSINESS NAME Solares Auto Sales ADDRESS 305) 836-3950 10416 NW 27 Avenue 10495 NW 27 Avenue 10534 NW 27 Avenue (305) 758-7501 10843 NW 27 Avenue (305) 688-5339 11025 NW 27 Avenue (305) 681-0174 11249 NW 27 Avenue (305) 688-7624 12931 NW 27 Avenue (305) 681-2557 13950 NW 27 Avenue (305) 688-3873 15982 NW 27 Avenue (305) 622-8808 16000 NW 27 Avenue (305) 229-6333 16595 NW 27 Avenue 16701 NW 27 Avenue (786) 428-0170 17340 NW 27th Avenue (305) 621-2939 17721 NW 27 Avenue 17845 NW 27 Avenue 18000 NW 27 Avenue 18057 NW 27 Avenue 18085 NW 27 Avenue OWNER Miami, FL 33147-2154 Carmine & Carmela Tino Co-Trs 3660 Brennan Dr Melbourne, FL 32934 Rosa C Marin 1001 W 60 St Hialeah, FL 33012 Comanche at 10534 9750 NW 27 Ave Miami, FL 33147-2154 No Match In Property Records No Match In Property Records Emmanuel Imana 11510 W Biscayne Canal Rd Miami FL 33161-6666 Edwin Ortiz &W Maria 2982 E Lake Vista Cir Davie, FL 33328 Ray A Schlichte III 13950 NW 27 Ave Opa Locka, FL 33054-3651 No match in property records No match in property records No match in property records Motiva Enterprises LLC 1100 Louisiana Houston, TX 77002 Angelo Lavecchia &W Susan 17340 NW 27 Ave Miami Gardens, FL 33056-4065 17751 Properties Inc 17751 NW 27 Ave Miami, FL 33056-4009 Shops of 27 Ave Inc 17355 NE 9 Ave No Miami Beach, FL 331622138 82 Sl Associates of Florida 2734 W Miami Gardens Dr Opa Locka, FL 33056 No Match In Property Records Michael A Stahl &W Barbara K

APPENDIX B

BUSINESS TYPE Car dealership

JK Auto Sales G&G Quality Auto Sales Adrien’s Hair Salon Alecia Beauty Salon Carlink Motors Edwin Auto Sales Pop’s One Stop Car Wash GBG’s Printing Bunche Park DMV Sheri Restaurant Shell Gas Station Admiral Insurance Esther’s Restaurant Domino’s Pizza

Car dealership Car dealership Hair salon Hair salon Car dealership Car dealership Car wash Printing Driver’s license office Restaurant Gas station Insurance agent restaurant Pizza franchise

Power Sound Resident, Mi Yard Restaurant

Auto sound store Private resident Restaurant

BAP DEVELOPMENT PLAN - Draft

B-7

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE BUSINESS NAME 183rd Street Flea Market ADDRESS 18200 NW 27 Avenue 18401 NW 27 Avenue (305) 625-2403 18553 NW 27 Avenue 18560 NW 27 Avenue 18587 NW 27 Avenue 18597 NW 27 Avenue (305) 626-9384 18800 NW 27 Avenue 21001 NW 27 Avenue (305) 626-8989 21001 NW 27 Avenue (305) 620-4511 21001 NW 27 Avenue (305) 625-2275 OWNER Property Capital Trust 82 Sl Associates 2734 E Miami Gardens Dr Opa Locka, FL 33056 Willis Family Limited Partnership & Sheldon & Annette Willis 18401 NW 27 Ave Miami, FL 33056-3102 No Match In Property Records So Bell Tel & Tel Co Tax Adm Office 1155 Peachtree St Ne #16g Atlanta, GA 30309 No Match In Property Records No Match In Property Records No Match In Property Records Calder Race Course Inc Po Box 1808 Carol City Brch Opa Locka, FL 33055-0500 Calder Race Course Inc PO Box 1808 Carol City Brch Opa Locka, FL 33055-0500 Calder Race Course Inc PO Box 1808 Carol City Brch Opa Locka, FL 33055-0500

APPENDIX B

BUSINESS TYPE Flea market

Annette Willis Insurance

Insurance agent

Miami Gas Station Brandsmart

Gas Station Retail chain store

Café Mekong Manny’s Car Wash Eagle’s Landing Calder Race Course American Totalisator Company World Ford

Restaurant Car wash Affordable housing Racing establishment Manufacturing

Car dealership

BAP DEVELOPMENT PLAN - Draft

B-8

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

Appendix B-3 NCME Corridor Business Survey Form In an effort to introduce the BAP to the community, a survey of all businesses and residents along the corridor will be coordinated and conducted by MDT. To collect the most comprehensive data, a customized form was developed for use by MDT during the survey.

