Loading...
HomeMy WebLinkAbout07282014 City Council -Supplement � Tr� v 7/2 $/i m ARC/ DIS lb f,4:,„,-,1 , yi ' z- 880 H Street,Suite 101 A Anchorage,Alaska 99501 �a 1,�ilrasu�xti;rt Warr,/-Envirr�rini nt f3rtrldint�y ,� Tel 907276.8095 Fax 907.276.8609 www.arcadis-us.corn March 11, 2014 Mr.James Hemsath, PE, PMP Alaska Industrial Development&Export Authority 813 West Northern Lights Blvd. Anchorage,AK 99503 RE: Seward Marine Industrial Center Development-Strategic Advisory Services Dear Mr. Hemsath: ARCADIS is pleased to present this revised proposal to provide AIDEA with Strategic Advisory Services in support of the Seward Marine Industrial Center(SMIC)Development. Our team will assist AIDEA in developing a sustainable business plan and funding strategy for the SMIC project and identify near, mid-and long-term development options for the prioritization of public investment in infrastructure and facilities. Our original scope of work identified five key tasks, and,as AIDEA directed us at our February 28th meeting,ARCADIS will now initially focus efforts on the first two of these five phases: 1)Formulate the Business Case and 2)Project Communication, Stakeholder Management,and Public Outreach. Below are details on the modified scope of work,our project team and fee estimate. SCOPE OF WORK PHASE 1: FORMULATE THE BUSINESS CASE ARCADIS will hold a kick-off meeting in Seward with AIDEA and City of Seward(City)project leadership to confirm project objectives identify critical stakeholder issues and discuss project schedule.ARCADIS will review existing literature and reports that are relevant to the SMIC Expansion project and assemble a record of project data and information. We will identify and conduct interviews with current and potential users and business partners regarding their interests and future development goals to identify viable business opportunities for SMIC. Our team will conduct an analysis of potential demand for services and businesses and then produce an initial projection of potential revenue using existing tariffs adjusted for inflation through future years. ARCADIS will investigate the development potential of SMIC marine facilities and adjacent upland areas for meeting identified business opportunities. Our in-house civil engineers will provide preliminary cost estimates for required infrastructure,facilities and development. Concurrent with investigating potential business models with the City and AIDEA,our team will conduct an economic and financial analysis to determine the initial viability of development plans. Deliverable:Business Case Report PHASE 2: PROJECT COMMUNICATION,STAKEHOLDERS MANAGEMENT AND PUBLIC OUTREACH Concurrently,ARCADIS will clarify lines of communication,establish reporting protocols and manage disciplined internal and external communications to maintain SMIC project integrity and transparency.At the onset of this project,our team will meet with AIDEA and the City to plan and develop a robust Stakeholder Management and Public Outreach Plan that keeps stakeholders well informed,engaged, and participating in creating forward momentum. We will develop a dynamic and persistent public outreach program that continues to inform and raise awareness of SMIC project significance and encourages ongoing conversation with the public. ARCADIS will confirm existing stakeholders and continue to cultivate a broad base of diverse stakeholders and potential partnerships on local,state and global level to continue to grow critical mass support and build the confidence needed by public funders and private investors,as well as by local residents when deciding local funding initiatives. We will create collateral project materials that deliver clear, accurate and consistent information as the foundation for good decision-making and to continue pro-active dialogue. This effort will be integral and Imagine the result , AIDEA March 11,2014 Page 2 of 4 proceed in parallel with the formulation of the business case,and work to build community support and secure industry support for the development plan. Deliverables:Stakeholder Management and Public Outreach Plan; Communication Materials as defined in the Stakeholder Management and Public Outreach Plan PHASE 3: DEVELOP SMIC EXPANSION AND DEVELOPMENT PLAN ARCADIS will work closely with City of Seward and AIDEA to generate two conceptual design options for both the marine facilities and the upland area. Development plan will include planning for required utilities and infrastructure. Our environmental professionals will investigate any socioeconomic,environmental and permitting issues related to the development options and include recommended mitigation measures and cost/schedule impacts. ARCADIS will develop an overall development concept for SMIC integrating the waterside and uplands developments as needed in phases,with a master schedule that includes near term, mid-term and long term milestones. Deliverables:Integrated Facilities Development Plan&Schedule(GIS Map and Plan Drawings) PHASE 4: CREATE FINANCING STRUCTURE&FUNDING STRATEGY The ARCADIS team will conduct a financial feasibility analysis of the SMIC Expansion and Development Plan. Using this financial analysis as a base,we