NCAPA LYNX BLE Blue Print for Change
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Presented to the NC Chapter of the American Planning Association Annual Conference 10/5/11 from 4-6pm in the Marriot City Center. Charlotte, NC
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NCAPA LYNX BLE Blue Print for Change
- 1. LYNX Blue Line Extension City of Charlotte - Blue Print for Change 2011 North Carolina Planning Conference – NC APA October 5, 2011
- 21. Questions
Editor's Notes
- Background -Meghan Problem Statement -Meghan Collaborative Framework - George BLE Process –Kelly The Results - Kelly The Takeaway - Kelly Open Discussion – All (Panel and Open Floor)
- Proposed extension of existing LYNX Blue Line Located within the Northeast Corridor Purpose & Need of Project: Provide a transportation alternative in overburdened corridor Addresses: Increasing travel demand Deficiency of existing road network Auto dependence Air pollution Growth Benefits include: Improved reliability and travel time savings More commuting choices Special events and tourism Economic development Coordinate land use and transportation planning Supports & implements region’s land use policies and goals LYNX Blue Line Success is CATS’ Lesson Learned Daily ridership significantly exceeded opening year expectations, The success of the LYNX Blue Line has heavily influenced design and internal approach to the LYNX Blue Line Extension
- Now let’s talk about why we’re here today! -As successful as the LYNX Blue Line Light Rail continues to be, CATS learned many valuable lessons from the South Corridor Light Rail Project, including how to better plan for projected growth and ridership expectations -In developing the LYNX Blue Line Extension, CATS still needed to plan for the projected growth and ridership expectations, but faces another unexpected new issue: “ The Changing Economy” - Sales Tax Revenues (which fund the operations, maintenance and the city’s capital portion of the project grant) have been in a consistent decline. How Could the City Afford to Continue Implementing its Long Range Transportation & Planning Goals? Specifically, the implementation of the LYNX Blue Line Extension Northeast Corridor Light Rail Project. City brought on a private consulting firm to explore how the City could continue to implement its Long Range Transportation & Planning Goals. As a result of the consultant recommendations, The Metropolitan Transit Commission (MTC), CATS’ Governing Board, provided CATS the direction to: -Cut capital cost by 20% -Reduce annual operating and maintenance costs by 6.5% -Accelerate the project schedule and open the project in 2016 *This problem and direction led CATS to collaborating with the City to develop a “Blueprint for Change”
- “ Blueprint for Change” EXPLAIN the purpose of a blueprint: A blueprint is a visual plan for that which does not yet exist. The plumber, electrician, and carpenter use a blueprint to envision the finished house they are constructing together and to coordinate their work. Similarly, change leaders can use a blueprint tool to envision their intended outcome and to coordinate their work with others. Purpose is to bring a project facing a problem from its current state to the future state This is accomplished through the collaboration with key stakeholders At the city, these key stakeholders include: External Stakeholders Citizens, Businesses, & the Media The University of North Carolina at Charlotte, Center City Partners, NCDOT, &the Railroads Internal Stakeholders Other City Departments, MTC, & County Permitting
- The big picture, overarching concepts of what the ‘blueprint for change’ will accomplish, not only for our ‘poster child’ example (the BLE), but for all infrastructure—and, by extension—all service delivery by the City.
- We have a basic outline for this blueprint: first, develop a unified and ‘top-to-bottom’ policy framework; and have a matching practice framework. These address the entire organization, from Council-adopted policy through implementation by line staff. Our strategy aligns functional areas through the lens of the CCW GF. (Outdated CCW map—to show more clearly the corridors labeled. )
- The success of the collaborative approach with the BLE project—as exemplified in the next slides and in the story they tell—provided assurance that the approach could be integrated throughout the entire City organization, and the shift is well underway. Other major efforts—a completely new CIP approach, for example.
- So, instead of facing the problem of managing the project in a changing economy, with the external constraints of requiring that the project cut capital cost, reduce operation and maintenance costs & accelerate the schedule alone… CATS used the city framework to engage many minds to - Remove Obstacles - Gain Efficiencies - Gain Time Provide Solutions/Avoid Problems Develop a holistic solution that would be seamless to the customer, while still maintaining the project purpose and need and achieve the project goals CATS first worked with its Internal Stakeholders within the City to employ to develop the City philosophy, priorities and goals to redefining the BLE Project. Once CATS and City established the philosophy, priorities and goals for redefining the project, CATS then then engaged its external stakeholders to identify citizen and community stakeholder priorities within the City identified framework.
- As you can see, the collaborative framework and collaboration-oriented policies, allowed CATS and the City to develop an internal framework in a very short period of time.
- CATS then took the initial concepts to the public for their consultation, prioritization, and feedback This was through Stakeholder meetings Media coverage Public Meetings (one canceled due to adverse winter weather) And an online Public Survey – due to the time of the year & idea of engaging even more citizens who cannot attend traditional public meetings (available on the CATS website distributed via e-blast, survey monkey, and shared via social media)
- The Team approach to scope reduction allowed CATS and the City to collaborate with its stakeholders to: Evaluate project delivery Staff a plan that utilizes available resources and expertise Project Management Operations plan
- One key priority identified as a result of both the policies, framework and stakeholders was the importance of building MORE THAN just a transit project. It is instead an economic development infrastructure project. One example identified as important to all stakeholders was the N.Tryon Cross Section: Proposed 147’ ROW plus additional for turn lanes and stations Two 11’ travel lanes Two light rail tracks within median 5’ bicycle lanes 2’6” curb and gutters 8’ planting strip 6’ – 8’ sidewalks Between Old Concord Road and the “weave”, asymmetrical widening to the west North of the “weave”, symmetrical widening Additional widening of 10’ – 20’ for left/right turn lanes at signalized intersections -Through Collaboration, all stakeholders were able to work together to achieve the desired outcome through the identification of alternative resources, projects, NECI, etc. working together to achieve this project priority.
- Defining project length Locating parking and form North Tryon Typical Section Weave Area Improvements Station Choices – 25 th Street Station
- The Team approach to scope reduction allowed CATS and the City to collaborate with its stakeholders to: Collaboratively approach the problem : How to manage in a changing economy – you do it together! The approach helped CATS to meet the project goals and objectives Address the MTC direction to reduce cost and accelerate the project Deliver the project on schedule and within budget Meet ridership goals Maintain safety performance Satisfy our customers Maintain a positive perception by the public and stakeholders And (hopefully) to obtain an FFGA Ultimately, the strategic blueprint provides the City the ability to create more than just a “transit” project. It’s an infrastructure project that will meet the City’s plans for the future and the needs of our customer. This strategic blueprint brought us from our current state to our future state Here is the blueprint all together.
- REMEMBER YOUR PURPOSE: Remember your purpose, need, change, project goals and citizen priorities FRAME IT UP: Develop a framework and policies with a collaborative structure -What will it take to bring you from your Current State to your Future State ACHIEVE BUY-IN: Ask for Input Ensure you have buy-in with all stakeholders DON’T FORGET THE CUSTOMERS! LEVERAGE YOUR RESOURCES Leverage all of your resources: Public, private, intellectual You can achieve More with Many!
- Before we answer any questions you may have, we’d like to open up the discussion to you! We recognize that your community may not face a situation exactly like this, however we’d like to know how you think can apply this strategy to problems you may face; whether you’re a one-man shop or a cog in the machine. So we ask: What issues has this changing economy posed to your community? How can you apply a similar framework to develop a blueprint for change? How can you collaborate with other departments, internal and external stakeholders to develop a strategic solution?