PPP Project | PPP Type | Timeframe | Cost | Quality | Economic Development | Other |
Anton Anderson Memorial Tunnel Multimodal Conversion | DBO | Reduced 38-month schedule by 16 months (-42%) | Reduced $59.6M budget by $2.6M (4%) | Consistent with federal and state standards | Volume of auto traffic to and from Whittier increased by 500%. Number of annual tourists to Whittier area increased by 400%. Recreational boating in Whittier area increased by 200%. | Project operating and maintenance (O&M) costs paid from user fees (auto tolls), augmented by federal grants until no longer required. |
Atlantic Station Redevelopment 17th Street Bridge | DBB-F | Within schedule | Within budget | Consistent with state and local standards | New bridge opened area to multi-use development in downtown Atlanta in transformed brownfield site - earning the development the National Phoenix Award for Excellence in Brownfield Development in 2004. | By 2006, Atlanta Station consisted of 5,000 residential units, 47 retail outlets, several banks, and shuttle bus service throughout development to nearby MARTA rail transit station. |
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| Atlantic Station Development opened 3 years late due to adverse economic conditions from 1999-2002. | Atlantic Station officially opened October 20, 2005. |
Chicago Skyway Bridge Long-Term Lease | Concession Lease | 99-year lease | $1.83B up-front payment to City for lease | Concession contract assures the facility will be well operated and maintained over its 99-year term | $1.83B in proceeds from long-term lease used to reduce City debt, repay cost of bridge rehabilitation prior to lease, establish a reserve fund, and provide a variety of neighborhood improvement projects and services. | Reduction of City outstanding debt improved its credit rating and lowered its cost of future debt. However the use of concession lease proceeds for other than transportation purposes has caused some to question whether the deal is in the public's best interest, particularly with the high increases in toll rates specified by the concession agreement in future years of the contract. |
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| Lease proceeds not dedicated to any specific transportation improvement projects or services, making the deal a net transfer of the value of the transportation infrastructure asset to non-transportation purposes. This reduced the transportation asset base of the City of Chicago and its future potential value capture. | Concession lease enabled concession team to implement electronic toll collection and open road tolling to improve convenience of using the facility with the option of cashless toll collection. |
Route 28 Phase II Expansion | Within fixed-time schedule | Within fixed-price budget | Consistent with Commonwealth standards | Increasing economic development within Route 28 Special Assessment District enabled full Phase II project to be authorizes, with 6 out of 10 interchanges built to replace inefficient at-grade intersections which has vastly improved operating efficiency of arterial and reduced congestion at these bottlenecks. | Project expedited improvements needed to reduce congestion along the Route 28 corridor and reduced the inflationary effects on project costs. | |
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| Upgrading of Route 28 will further enhance value of commercial property and hasten development along the corridor within the Route 28 Special Assessment District. | Use of county-based debt further reduced costs of the project by up to $150M over the life of the debt. |
Route 3 North Highway and Bridge Rehabilitation | Increased 42-month schedule by more than 34 months (+81%) caused by difficulty of project provider to meet sponsoring agency quality requirements | Within budget | Consistent with state standards because of public agency insistence on acceptable products | Opportunity for joint development along the corridor was lost as the project provider team became pre-occupied with completing the project within budget and schedule. | Potential DBOM project was limited to a DB project due to problems with project delivery, which cost the contractor $3.8M in liquidated damages (capped at 1% of overall contract budget) due to completion delays. | |
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| Contractor underestimated effort and time to develop and deliver documents needed to support right-of-way acquisition by the sponsoring agency |
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| Lack of familiarity of both public and private sector members of PPP team led to district and a breakdown of the partnership approach to the project, which reverted to a more traditional approach to design and construction management. |
South Bay Expressway (State Road 125) | 12-year delay caused by local community and environmental concerns. Project opened to traffic in late 2006 | Project costs increased due to local community environmental issues and inflation during the delay | Consistent with state and local standards, under scrutiny of CALTRANS and its QA contractor | Long project delay reduced accessibility enhancements to adjacent land owners, which delayed economic development along the corridor to be served by SR-125. | Renamed the facility the South Bay Expressway to provide a fresh image to the corridor long tarnished by the environmental and local community issues that plagued the project during 12 years or protracted negotiations and law suits. | |
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| Despite 12-year delay, the project was completed 4 years earlier than the state or county could have built the project using their own funds |
