Tasha Cunningham - Public Involvement Specialist

NORTH CORRIDOR METRORAIL
EXTENSION PROJECT
FINAL DESIGN SERVICES AND ENGINEERING SERVICES
DURING CONSTRUCTION
CONTRACT NO. TR05-NCPE
BUSINESS ASSISTANCE PROGRAM

DEVELOPMENT PLAN
Prepared by
January 1, 2009
Original Draft: May 2, 2008
Revised Draft: July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT TABLE OF CONTENTS
TABLE OF CONTENTS
Chapter Topic Page #
January 1, 2009........................................................................................................................2
Original Draft: May 2, 2008...................................................................................................2
Revised Draft: July 28, 2008...................................................................................................2
1.0: EXECUTIVE SUMMARY......................................................................................................1
2.0: OVERVIEW.............................................................................................................................1
3.0: SCOPE OF SERVICES............................................................................................................1
3.1 - Scope of Services (SOS) Development and Organization (Task 1)........................................1
3.1.1 Study Working Group and Advisory Committee............................................................1
3.1.2 Legal Mitigation Limits and Processes...........................................................................1
3.1.3 Potential Financial and Management Assistance Programs...........................................1
3.1.4 Experiences at Other Major Transportation Projects......................................................2
3.1.5 Construction Coordination Program (CCP) ...................................................................2
3.1.6 Long-Term BAP Management........................................................................................2
3.1.7 Community Outreach Techniques...................................................................................2
3.1.8 Plan Completion and Adoption ......................................................................................3
3.1.9 Considerations................................................................................................................3
........................................................................................................................................................3
3.2 - BAP Working Group and Advisory Committee (Task 2)........................................................4
3.2.1 Mission............................................................................................................................4
3.2.2 Organization and Purpose...............................................................................................4
3.2.3 Working Group Objectives.............................................................................................5
3.2.4 Membership Criteria.......................................................................................................5
3.2.5 Information Management...............................................................................................5
3.2.6 Schedule of Implementation...........................................................................................5
3.2.7 Considerations................................................................................................................5
3.3 - Legal Mitigation Limits and Processes (Task 3).....................................................................7
3.3.1 Introduction.....................................................................................................................7
3.3.2 Overview of Current Transportation Mitigation Policies and Laws.............................12
3.3.3 Current County Mitigation Examples...........................................................................13
13
3.3.4 Legal Mitigation and Processes at Other U.S. Transportation Projects........................15
3.3.5 Considerations.............................................................................................................16
3.4 - Potential Financial and Management Assistance Programs (Task 4)....................................17
3.4.1 Introduction...................................................................................................................17
3.4.2 Research and Findings ................................................................................................17
3.4.3 Green Programs...........................................................................................................19
3.4.4 Considerations.............................................................................................................24
3.5 - Experiences at Other Major Transportation Projects (Task 5)..............................................26
3.5.1 Introduction...................................................................................................................26
3.5.3 Considerations ............................................................................................................32
BAP DEVELOPMENT PLAN - DRAFT i July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT TABLE OF CONTENTS
3.6 - Construction Coordination Program (Task 6).......................................................................34

3.6.1 Introduction .................................................................................................................34
3.6.3 Considerations ............................................................................................................36
3.7 - Management Plan ( (Task 7)..................................................................................................40
3.7.1 Introduction...................................................................................................................40
3.7.2 North Corridor Metrorail Extension (NCME) BAP Management Plan......................40
3.7.3 General Communications Tasks ..................................................................................41
3.7.4 Crisis Communications ................................................................................................44
3.7.5 Considerations..............................................................................................................47
3.8 - Community Outreach Techniques (Task 8)...........................................................................48
3.8.1 Introduction...................................................................................................................48
3.8.2 Corridor Marketing Effort.............................................................................................48
3.8.3 Established Methods of Communication......................................................................48
3.8.4 Considerations..............................................................................................................50
3.9 - Plan Implementation (Task 9)...............................................................................................51
3.9.1 Introduction...................................................................................................................51
3.9.2 Pre-Construction Phase.................................................................................................51
3.9.3 Construction Phase.......................................................................................................52
3.9.4 Post-Construction Phase...............................................................................................53
LISTING OF EXHIBITS AND TABLES
 Exhibit 2-1 NCME BAP Plan Development Schedule

 Exhibit 3.3-1 NCME FRIS ROD Mitigation Commitment
 Exhibit 3.4-1 NCME BAP Potential Financial and Management Assistance Programs
 Exhibit 3.7-1 NCME BAP Communications Collateral Matrix
 Exhibit 3.7-2 Crisis Communications Plan
 Table 3.2-1 Working Group Representatives
 Table 3.5.1 Best Practices Project Summary References
 Table 3.6.1 Construction Coordination Program Summary References
APPENDICES
Appendix A-List of Acronyms

Appendix B-1 Relocating Businesses
Appendix B-2 Remaining NCME Businesses during Construction
Appendix B-3 NCME Corridor Business Survey Form
Appendix C-Bus Stop Action Notification Form
Appendix D-Index of Contacts and References
BAP DEVELOPMENT PLAN - DRAFT ii July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT EXECUTIVE SUMMARY
1.0: EXECUTIVE SUMMARY
The Orange Line Phase II - North Corridor Metrorail Extension (NCME) from the Stage 1
Metrorail System at NW 27th Avenue and 79th Street, northward, along NW 27th Avenue to the
county line at NW 215th Street is a 9.5 mile, $1.3 billion project set to begin construction in
2012.1 In the Final Environmental Impact Statement (FEIS) Record of Decision (ROD) of April
2007, Miami-Dade County committed itself to developing a Business Assistance Program
(BAP).
There are no well-defined procedures set forth for businesses that are not being acquired for the
project and will remain during construction of the Orange Line Phase II. The BAP is designed to
address physical and economic concerns that the businesses will have during a multi-year
construction effort. It is imperative that Miami-Dade Transit (MDT) undertake a program of
outreach and assistance, both financial and technical, to ensure these businesses remain viable
during construction and beyond.
To accomplish this, Parsons Transportation Group (PTG) has created and developed BAP for
consideration by MDT. The BAP is a comprehensive, step-by-step program that outlines ways to
develop a program to alleviate adverse impacts to corridor businesses during the construction
program. It is the intent of the BAP to outline steps the County can take to mitigate adverse
business impacts along the NCME. There are nine (9) sections covered in this plan. They
include actions to implement as follows:
 Overall program;
 Program management methods;
 General Communications Plan;
 Crisis Communications Plan;
 Proposed list of collateral material that should be used during execution of the BAP;
 A guide to creating and administering a Working Group comprised of business owners,
residents, and other stakeholders along the corridor;
 Review and summary of existing laws, procedures, and policies that could impact the BAP;
 Discussion and a matrix of potential financial and management assistance programs that
could be replicated for the BAP;
 Summary of best practices at other significant U.S. transportation projects;
 Summary of community outreach techniques that could be used along the corridor to reach
businesses and residents;
 Summary of notices, bulletins, and other forms of communications needed for use along the
corridor;
 Guide to setting up a dedicated website, www.NorthCorridorProject.com, in an effort to
communicate efficiently with the public regarding the project; and
1
The NCME completion schedule has changed during the course of preparing the BAP. As of March 2008 a
completion date of FY 2017 has been cited by MDT. All other completion dates included in this document are
subject to the same modification.
BAP DEVELOPMENT PLAN - DRAFT 1-1 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT EXECUTIVE SUMMARY
 Plan for creating and executing an overall corridor marketing effort similar to those
undertaken by the City of Phoenix and Salt Lake City during the implementation of major
transportation projects.
In order for the BAP to be successful, a combination of all elements outlined in this
Development Plan must be created and implemented. Key actions include:
1. Development of a Working Group in the corridor to help review the BAP effort and
policies.
2. Continuous Public Information Office (PIO) development as used in the South Dade
Busway effort to develop specific outreach efforts and spot mitigation plans in
conjunction with project engineers and construction officials.
3. Using a college, university, private non-profit group and/or financial institution(s) to
operate the technical business and financial assistance components of the program. MDT
and the corridor engineers could concentrate on mitigating direct construction impacts.
MDT will create guidelines for institutional operations while they develop defined action
programs and assistance outreach tools.
4. Modify the County’s existing Mom and Pop Assistance Program and the Miami-Dade
County Countywide Business Road Impact Assistance Loan Program, administered
through Miami-Dade County's Capital Improvements Department to better fit the NCME
effort.
5. Start BAP efforts to initiate the program and information services within 18-months of
corridor construction – now estimated to be from 2016-2017.
6. Develop a dedicated core staff to coordinate activities through the construction and
implementation phases.

NORTH CORRIDOR METRORAIL EXTENSION PROJECT 2.0 OVERVIEW
2.0: OVERVIEW
OVERVIEW OF THE NCME BUSINESS ASSISTANCE PROGRAM
In 2007, Miami-Dade Transit (MDT) entered advanced planning stages for the Orange Line
Phase II - North Corridor Metrorail Extension from the Stage 1 Metrorail System at NW 27th
Avenue and 79th Street, northward, along NW 27th Avenue to the county line at NW 215th Street.
Because the project will use federal funds for nearly 50 percent of its cost, the project will
comply with federal environmental regulations regarding property acquisition and mitigation of
adverse impacts as described in the Federal Environmental Impact Statement (FEIS) and Record
of Decision (ROD) dated April 2007. For this 9.5 mile, $1.3 billion project, the Federal Uniform
Relocation and Assistance Act provides well-defined procedures and requirements for the
acquisition of properties, businesses, and residences that will be acquired by project construction.
However, at this time there are no formal procedures set forth to mitigate adverse impacts to
businesses that are not acquired for the project but shall remain in operation during project
construction. These businesses are often adversely impacted without financial compensation
under current federal regulations. However, these businesses are protected from adverse physical
impacts described in the FEIS and ROD mitigation plan.
Typical adverse construction impacts can include:
1. Closure of street and sidewalk access;

2. Utility service interruption;
3. Lack of visibility;
4. Disruption from debris and other materials during construction;
5. Lower pedestrian traffic and customer avoidance of the construction corridor and
financial losses;
6. Disruption noise;
7. Diminished sales and earnings;
8. Property foreclosure due to diminished sales and earnings as a result of construction
activity;
9. Bankruptcy due to diminished sales and earnings as a result of construction activity; and
10. Property damage due to construction.
The commercial sector along NW 27th Avenue has only recently begun revitalization. As such,
adverse impacts can cause hardship for businesses of all kinds, from large major national retail
stores and industrial operations to small mom and pop businesses. The survival of businesses
along the corridor is an integral part of the project’s success and absolutely critical for the
creation of a thriving urban fabric.
To achieve these goals, the (FEIS) (ROD) mandates the creation and development of a program
to minimize negative impacts for those businesses that will remain along the corridor during
construction. The BAP outlined in this report is designed to support remaining corridor
businesses of all kinds prior to, during, and after construction.

Attached to this report is the BAP Implementation Guide, a supplementary document that serves
as a step-by-step guide that will allow Miami-Dade Transit to optimize the chance for businesses
remaining along the corridor to be a key part of its revitalization when the NCME is completed
and in operation.
MDT has included in the FEIS ROD mitigation measures a proposal to develop a Business
Assistance Program (BAP) that will assist NCME businesses left in operation through both
construction impact mitigation and business economic and managerial assistance. Many of the
ways to address physical impacts are described in the ROD mitigation measures. These are
state-of-the-art industry measures to mitigate adverse traffic, environmental, utility services, and
access issues faced by businesses in the corridor. These construction and industrial mitigation
measures are discussed in this report. In addition, this report covers concepts to provide financial
assistance to corridor businesses so that they can economically remain in business after
construction is completed. There are nine tasks in the scope of services in this report that cover
various BAP issues. The report is an outline to guide the development of a full BAP that will
commence sometime after NCME Final Design is completed and construction activities start.
These concepts can be adapted or modified to fit conditions at that time. The construction is
scheduled to begin in 2012.
Exhibit 2-1, Plan Development Schedule, indicates the proposed timeline for the development
and execution of the BAP, organized in sections. Task research and considerations are described
in Chapter 3.0: Scope of Services, Section 1 - Scope of Services (SOS) Development and
Organization.

LEGEND
EXHIBIT 2-1
NORTH CORRIDOR METRORAIL CORRIDOR EXTENSION Initiate Work
BUSINESS ASSISTANCE PROGRAM  Complete Task
PLAN DEVELOPMENT SCHEDULE
 PMC and MDT Review
Time to Complete
2007 2008
TASK June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov.
Get SOW Outline
Approved 
Task 1: Scope of Services (SOS) Development and Organization
PTG to organize and
facilitate monthly BAP
team meetings with MDT
to discuss and review
each task as it is
 
developed by PTG and
submitted to MDT.
PTG to create a master
listing of businesses
along the corridor.
 
PTG to outline necessary
collateral materials for
the BAP.
 
