The National Academies Press

Currently Skimming:

Pages 24-29

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.

From page 24... ... This rail p traverse t repairing of a 15‐ac reconfigu connectio passenge The rail lin cargo dem The first p reconstru move by r before cu unimpede alignment allows tra improvem port. It is traffic wil Project This multi short line POR roject is part he Panama C a rail bridge t re rail yard a ration and th ns to northb r rail, and a sh k is part of a ands brough hase of this o ction of an o ail from the rving north to d westbound allows train ins to travel a ents. After t expected tha l move off the Budget modal projec participation T OF of a massive anal after the hat had been long the port e addition of ound tracks a ort line railr three‐prong t by the expa verall projec n‐dock rail ya port to the no NE 71st Stre to the FEC's s travel north t 25 mph, an he port tunn t after the co port by rail. t has an estim . The federa MIA port renovat culmination out of comm 's Dodge Isla a southwest nd the FEC ra oad partners master plan nsion of the t includes th rd known as rth side of B et. The new Hialeah Yard bound on th improveme el was comp mpletion of ated cost o l program us MI RA ion effort to of its expan ission since nd, and the F connection a il yard in Hia hip. to transform Panama Can e rehabilitati the Port Link ayside Marke connection near Miami e line to nort nt over the 5 leted in 2014 this project, f $49.4 millio ed for this pr IL P help Port Mi sion. The mu Hurricane W lorida East C t Little River leah. This pr the Port of M al. on of the Bas . The Port Li tplace and a at Little Rock Internationa hern destina mph train sp , work began approximate n and include oject was a T ROJE ami attract m ltiphase rail ilma in 2005, oast Railway all of which i oject include iami to mee cule Bridge a nk will allow cross Biscayn will allow tra l Airport. Th tions. This re eeds prior to on the new ly 25 percent s federal, sta IGER II Grant CT 27 egaships tha project includ the construc (FEC) Read the entire page →
From page 25... ... 28 Project Background This project addresses present concerns and issues in the Miami region, such as:  Preparing for anticipated cargo volumes due to the opening of the Panama Canal which will improve economic competitiveness and support local job creation.  Reducing truck traffic on Interstate 95. Read the entire page →
From page 26... ... 29  Maintain competitive posture to keep existing businesses and attract new industries that need rail service immediately and in the future; and  Maximize funding options for infrastructure improvements that are not available to private entities. Project Achievements The partners approached this project as a team, in order to leverage each entity's business structure and skills. Not only did funding need to be secured, but the project needed to be completed within budget, scope, and schedule guidelines set by the funding authorities.  The overall project was divided into three separate projects which allowed each agency to leverage their respective strengths. This method of concurrent project development allowed each agency to focus their resources on the design and build of a specific project independent of the other two. Overall risk was reduced because each of the partners was assigned a project that matched its expertise, enabling the full project to be completed in a cost effective and timely manner.  Private industry (FEC) took the lead in the material procurement process; this was instrumental in leveraging the FEC's economies of scale in the purchase of rail and other construction related materials. The use of FEC's maintenance labor force also reduced the duration of construction time due to the ability to efficiently schedule trained workers familiar with the project.  The award of federal TIGER funding added complexity due to certain provisions in a federal grant agreement. For each award a detailed statement of work (SOW) Read the entire page →
From page 27... ... 30 Project Outcome  Rail volume growth: With the completion of the project in 2013, on‐dock rail service at Port Miami has allowed the FEC to directly serve port customers. The restoration of the rail and the rebuilding of the bridge have restored rail service to the area. Carriers can now utilize intermodal transportation services at strategic interchanges instead of trucks.  Decreased road congestion: The completion of the first phase of the on‐dock intermodal yard provided direct rail access to the port. This enabled direct rail transportation from the port to the mainline, thereby removing trucks from the downtown area. The trains are now able to run directly to and from the port to the FEC mainline. Shuttle trains can be built to run between Port Miami and South Florida Logistic Center (SFLC) Read the entire page →
From page 28... ... 31 the time and cost of the projects, as opposed to the same procurement being the direct responsibility of the county or the port. In all cases, where federal or state money was used, the project labor/materials had to be procured under the contract requirements of the respective funding agency. Although diversification of the partnership was a benefit, strict funding source requirements had to be met by all parties involved in each project element that was funded with public sources. Shared Financial Risk ‐ Successful development initiatives require financial risk to be shared by potential beneficiaries. By having the FEC invest in the reconstruction of the rail line, it was ensured that the FEC was committed to the future success of Port Miami's expansion. Project Management ‐ Difficulty in the public jurisdiction's ability to advance a project efficiently through the approval system is always a challenge; keeping the project within scope, on budget and on schedule was instrumental in achieving this goal. Innovative Funding Measures Innovation was demonstrated in this project in multiple ways.  Public Private Partnership Funding: The collaboration of public and private sector entities who partnered financially to undertake a project that no individual partner could otherwise develop demonstrated a creative vision.  Simultaneous Construction Efforts: The partnership assessed options for project delivery. By dividing the project into phases (sub‐projects) , each asset owner could simultaneously undertake efforts to meet construction deliverables using their respective procurement and governance policies and procedures, which saved money and time. Even though there were delays due to approvals and the desire to coordinate with other construction projects, this allocation of project responsibility allowed the project team to stay on schedule. The construction phases were then scheduled to be delivered in parallel to other project activities instead of the usual more linear approach to completing phases in sequence. As noted above the three construction projects were: a. Read the entire page →
From page 29... ... 32 What was innovative about the partnership?  On‐dock rail and direct rail access helped the Port of Miami hit their strategic growth targets, and is used as a marketing tool to attract freight moving to Florida and Southeastern United States consumers. Read the entire page →

From page 24...

