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    Rail connection project to reduce congestion will be the largest Public Private Partnership in California

     (Los Angeles, California – July 13, 2017) The Los Angeles Board of Airport Commissioners (BOAC) has authorized Los Angeles World Airports (LAWA) to issue a Request for Proposals (RFP) for the Automated People Mover (APM) train at Los Angeles International Airport (LAX).  The RFP for the APM is one component of the larger $5.5 billion Landside Access Modernization Program (LAMP), which is designed to reduce traffic at the airport by adding a train into the Central Terminal Area (CTA) that connects to Los Angeles Metro’s light rail system, a consolidated rental car (ConRAC) facility, and additional parking structures with new areas for picking up and dropping off passengers.  This is the first time a Public Private Partnership (P3) Design Build Finance Operate Maintain (DBFOM) model will be used to construct and operate an APM.

    “We are excited to move forward with this essential component of the LAMP project,” said BOAC President Sean Burton. “One reason Los Angeles World Airports chose a P3 – Public Private Partnership for this project is to expedite the delivery of this critical improvement that will create a better experience for passengers at LAX.”

    The LAMP project consists of five major components: the APM, the ConRAC, two Intermodal Transportation Facilities (ITF East and West), and roadway improvements throughout the LAX area.

    • The APM will be a be an elevated electric powered train with six stations along the 2.25 mile alignment (three inside the CTA and three outside the CTA), conveniently connecting travelers and employees to light rail, regional buses, parking and terminals. APM stations within the CTA will connect to the terminals via pedestrian bridges with moving walkways.
    • The ConRAC will eliminate the need for rental car shuttles/buses to enter the CTA.  This will decrease traffic congestion and free up curb space by bringing 23 rental car companies, currently scattered across the airport area, in one facility.  Passengers will be conveniently dropped off at the ConRAC by the APM.  
    • Both the East and West ITFs will serve airport users with two locations outside the CTA. The ITFs will provide parking and curb space to pick-up and drop-off passengers and will connect passengers to the CTA via the APM. The ITF East station will connect to the Metro Green and Crenshaw Rail Lines via a new station being built by Metro. 
    • Streets will be improved in and around the project area to provide access to the new facilities.  

    “The APM is a critical project for the future modernization of LAX and is the solution to providing reliable, time-certain access to airline terminals for passengers, employees and other users.” said LAWA Chief Executive Officer Deborah Flint. “Today’s authorization of the RFP is an important step towards delivering on that promise.  The RFP scoring process is designed to give us a qualified team that will deliver a high quality, reliable and beautifully designed system.”

    The RFP is the last step in a three-part solicitation process.  LAWA previously conducted two separate Request for Qualifications (RFQ) processes to identify firms capable of supplying both the APM operating systems and the fixed facilities.  After the two lists were established, the eligible developers and operators were free to team up to jointly deliver the APM as an integrated team.  Of the initial shortlisted developers and operators, three integrated teams remain. 

    Scoring for this project is based on technical qualifications, visual appeal, and user experience.  The evaluation criteria were developed to ensure a fair and transparent procurement that maximizes private sector creativity and innovation. 

    Public agencies across the country are utilizing the P3 project delivery DBFOM model to build large infrastructure projects because it allows projects to benefit from the experience, efficiency, and resources of private sector partners. A private partner can accelerate project delivery with innovative ideas and by providing initial investment in exchange for annual payments for the contract duration.  

    The RFP is scheduled to be released to the integrated teams at the end of July.  Technical bids for the APM will be due in November 2017 and proposers whose technical bids meet minimum criteria will submit financial proposals in December 2017.  A contract is expected to be awarded by early 2018. The APM is anticipated to be operational in 2023.  More information about LAMP is available by visiting www.connectinglax.com

  • Lea+Elliott is pleased to announce new Principal Daniel McFadden, P.E. Dan leads the Lea+Elliott team in the planning, procurement, design, implementation, testing & commissioning of the Orlando International Airport South Complex APM and Airside 1 & 3 APM replacement projects. Dan also led and played a key role with the implementation of all three APM systems at Miami International Airport–MIA Mover, North Terminal Skytrain and the newly replaced eTrain. Dan joined Lea+Elliott in 1997 and has nearly 30 years of experience in the transit industry having led multiple APM projects involving new APM systems, expansion of existing APM systems, rehabilitation/overhaul/extension of service life of existing APM systems and supporting APM system owners with the O&M oversight and management. Dan is also the Deputy Regional Director for our Miami office.