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| Twelve-year delay in project opening resulted in significant loss of toll revenues during this timeframe. | Long delay of project and efforts to address environmental and local community concerns undermined profitability of project for initial project team, which sold its interest in the project to another team in May 2003 which completed and now operates the project. |
Atlantic City - Brigantine Road and Tunnel Connector | DB-F Joint Development | On time | Within budget | Consistent with state and local standards | Project reduced congestion on local streets in Atlantic City. | South Jersey Transportation Authority (SJTA) tolls, parking fees and up-from cash contribution from the Brigantine Casino, Hotel, and Spa, incremental property taxes (TIF) generated by new developed made accessible by the corridor, and NJDOT funds used to pay for the project. |
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| Project corridor improved access to and from (in case of emergency evacuation) from Brigantine Island east of the project limits. | $28 million contingency fund established for environmental problems encountered during construction, 85% of which could be used for a performance bonus to the contractor if not needed for environmental mitigation for on-time completion within budget. |
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| Project produced 15,000 jobs during construction and 5,500 permanent jobs at the Brigantine Casino, Hotel, and Spa once opened. |
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Trans-Texas Corridor - I-35 Corridor Toll Road Program | Comprehensive Development Agreement | Initial planning and environmental clearance completed for portions of corridor and several portions are entering procurement and award stage | To be determined as project segments are developed and opened | To be determined as project segments are developed and opened | TTC program is highly leveraging its limited public funding for surface transportation to develop a state-wide multimodal transportation corridor system that services interstate, cross-border (NAFTA-related), and intrastate travel by auto, truck, and rail, using user fees (tolls) to pay for this huge program. | Flexibility and broad capabilities provided by original PPP legislation passed by the Texas legislature several years ago makes toll projects in the TTC program highly attractive to would-be project providers from the U.S. and overseas, including concessionaires. |
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| The recent two-year partial moratorium on PPP toll projects in portions of the state may slow progress on the TTC program and might discourage future investors in Texas PPP projects unless there is greater clarity regarding the state's commitment to the PPP-tolling transportation infrastructure program. |
Port of Miami Tunnel | Procurement and selection process completed; awaiting final financial terms to be negotiated | To be determined as project development gets underway in later 2007 | To be determined as project development, operation, and maintenance proceeds | Project expected to significantly reduce congestion on local streets in downtown Miami near Port of Miami. | No direct tolls will be charged to users of the facility due to the potential for ship and truck traffic diversion from the Port to other competing ports in Florida. Instead availability payments will be made to the concession team by FDOT, based on funds provided by FDOT, Miami-Dade County, the City of Miami, and the Port of Miami. The project will make extensive use of tax-exempt Private Activity Bonds (PABs) to lower the cost of financing over the 35-year concession contract term. | |
Conroy Road Bridge | On time | Within budget | Consistent with state and local standards | Bridge and approaches off I-4 provided direct access to the site that produced $244M in new economic development and city property taxes greater than the annual debt service costs of the project within 4 years of opening. | This PPP project was initiated by private sector developers who gained the support of the city, county, and state transportation agency to proceed as an expedited Tax Increment Financing (TIF) project. | |
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| Significant off-site economic development surrounding the Mall at Millenia site have produced additional incremental property tax revenues for both the city and county. | Site was set up under a Community Redevelopment Authority (CRA) to facilitate rezoning and financing arrangements. |
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| The Mall at Millenia and surrounding development have produced significant incremental sales tax revenues for both the state and county. | Project funding consisted of CRA-issued tax-exempt debt, state transportation agency loan (later repaid out of excess TIF proceeds), and right-of-way donated by the private development partners. |
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| Significant increase in jobs during construction of the Mall at Millenia and to staff the mall and related development once opened. |
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Universal Boulevard Bridge | On time | Within budget | Consistent with state and local standards | Bridge and approaches off I-4 provided direct access to site that produced $750M in new economic development and city property taxes more than twice the annual debt service costs of the project within two years of opening. | This PPP project was initiated by private sector developers who gained the support of the city, county, and state transportation agency to proceed as an expedited TIF-funded project. | |
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| Significant increase in jobs during construction of new theme park and to staff the park, hotels, and parking facilities once opened. | Site was set up as a Community Redevelopment District to facilitate rezoning and financing arrangements. |
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