... This rail p traverse t repairing of a 15‐ac reconfigu connectio passenge The rail lin cargo dem The first p reconstru move by r before cu unimpede alignment allows tra improvem port. It is traffic wil Project This multi short line POR roject is part he Panama C a rail bridge t re rail yard a ration and th ns to northb r rail, and a sh k is part of a ands brough hase of this o ction of an o ail from the rving north to d westbound allows train ins to travel a ents. After t expected tha l move off the Budget modal projec participation T OF of a massive anal after the hat had been long the port e addition of ound tracks a ort line railr three‐prong t by the expa verall projec n‐dock rail ya port to the no NE 71st Stre to the FEC's s travel north t 25 mph, an he port tunn t after the co port by rail. t has an estim . The federa MIA port renovat culmination out of comm 's Dodge Isla a southwest nd the FEC ra oad partners master plan nsion of the t includes th rd known as rth side of B et. The new Hialeah Yard bound on th improveme el was comp mpletion of ated cost o l program us MI RA ion effort to of its expan ission since nd, and the F connection a il yard in Hia hip. to transform Panama Can e rehabilitati the Port Link ayside Marke connection near Miami e line to nort nt over the 5 leted in 2014 this project, f $49.4 millio ed for this pr IL P help Port Mi sion. The mu Hurricane W lorida East C t Little River leah. This pr the Port of M al. on of the Bas . The Port Li tplace and a at Little Rock Internationa hern destina mph train sp , work began approximate n and include oject was a T ROJE ami attract m ltiphase rail ilma in 2005, oast Railway all of which i oject include iami to mee cule Bridge a nk will allow cross Biscayn will allow tra l Airport. Th tions. This re eeds prior to on the new ly 25 percent s federal, sta IGER II Grant CT 27 egaships tha project includ the construc (FEC)

Read the entire page →

From page 25...

... 28 Project Background This project addresses present concerns and issues in the Miami region, such as:  Preparing for anticipated cargo volumes due to the opening of the Panama Canal which will improve economic competitiveness and support local job creation.  Reducing truck traffic on Interstate 95.

Read the entire page →

From page 26...

... 29  Maintain competitive posture to keep existing businesses and attract new industries that need rail service immediately and in the future; and  Maximize funding options for infrastructure improvements that are not available to private entities. Project Achievements The partners approached this project as a team, in order to leverage each entity's business structure and skills. Not only did funding need to be secured, but the project needed to be completed within budget, scope, and schedule guidelines set by the funding authorities.  The overall project was divided into three separate projects which allowed each agency to leverage their respective strengths. This method of concurrent project development allowed each agency to focus their resources on the design and build of a specific project independent of the other two. Overall risk was reduced because each of the partners was assigned a project that matched its expertise, enabling the full project to be completed in a cost effective and timely manner.  Private industry (FEC) took the lead in the material procurement process; this was instrumental in leveraging the FEC's economies of scale in the purchase of rail and other construction related materials. The use of FEC's maintenance labor force also reduced the duration of construction time due to the ability to efficiently schedule trained workers familiar with the project.  The award of federal TIGER funding added complexity due to certain provisions in a federal grant agreement. For each award a detailed statement of work (SOW)

Read the entire page →

From page 27...

... 30 Project Outcome  Rail volume growth: With the completion of the project in 2013, on‐dock rail service at Port Miami has allowed the FEC to directly serve port customers. The restoration of the rail and the rebuilding of the bridge have restored rail service to the area. Carriers can now utilize intermodal transportation services at strategic interchanges instead of trucks.  Decreased road congestion: The completion of the first phase of the on‐dock intermodal yard provided direct rail access to the port. This enabled direct rail transportation from the port to the mainline, thereby removing trucks from the downtown area. The trains are now able to run directly to and from the port to the FEC mainline. Shuttle trains can be built to run between Port Miami and South Florida Logistic Center (SFLC)

Read the entire page →

From page 28...

... 31 the time and cost of the projects, as opposed to the same procurement being the direct responsibility of the county or the port. In all cases, where federal or state money was used, the project labor/materials had to be procured under the contract requirements of the respective funding agency. Although diversification of the partnership was a benefit, strict funding source requirements had to be met by all parties involved in each project element that was funded with public sources. Shared Financial Risk ‐ Successful development initiatives require financial risk to be shared by potential beneficiaries. By having the FEC invest in the reconstruction of the rail line, it was ensured that the FEC was committed to the future success of Port Miami's expansion. Project Management ‐ Difficulty in the public jurisdiction's ability to advance a project efficiently through the approval system is always a challenge; keeping the project within scope, on budget and on schedule was instrumental in achieving this goal. Innovative Funding Measures Innovation was demonstrated in this project in multiple ways.  Public Private Partnership Funding: The collaboration of public and private sector entities who partnered financially to undertake a project that no individual partner could otherwise develop demonstrated a creative vision.  Simultaneous Construction Efforts: The partnership assessed options for project delivery. By dividing the project into phases (sub‐projects) , each asset owner could simultaneously undertake efforts to meet construction deliverables using their respective procurement and governance policies and procedures, which saved money and time. Even though there were delays due to approvals and the desire to coordinate with other construction projects, this allocation of project responsibility allowed the project team to stay on schedule. The construction phases were then scheduled to be delivered in parallel to other project activities instead of the usual more linear approach to completing phases in sequence. As noted above the three construction projects were: a.

Read the entire page →

From page 29...

... 32 What was innovative about the partnership?  On‐dock rail and direct rail access helped the Port of Miami hit their strategic growth targets, and is used as a marketing tool to attract freight moving to Florida and Southeastern United States consumers.

Read the entire page →

Key Terms

← Previous Chapter Skim

Next Chapter Skim →

This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More information on Chapter Skim is available.