  • Chris Gambla, LEED AP has been appointed Lea+Elliott’s newest Associate Principal. He has been Lea+Elliott’s leader on the ground for the Chicago O’Hare International Airport Automated Transit System work, including the current system upgrade and expansion. Chris has nearly 30 years of experience in the transit industry ranging from planning, finance, design, and procurement to implementation and operations & maintenance oversight. Chris has worked on transit projects all around the world, including the Honolulu Rail Transit Project, the Taipei VAL256 Brown Line in Taipei, and the Evergreen Line in British Columbia. Chris also authored the Airport Cooperative Research Program’s Guidebook for Measuring Performance of APMs at Airports. Chris joined Lea+Elliott in 2001 and is in our Chicago office.

  • Lea+Elliott is pleased to announce new Senior Associate Gregory Love.

    Gregory Love has over 20 years of experience overseeing the implementation of airport APM systems, including Miami International Airport’s North Terminal Skytrain, the APM at Hamad International Airport, and one of the world’s largest airport APMs–Dallas/Fort Worth International Airport’s Skylink APM. Gregory is currently the on-site project manager for Orlando International Airport’s new South Complex APM and the replacement of the Airside 1 & 3 APMs.

  • Lea+Elliott is pleased to announce new Senior Associate Jackie Yang, AICP.

    Jackie Yang, AICP has nearly 20 years of experience in the planning, procurement, and construction management oversight of airport and urban APM systems, including airport APMs at Hamad International Airport, Sacramento International Airport, San José International Airport, and the new BART to OAK system. Jackie specializes in the development of technical and commercial specifications, and in the evaluation of contractor proposals.

  • Lea+Elliott is pleased to announce new Senior Associate Brian Yeschenko.

    Brian Yeschenko is one of Lea+Elliott’s safety experts in the design, development and implementation of transit systems. Since joining Lea+Elliott in 2008, Brian has worked on the design, installation and commissioning of the signaling/train control system for several APMs, including the Phoenix Airport PHX Sky Train®, Chicago O’Hare’s ATS upgrade and expansion, Orlando International Airport APM, and the Honolulu Rail Transit Project.

  • MIAMI - Larry Coleman, like many Lea+Elliott employees, came into the firm after serving as a Lea+Elliott client. He joined us 10 years ago, after working on the Miami International Airport MIA Mover where he was the project manager for Bechtel. “I liked working with the Lea+Elliott team because they were very professional, the people were trustworthy, and they got things done—and done well,” he says.

    Larry’s decades of experience in airport planning and developing project strategies, coupled with his procurement expertise, gives him a unique perspective and distinctive skills. For example, he has led and/or participated in the preparation of system plans, techno-economic viability evaluations, and review of program delivery strategies for airport APM projects in Miami, Newark, Fort Lauderdale, Orlando, Tampa, and Los Angeles.

    “Usually, when we start an APM project, I work on the front end of it,” Larry explains. “I dig in and try to define the needs of the owner from a transportation perspective: How do people need to move through the airport? Are there congestion issues? Will a people mover fit within their current plans? What is their vision for the future? I look at the big picture and then work through the details to help each client define their need and determine what is the best solution for their specific situation.”

    As Larry thinks back on his decades in the industry, he points to the MIA Mover as particularly interesting because it went through so many iterations. “In the beginning, the then-present airport management had a particular vision for the APM system and then that group changed, so the priorities and direction changed too,” he says. “Then 9/11 happened and, for a while, the whole project was put on hold as America dealt with the ‘new normal’ in air travel. Today it’s a fully functioning, well designed, exceptionally efficient system. It is gratifying to have taken it from concept to completion despite the many challenges along the way.” One major lesson learned is to make sure that each plan is flexible and can be adapted to accommodate alternative future development scenarios.

    The greatest reward in his work is the ability to solve complex problems. Larry finds great pleasure in developing airport transportation solutions based on the unique character of each facility. Defining the project, exploring the options, and developing creative solutions keeps him challenged and inspired.

    “I see myself as an honest broker,” he adds. “If I say I’ll do something, I’ll do it. If I make a commitment, I stand behind it. I think clients understand that about me and I like that.”

  • The Steering Committee of the 16th International Conference on Automated People Movers and Automated Transit Systems is accepting proposals for complete sessions and abstracts for presentations at the conference. Final papers are optional for accepted abstracts; those submitted will be published in the Conference Proceedings upon final approval.