PTG to propose a
schedule for
implementation of BAP  
collaterals.
PTG to write a general
BAP communications
plan
 
PTG to write and
distribute minutes for
each BAP Progress ongoing
meeting.
Task 2: Study Working Group and Advisory Committee
BAP DEVELOPMENT SCHEDULE - DRAFT 2-3 July 28, 2008

Time to Complete
2007 2008
Get SOW Outline
Approved 

PTG to outline

participation criteria for
BAP Working Group.  
PTG to develop and MDT
to review schedule for
proposed Working Group
meetings, the first of
which would be held 6
 
months prior to
construction.
MDT to introduce the
Working Group concept
to potential participants
12 months prior to
 
construction.
Task 3: Legal and Mitigation Limits and Processes
PTG to provide MDT with
a review of existing laws,
procedures, and policies
that could impact the 
financial and business  
assistance options made
available through the
BAP.
Task 4: Potential Financial and Management Assistance Programs
PTG to create a financial 
assistance matrix  
PTG to create financial
assistance overview of
research, findings, etc.
and a summary of 
procedures and policies  
for financial and project
information outreach
techniques and best

Time to Complete
2007 2008
Get SOW Outline

practices.
Task 5: Experiences at other Major Transportation Projects
PTG to create summary
of experiences of
successful programs at
major transportation
 
projects.
Task 6: Construction Coordination Program
PTG to outline the best
format for a construction 
sign program to be used  
for the BAP
PTG to create and
propose a format for a
bus stop action 
notification (Appendix B-  
4) to be used during
construction.
PTG to develop and
propose a mechanism to

manage and monitor
traffic mitigation plans  
during construction.
PTG to develop and
propose a mechanism to

manage and monitor
utility communications  
PTG to create a plan to

manage municipal
government updates.  
PTG to develop and
propose to MDT a 
mechanism that links  
construction activity to

Time to Complete
2007 2008
Get SOW Outline

traffic flow, utility
disruption, etc. with
impacted businesses
PTG to develop and
propose to MDT an
internal BAP
communication system
for use during 
construction linking  
design engineers,
subcontractors and
building contractors with
public outreach staff.
PTG to develop and
create a BAP
organization and

management structure
that would be used  
during construction
activities
PTG to develop and
propose tools and
techniques that will be 
used to communicate  
with businesses during
construction

Time to Complete
2007 2008
Get SOW Outline

Task 7: Long-Term Management Issues
PTG to create general
Communications Plan.
PTG to write a Crisis
Communication Plan, to
include suggestions for
monitoring utility  
communications during
an emergency.
PTG to develop and
propose an activity
schedule, staffing plan,
and budget to complete  
BAP through project
completion.
Task 8: Community Outreach Techniques
PTG to develop and 
propose systems to (MDT
review
coordinate public
in May
meetings. 2008)
propose systems to (MDT
review
create and execute
in May
corridor mailings. 2008)
propose to MDT a (MDT
system to create and review
distribute newspaper in May
notices. 2008)
execute website in May
updates. 2008)

Time to Complete
2007 2008
Get SOW Outline

review
mechanism to set up
in May
website access for BAP. 2008)
system to create, review
implement, and monitor in May
a Community Hotline. 2008)
execute a corridor in May
marketing effort, 2008)
propose to MDT a plan (MDT
review
for the implemented
in May
community charettes. 2008)
PTG to develop and
propose a system with 
local colleges and (MDT
universities to involve review
students and faculty in in May
the business assistance 2008)
program.
Task 9: Plan Implementation
Deliver
PTG to Submit Final BAP ed in
Scope of Services. May
2008
PTG to issue to MDT Final Deliver
ed in
recommendations and May
SOS. 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT 3.0: SCOPE OF SERVICES
3.0: SCOPE OF SERVICES
3.1 - SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION (TASK 1)
The study team will organize and facilitate monthly BAP team meetings. PTG will create a
master planning schedule for the development and implementation of the BAP (see Exhibit 2.1).
The Plan Development Schedule proposes these meetings begin in November. The study team
will also create a master listing of businesses along the corridor (see Appendix B). This
comprehensive list will include reference checks against county property and tax rolls to garner
information that will allow the team to identify owners of the businesses along the corridor.
MDT will coordinate and conduct a business survey of the entire corridor, including both the
businesses that will remain during construction and those that will be acquired or relocated. PTG
will work with MDT to develop a customized form (see Appendix B-3 – NCME Corridor
Business Survey Form) to be used as part of this activity. The BAP team will create a list of
potential collateral materials that will facilitate the dissemination of up-to-date, easy to
understand information to business owners, tenants, and residents along the corridor.
It is imperative to the success of the BAP to maintain a current listing of the businesses that will
remain in the corridor during construction. To efficiently manage the listing, it should be updated
six months prior to construction and monthly thereafter until project completion. This list will
become the basis for outreach efforts by MDT, the contractors, or others parties. Updating the list
and contact information will be of high priority.
3.1.1 STUDY WORKING GROUP AND ADVISORY COMMITTEE
The study team, led by PTG, will define the purpose of the Working Group. The group will be
comprised of business owners, tenants, residents, civic leaders, and other stakeholders along the
corridor. The team will then develop participation criteria for the Working Group. The team will
also develop and review a proposed schedule of Working Group meetings. The purpose of this
group will be to advise MDT and its consultants on community outreach efforts and proposals to
assist NCME businesses that remain open during construction. MDT will direct PTG in
conducting these meetings.
3.1.2 LEGAL MITIGATION LIMITS AND PROCESSES
The BAP will review existing laws, procedures, and policies impacting BAP planning.
Recommendations for BAP assistance policies and procedures will be considered as applicable.
A review of existing MDT outreach efforts and their constraints will also be reviewed.
3.1.3 POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS
The BAP will examine financial, technical, and management assistance programs that could
potentially be implemented for the BAP program. This will also include an overview of
implementation of such programs at other major transportation projects in the United States.

3.1.4 EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS
The BAP will summarize the experiences of successful programs of other recent major
transportation projects in the United States in their efforts to protect operating businesses from
harm during construction of major corridor improvement projects.
3.1.5 CONSTRUCTION COORDINATION PROGRAM (CCP)
The BAP will address construction information coordination with corridor operating businesses
once construction activities begin. The team will develop a construction sign program to assist
businesses with their signage needs during construction. The team will also create a mechanism
to manage and monitor traffic mitigation plans, utility communications, and emergency
communications. To ensure effective communication between the BAP team and the public, the
team will create a plan to manage and distribute municipal government updates related to
construction. As part of the CCP, the study will address a format for bus stop change notification
with MDT and NCME businesses and residents when service at bus stops will be interrupted or
rerouted. The study will propose a plan to manage a one-stop service office to be located within
the corridor. The one-stop service office would be operational one year prior to construction.
The BAP team will also describe links between construction activity and traffic flow, utility
disruption, etc. with impacted businesses. The process will link design engineers, subcontractors,
and building contractors with public outreach staff to ensure that accurate, up-to-date information
is distributed to the community. The team will create tools and techniques that will be used to
communicate with businesses during the construction. Quick response teams will be created to
ensure rapid information flow in the event of a crisis.
3.1.6 LONG-TERM BAP MANAGEMENT
The BAP will propose ways to manage an ongoing program. The report will propose a Crisis
Communication Plan and activity schedule, staffing plan, and budget to complete the BAP
through construction.
3.1.7 COMMUNITY OUTREACH TECHNIQUES
The BAP report will develop systems to coordinate public meetings and conduct corridor
mailings. It will propose ways to create and execute website updates and distribute newspaper
notices. In addition to website updates, the study will also develop a mechanism to set up a BAP
website access to ensure that accurate information is uploaded to the BAP site. The team will
create, implement, and monitor a BAP Community Hotline, which will be an easy-to-use
informational source for businesses impacted by construction. Concepts to create and execute a
corridor marketing effort, including business seminars, stakeholder meetings, and charettes will
also be explored. The team will also work to include local colleges and universities, and involve
students and faculty.

3.1.8 PLAN COMPLETION AND ADOPTION
In June 2008, the BAP team will issue the Final BAP proposed recommendations.
3.1.9 CONSIDERATIONS
 The BAP Scope of Services will be divided into nine (9) tasks and include final
recommendations for strategies for implementation, a proposed timeline, and budget and
staffing plan.
 The Final Draft BAP SOS will be complete by May 2, 2008. MDT will then review the plan
and return comments to PTG within 30 days. The BAP SOS will then be complete.

3.2 - BAP WORKING GROUP AND ADVISORY COMMITTEE (TASK 2)
3.2.1 MISSION
The mission of the Orange Line Phase II: North Corridor Metrorail Extension Working Group is
to provide feedback, identify issues, and provide advice and guidance to residents and businesses
owners along the NW 27th Avenue corridor as MDT prepares for project construction.
3.2.2 ORGANIZATION AND PURPOSE
The working group will be made up of community leaders, business owners, residents, municipal
officials, and other stakeholders who will provide recommendations for outreach and provide
insight that can be used in the development and execution of the North Corridor Metrorail
Extension Business Assistance Program (BAP). The Working Group will be comprised of 20-25
members that represent all facets of the community. The Working Group will have no official
decision-making power or authority. The Working Group will play a key role in providing input
to MDT and the consultants shaping the BAP. The Working Group will facilitate an ongoing
dialogue on a range of issues that will affect residents and business owners during construction.
Business and financial assistance for businesses that will remain in the project corridor will be
considered by the Working Group for their input.
Meetings of the Working Group will be held quarterly and be open to the public. Meetings of
sub-groups or task forces generated by the Working Group will occur more often if needed.
Organizations and interests that will be represented on the Working Group could include, but not
necessarily be limited to, the groups identified in Table 3.2-1.
TABLE 3.2-1
WORKING GROUP REPRESENTATIVES
Agency Reason for Inclusion
This organization’s expertise in transportation planning
Metropolitan Planning Organization (MPO) will be invaluable for the Working Group as the BAP is
developed and implemented.
Opa-locka Community Development Corporation This agency’s knowledge of the community of Opa-
(OCDC) locka, which will be directly impacted by project
construction, will be an asset to the Working Group.
Civic organizations like the North County Citizen’s Civic associations will be key in fostering community
Association and the Magnolia and Westside awareness and can provide essential feedback about the
Homeowners Association community’s transportation needs.
Miami-Dade Transit (MDT) Operations A representative from MDT Ops will be an important
addition to the Working Group body and can provide
input on a range of issues that may impact business
owners and residents during construction.
Florida Department of Transportation (FDOT) A representative from FDOT Ops will be needed to
Operations provide input and feedback as the project nears
construction.
Churches A representative from the church community will be an
important addition to the Working Group. The Corridor
community often relies on their churches to provide
information and input.

3.2.3 WORKING GROUP OBJECTIVES
 The Working Group will provide essential input and feedback during the development of the
BAP.
 The Working Group will meet periodically, as suggested, to identify opportunities and issues
important to the project’s development.
 The Working Group will create collaborative efforts to engage different stakeholders along
the corridor in the BAP.
3.2.4 MEMBERSHIP CRITERIA
The Working Group will be comprised of 20-25 members. These members will be comprised of
community leaders, residents, business owners and other stakeholders who will be appointed,
elected, or nominated to serve a one-year term. One recommendation is to publicize a Call for
Membership of the Working Group within the community through mainstream and community
media, e-mail, the Internet and by conducting a mailing to residents and business owners along
the corridor. Those interested could apply using a form designed and developed by the BAP.
Those forms could then be collected or submitted electronically on the BAP website. The BAP
team could then select members based on the following criteria:
 Member must be a resident along the corridor for a minimum of one year.
 Business owner or tenant must have transacted business within the corridor for one year.
 Agencies, institutions, and non-profit organizations applying for representation in the
Working Group must have a direct link to the corridor community.
 Must be available to meet quarterly.
 Will not be compensated for meetings or membership.
3.2.5 INFORMATION MANAGEMENT
In order to handle information from the group, a dedicated BAP staff person will be needed to
take and distribute meeting minutes, create a list of action items, work with other agencies, and
act as an administrator for the group. While in the planning phase, this function would be in
developing the program and getting it organized. MDT will need staff to set-up agreements with
colleges or financial institutions to implement the managerial and financial BAP components.
During the construction phasing, outreach staff in the corridor could be needed as described
further in this report.
3.2.6 SCHEDULE OF IMPLEMENTATION
The implementation of the Working Group will be executed according to the approved BAP Plan
Development Schedule.
 The Working Group’s main objectives will be to review the BAP program and make
recommendations regarding the following:

• Financial assistance incentives and programs

• Community outreach efforts
• Contractor information dissemination
• Construction program implementation
 A dedicated staff person will be needed to act as an administrator for the group by taking and
distributing meeting minutes, creating action items, working with other agencies and
handling other day-to-day tasks related to the Working Group.

3.3 - LEGAL MITIGATION LIMITS AND PROCESSES (TASK 3)
3.3.1 INTRODUCTION
The MDT is committed to meeting legal responsibilities in accordance with local, state, and
federal laws and statutes regarding property impacts due to the NCME project. The BAP is a
component of MDT’s FEIS and ROD (April 2007) for the federal financed project. PTG
examined the current North Corridor Record of Decision (ROD) Mitigation Plan for a BAP. PTG
looked at other projects like the South Miami-Dade Busway project and other transportation
projects to see how they address corridor construction techniques. The FEIS for the NCME
project outlines the mitigation actions for addressing numerous potentially adverse impacts and
issues that may arise during construction of the North Corridor project. The ROD offers possible
measures for resolving them. Exhibit 3.3-1 is a matrix that highlights commitments made by
MDT to mitigate adverse impacts. In addition, other federal laws that may affect businesses
impacted by construction along the corridor are reviewed in this section. The BAP is proposed
under the Relocation section of the ROD mitigation commitment efforts and in several other
areas of the ROD mitigation commitment. This plan is a measure by MDT to meet the ROD
mitigation commitment to impacted businesses. Other commitments, including the need for
traffic plans, run-off control plans, and efforts to control noise, dust and disruption, along with
many other mitigation commitments are also called for in the NCME ROD mitigation
commitment agreed to by MDT.
.
EXHIBIT 3.3-1
NCME FEIS ROD MITIGATION COMMITMENT
(APRIL 2007)
FEIS Topic General Mitigation Provisions Specific Actions And Comments

Relocations • 116 parcels to be acquired • County will implement Relocation
o 21 residences Assistance Program and Last Resort
o 91 businesses Housing Program.
o 3 institutions • 20 efficiency apartment residents (10534
• Must comply with Federal NW 27th Avenue) – Last resort housing
Uniform Relocation Act of 1970 could include up to 3 years of
supplemental rent payments.
Relocations Business relocations – businesses • Businesses will be permitted to remain in
impacted by loss of frontage, access operation through the use of MDT land
or parking (but not the loss of for parking and provision of adequate
structure) might be forced to relocate. access and signage. County is also
introducing the Business Assistance
Program (BAP) not cited in the EIS
mitigation.
Relocations • 2 institutions will be relocated • Church is at 9920 NW 27th Avenue – and
(1) Since ROD the need
o Store-front Church must be in continual operation even
to relocate the
armory has been o Armory through relocation.
resolved o North Central branch • Agreement needs to be reached with DOD
library regarding relocation.
• Library – (see community service).


