rv 2014: eds and meds- leveraging anchor institutions to create community
DESCRIPTION
Eds and Meds: Leveraging Anchor Institutions to Create Community AICP CM 1.5 Educational institutions and medical facilities are engaging in regional transformation. Traditionally, these organizations have been rather inward looking, examining growth through the prism of available real estate. That approach is changing, with new collaborative relationships geared towards potential growth in the organizations and the region. Already dominant employers in their regions, these organizations are anchored to and invested in their surrounding neighborhoods. Learn how the meds and eds are stretching outside their comfort zones to transform their neighborhoods through collaboration. Hear how they are engaged in planning high-quality, direct and attractive public transit services to connect institutions, job centers and adjacent neighborhoods. Finally, see how recent collaborations spanned sectors -- what strategies worked and what didn’t. Moderator: Ian Druce, Director, Head of Canadian Business, Steer Davies Gleave, Vancouver, British Columbia Brett Wallace, Senior Supervising Planner, Parsons Brinckerhoff, Charlotte, North Carolina Ellen Watters, Co-Leader, Central Corridor Anchor Partnership, St. Paul, Minnesota Jamie M. Kendrick, Project Planner, Maryland Transit Administration, Baltimore, MarylandTRANSCRIPT
Jamie Kendrick Deputy Executive Director
MTA Office of Transit Development & Delivery
Railvolution! 2014
• 37,000 students • 13,700 employees • Big Ten athletics • Professional schools
not located here • Continuing education
campus adjacent • State agency
Effectively a local government of its own with all of the usual constituencies
Bureaucratic Worried about impacts on its own services,
costs, and ability to control future. History and culture “City Fathers”
Alumni ◦ often resistant to physical changes to the campus
Athletics ◦ Revenue generation
Department Heads, Faculty and Researchers ◦ “College of Cardinals” ◦ Need research environment and facilities ◦ Grants, prestige and enrollment
Students ◦ Safe and happy ◦ Transient
Staff ◦ Often transit dependent
March 2007 University opposes surface alignment April 2007 Student orgs endorse Purple Line Early 2008 University pushes new surface
alignment Nov. 2010 Wallace Loh inaugurated as President April 2011 Board of Regents endorses Purple
Line/Term Sheet March 2013 MOA negotiations begin Nov. 2014 MOA approved by Board of Regents
Pedestrian safety Impacts to traffic congestion Vibration Noise Security EMI
ADT ~ 7000 vehicles, 750 are buses
17% is cut-through traffic 25,000 ped crossings Peak periods are 10
minutes at top of hour Peak of peak is lunch
time
Term Sheet Final Agreement
$20m escrow account Standards established MTA pays all monitoring 30 years before University
would have to plan facilities to accommodate Purple Line.
Standards established relative to ambient 90 days prior to testing
Joint monitoring activities All buildings in design beginning
in FY15 are at University’s risk. $2m reserve fund
Research Facilities Working Group
◦ 3 University ◦ 3 Agency ◦ 3 Independent experts jointly selected
Research Facilities Working Group roles ◦ Develop Research Facilities Management Plan ◦ Approve baseline measurements ◦ Approve monitoring plan and review data ◦ Review maintenance plan ◦ Approve requests for mitigation reimbursement
$2m reserve fund
◦ Last resort for University step-in ◦ may be extinguished five years after start of operations.
Term Sheet Final Agreement
No pedestrian barriers MTA to reimburse UMD for
incremental operations/maintenance costs
UMD to discontinue certain bus routes and apply savings to fare reduction
MTA to reimburse for lost parking revenue
Maintains focus on pedestrian safety
UMD to perform all maintenance activities to achieve the campus standard.
Bus routes to continue through campus spine
No reimbursement for lost parking revenue
30 year land amortization + 3 year rolling average of O/M costs
Eligible Costs
Right-of-Way/StagingAreasMaintenanceCosts
Security Costs
Other
Need to show value in exchange for fare free policy
MTA to create a fare free zone if total of all UMD contributions exceeds anticipated fare revenue on campus.
3 stations Must show valid UMD; UMD to
make upgrades to its ID system.
Up to 33% fare reduction for entirety of Purple Line
UMD participation in technical evaluation. UMD pays its own planning, design review, and
legal costs. Project Execution Plan with Concessionaire as
condition precedent to start of construction Mandatory construction restrictions Time limits on design reviews or “deemed approved” Separate O&M and Traffic Management Plans Joint policing authority
Acknowledge the university’s right to be cautious Do the research necessary to make them
comfortable Focus on performance and process Don’t let them off the hook We have our alumni, too!
For more information contact:
Jamie Kendrick Deputy Executive Director
MTA Office of Transit Development & Delivery [email protected]
443-451-3724