will investigate and recommend optimal financing structures that best match the Business Case. Public and private sector funding opportunities will be identified and investigated.Our team will conduct a sensitivity analysis looking at various scenarios of financing structures,users,fees, rates, and phases to determine financial viability of development plans in the face of economic uncertainty. Deliverable:Financing Structure and Funding Strategy Report PHASE 5: FINAL REPORT ARCADIS will combine the above project deliverables and prepare business plan recommendations to formulate the final project report. Deliverables:Business Plan Recommendations and Final Project Report PROJECT TEAM The proposed ARCADIS team for this scope of work includes the following experienced professionals: • Roe Sturgulewski,Project Manager—Roe has over 30 years of project management experience in Alaska, leading strategy and finance planning for multiple large,complex, public infrastructure projects including: Goose Creek Correctional Center,Alaska SeaLife Center,Ted Stevens Anchorage International Airport,Fairbanks International Airport, Anchorage Jail, Kodiak Launch Complex and MEA Eklutna Generation Station. • Le Griffin,Ph.D.,Terminal Planning and EngineerlFinancial Analysis—Hold a doctorate in Civil Engineering from Japan, Le brings 22 years of experience specializing in port and marine terminal development and layout design, market and financial feasibility analysis,terminal operating efficiency and technology, and global logistics and shipping industry practices. AIDEA March 11,2014 Page 3 of 4 • Mark Griffin,AICP, Land Use Infrastructure Planner-Mark is a seasoned international gateway planner and project manager for marine port and intermodal infrastructure development programs projects in the US, Canada and overseas for major ports in Los Angeles, Long Beach, Vancouver,Japan and Hong Kong.With 30 years of project management experience,he has performed planning and economic analysis to secure funding for development programs with numerous port authorities and communities. • Carsten Becker,PE,Civil/Geotechnical Engineer-Carsten has 15 years of experience as a civil/geotechnical engineer on waterfront and onshore projects. He has been performing project roles in conducting technical analyses, and developing design recommendations to developing plans and specifications, performing cost analyses,and managing design teams as the lead design engineer. His geotechnical experience includes settlement analysis of foundation soils and unconsolidated sediments,foundation design,slope stability,geotechnical earthquake engineering including seismic site response and liquefaction analyses,deformation-based analyses using finite element methods, and design of retaining structures and bulkheads. He also has extensive experience in soft soil engineering. • Amy Kearns, Environmental Scientist- Amy has over 16 years of experience as an environmental scientist, 12 of them in Alaska. While in Alaska,she has been conducting clean air act compliance and permitting for various clients;as well as conducting regulatory applicability reviews for her clients as new rules have been promulgated or changes to client facilities have occurred. She has experience with preparing environmental assessments and is adept at land permitting within the State of Alaska. • Paul Cartier,Technical Support/GIS Mapping-Paul has over 7 years of environmental,mining and oil and gas industry experience involving a variety of projects with extensive experience in development and management of GIS databases. Paul's background also includes field sampling,site investigations, regulatory compliance,task management, biological investigations and desktop review of published reports and data on applicable biological resources(avian, mammals and plants)to help quantify wildlife composition,distribution and to identify data gaps. • Sarah Barton(ConsultNorth), Strategic Planner and Facilitator-Sarah has over 35 years of project management experience in Alaska leading strategic planning, regulatory and public process for large-scale infrastructure, port and transportation projects, including high profile, politically-charged public projects across the state. • Judi Andrijanoff, Stakeholder Communications Manager-Judi has over 20 years managing complex, high profile, politically visible projects and programs in Alaska. She brings extensive experience effectively coordinating multiple funders, agencies and stakeholder groups;providing leadership to deliver successful projects through effective facilitation; aligning stakeholder goals and expectations; and establishing clear protocols and communication among participants. She is known for her ability to craft creative approaches to navigating program complexities, stakeholder management and problem solving.A long-time Seward resident,Judi is active in the community and has long-term relationships with many resident and industry stakeholders. Locally,significant roles include the Alaska SeaLife Center, Seward Community Library Museum, and private development of Seward Boat Harbor Uplands. • Cynthia Oistad,Technical Writer and Public Involvement Specialist-Cynthia has 12 years