Community Services The following impacts need to be Library
addressed: The library will be relocated near its current
location in a suitable facility.
1. North Central Branch Library. Community
2. Enhance community interaction • Design stations and P&R facilities to
and minimize disruption. provide easy accessibility to the
3. Minimize adverse impacts of surrounding area and enhance community
relocation – displaced businesses connectivity.
will be encouraged to relocate in • Make sure P&R facilities do not
new joint developments in the adversely impact community aesthetics,
corridor. but have visual appeal.
• Station elements need to be aesthetically
integrated with its surroundings.
• Continue a dialogue with the community
regarding station area planning.
• Guideway design should allow east-west
access connections in the community.
Businesses
• Adverse construction impacts to corridor
businesses will be addressed in contract
specifications and construction
management plans.
1. Minimize street and lane closures and
detours.
2. Advise emergency services of roadway
closures.
3. Notify community of street closures in
advance.
4. Require continuous pedestrian and
vehicular access to businesses, residences
and institutions during construction.
5. Require effective security and safety
measures at construction sites, yards
during construction and at adjacent
properties so they remain fully
operational.
Geology and Soil There will be an investigation to Landfill sites should be identified and mapped
research the presence of methane in if near NW 27th Avenue.
the corridor from two nearby closed
landfills. If present, MDT will work
with DERM to develop an
appropriate mitigation strategy.


Threatened and • The alignment crosses canals that • Need to consider on-call biologist
Endangered Species might house manatees. services to identify and handle any
Therefore, manatees will be endangered species located.
protected during construction by • Set-up contractor protocol for any
implementing manatee protection occurrences.
requirements of federal, state and
local agencies.
• A qualified biologist will survey
vacant lots affected by
construction to determine if the
Rim Rock Crowned snake is
present. If found, appropriate
action will be developed with
local, state and federal agencies.
• A qualified biologist will survey
areas affected by construction to
determine if the following
endangered species are present:
1. Florida bonneted bat
2. American alligator or
American crocodile
3. Eastern indigo snake
4. Sandhill crane, snail kite,
bald eagle, southeastern
kestrel and wood stork.
5. Migratory birds, including
Bachman’s warbler and
Kirtland’s warbler.
Water Resources Impervious areas will be created, MDT will design the project to:
primarily around parking lots. • Incorporate stormwater retainage
facilities.
• Facilities will comply with public agency
requirements and get approvals.
• All new impervious surfaces will be
treated in proposed exfiltration trenches,
designed to DERM specifications and
approval.
Stormwater & Ground Reduce potential for run-off to carry Stormwater treatment will be carried out in
Water Pollution hydrocarbons into surface water. accord with state and county requirements.
The stormwater treatment plan will be
submitted to all the above agencies for their
approval.


Stormwater Construction impact controls will be Tools used will include:
Construction Related developed to meet FDOT standards • Use of sedimentation barriers.
Impacts and specifications and through the use • Use of turbidity barriers.
of BMPs. • Stormwater channelization.
• Development of stormwater management
plans for FDEP, SFWMD and DERM
approval.
• Retention and protection of existing
vegetation as possible.
• Covering disturbed soil.
• Mechanical retardation of runoff erosion.
• Runoff storage provision.
Transportation – 1. Develop Work Zone Traffic • The HSP must be coordinated with the
Construction related Control Plan (WZTCP). WZTCP plan – incorporating signing,
2. Incorporate controls into contract traffic control devices, barricades and
specifications and construction related safety traffic practices for worker
management plans that require a training.
Health and Safety Plan (HSP). • The contractor will have a full-time safety
officer who will be required on site.
Air Quality – Construction activity could cause Construction contracts will incorporate
Construction related short-term air quality impacts. controls and requirement to minimize dust,
such as:
• Spraying exposed areas.
• Covering trucks with dusty materials.
• Washing trucks.
• Minimizing use of vehicles over unpaved
areas.
• Cleaning dust and mud covered spaces.
Noise and Vibration – There is a need for remediation of • Conduct a detailed noise analysis as part
Operational noise noise due to impacts in the “severe of final design in accord with FTA and
category” as defined by FTA. FEIS standards and requirements.
• The project will be designed to include:
o Continuous welded rail track
o 4-foot high noise wall as needed
o Incorporate sound absorbing
materials where necessary.
• In those five sites where the “no impact”
category remains, the following will be
proposed for mitigation.
o Install replacement windows and
or wall insulation.
o Purchase selected properties.
o Offer to relocate tenants at
impacted apartments.
• If added properties are found to be
impacted then the same remedies will be
offered.


Noise and Vibration – Noise impact controls will be The plans shall include the numerous
Construction related incorporated into contract mitigation techniques proposed in the
specifications and construction FEIS\ROD and be consistent with local noise
management plans. regulations, FDOT standards, and FTA
mitigation strategies.
Contamination The Phase 1 PE study cited 43 A Phase 2 study will be completed for all sites
properties with contamination of high to develop strategies to mitigate contamination
or medium risk. problems. Contamination problems are most
probably petroleum related.
Health & Safety The project must meet OSHA To meet OSHA standards the following
standards actions are required:
• Meet local & OSHA standards for fire
protection and prevention.
• Investigate presence of potential
contaminants and appropriate follow-up
actions.
• Prior to construction, develop mitigation
plans for handling contaminated soil or
groundwater.
• Cover removed contaminated soils.
• Used licensed haulers to transport
removals to appropriate sites.
• Conduct chemical tests for groundwater
contamination and, if needed, conduct
appropriate follow-up actions.
Health & Safety The Phase 1 study indicates the Tanks will be removed in accord with ROD
(underground tanks) presence of impacted underground mitigation standards.
storage tanks.
Health & Safety Construction activities involve Construction impact controls will be included
(construction related) contact with petroleum, dust, in contract specifications so that construction
groundwater, other excavation management plans can be developed to:
activities or contaminants. • Control dust.
• Control storage & use of hazardous
materials.
• Control groundwater disposal.
• Require the HSP to address handling
hazardous materials.
• Require the HSP to address emergency
response to hazardous material incidents.
• Require the HSP to address notification of
incidents to proper authorities.
Utilities Utility relocation required Construction specifications and management
plans will include provisions to minimize
customer inconvenience as required in the
ROD mitigation plan.
Railroads There are two RR track crossings • The project will be designed to provide
sufficient clearance to meet RR
requirements.
• Construction specifications and
management plans will require that
construction activities not interfere with
RR operations.

Permits Permits will be obtained as required. Permits will be obtained, as required, in the
ROD mitigation plan from the following
agencies:
• US EPA
• Army Corp of Engineers
• South Florida Water Management District
• Florida Dept. of Environmental Protection
• Miami-Dade County – DERM
• Miami-Dade County – DP&Z
• Miami-Dade County Building Dept.
• Florida DOT
• Florida East Coast RR
It is important to recognize the commitment made by MDT to implement measures cited in the
ROD to mitigate adverse impacts. Implementation measures can be considered project costs,
though not all costs are necessarily reimbursable with federal funds and need to be borne by the
County. Certain facets of the BAP commitment could fall into this area, while others are
standard expenditures and can be used as matches for federal funding.
3.3.2 OVERVIEW OF CURRENT TRANSPORTATION MITIGATION POLICIES AND LAWS
Because the NCME project is financed with federal funds it is imperative that MDT be aware of
current federal transportation laws that may impact the project. A significant Florida law
applicable to this corridor – the Enterprise Act, is also described. Other corridors or projects
could be impacted by other statutes and commitments made by the public agency to mitigate
adverse impacts. Some important laws are listed below. These statutes have influenced the
mitigation plan for the NCME project.
 The Uniform Relocation Assistance and Real Property Acquisition Policy Act. The
Uniform Act provides important protections and assistance for people affected by federally
funded projects. This law was enacted by Congress to ensure that people whose real property
is acquired, or who move as a result of projects receiving federal funds, will be treated fairly
and equitably and will receive assistance in moving from the property they occupy.
 The Clean Air Act. The Clean Air Act requires that the U.S. Environmental Protection
Agency set national health-based air quality standards to protect against common pollutants
including ozone (smog), carbon monoxide, sulfur dioxide, nitrogen dioxide, lead, and
particulate soot. State governments must devise cleanup plans to meet the heath standards by
a specific date.
 The Clean Water Act. The Clean Water Act (CWA) is the cornerstone of surface water
quality protection in the United States. (The Act does not deal directly with ground water or
with water quantity issues.) The statute employs a variety of regulatory and non-regulatory
tools to sharply reduce direct pollutant discharges into waterways, finance municipal
wastewater treatment facilities, and manage polluted runoff. These tools are employed to
achieve the broader goal of restoring and maintaining the chemical, physical, and biological

integrity of the nation's waters so that they can support "the protection and propagation of
fish, shellfish, and wildlife and recreation in and on the water."
 The Endangered Species Act of 1981. This Act was designed to protect critically imperiled
species from extinction as a "consequence of economic growth and development untendered
by adequate concern and conservation."
 The Florida Enterprise Zone Act of 1994. Florida established one of the first Enterprise
Zone programs in the country in 1982. In 1994, the program changed significantly when the
Florida Legislature passed the Florida Enterprise Zone act of 1994. The 1994 act was based
primarily on the federal government’s Empowerment Zones and Enterprise Communities
programs.
 The Transportation Equity Act for the 21st Century. TEA-21 builds on the initiatives
established in the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA), which
was the last major authorizing legislation for surface transportation. This new Act combines
the continuation and improvement of current programs with new initiatives to meet the
challenges of improving safety as traffic continues to increase at record levels, protecting and
enhancing communities and the natural environment as we provide transportation, and
advancing America’s economic growth and competitiveness domestically and internationally
through efficient and flexible transportation.
 The Americans with Disabilities Act of 1990. All public transportation services, including
public meetings conducted for transportation agencies, must comply with sections 794 and
12132 of the Act, which requires that a project be readily accessible to and usable by
individuals with disabilities.
The Uniform Relocation Assistance and Real Property Acquisition Policy Act only applies to
properties actually acquired for a project using federal funds. In fact, federal guidelines do not
address the issues concerning businesses remaining during large scale construction projects.
State and local governments have recognized that property owners that remain during
construction are adversely impacted and therefore mitigation is addressed in the FEIS and ROD
or other policy statements.
3.3.3 CURRENT COUNTY MITIGATION EXAMPLES
South Miami-Dade Busway Project2

The South Miami-Dade Busway project is an $88 million, 11.5 mile project completed in 2007
that impacted businesses and residents in South Miami-Dade County during construction. The
County owned most of the right-of-way. Significant mitigation measures included the following:
1. Developed a Citizens Advisory Committee (CAC) to work with the County during the design
and implementation phase of the project. A large public information program was created that
reached out beyond the CAC to all interested residents, businesses, and officials at the
municipal, state and federal levels. A Public Information Office (PIO) was created to
coordinate outreach and information dissemination. The PIO was charged with:
2
MDT, Community Awareness Plan – Busway Extension to Florida City – Segment II, Pistorino and Alan
(Undated)

• Making sure business entrance signs were provided and clearly displayed by
contractors.
• Issuing press releases informing the media and public of traffic detours and mitigation
measures in the Maintenance of Traffic (MOT) effort.
• Keeping up-to-the-minute and on-line IVR traffic advisories.
• In-person meetings with businesses prior to major construction activity.
• The Engineer of Record (EOR) maintained the MOT.
2. Plans were developed that addressed adverse business impacts, including:
• MOT to minimize blockage to driveways and parking access.

• MOT to minimize cut-through traffic around detours.
• MOT to minimize blockage to delivery access and drop-off zones.
• MOT to minimize blocked pedestrian access.
• MOT to minimize bus-stop interruption.
• Plans for dust and noise mitigation.
• MOT to address public safety access and notification of detours and utility
interruptions.
• Procedures to address construction encroachment on private property.
• Compliance with federal, state or county requirements on toxic substances.
• MOT to address ways to replace parking areas lost during construction.
• Compliance with temporary roadway repairs as needed.
• Plans for construction and MOT that permitted special events functions without
adverse impacts.
3. Business owners and residents expressed concern over the noise levels of buses along the
busway. Properties were divided by vacant land of at least 100 ft. from U.S. 1. Tests were
conducted that determined that noise from buses and construction activity met the minimum
levels set forth by the Federal Highway Administration (FHWA) of 83dBA (decibels).
Properties that were within that noise level were visited by the community outreach staff and
a project engineer to access the noise level. Depending on the severity of the noise,
accommodations were made to stop work at certain times to ease the impact on the property
owner.
4. The Miami-Dade County Countywide Business Road Impact Assistance Loan Program,
administered through Miami-Dade County's Office of Capital Improvements, provides local
businesses up to $35,000 at a low interest rate. This program was utilized by businesses
5. The project was designed specifically to comply with the Americans with Disabilities Act
(ADA) compliance during construction. Considerations were made to ensure that all facilities
were ADA complaint.