Corridor Business Survey Form
Name of Business: _______________________________________________________ Parcel #: _____ Street Address: _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ City: ________________ State: _________________ Zip: ___________________

Telephone: ____________________________ E-mail: _______________________________ Relocating: __________ Remaining: ____________

SURVEY RESPONDENT INFORMATION: Survey Respondent Name: ________________________________________________ Position with Business: ___________________________________________________ Owner: __________ Tenant: ____________ Race: __________ Type of Business: ___ Sole proprietor ____ Partnership _____ Corporation _____ Franchise/Chain

_____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Services provided: _____________________________________________________________________________
BAP DEVELOPMENT PLAN - Draft B-9 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

_____________________________________________________________________________ ______________________________________________________________ How long have you been in business? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ What are the average net earnings at this location? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Number of employees: ________ Full-time LOCATION: How long have you been at this location? _________ (Months) _________ (Years) Why did you choose this location? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Do you have other locations of this business that are NOT being acquired by MDT? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ What are the advantages/pros of this location? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ What are the disadvantages/cons of this location? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Has the neighborhood the neighborhood changed since you’ve been here? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ If so, how has it changed? ________ Part-time

BAP DEVELOPMENT PLAN - Draft

B-10

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

_____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Is this the ideal location for your business or do you feel that you must remain here because of certain limitations? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ What are those limitations? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ PARKING: Is there parking at your location? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ If so, do you own the parking lot? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Do you lease or own your parking spaces? _______ Lease If so, how many spaces ____________ Do you have a loading zone? ________ If so, what are the peak hours for deliveries? ___________ SPECIAL REQUIREMENTS: Are there any special requirements that you have? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ What chemicals do you use or store on this site? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ _____ Own

BAP DEVELOPMENT PLAN - Draft

B-11

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

Do you need special handling? ______ Yes ______ No Is the interior or exterior of your business sufficient? ____ Yes _____ No

If no, how would you improve it? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Are the utilities at your business adequate? _____ Yes ______ No If no, how would you improve it? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Is the sewage at your business adequate? ______ Yes ______ No If no, how would you improve it? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ POTENTIAL BUSINESS RELOCATION: What, in your opinion, is the potential of the NW 27th Avenue corridor? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Do you plan to relocate or terminate your business in the near future? Is your business financially able to support a voluntary move? TRANSIT: What if you opinion of mass/rapid transit? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ ORANGE LINE PHASE II – NORTH CORRIDOR METRORAIL: Are you aware of the Metrorail Extension Project scheduled to begin construction in 2011? ______ Yes ______ No

BAP DEVELOPMENT PLAN - Draft

B-12

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

How do you feel about the project coming through here? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ How did you hear about it? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Do you feel you are well-informed about the project? ________ Yes _______ No

If no, how can Miami-Dade Transit do a better job of keeping you informed?_____________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________ Do you participate in community meetings? ______ Yes ______ No

If no, why not? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Do you believe the Metrorail project will benefit your business? ______ Yes _______ No If no, why not? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Have you been exposed to public transportation in any other city? _____ Yes _____ No What type of transit was it? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Was it a positive or negative experience? ________ Positive _________ Negative

Where else in Miami-Dade County do you think rapid transit should or could be implemented?__________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________

BAP DEVELOPMENT PLAN - Draft

B-13

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

BUSINESS ASSISTANCE: If you could, what would you do to enhance your business? _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Have you participated in a business assistance program? Check all that apply: Section 108 Loan ________ Stability Loan ________ Mom & Pop Grant ________ Commercial Rehabilitation ________ Community Development Block Grant ________ Community Revolving Loan Fund ________ Other___________________________________________________________________ _______________________________________________________________________ _______________________________________________________ None ________ How did you learn about the business assistance program you participated in?___________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________ Did you experience an improvement in your business status as a result of your participation in the program? ______ Yes ______ No If so, in what way? ______ Revenue increase ______ Capital improvement ______ Workforce experience Comments: _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ If you DID NOT experience an improvement, what do you attribute this to? _______ Change in the market _______ Change in the economy _______ Inadequate assessment of position _______ Inability to follow-through with your business plan
BAP DEVELOPMENT PLAN - Draft B-14 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

Comments: _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________ If you did experience in your business, what do you attribute that to? ________ Financial assistance ________ Technical assistance ________ Commercial rehabilitation ________ Inventory/Equipment purchase ________ Marketing ________ Change in the market Comments: _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ Did you partake in any technical assistance programs provided by the State, County or any other service provider? _______ Yes ______ No If yes, please identify the specific source and type of assistance: Source: __________________ Type: __________________ Do you feel technical assistance should become a mandatory part of the business assistance programs? _______ Yes _______ No Comments: _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ What would be most helpful to your business at this time? Technical assistance (bookkeeping, business plan, marketing, etc.) Low interest financing Workforce training Soft skill training (customer service, workshops, etc.) Improvements to operations or infrastructure? Do you need help with implementation? ______ ______ ______ ______ ______ ______