of Alaska experience providing public involvement and stakeholder communications for the design and project management industry. She is also an experienced technical writer that develops,edits and produces high quality report documents. ritP 7 8// Lity d&u' ,frbrye 4-C1-04- • The most recent Municipal Land Use Planlecommended by P&Z and adopted by Council was in 1996.Though P&Z is working their way through an update to present to Council, it remains the policy until changed by Council.That policy states that SMIC properties will be retained for lease. Of course that doesn't prevent Council from directing that any or all of the lands be sold instead, but it does call into question the need or value of having such a plan or policy. • Leased lands are currently taxed,so the argument to"put them on the tax rolls" is moot. City lands that aren't leased of course aren't taxed,so the City derives no revenue from either lease fees or taxes.When they are leased or sold,the Borough is the entity that gains the most in property taxes,at roughly 2:1 ratio. • We're told that new economic activity will offset the future years cash flow lost in a sale v. lease comparison.On a$100,000 parcel,at current lease,sales tax and property tax rates, unadjusted for inflation or appreciation,that parcel would need to generate an extra$200,000 in taxable sales each year over what would otherwise occur, have taxable improvements assessed at "$2.5M over what would otherwise be developed,or some combination of the above in order to equal the revenue stream derived from lease fees. • Revenue to the City is of course not the only consideration, but to the extent that revenue taken out of the stream will have to be made up somewhere else or costs cut to account for the difference, it shouldn't be ignored. • Since the land has never been publicly offered for, it would be prudent to, at the very least, request sealed bids for the sale of the properties to encourage competition, rather than to take the first offer that comes along. It may be that other operators(CIRI?Vigor?Shell?) might be interested in purchasing the land if they were aware the City was now selling off the SMIC properties. • Since this has appeared on the agenda,the City has received other expressions of interest in purchasing SMIC parcels,though none have yet formalized a request. Will all SMIC properties now be for sale, be considered on a case by case basis,or shall the MLUP stand as the policy? • Arguments in favor of selling the land: o The buyer is more likely willing to invest significantly in improvements to the property (although the market will drive the buyer's willingness to invest,whether the land is owned or leased) o Private investment may lead to increased demand for the properties at SMIC,spurring development o Lenders are more likely to loan to land owners than those holding leases,without a strong business plan and financial capacity(although harbor businesses—such as True Value, Breeze Inn, etc. have demonstrated that banks are willing to loan to businesses with a good business plan and a long-term lease) • Arguments opposing the sale option are compelling. o the City will lose control over the land's future utilization o the opportunity for a single,contiguous land owner to operate a major industry/business may be compromised if parcels are sold piecemeal o construction of storage/warehouse facilities is a good use of properties at SMIC, but would be better suited for areas on the perimeter of the SMIC properties, rather than in the middle, where higher and better use opportunities may be lost o City-owned properties leased to taxable entities ARE on the property tax rolls and are taxed at a rate similar to the value of privately-owned land and improvements. There is no property tax benefit to the City from selling property. o Properties leased for 30+years are able to obtain bank financing at rates comparable to privately-owned properties o While it is definitely in the private interest to purchase land for the purpose of development,the City is charged with ensuring the highest and best use of its properties for the public good, and the lease of properties generates significantly higher revenues for the public, in the long-term. Over a 30-year period,the property is "sold" approximately three times over(an approximately 300% increase in revenues to the City). o The lease option provides a perpetual income stream to generations of Seward residents, helping to reduce the property tax burden on future generations, rather than a one-time payment from the sale of land. This synopsis considers only the direct cost/benefits of a lease versus sale of a particular property.The indirect and induced costs and benefits (economic stimulus, benefits to private interests relative to the public interest, etc.)are beyond the scope of this discussion and would be a part of a larger SMIC or City- wide development or Land Use Plan. Recommendation: Retain the parcel for lease as per the Municipal Land Use Plan adopted by Council through the public process. If a future LUP and/or SMIC upland development plan recommends SMIC lands for sale, consider crediting lease fees to date towards the negotiated purchase price.