Many of these issues will apply to the NCME corridor and successful examples from the South
Dade Busway development can be applied to mitigate adverse impacts.
3.3.4 LEGAL MITIGATION AND PROCESSES AT OTHER U.S. TRANSPORTATION PROJECTS
U.S. transportation projects have made commitments similar to those made in the South Dade
Busway construction in protecting businesses and local residents during construction. The
Connecticut Department of Transportation’s (CDOT) mitigation measures used for transportation
projects in the state can be an example of how CDOT handled impacts like noise and debris
The Connecticut Department of Transportation
During construction of all transportation projects, on-site mitigation measures for construction
activities are utilized by CDOT. They include, but are not limited to:
 The creation of an erosion and sedimentation control plan. Such controls must be put into use
before work can begin on the project.
 A provision that no equipment or machinery should be refueled within 25 ft. of any wetland
or watercourse unless approved by the project engineer or contractor. The NCME project
goes over canals and other waterways and the ROD calls for efforts to minimize adverse
contamination of water resources.
 The implementation of measures to prevent construction debris, paint, or other material from
entering any wetlands or watercourses are undertaken before construction is allowed to
begin. These materials are to be collected and disposed of in an environmentally safe manner
in accordance with state and federal laws and regulations. The NCME project does not
impact wetland areas.
 A requirement that the contractor shall make every effort to secure the work site before a
major storm event, as defined by the National Oceanic and Atmospheric Administration
Weather Service.
 A requirement that all temporary fill shall be stabilized during construction to prevent
sediment or particulate matter from entering a watercourse. All areas affected by temporary
fill shall be returned to their original contours or as directed by the engineer, and replanted.
 Within seven days of setting the approximate final grade on slopes, replanting will be
accomplished.
 Provisions will be made for the collection, retention, and proper disposal of drained oil,
removed oil filters or other deleterious materials. All spills are reported immediately to the
Connecticut Department of Environmental Protection (DEP) by the contractor. Similar
requirements are included in the NCME ROD.
 For pesticide and herbicide application, a proposed applicator’s name and license number
must be supplied for approval. No application of pesticides or herbicides within 25 feet of a
watercourse is allowed.
Some CDOT ideas are already included in the ROD for the NCME. During the final landscaping
plan development for the project, the use of interim measures to keep the area attractive and to
reduce run-off will be addressed.

Congestion and air quality are potential adverse impacts that could face businesses and residents
during construction of the NCME project. To learn how other transportation projects handled
these impacts, the New York State Department of Transportation’s Congestion Mitigation and Air
Quality Improvement Program was examined.
The New York State Department of Transportation (NYSDT) makes congestion mitigation and
air quality during construction of a transportation project a priority. NYSDT adheres to the
following regarding air quality and pollution project funding during transportation construction:
 Provides funding to support transportation projects in air quality non-attainment areas;

 Requires that all projects must contribute to attainment of national ambient air quality
standards by reducing pollutant emissions from transportation sources;
 Provides funding distributed based on each state's share of the population of air quality non-
attainment areas weighed by severity of air pollution; with each state guaranteed a one-half
percent minimum apportionment; and
 Funding may be used for all FTA programs, including operating assistance for up to three
years.
 The NCME Record of Decision Mitigation agreement outlines potential legal issues that may
arise during project construction and offers comprehensive solution measures.
 Measures will need to be taken to minimize direct impacts caused by construction, such as
debris and noise.
 Noise and Dust levels as established by the federal agencies or the County’s Department of
Environmental Resource Management (DERM) must be adhered to during construction.
 County funds for loans to mitigate adverse impacts to businesses remaining open during the
construction period were used in the South Dade Busway effort through a grant program. The
Miami-Dade County Countywide Business Road Impact Assistance Loan Program,
administered through Miami-Dade County's Capital Improvements Department, provides
local businesses up to $25,000 at a low interest rate. This program was utilized by businesses
 Developing a project specific PIO effort as the County did during the South Miami-Dade
Busway Public Information Plan is significantly important. Each adverse impact type is
described and significant problems addressed in a specific plan for the area or type of impact.

3.4 - POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS (TASK 4)
3.4.1 INTRODUCTION
The Federal Environmental Impact Statement (FEIS) Record of Decision (ROD) states that
Miami-Dade County Transit (MDT) will develop a “Business Impact Program,” now known as
the “Business Assistance Plan” or BAP, to assist businesses in the NW 27 th Avenue adversely
impacted by the construction of the Metrorail extension. Business properties taken by eminent
domain or negotiation are not the target of this effort. These businesses and just compensation
are covered by the Federal Uniform Relocation Act.
The BAP aims to assist businesses in the corridor whose property will not be taken, but that may
be damaged by adjacent construction, disruption, physical access or other operating constraints
during the North Corridor construction program. The objective is to insure that a viable business
community remains along NW 27th Avenue when the project opens by 2017 and that businesses
that were impacted remain in operation after NCME completion. As such, financial and technical
assistance must be provided to the businesses that will remain along the corridor. The attached
matrix, Exhibit 3.4-1, outlines a variety of state, local, and federal government programs that
would positively benefit the remaining businesses along the corridor.
3.4.2 RESEARCH AND FINDINGS
The North Corridor Business Assistance Program (BAP) needs to consider a variety of tools to
assist corridor businesses so they can remain viable during the construction phase and, therefore,
benefit from the project implementation. This section considers financial and management
options for businesses that will remain along the corridor during construction. The goal of the
BAP is to minimize adverse impacts to these businesses remaining in the corridor during
construction through the creation and administration of the programs outlined herein. In the
matrix, a number of these financial and management tools are described. These programs from
county, state and federal agencies, including examples of financial and management aid
programs used elsewhere, are described herein.
For example, programs like the City of Phoenix’s Management Technical Assistance Program
that matches small business owners with private sector consultants who have left the workforce,
offer guidance in seven technical areas and have worked well. A program like this could be
replicated along the North Corridor.
On the Miami-Dade County level, there are existing programs currently administered through
Miami-Dade County’s government that would be ideal for impacted corridor businesses. The
Mom and Pop Small Grant Program, administered by the County’s Board of County
Commissioners, was created to provide financial and technical assistance to qualified small
businesses located in each commissioner’s district. The North Corridor project is within the
districts of commissioners Dorrin Rolle and Barbara Jordan. This program, based on need, gives
assistance to businesses that have been in existence for one year and that are not part of a
national chain. It is recommended that MDT work directly with both commissioners to focus
their monetary allocations on the businesses affected by corridor construction.

The Commercial Revitalization Program, administered by Miami-Dade County’s Office of

Community and Economic Development (OCED), offers grants of up to $100,000 to assist
business owners in improving the facades and open spaces if their business operations are
located in low and moderate-income neighborhoods. MDT could work directly with OCED to
provide grants to businesses along the corridor who meet the requirements of the program. This
would also be a great marketing tool that can foster community ownership because MDT would
be changing the overall look of the neighborhood by restoring building facades, open spaces,
plantings and improving the community’s appearance.
There are also opportunities to partner with national organizations to seek financial assistance.
For example, the Kresge Foundation administers a Bricks and Mortar Program, which provides
funds for impacted businesses to purchase real property and equipment that will enhance their
operations during construction. This program must be administered through a non-profit entity. It
would be ideal to work with a non-profit, like Tools for Change, to administer this program along
the corridor.
Miami-Dade County also assists in the administration of Count Me in Loans for Women
Entrepreneurs, a program which provides micro loans of $500 to $10,000 for women operating a
business of any kind. The County also provides technical assistance to the businesses in the
program.
On the state level, the Florida Department of Community Affairs administers a Community
Development Block Grant Program. CDBG funds are used to administer The Florida Small
Cities Community Development Block Grant Program, which provides funding to businesses that
create jobs for low and moderate income Floridians. Another CDBG-funded program that has
worked well in the City of Phoenix is the Expansion and Assistance Development Program
(EXPAND). This program enables small businesses to access capital from conventional lending
sources.
The EXPAND program does not, however, provide grants or direct loans. Instead, the program
promotes economic development within the City of Phoenix by providing supplemental
collateral to a participating lender via a CD that is pledged toward a loan made by the lender to a
creditworthy business. The EXPAND collateral enhancement of up to $150,000 reduces the
lenders risk and increases their willingness to consider providing loans to small businesses. The
Management Technical Assistance Program, administered by City of Phoenix and mentioned
earlier, is also CDBG-funded.
On the federal level, businesses along the corridor can benefit from tax credits and rebates
offered by the Enterprise Zone Program. The Enterprise Zone is a designated area within Miami-
Dade County offering financial incentives to businesses that locate or expand within the zone.
The goal is to encourage investment and job creation in economically distressed areas such as the
North Corridor. A business has to create new jobs for enterprise zone residents in order to qualify
for the program. The program’s credit and rebates greatly reduce the cost of doing business in
Miami-Dade County and can result in substantial savings for the business owner.

OCED administers this program. The Governor’s Office of Tourism, Trade and Economic
Development and Enterprise Florida also assist with program administration. The credits include
incentives for Miami-Dade County tax, resulting in a refund of road, police, fire, emergency
services, and water and sewer impact fees (within a municipality, the city must also authorize tax
abatement). State credits include Job Tax Credits of up to 15% of wages paid for new jobs
created for Enterprise Zone residents and a corporate Tax Credit of up to 15% of wages paid for
new jobs created for Enterprise Zone residents. 96% of Corporate Tax credit on ad valorem taxes
not abated by local government. The State of Florida also provides tax-exempt bond financing
for businesses along the corridor.
The Governor’s Office of Tourism, Trade and Economic Development and Enterprise Florida
administer a Revolving Loan Fund Program, which provides easy access to capital and
affordable financing to small and minority-owned businesses that do not meet standard credit
criteria. Loans range from $10,000 to $250,000.
3.4.3 GREEN PROGRAMS
There are also several “green” programs that encourage businesses to run environmentally
friendly operations. This would be another great public relations and marketing initiative that
would improve the quality of life in the community. Examples of successful “green” business
programs that would work well along the corridor are the Bay Area Green Business Program, a
public-private partnership in the San Francisco Bay are that brings the resources of the utility
companies to provide assistance and advice to small business owners on greening a business.
The City of Portland’s Office of Sustainable Development administers the Businesses for an
Environmentally Sustainable Tomorrow (BEST) Program, which helps business owners learn the
latest on pollution, prevention, energy efficiency and waste reduction. This program has already
been replicated in communities like Chula Vista, California; Austin, Texas; and Olympia,
Washington.
Nationally, Green Star, Inc., a private non-profit organization encourages business owners to
incorporate techniques of waste reduction and energy conservation and pollution prevention in
their places of business.
Other innovative ideas that have worked well in other cities include the Business Assistance
Center Finance Unit (BAC), created by the City of Olympia, Washington. The BAC Finance
Unit provides technical assistance and referrals to business owners seeking available finance
program on state and local levels. The BAC administers the finance programs that are designed
to increase access to capital for small business owners. Another program of note is the City of
Salt Lake’s Management Technical Assistance Program (MTAP). This program offers small
businesses the opportunity to work with experienced consultants at no cost. A version of this
program could be invaluable along the corridor.
Exhibit 3.4-1 is a matrix that outlines the specific programs, criteria, and deadlines.