BAP DEVELOPMENT PLAN - Draft

B-15

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX B

Comments: _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ How much time are you willing to devote, on a weekly basis, to improving your business skills and your business overall? ______ (hours per week) What would prevent you from taking advantage of the various opportunities? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ___

BAP DEVELOPMENT PLAN - Draft

B-16

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX C

APPENDIX C

BUS STOP ACTION NOTIFICATION FORM
BUS STOP ACTION NOTIFICATION On or about May 2, 2014, construction of the North Corridor Metrorail Extension Project will create delays along Route 97 – The N.W. 27th Avenue Max. DETOUR ROUTE: A detour route has been created as follows: (Insert MOT detour information in this section of the notification form) QUESTIONS OR CONCERNS: Miami-Dade Transit Agency Overtown Transit Village 701 NW 1st Court Miami, Florida 33136 (786) 469-5550 www.NorthCorridorProject.com

BAP DEVELOPMENT PLAN - Draft

C-1

July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX D

APPENDIX D

INDEX OF CONTACTS & REFERENCES
TASK 1 – SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION

 

EarthTech, Pat Masters, 305-592-4800 Miami-Dade County Transit, Naomi Wright, (786) 469-5454

TASK 2 – BAP WORKING GROUP AND ADVISORY COMMITTEE



DART Blue Light Rail Line, Dallas Area Rapid Transit Authority, Community Affairs, 214-749-2543 San Diego Trolley, City of San Diego, Office of Small Business, Economic Development Division, Infrastructure Impact Program, 619-236-6700, [email protected] I-205/Portland Mall LRT Project, Tri-County Metropolitan Transportation District of Oregon, Community Affairs Department, Ann Becklund, Director, 503-962-2150, [email protected] Central Phoenix/East Valley LRT Project, Community & Economic Development Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business Outreach Coordinator, 602-495-8213, [email protected]







TASK 3 – LEGAL MITIGATION LIMITS AND PROCESSES



Patricia Prochnicki, Miami-Dade County Countywide Business Road Impact Assistance Loan Program, by telephone at (305) 375-3373, e-mail at [email protected]. Scott Brand, South Miami Busway, (305) 242-7232, e-mail [email protected] The Connecticut Department of Transportation, Community Affairs, 860-594-2000 at:

  

The New York State Department of Transportation Congestion Mitigation and Air Quality Program, Administration, 518-388-0342

TASK

4 – POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS

    

Miami-Dade County Office of Community and Economic Development, (786) 469-2100 Florida Department of Community Affairs, (850) 488-8466 GreenStar, Inc. (907) 278.7827 The City of Portland’s Office of Sustainable Development, (503) 823-7222 The City of Phoenix Expansion and Development Program, (602) 262.5040
D-1 July 28, 2008

BAP DEVELOPMENT PLAN - Draft

NORTH CORRIDOR METRORAIL EXTENSION PROJECT CONTRACT NO. TR05-NCPE

APPENDIX D

     
TASK

Miami-Dade County Countywide Business Road Impact Assistance Loan Program (305) 375-3373 The Miami-Dade County Board of County Commissioners The Governor’s Office of Tourism, Trade and Economic Development Enterprise Florida, 850/487-2568 City of Olympia, Washington Business Assistance Center Finance Unit, 360-725-4100 City of Salt Lake, Management and Technical Assistance Program, 801.535.7757

5 – EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS



DART Blue Light Rail Line, Dallas Area Rapid Transit Authority, Community Affairs, 214-749-2543 San Diego Trolley, City of San Diego, Office of Small Business, Economic Development Division, Infrastructure Impact Program, 619-236-6700, [email protected] I-205/Portland Mall LRT Project, Tri-County Metropolitan Transportation District of Oregon, Community Affairs Department, Ann Becklund, Director, 503-962-2150, [email protected] Central Phoenix/East Valley LRT Project, Community & Economic Development Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business Outreach Coordinator, 602-495-8213, [email protected] Houston Tomorrow, Gulf Coast Institute, David Crossley, President, 713-523-5757, [email protected] Germantown Avenue Revitalization Project, Coalition to Save Germantown Avenue, Lizza Robb, Coordinator, [email protected]











TASK

6 – CONSTRUCTION COORDINATION PROGRAM Central Phoenix/East Valley LRT Project, Community & Economic Development Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business Outreach Coordinator, 602495-8213, [email protected]





Bonnie Arnold, South Florida Regional Transportation Authority, Director of Marketing,
[email protected], (954) 942-RAIL.

BAP DEVELOPMENT PLAN - Draft

D-2

July 28, 2008

Sponsor Documents

Or use your account on DocShare.tips

Hide

Forgot your password?

Or register your new account on DocShare.tips

Hide

Lost your password? Please enter your email address. You will receive a link to create a new password.

Back to log-in

Close