EXHIBIT 3.4-1
NCME BAP POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS
TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE SIGNIFICANT CRITERIA

County and Related Programs
Grant Bricks and Mortar Kresge Unlimited Grant funds can be used Ongoing Grant must be
Program Foundation during construction to administered through a
purchase real estate and non-profit; we could join
major equipment forces with one to help
administer the program
along the corridor.
Grant Commercial Miami-Dade Maximum of Assist recipients to Ongoing Business must be located
Revitalization County Office $100,000 improve the facades and in a low income area to
Program of Economic open space of qualify.
Development commercial facilities in
low and moderate-
income neighborhoods
Loan Count Me In Loans Miami-Dade $500 to Micro loans for women Ongoing Business must be at least
for Women County $10,000 who are starting or two years old and
Entrepreneurs growing their businesses generate less than
$200,000 in annual
revenue to qualify for the
Micro loan program.
Grant Mom and Pop Miami-Dade Based on Created to provide Ongoing Each commissioner has
Small Business County Board need financial and technical funds allocated to assist
Grant Program of County assistance to qualified business in their districts
Commissioners small businesses in their 1. Must be in businesses
district which are for one (1) year.
approved for funding. 2. Cannot have more than
seven (7) employees.
3. Must not be a part of a
national chain.
4. Applicant must be
located in a County
Commission District
submit all requested
documents.
Loan Miami-Dade Miami-Dade Up to To assist businesses Ongoing Below is a link to the
County Countywide County Office $35,000 adversely impacted by application and the MDC
Business Road of Capital construction Office of Capital
Impact Assistance Improvements Improvement.
Loan http://www.miamidade.g
ov/CICC/library/Busines
s_loan_program_applicat
ion.pdf


State and Related Programs
Grant Community Florida Based on Florida's Small Cities April 20, Businesses must be in a
Development Department of need Community Development 2007 low-income area and
Block Grant Community Block Grant Program conform to the National
Program Affairs provides funds to create Low-Income Objective
jobs for low and moderate set forth by HUD.
income Floridians. CDBG
funded program enables
small businesses to access
capital from conventional
lending sources.
Technical Expansion and City of Phoenix $150,000 The EXPAND program Ongoing Providing supplemental
Resource Assistance and does not provide grants or collateral to a
Development direct loans. EXPAND participating lender via
Program promotes economic a CD that is pledged
(EXPAND) development within the toward a loan made by
City of Phoenix. the lender to a
creditworthy small
business. The EXPAND
collateral enhancement
reduces the lender’s risk
exposure and thereby
increases their
willingness to consider
loan requests from
qualified small
businesses.
Technical Management City of Phoenix N/A This CDBG-funded Ongoing Small businesses
Resource Technical program matches Phoenix seeking assistance in
Assistance business owners with any of the seven
experienced private sector technical areas may
consultants who can offer apply.
guidance in seven technical
areas.
Federal Assistance
Credit Enterprise Zone Miami-Dade N/A Businesses located in an Feb. 1 Miami-Dade EZ
Tax Credit County and the Enterprise Zone receive a annually incentives are: Property
federal variety of tax benefits and Tax Abatement and
government credits Refund of Impact Fees
State of Florida
incentives are: Sales
Tax Credit for Job
Creation, Sales Tax
Refund on Business
Property, Sales Tax
Refund on Building
Materials, Corporate
Income Job Tax Credit,
Property Tax Credit and
Community
Contribution Tax
Incentive.
Credit Tax Exempt State of Florida N/A A special tax-exempt bond, Ongoing A qualified business is
Bond Financing outside of the state volume generally any trade or
cap, that may provide lower business except one that
than market interest rates consists primarily of the
for large-scale business development or holding
expansion and job creation of intangibles for sale or


projects. license.
Credit Deductions State of Florida $37,000 An IRS Section 179 Ongoing The maximum
maximum Expensing increase that deduction is based on
may provide for the following schedule
investments in capital and for the date in which the
equipment. tax year begins.
Credit Qualified Zone The Governor's N/A May provide funds for the Ongoing Certain banks,
Academy Bonds Office of use of a “Qualified Zone insurance companies
Tourism, Trade, Academy”, which is a and corporations that
and Economic public school or academic are actively engaged in
Development & program within a public the business of lending
Enterprise Florida school at a secondary level money, can receive a tax
or below that, meet certain credit as an incentive to
requirements. hold these bonds.
Loan Revolving Loan The Governor's $250,000 A program that may Ongoing Loans will range from
Fund Program Office of maximum provide easier access to $10,000 to $250,000
Tourism, Trade, capital and affordable and must be used for
and Economic financing to small and general business
Development & minority-owned businesses purposes, excluding real
Enterprise Florida that do not meet standard estate. The initial
credit criteria. available capital is
expected to be
$4,000,000.
Credit Welfare-to-Work State of Florida N/A A credit that may provide Ongoing Businesses must hire a
Credit businesses with an minimum of five
incentive to hire long-term employees; this is an
family assistance recipients Empowerment Zone
in the Empowerment Zone. benefit.
Credit Work Federal $2,400 A federal tax credit that Ongoing This is an
Opportunity Tax government for each may provide businesses Empowerment Zone
Credit eligible with incentives of up to hire benefit. The EZ
employee disadvantaged persons includes areas of
and seeking employment in the Allapattah/Civic Center,
$3,000 for Empowerment Zone. Florida City,
each Homestead, Liberty
eligible City, Little Havana,
summer Melrose, Overtown,
youth Wynwood, Miami
employee International Airport
and areas of the Central
Business District and
Seaport. Developable
sites of the Zone include
Florida City,
Homestead, Opa-Locka
Airpark and
Northside/Poinciana
Industrial Center (79th
Street Corridor).
Loan U.S. Small SBA Varies A variety of loans are Ongoing Designed to help
Business available to assist small businesses of all sizes
Administration businesses. and types located in a
Loans distressed area.
Green Programs
Green Bay Area Green Public/Private N/A A successful voluntary N/A N/A
Business Partnership partnership of government
Program agencies, professional
associations, utilities,


businesses and a concerned
public.
Green Businesses City of Portland N/A Provides assistance to area N/A NOTE*** The annual
for an Office of businesses and recognition BEST Business
Environmentally Sustainable for their accomplishments Awards are presented
Sustainable Development in sustainable practices. to Portland businesses
Tomorrow Resource experts from the demonstrating
(BEST) Program City of Portland's Energy, innovative ways of
Water, and Environmental conserving energy,
Services Bureaus help minimizing waste, and
businesses learn the latest improving
on pollution prevention, transportation
energy efficiency, waste efficiency. Portland's
reduction, and water BEST program model
efficiency. is being explored and
implemented in several
other locations
throughout the U.S.,
including Chula Vista,
CA ; Austin, TX; Las
Cruces, NM; Boulder,
CO; and Olympia,
WA. Winnipeg,
Manitoba, Canada has
also worked with the
Portland Energy Office
in developing a BEST
program
Green Green Star, Inc. Private Non-Profit N/A A non-profit organization N/A
that encourages businesses,
schools, and government
agencies to incorporate
techniques of waste
reduction, energy
conservation, and pollution
prevention in their places of
business.
Other Innovative Ideas
Technical Business City of Olympia, N/A The Business Assistance N/A Finance specialists
Assistance Assistance Center Washington Center (BAC) Finance Unit help business owners
Finance Unit provides technical and entrepreneurs
assistance and referrals to obtain financing for
business owners who are their start-up and
seeking available finance expansion projects.
programs on the state and Staff members work
local level. The BAC with each business to
administers finance review the project
programs designed to proposal, determine
increase the access to feasible financing
capital for small businesses. alternatives, design a
Program managers also financing structure,
provide technical expertise prepare and assemble
to various public agencies application material,
and private organizations and present the project
to appropriate lending
authorities. Priority
projects are those that
provide employment
opportunities in


distressed and timber-
impacted areas of the
state and support
minority and women-
owned business
development.
Technical Service Corps of SBA N/A This program offers free, N/A Staffed by volunteer
Assistance Retired confidential business working and retired
Executives counseling executives and
(SCORE) business owners, the
program provides
counseling and
mentoring to
entrepreneurs and
existing business
owners. Staffed by
volunteer working and
retired executives and
business owners, the
program provides
counseling and
mentoring to
entrepreneurs and
existing business
owners.
Technical Management City of Salt Lake N/A The Management Technical N/A MTA provides small
Assistance Technical Assistance (MTA) Program business owners the
Assistance offers this programs small opportunity to work
Program business owners in Salt with experienced
Lake and smaller, consultants at no cost.
surrounding communities
 MDT needs to consider a variety of tools to assist businesses so they can remain viable
during construction and, therefore, benefit from the project’s completion.
 MDT can easily focus on existing programs such as the Mom and Pop Small Grant Program,
administered by the Board of County Commissioners to create a funding source for
businesses and residents along the corridor or the Miami-Dade County Countywide Business
Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital
Improvements Department, provides local businesses up to $25,000 at a low interest rate.
 These existing Miami-Dade County programs can be modified as needed to apply to MDT’s
overall capital improvement program and the NCME in particular. The use of grants rather
than loans can be advantageous.
 A matrix of grants at the local, state and federal level is included in this section and is
intended to serve as a guide to provide MDT with an overview of what sources of financial
assistance are currently available.
 A variety of “green” programs are also included. These programs provide an opportunity for
MDT to showcase the environmentally-sound design of the NCME project and the measures
being undertaken to address environmental concerns.
 The use of non-governmental organizations and non-profits as umbrella groups to handle
financial matters might be advantageous to long-term fiscal management. One community

directed all project financial aid through a local DBE controlled bank and paid the banking a
management fee to administer the loan and grant program.

3.5 - EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS (TASK 5)
3.5.1 INTRODUCTION
The survival of businesses along the corridor is an integral part of the North Corridor Metrorail
Extension’s (NCME) success. To create a thriving urban fabric in the corridor, it is imperative
that businesses are sustained during construction and beyond. To achieve these goals, the Final
Environment Impact Statement’s (FEIS) Record of Decision (ROD) mandates the creation and
development of a program to minimize negative impacts for those businesses that will remain
along the corridor during construction. The NCME Business Assistance Program (BAP) is being
designed to support remaining corridor businesses through the construction of the project and to
optimize their chances of remaining sustainable once the NCME is completed and in operation
by 2017.
Parsons Transportation Group Inc. (PTG) examined mitigation efforts used at other U.S.
transportation projects that faced business interruption during construction. PTG examined how
each city handled these issues, what worked well, and what did not. The projects examined were:
 Tri-County Metropolitan Transportation District of Oregon’s I-205/Portland Mall Light Rail

Project;
 Valley Metro’s Central Phoenix/East Valley Light Rail Project;
 DART Blue Light Rail Line in Dallas, Texas;
 Pennsylvania Department of Transportation’s Germantown Avenue Revitalization Project;
 San Diego’s Light Rail Transit System, the San Diego Trolley.
PTG also conferred with the Gulf Coast Institute in Houston, Texas, which, in 2006, conducted a
mitigation study, Houston Tomorrow, focusing on transportation projects in several other U.S.
cities.
This paper identifies elements from the business outreach program for each of these referenced
projects, that, when combined, can be used to create a comprehensive BAP for NCME that meets
and exceeds the needs of the NW 27th Avenue community. Table 3.5-1, Best Practices Project
Summary References, is a summary of these references for the agencies contacted. This chapter
then describes in detail the findings from a review of these outreach methods with the different
agencies.

TABLE 3.5-1
BEST PRACTICES PROJECT SUMMARY REFERENCES
Project And Location Key Features Relevant Findings
DART Blue Light Rail Line • Dedicated community outreach • Having business assistance staff
Dallas, Texas staff canvassed the community to appear monthly at HOA meetings
keep business owners and and other business association
residents informed. meetings was helpful in allowing
• Conducted over 125 public business outreach staff to keep a
meetings; appeared monthly at community presence.
homeowners association, PTA,
and business association
meetings.
Germantown Avenue • In partnership with PennDot, • Creating a dedicated website to
Revitalization Project business owners banded together allow business owners to receive
Germantown, Pennsylvania to create a dedicated website, and disseminate information
www.savetheave.org to keep proved helpful for the
people informed about the Germantown Avenue project.
project. • By providing a marketing
• Business owners participated in initiative and other promotions to
several marketing promotions help attract business traffic back
aimed at driving businesses back to Germantown Avenue proved
to Germantown Avenue during beneficial for business owners,
construction. who saw increased sales as a
result.
San Diego Trolley System (LRT) • Through the city’s Infrastructure • By working with other agencies
San Diego, California Impact Program, staff devised in San Diego, such as the Water
customized solutions to problems and Sewer Dept., business
impacted businesses may face. outreach staff was able to keep
• Distributed targeted flyers, each business owner and
brochures, etc. to attract residents informed of anticipated
businesses back to the impacted impacts.
business area.
Central Phoenix/East Valley Light • A construction signage program, • The construction signage
Rail with the help of the contractor, program worked well for
Phoenix, Arizona that provided free signage to impacted businesses that, in some
impacted businesses and a cases, could not afford to
waiver of the permitting fee purchase signage on their own.
required to display such signage • The CAB was able to give
at a business. incentive to the contractor to
• Metro created a separate perform much-needed
Community Advisory Board community and business outreach
(CAB) charged with dispersing tasks. This proved to be
contractor incentives. invaluable for the businesses and
community at-large.
I-205/Portland Mall Light Rail • Funded a 24-hour, 7-days a week • The construction hotline provided
Portland, Oregon emergency construction hotline information to residents and
dedicated to addressing the needs business owners throughout
and concerns of property owners. construction and was updated
• A dedicated $9 million daily to provide the most accurate
marketing initiative aimed at information.
attracting pedestrian traffic to
downtown businesses.

DETAILED FINDINGS FROM OTHER PROJECTS
I-205/Portland Mall Light Rail
The Project. The $307 million I-205/Portland Mall Light Rail Project developed by Portland’s
Tri-Met Regional Transit Agency will bring light rail into Clackamas County, Oregon's third
most populous county. The plan is to put light rail on Fifth and Sixth Avenues in the city’s
rapidly expanding downtown area. The project will revitalize Fifth and Sixth Avenues with
refurbished streets, sidewalks and intersections; along with new lighting, trees, art and street
furniture. The entire line is projected to yield approximately 46,500 daily boardings by 2025. Of
those riders, according to the Tri-County Metropolitan Transportation District of Oregon
(TriMet), 84 percent are expected to start and/or end their trip within the I-205 corridor. The I-
205/Portland Mall Light Rail Project affects approximately 80 businesses including commercial
office buildings, restaurants, and retail shops.
Types of Business Assistance Offered. For this project, three city entities partnered to assist
businesses during construction – TriMet, the Portland Development Commission (PDC), and
Portland State University (PSU) implemented a community relations program that includes the
coordination of regular meetings with various stakeholder groups; the creation of two Citizens
Advisory Committees, one for the mall segment and one for the I-205 segment; and the
development of an outreach program to businesses, organizations, and the community-at-large.
Highlights of the I-205/Portland Light Rail Project business outreach efforts include:
 A partnership with Portland State University to provide technical assistance to businesses

affected by construction.
 Low-interest loans (1-3%) administered by PSU with extended repayment terms.
 Free marketing and merchandising guidance provided by the Portland Development
Commission (PDC) and TriMet staff to businesses affected by construction.
 Free business workshops coordinated by TriMet, PDC, and PSU to provide assistance to
affected enterprises.
 Weekly meetings with business owners to address questions and concerns.
 A 24-hour, 7-days-a-week emergency construction hotline dedicated to addressing the needs
and concerns of business and property owners.
 A dedicated $9 million marketing initiative aimed at attracting pedestrian traffic to downtown
businesses that began in 2006 and will continue through 2009. Businesses will be able to
participate in marketing and promotional events as part of the campaign.
TriMet has also employed innovative, unconventional forms of assistance to business owners
affected by construction, including providing $750 in free graphic design to a business owner so
he could print new business cards and coupons to drive customers to his location, and providing
$1,800 in business to a restaurant owner by arranging a TriMet reception for mall project
contractors at the restaurant.

TriMet also conducts postcard mailings; quarterly open houses to disseminate and discuss project
updates; alerts to transit riders who have subscribed to receive the service; effective use of the
media to generate news stories on TV, radio, and in newspapers; uses a dedicated URL,
www.portlandmall.org to provide information to business owners and residents; and an email
alert system whereby e-mails are sent to those business owners who have subscribed to receive
updates about the project. For seniors and people with disabilities who own businesses in the
affected area, TriMet's Committee on Accessible Transportation (CAT), which consists of riders
who advocate for seniors and the disabled, are informed and updated regularly on the
construction schedule.
Observations and Feedback. Business and property owners have praised TriMet in the local
media for it efforts to mitigate business interruption. Approximately three-quarters of the affected
businesses have gotten some form of business assistance through the outreach program. Business
owners reported a sharp decline in both pedestrian traffic and overall sales during project
construction. One business owner was quoted in the Portland Tribune in 2007, shortly after
construction of the project started at Third and Fourth Avenues, that his overall sales had
declined nearly 50 percent. TriMet reports that no owner has gone out of business as a result of
project construction. The top complaint of business owners was the noise from jackhammers and
other construction equipment, debris from construction, and increased crime.
Valley Metro Central Phoenix/East Valley Light Rail
The Project. METRO is the brand name for Valley Metro Rail Inc., a non-profit, public
corporation whose mission is to the design, construction and operation of the light rail starter
segment, as well as extensions. Five Arizona cities participate in the light rail system – Phoenix,
Tempe, Mesa, Glendale, and Chandler. Most of the project runs through low-income areas.
The 20-mile light rail line alignment was divided into five separate construction sections, with all
of them scheduled to be operational by December 2008. Construction was phased over the five
sections so that the entire 20-miles were not all under construction at the same time. Over 300
businesses were impacted during construction.
Types of Business Assistance Offered. The $1.3 billion METRO Light Rail Project’s
community outreach efforts and business assistance programs are a collaboration of 5
municipalities, 7 chambers of commerce, 3 management districts, 2 universities, and 10 business
service providers.
Highlights of the METRO Light Rail Project business outreach efforts include:
 The implementation of individual Community Outreach Coordinators responsible for

keeping business owners and residents updated in each section of the 20-mile line;
 A dedicated Business Outreach Coordinator responsible for working directly with businesses
during construction;
 A construction signage program that provides free signage, on loan to each affected business
during construction;
 A separate Community Advisory Board for each construction line section comprised of
business owners and residents adjacent to the light rail route. Each board meets monthly to

evaluate whether the contractor is managing and minimizing community impacts. The group
also decides whether to award the contractor a quarterly incentive bonus for going the extra
mile to help the community deal with construction impacts;
 The City of Phoenix hired a “Business Advocate,” a person responsible solely for assisting
businesses during construction. The Advocate is responsible for meeting one-on-one with
each business owner to access their needs and address questions or concerns;
 A 24-hour hotline for the public;
 Technical and management assistance provided at no-cost to businesses along the corridor;
 Access to a Needs Assessment Program administered by METRO in partnership with
Arizona State University’s Spirit of Enterprise Center;
 Loan products including the New Markets Loan which provides below-market interest rates
to qualified businesses; community-based micro-loans from a Self-Employment Loan Fund
and Prestamos, a lending subsidiary of Chicanos Por La Causa. The fund provides capital to
small businesses in amounts from $200 to $35,000. Prestamos offers loans from $2,000 to
$250,000. Free business advice is also provided for loan recipients;
 The City of Tempe’s Chamber of Commerce and the Tempe Schools Credit Union teamed up
to administer the Asset Assistance Program, which provides loans up to $20,000 to help
businesses meet payroll or pay operational expenses during project construction;
 The City of Mesa created a Cash Flow Assistance loan program in partnership with the U.S.
Bank, the Mesa Chamber of Commerce, and Maricopa Community Colleges Minority Micro
Small Business Development Center. Through U.S. Bank, qualified businesses can access up
to $20,000 to cover operational costs during construction;
 A guide that describes ten ways owners can help their businesses get through light rail
construction;
 A METRO MAX discount card program, which offers discounts to patrons of businesses
along the corridor.
Observations and Feedback. At a cost of nearly $4 million, the Business Assistance Program
helped 188 businesses, conducted over 1,000 meetings with the public and businesses, provided
567 construction signs through the Construction Signage Program, and provided loans to 83
businesses. During this time, businesses along the corridor reported a sharp decline in pedestrian
traffic during active construction and complained about the effect noise had on their business
operations.
Pennsylvania Department of Transportation Germantown Avenue Revitalization
The Project. This $16 million project is a complete roadway restoration of Germantown Avenue
from Nipoon Street in Mt. Airy to Winston Road in Chestnut Hill, Pennsylvania. The project
began in late 2007 and is scheduled for completion in 2008. It affects approximately 45
businesses in the Mt. Airy business district.
Observations and Feedback. Although the Pennsylvania Department of Transportation used the
same standard community and business outreach techniques as in many other projects, what is
most notable about the Germantown Avenue is the way business owners banded together to keep
their enterprises alive.

Business owners and residents created the Coalition to Save Germantown Avenue, set up a
dedicated website, www.savetheave.org, and participated in several marketing promotions aimed
at driving businesses back to Germantown Avenue during construction.
San Diego Light Rail System – San Diego Trolley
The Project. This $508 million project is a 5.8 mile extension of the San Diego Trolley (SDT),
including 4,000 feet of subway tunnel and four new stations. Over 250 businesses are impacted.
Through the City of San Diego’s established Infrastructure Impact Program, a model program
used for all infrastructure projects in San Diego, residents were kept informed through
collaboration with the Water and Sewer Department putting construction notices in water bills,
having code enforcement ease the restrictions regarding signage for impacted businesses, and
waiving occupational license fees.
Observations and Feedback. The program allows all the agencies involved in a project to work
together to create and customize a business outreach program that best suits the needs of each
project well in advance of construction.
Houston Tomorrow Gulf Coast Institute Study
The Project. In 2006, the Gulf Coast Institute, a non-profit organization was charged with
finding ways to improve the quality of life in Houston, Texas. The study, authored by institute
administrator Jay Crossley, examined mitigation efforts undertaken during construction of
Portland’s Interstate line and Dallas’ Blue and Red light rail lines.
Observations and Feedback. The most notable aspect of the construction program during
Portland’s interstate line, according to Crossley, was a productive collaboration TriMet created
between the city, PDC, Albina Bank, and Cascadia Revolving Fund to provide grant assistance to
businesses impacted by construction. “I believe it’s the only such program in the country,” said
Crossley. The City of Portland and TriMet set aside $160,000 in public funds to create a grant
program for businesses impacted by construction; in partnership with Albina Bank, a minority-
owned community bank, and Cascadia Revolving Fund, a non-profit community development
financial institution (CDFI) that provides financing and business assistance to underserved
business owners, small businesses, women, and low-income borrowers. Cascadia traditionally
provides funding in the form of loans. However, business owners asked TriMet to provide grant
funding in addition to loans. They also wanted loans at below-market interest rates. TriMet and
the city “parked” the public money earmarked for grants through the Albina Bank Fund at no
interest, and were able to provide grant assistance to businesses, used in addition to the already
available loan programs.
Contractor Incentives Program. According to Crossley, in Salt Lake City, business owners were
given control over whether or not the contractor received bonuses. The Downtown Business
Association (DBA) partnered with the city and created a contractor pay incentive program. In the
partnership, the contractor would be given significant bonuses that would be controlled by the
impacted businesses and residents, up to $1 million to be paid quarterly. “Of the $250,000

incentive pay per quarter, the contractor was awarded 90% or more by businesses and residents
because of their responsiveness in mitigating community issues,” said Crossley.
Other Innovative Outreach Ideas
 In Dallas, an advertising campaign was funded by a project to purchase “Still in Business”

signs for merchants. Businesses gave out car wash coupons to their customers to compensate
for the dust during construction.
 In Portland, TriMet launched a Lunch Bus program taking people from TriMet and partnering
agencies to local restaurants, diners, and coffee shops in the impacted construction area.
Mini-celebrations were held as each segment of a project was finished.
Summary of Research. A good business assistance and outreach program must consist of the
following in order to be successful:
 A construction signage program that takes the burden away from the business owner and puts
it on the contractor and city or county agencies to provide free signs for impacted businesses.
 A contractor incentive program that allows a Community Advisory Board, or Working Group
in the case of the NCME, to make decisions on whether or not to provide the project
contractor with bonuses for actively mitigating disruption and receiving a minimum of
community complaints.
 A 24-hour construction update hotline that is marketed to the impacted businesses as a tool to
keep them informed.
 A strong website presence, through a dedicated URL, that will allow business owners and
residents to access and update project information. The website must be constantly updated
to reflect important construction information that will impact community businesses.
 A construction information program that outlines exactly how information will flow during
construction of a project.
 Dedicated funding from local government to underwrite the cost of a business assistance
program – including outreach, loans, grants, etc.
 Dedicated agency staff assigned to work with businesses in the project corridor.
In order for the NCME BAP to be successful, a combination of these components must be
enacted by Miami-Dade County and its transit department.
Best practices used in public involvement and community outreach at other U.S. transportation
projects must be considered in the development of the BAP. These practices include, but are not
limited to:
 Having BAP staff appear monthly at HOA meetings.

 Canvassing the community to keep business owners and residents informed.
 Creating a dedicated website, with an independent URL, updated regularly.

 Partnering with the business and marketing departments of local colleges and universities to
provide technical and marketing assistance to businesses along the NCME corridor.
 Utilizing a comprehensive construction signage program that will make it easy for businesses
to acquire and retain proper signage during construction.
 Funding a 24-hour, 7-day a week emergency construction hotline dedicated to addressing the
needs and concerns of property owners.
 The creation of a Working Group to serve in an advisory role during construction. This group
could also determine the status of contractor incentives, as was done in Phoenix during the
East Valley Light Rail project.

3.6 - CONSTRUCTION COORDINATION PROGRAM (TASK 6)
3.6.1 INTRODUCTION
To succeed, the BAP must include a Construction Coordination Program (CCP) structured to
provide effective coordination of construction activities, monitoring of the program’s
performance, and comprehensive enforcement of it along the NW 27th Avenue as part of the
North Corridor Metrorail Extension project (NCME).
The CCP must involve not only the project contractor(s), but county and city utilities, the Florida
Department of Transportation, local police and fire agencies, and municipal governments.
PTG examined mitigation efforts used at two other U.S. transportation projects that used a
Construction Coordination Program. These projects include:
 The South Florida Regional Transportation Authority (SFRTA) Segment 5 Project; and
 Valley Metro’s Central Phoenix/East Valley Light Rail Project.
This paper identifies elements from both programs for each of these referenced projects, that
when combined, can be used to create a comprehensive CCP for NCME that meets and exceeds
the needs of the NW 27th Avenue community. Table 3.6-1, Construction Coordination Program
Summary References is a summary for the agencies contacted. This chapter describes in detail
the findings from a review of these outreach methods with the two different agencies.
TABLE 3.6-1
CONSTRUCTION COORDINATION PROGRAM SUMMARY REFERENCES
Project And Location Key Features Relevant Findings
SFRTA Segment 5 Project • Calls for several layers of • This program covers a
communications to all comprehensive range of
stakeholders to ensure that communication methods that
accurate information is combine the efforts of several
disseminated in a timely manner. different entities, both
• Calls for the project contractor to community and governmental.
take an active role in crafting and
disseminating project
information.
Central Phoenix/East Valley Light • A hotline that provides real-time • The Community Advisory Board
Rail - Phoenix, Arizona construction information to (CAB) was able to incentive the
residents and business owners. contractor to assist in the
• Dedicated staff to handle development of construction
complaints or concerns that arose notifications and provide accurate
from the public such as dust, information regarding delays,
noise and debris in the area. closures, etc.
• Contractor incentives for
provided accurate and timely
construction information to the
community.

DETAILED FINDINGS FROM OTHER PROJECTS
SFRTA Segment 5
The Project. The Tri-Rail corridor extends from the Miami Airport Station in Miami-Dade
County through Broward County to the Mangonia Park Station in Palm Beach County, along 72-
miles of track. The Segment 5 Project, which is approximately 45-miles long, began in July
2002 and was completed in December 2005.
Construction Coordination Program Highlights. For this project, SFRTA worked with
stakeholders in all three South Florida counties to provide a successful Construction
Coordination Program that outlined the tasks needed to be done by the project contractor, the
PMC, and others to significantly reduce community and business impacts. Highlights of this
program included:
 Notifying the community in advance of construction through rack cards/brochures. The rack
cards were placed at SFRTA/TRI-RAIL stations for riders, and at various businesses, civic
and institutional locations in the affected area for property owners, tenants, businesses, and
other public members;
 A system of notifying elected officials and government staff by e-mail notifications and one-
on-one visits. Collateral materials, such as press kits, rack cards, and PowerPoint
presentations were delivered to all elected officials so that they would be able to understand
and discuss each pertinent activity;
 The community-at-large and businesses within the corridor were notified through methods
that included, but were not limited to, press releases, public service announcements (PSA’s),
local newspapers, and radio and television, as well as detour signage positioned one week in
advance notifying motorists of the upcoming construction;
 Tenants and owners of businesses / residences within approximately 1/4 to 1/2-mile radius of
the affected area were notified prior to construction through door-to-door delivery of
construction notices; and
 Tri-Rail riders were notified prior to construction through Commuter Bulletins that were
posted at stations and e-mailed to passengers via the Tri-Rail website, seat drops of
construction notices were placed on each train, and conductor announcements and electronic
message board announcements were made.
Observations and Feedback. The SFRTA Construction Coordination Program (CCP) worked
well because it was designed to gain the support of all entities involved in and affected by
Segment 5 construction. The program called for the project contractor to assist in the writing and
placement of construction notices and kept elected officials and government agencies well
informed so that they were then able to inform their respective constituencies.
Many of the elements of the Segment 5 program could be employed on the NCME, particularly
when informing motorists and transit riders about impacts during construction.

Valley Metro Central Phoenix/East Valley Light Rail
TheProject. METRO is the brand name for Valley Metro Rail Inc., a non-profit, public
corporation whose mission is to the design, construct and operate the light rail starter segment, as
well as extensions. Five Arizona cities participate in the light rail system – Phoenix, Tempe,
Mesa, Glendale, and Chandler. Most of the project runs through low-income areas. The 20-mile
light rail line alignment was divided into five separate construction sections, with all of them
scheduled to be operational by December 2008. Construction was phased over the five sections
so that the entire 20-miles were not all under construction at the same time. Over 300 businesses
were impacted during construction.
Construction Coordination Program Highlights. The $1.3 billion METRO Light Rail Project’s
community outreach efforts and business assistance programs are a collaboration of 5
municipalities, 7 chambers of commerce, 3 management districts, 2 universities, and 10 business
service providers.
Highlights of the METRO Light Rail Project construction coordination efforts include:
 The implementation of individual Community Outreach Coordinators responsible for

keeping business owners and residents updated in each section of the 20-mile line.
 A separate Community Advisory Board for each construction line section comprised of
business owners and residents adjacent to the light rail route. Each board meets monthly to
evaluate whether the contractor is managing and minimizing community impacts and ensure
that the community is kept informed. The group also decides whether to award the
contractor a quarterly incentive bonus for going the extra mile to help the community deal
with construction impacts.
 A 24-hour construction information hotline for the public.
 An accurate and timely continuous flow of information.
 The Community Outreach Team was involved in obtaining Maintenance of Traffic (MOT)
plans from local municipalities and assisting the contractor in planning and executing detour
routes in an effort to minimize impacts to businesses and residents. To monitor traffic
mitigation plans during construction, the BAP team must work closely with the contractor,
MDT bus operations, Florida DOT and the affected municipalities. MOT and detour route
plans should be included in all notices sent to the public.
 The Community Outreach Team worked with local utility agencies, such as Florida Power
and Light (FPL), water providers, and telecommunication companies, to create notices
alerting businesses and residents to planned utility interruptions as a result of construction
activity. To monitor utility communications, the BAP team must work closely with utility
agencies to ensure an efficient flow of information to corridor businesses and residents.
A good Construction Coordination Program must consist of the following in order to be

successful:

 A contractor incentive program that allows a Community Advisory Board (CAB), or Working
Group in the case of the NCME, to make decisions on whether or not to provide the project
contractor with bonuses for actively mitigating disruption and receiving a minimum of
community complaints.
 A 24-hour construction update hotline that is marketed to the impacted businesses as a tool to
keep them informed.
 A strong website presence, through a dedicated URL, that will allow business owners and
residents to access and update project information. The website must be constantly updated
to reflect important construction information that will impact community businesses.
 A construction information program that outlines exactly how information will flow during
construction of a project.
 Notification to the community in advance of construction through rack cards/brochures
placed at existing Metrorail stations and on transit buses for riders and at various business,
civic and institutional locations in the affected area for property owners, tenants, businesses
and other public members.
 The implementation of a system to notify elected officials and government staff by e-mail
notifications and one-on-one visits. Collateral materials, such as press kits, rack cards and
PowerPoint presentations should be delivered in advance of construction to each elected
official so that they understand when and where each pertinent construction activity will take
place.
 Working in tandem with the project contractor to use various notification methods that
include press releases, PSA’s, local newspapers, radio and television, as well as detour
signage positioned one week in advance notifying motorists of the upcoming construction.
 Weekly Progress Meetings with the contractor, PMC, and MDT to discuss the project
schedule and how the community will be impacted, then take the necessary steps to begin the
notification process.
 Door-to-door delivery of construction notices to the tenants/owners of businesses/residences
within approximately 1/4 to 1/2-mile radius of the affected area prior to construction.
 Use of portable variable message signs (VMS) to alert passing motorists.
 Utilizing Metrorail and MDT to provide transit riders with information in advance of
construction through Commuter Bulletins posted at stations and e-mailed to passengers via
the Metrorail and MDT website, seat drops of construction notices on each train and bus that
services the impacted area, conductor announcements, and electronic message board
announcements.
 Creating a bus stop action notification form to alert bus riders of potential delays along their
routes during construction. Appendix D provides an example of the form.
In order for the NCME BAP to be successful, a combination all of these components must be
incorporated into a Construction Coordination Program and used by MDT.

EXHIBIT 3.6-1
TYPICAL CONSTRUCTION PROBLEMS
KEEPING DRIVEWAY ACCESS OPEN IS IMPORTANT DURING CONSTRUCTION AS SHOWN IN THIS IMAGE
KEEPING DRIVEWAY ACCESS OPEN IS IMPORTANT DURING CONSTRUCTION AS SHOWN IN THIS IMAGE

CONSTRUCTION LAY-DOWN AND STORAGE AREAS NEED TO BE SECURE AND HAVE PROTECTION TO MINIMIZE DUST BLOW-OFF,
RAINWATER RUNOFF, VANDALISM PROTECTION AND OTHER NUISANCE PROBLEMS
BUSINESS DIRECTION SIGNS ON ROADWAYS CAN HELP TRAFFIC TO LOCATE LOCAL BUSINESSES
THE SIGNAGE IN THIS PICTURE IS NOT ADEQUATE

3.7 - MANAGEMENT PLAN ( (TASK 7)
3.7.1 INTRODUCTION
This section describes how MDT and its consultants, subconsultants, and contractors will work
together to manage the BAP effort and to develop an effective communication program to keep
all businesses and residents informed about corridor activities and events.
It is strongly suggested that MDT or the PMC hold periodic meetings, create and distribute
meeting minutes, create a Communication Plan, and develop an outreach communications
program for the plan, including a section on crisis communications. More specific
communications issues will be discussed in Section 8 – Community Outreach Techniques.
3.7.2 NORTH CORRIDOR METRORAIL EXTENSION (NCME) BAP MANAGEMENT PLAN
To minimize adverse impacts on the businesses and residents of the corridor during construction,
it is essential to create and adhere to a comprehensive communications plan that involves project
engineers, project management consultants, and contractor representatives during the course of
the NCME construction. The specific NCME plan should be developed 12-months prior to actual
construction. A “Community Awareness Plan” similar to the one prepared by MDT for the South
Dade Busway Extension to Florida City – Segment II is a good example of a plan that addresses
ways to mitigate adverse physical impacts along the corridor. A parallel business management
assistance component could be created to address business financial needs. Together, the two
parts would help define a management plan. The MDT is required by the ROD to develop very
specific plans regulating noise, dust, water run-off, toxic wastes, MOT, and other impacts
identified in the ROD in this management plan.
In the case of the South Dade Busway, a Public Information Office (PIO) was created and
staffed. Both, a PIO and a BAP team (contractors, engineers, PMC, MDT and other agencies)
will need to be created.
Staffing and Budget. The BAP must be properly staffed in order to be successful and benefit the
businesses and residents impacted by construction along the corridor. It is recommended that two
(2) full-time staff persons from MDT, one (1) full-time staff person hired by the PMC, and one
(1) full-time staff person hired by the contractor comprise the permanent BAP staff. According to
Salary.com, the average full-time public involvement professional earned $54,056 to $107, 977
in 2008. The direct expense cost cited for business outreach for the South Dade Busway project
was over $150,000.3 Additionally, a field office must be established for the BAP. This office
could consist of a trailer located along the corridor, or shared space that have easy access and are
highly visible along the corridor as in an office building or mall complex.
Supporting a program like the BAP needs to include provisions for:
3
MDT, Community Awareness Plan – Busway Extension to Florida City – Segment II, Public Information Office
– Plan of Action (Undated)

• Outside professional services - financial and managerial business assistance cost

• Communications expenses
• Mass mailings and inserts in utility bills
• Expenses connected with public meetings
• Staffing
• Local travel (assigned vehicles)
Contractor-borne costs will be included in the engineering design and contractor bid pricing.
3.7.3 GENERAL COMMUNICATIONS TASKS
In a construction project of this scope, the coordination of many partners, contractors,

subcontractors, municipalities, business people and local residents is critical for success. The
NCME BAP Management Plan will serve as the guide for communications activities conducted
by the BAP Team. During construction, MDT’s NVME BAP team will be comprised of staff
from:
• PMC
• MDT
• Corridor Design Engineers
• Contractor
When construction issues and emergencies arise, the BAP team must be in a position to field
questions and provide accurate responses. To ensure a smooth communication flow, the BAP
team will be responsible for identifying businesses and residences impacted by construction. The
BAP team will interface with the contractor to craft bulletins, e-mail notices, and other
communications that will be used to notify businesses of an anticipated impact.
With construction activity information from the contractor, three types of notifications must be
developed and disseminated to the public as follows:
 A Community Bulletin, typically one page in length, detailing the construction activity that
will take place. This bulletin will be hand-delivered to businesses and residents a minimum
of seven days prior to the anticipated activity;
 A Commuter Bulletin/Seat Drop, typically one page in length, detailing the construction
activity that will be taking place. The Commuter Bulletin will be placed using a seat drop
method in the seats of all MDT trains and on buses serving the corridor a minimum of three
days prior to construction to keep travelers informed of anticipated delays they may
encounter;
 An Electronic Construction Activity Notification, typically one page in length, detailing the
construction activity that will take place. This bulletin will be e-mailed to businesses,
residents, elected officials and other stakeholders a minimum of seven days prior to
anticipate construction activity.

Exhibit 3.7-1, NCME BAP Communications Collateral Matrix, outlines the team members
responsible and the communication flow needed to efficiently create and distribute these
construction notifications.
EXHIBIT 3.7-1
NCME BAP COMMUNICATIONS COLLATERAL MATRIX
Notice Drafter Reviewer Comments
Community Bulletin PMC/Contractor and the MDT The PMC, with assistance from the contractor
BAP Team and the BAP team, will draft the Community
Bulletin a minimum of 14 days prior to
construction. MDT will then review within 2
days and return comments to the
PMC/Contractor. The BAP team will
disseminate the Community Bulletin.
Commuter Bulletin/Seat PMC/Contractor and the MDT The PMC, with assistance from the contractor
Drop BAP Team and the BAP team, will draft the Commuter
Bulletin a minimum of 14 days prior to
construction. MDT will then review within
two days and return comments to the
PMC/Contractor. The BAP team will
disseminate the Commuter Bulletin using a
seat drop method.
Electronic Construction PMC/Contractor and the MDT The PMC, with assistance from the contractor
Activity Notice BAP Team and the BAP team, will draft the Electronic
Construction Activity Notice, a minimum of
14 days prior to construction. MDT will
then review within 2 days and return
comments to the PMC/Contractor. The BAP
team will disseminate the notice.
3.7.3.1 Communication Protocols during Each Phase of a Construction Activity
A. Immediate (Upon Notification of Construction):
1. The contractor will inform the BAP team a minimum of 14 days prior to the start of
anticipated construction activity;
2. Using information from the contractor, the PMC and BAP teams will create the appropriate
notice for review by MDT;
3. MDT will review and return comments to the PMC and BAP teams;
4. The BAP team will notify businesses and residents within 3 miles of activity a minimum of
7 days prior to construction;
5. MDT will notify public and elected officials and their respective staff members of a
minimum of 7 days prior to construction activity;
6. The BAP team will coordinate a seat drop of Metrorail trains and buses with routes along the
corridor a minimum of 7 days prior to construction;
7. The contractor will notify first responders, emergency personnel, FDOT and area schools,
including Miami-Dade County Public Schools, a minimum of 7 days prior to construction
activity; and

8. MDT will notify the media a minimum of 3 days prior to construction activity. An MDT
spokesperson will be designated for the NCME project and will address all media calls
logged by the BAP team and the contractor.
B. Ongoing (During Construction):
1. The BAP team and field office staff will log and answer all complaints, questions and
concerns from the public during construction activity;
2. All logged complaints, questions or concerns must be addressed within 24 hours during
active construction;
3. The contractor will notify MDT and BAP of any changes in construction activity, including
whether detours will be opened early or if construction activity will be completed ahead of
schedule;
4. The BAP team will work with MDT to update the BAP Construction Hotline and the website
every 24 hours during active construction; and
5. The BAP team will maintain regular contact with the PMC and the contractor during
construction.
C. Recovery (After Construction Activity):
1. The PMC and the BAP teams will provide a report to MDT with the number of calls, e-
mails or text messages logged, the outcomes, and how each complaint was addressed;
and
2. MDT and BAP will schedule a debriefing meeting of all key players to review the report.
3.7.2.2 General Tasks by Project Phases
Prior to the start of construction and until project completion, the BAP team must perform a
variety of tasks to ensure that the community is informed about the project in each phase.
Pre-Construction
• Meet and Greet event
• Press release
• Hand-delivery notification to businesses about the BAP
• Update of BAP Hotline
• Hold a kickoff celebration
• Create timely website updates
• Newsletter notification
• Create a BAP Press Kit (fact sheet, overview, and history)
• Coordinate a tour of the corridor for public officials and the media
• Create a BAP PowerPoint presentation
Construction
• Press release

• Hand-delivery notification to businesses of a brochure about the BAP

• Create timely MDT/BAP website updates
• Coordinate construction signage
• Coordinate and answer community complaints
Post-Construction
• Press release
• Hand-delivery notification to businesses about the BAP
• Create timely website updates
• Coordinate a tour for public officials and the media
• Update BAP/MDT website
3.7.4 CRISIS COMMUNICATIONS
A. Introduction
The BAP CCP outlines policies and procedures for the coordination of communications for the
North Corridor Metrorail Extension project, between the public, the media and the BAP team in
the event of a crisis situation. A crisis situation is defined as any event that has a major impact
affecting the corridor. Examples include fires, natural disasters, major crimes, and construction
accidents.
This plan will address media relations and communication issues and includes procedures for
quickly identifying potentially harmful situations while providing methods for responding to
these situations effectively. It is the goal of this plan to establish guidelines for dealing with a
variety of crisis situations.
B. Stages of Effective Crisis Management
There are three generally recognized stages of effective crisis management – prevention,
preparation, and recovery.
Prevention entails close monitoring of construction activities and the complaints and concerns of
the public, including business owners and residents. Close monitoring will help the BAP team
deal with a situation before it becomes a full-scale disaster or crisis. Preparing for a crisis along
the corridor is essential. The CCP will tell the BAP what to do, when to do it and how to do it, so
that they are prepared in the event of a crisis. Once a crisis has occurred, it is important to focus
on accurately assessing the damage and rebuilding the public trust and confidence in the NCME
project.

It is imperative that before a crisis occurs, certain communication protocols are in place. These
include, but are not limited to:
1. The creation of a master communications list that includes all phone numbers and e-
mail addresses for each member of the Crisis Communications team;
2. The creation of established guidelines for the coordination of news conferences and
identification of a designated spokes person;
3. A list of media relations reminders that will govern how a member of the Crisis
Communications team will respond to inquiries from the media;
4. A list of the types of anticipated crises that may occur during construction and mock
scenarios for how each crisis would be handled; and
5. Ongoing mock crisis training drills.
C. Communication Protocols during Each Phase of a Crisis
Immediate (Upon Notification of Crisis)
1. The designated Crisis Communications team will consist of members of the BAP
team, an MDT Information Technology specialist, project engineers, contractor
representatives, and the MDT Communications Department. During construction,
these individuals will remain on-call 24 hours a day in the event of a crisis;
2. During a crisis, a designated representative of the contractor will contact all other
members of the team. A spokesperson, to be designated at a later date, will contact
members of the media and serve as a liaison;
3. The IT specialist will prepare communications “kit bags”, which will include mobile
phones and two-way radios for use during the crisis;
4. The spokesperson will determine if a statement is needed and prepare it for release to
the media;
5. The contractor rep and project engineers will brief the MDT Communications
Department and the BAP team on the nature of the crisis;
6. The BAP team and the MDT Communications Department will verify all sources of
information given by the contractor rep and project engineers for accuracy;
7. The BAP team will review all press releases and electronic communications sent to
the media for accuracy;
8. The BAP team and the MDT Communications Department will log and document all
media inquiries using a standard Media Call Log system, wherein the time, date and
nature of each call is recorded in a log (see Exhibit 3.7-2 for an example); and
9. The spokesperson will work with first responders, local area hospitals, and other
disaster agencies and coordinate the release of information to these entities.

Ongoing (During the Crisis Event)
1. During the ongoing phase of a crisis situation, MDT Communications Department

will provide, via the news media and on the web, up-to-date information about the
crisis;
2. MDT Communications Department will keep track of all media inquiries and route
them appropriately for response; and
3. MDT Communications Department and the BAP team will instruct the public on how
to obtain further advice or information during the crisis.
EXHIBIT 3.7-2
CRISIS COMMUNICATIONS PLAN
MEDIA CALL LOG SHEET

Name of Organization:
Newspaper/Magazine: Location:
Television Station: Location:
Radio Station: Location:
REPORTER’S NAME:
PHONE NUMBER:
E-MAIL ADDRESS:
FAX NUMBER:
Date and Time of Call:
Nature of Inquiry:
Response Given:
Initial Response Taken By:
Response Handled By:

Recovery (After the Crisis Event)
1. MDT Communications Department and the BAP team will issue media updates as long
as necessary;
2. MDT and BAP will then scale back information dissemination activities as warranted;
3. After the crisis event, MDT and BAP will schedule a debriefing meeting of all key
players to review all actions taken and lessons learned;
4. MDT and BAP will issue an after-action report 30 days after the debriefing meeting.
 MDT must properly staff and budget for the BAP and provide the necessary resources;
 The BAP team, with the cooperation of MDT and the contractor, will create three specific
public notifications for use on the NCME project.
 The BAP team must be knowledgeable regarding general and crisis communications
management strategies.
 There are five critical steps in creating and implementing an effective Crisis Communications
Plan (CCP).
 It is imperative to anticipate crisis situations, develop response strategies, and establish
communications protocols.
 Next, a Crisis Management team must be designated, including a trained spokesperson who
can address issues with the media.
 It is important to manage the message that is being delivered to the media by keeping it to the
point and clear.
 Communicating early and often with the media, key stakeholders, lawmakers, employees,
and the community-at-large is an integral part of a successful Crisis Communications Plan.
 Identify key audiences and channels of communications and determine what type of
information will be delivered to a specific audience.

3.8 - COMMUNITY OUTREACH TECHNIQUES (TASK 8)
3.8.1 INTRODUCTION
To communicate with business owners and residents during construction, MDT must utilize
effective community outreach techniques. Methods of communication must be established that
will provide substantive information to those businesses impacted by construction. The
techniques outlined in this section range from the action steps needed to coordinate a public
meeting and distributing notices to the media, undertaking a coordinated marketing effort along
the corridor, and utilizing a dedicated website (URL) to disseminate information to the public.
In previous sections of this report, the best practices of other major U.S. transportation projects
are outlined. This section focuses on the NCME project and provides specific action steps that
must be undertaken to ensure a successful BAP initiative, including the creation of a dedicated
marketing effort, similar to the one organized by the City of Phoenix for its East Valley Light
Rail project referenced in Section 5 – Experiences at Other Major Transportation Projects.
3.8.2 CORRIDOR MARKETING EFFORT
Community outreach is not simply about periodically sending out notices of construction
activity. The NCME project needs the community’s “buy-in” in order to be successful.
Encouraging community participation and informing those impacted by construction of the
assistance available to them requires a coordinated marketing effort consisting of business
seminars, local collaborations with colleges and universities, and utilizing the media and
technology to promote the NCME BAP.
A Marketing and Technical Assistance Program should be coordinated as part of the BAP. MDT
should partner with local colleges and universities to create a program whereby graduate students
in business and marketing provide assistance to businesses along the corridor. Programs of this
nature have been successful at other U.S. transportation projects in Phoenix and Salt Lake City,
to name two.
3.8.3 ESTABLISHED METHODS OF COMMUNICATION
Mailing Lists. Maintaining an up-to-date mailing list is key to the success of the BAP -
Appendix B1 - Master Business Listing included in this report presents a comprehensive
collection of the owners, business names, addresses and phone numbers for the corridor. This
list must be updated on a regular basis to ensure that construction notices, newsletters and other
communications mailed by the BAP team are properly received by the community. Other fields,
including e-mail address and ethnicity, should be added to the listing once the corridor business
survey is completed.
As the NCME project continues, the list will grow and change. Therefore, it is imperative that
the BAP team keep up with those changes by carefully maintaining the list. Setting up and
maintaining a master listing can be labor intensive. To lighten the burden, computerized software

programs, like Mailing List Manager Pro 3.0 are available for under $300. This mailing list will
be used in conjunction with other community outreach techniques including, but not limited to:
• Setting up a speakers bureau;
• Organizing business seminars; and
• Executing website updates
Executing Corridor Mailings. Executing corridor mailings should be a streamlined process

controlled by the BAP team – PIO, with the cooperation of MDT and the contractor. For
example, if a notice of construction activity must be mailed to businesses and residents,
information for the notice should come from the contractor directly to the BAP team; that
information should then be formatted and sent to MDT for review a minimum of 14 days prior to
construction. MDT should then review the information and send it back to the BAP team for
execution of the mailing.
Corridor mailings can also be done in conjunction with another entity or government agency. For
example, on the SFRTA Segment 5 Project, notices of construction activity of businesses and
residents impacted by construction were mailed with both the electricity and water bills with the
cooperation of Florida Power and Light and the Palm Beach County Water Utilities Department.
The BAP should foster a similar partnership with Miami-Dade County’s Water and Sewer
Department.
Construction notices may also be distributed to the media. For the South Miami Busway Project,
referenced in Section 3 – Legal Mitigation Limits and Processes, the media was notified of all
construction activity, detours, delays and other construction-related information. For the Segment
5 Project, the media was an ongoing partner during construction, working closely with Tri-Rail
and the public involvement team to broadcast delays and notices of construction on local TV
stations, report them in all South Florida newspapers, and discuss them, through Tri-Rail
spokespersons, on area radio stations.
MDT should use the existing media list, which can be obtained from Miami-Dade County’s
Communications Office, to alert members of the media of any construction activity along the
corridor during construction.
Forms of Communication to the Public. There are many innovative ways to communicate with
the public using a variety of collateral materials including, but not limited to:
Advertisements Notices, including Bulletins/Seat Drops

Billboards and press releases
Brochures Public service announcements (paper,
Electronic media video, radio)
Fact sheets Dedicated PowerPoint presentation about
Fast-food placemats the BAP
Fliers Dedicated URL,
Grocery bags www.NorthCorridorProject.com and
News articles website homepage
Newsletters Videotapes
Newspaper inserts
Bulletins and Commuter

A website, with its own dedicated URL, such as www.NorthCorridorProject.com, which is

available for purchase through www.GoDaddy.com, will serve as an important tool for
disseminating information to businesses and residents along the corridor during construction.
Currently, NCME information is available as part of MDT’s website. However, users must spend
valuable time searching the entire site to find information about the project. A dedicated URL
will make it easier for the user to access information quickly.
Mechanism to Set up Website Access. Website access protocols are important for the seamless
flow of information to the public. The website should be designed and maintained by MDT, with
updates provided to MDT by the BAP team for upload to the site. Designated members of the
BAP team should, however, have access to the site to upload information in an emergency
situation or if it is time-sensitive and no staff from MDT is available to execute such an upload.
 MDT should have primary responsibility for the management and maintenance of the
website, with access granted to designated members of the BAP team.
 The BAP team should meet weekly with MDT technology staff to discuss the schedule of
information to be uploaded and who will be assigned to execute the task.
 Should a dedicated URL, such as www.NorthCorridorProject.com be implemented, the site
should be hosted on MDT’s servers. Access to those servers should be granted only to
designated IT professionals who can repair the site or servers in the event of an emergency.
Coordinating Public Meetings. Public progress meetings should be coordinated quarterly

beginning at least six (6) months prior to construction and until completion. These meetings
should be organized to include the appropriate staff from Miami-Dade County Transit, project
engineers, contractors, project consultants, representatives of other agencies (FDOT,
municipalities, county departments), and private utilities as needed.
 To communicate with impacted businesses and residents along the corridor, MDT must
employ effective community outreach techniques.
 MDT should use several forms of communication to reach the public during construction
including those listed in the “Forms of Communication to the Public” section.
 The BAP team – PIO, should meet weekly with MDT technology staff to discuss the
schedule of information to be uploaded and who will be assigned to execute the task.
 If a dedicated URL, such as www.NorthCorridorProject.com is implemented, the site should
be hosted on MDT’s servers. Access to those servers should be granted only to designated IT
professionals who can repair the site or servers in the event of an emergency.

3.9 - PLAN IMPLEMENTATION (TASK 9)
3.9.1 INTRODUCTION
The BAP must be implemented efficiently in order to serve the businesses and residents
impacted by NCME construction. Following is a list of action steps that should be undertaken in
each phase of construction to successfully implement the BAP.
3.9.2 PRE-CONSTRUCTION PHASE
ACTION STEPS:
18 Months prior to construction:
1. Organize a meeting of the BAP team and PIO, including project engineers, project
consultants, and representatives of the contractor to discuss the BAP and set-up a system for
the flow of construction information from the contractor to the BAP team. See Task 7 –
Long-Term Management Issues for a guide on organizing such a system.
2. Create and develop key components of the BAP, including the financial, marketing and
technical assistance portion by solidifying strategic partnerships with local universities and
colleges or financial institutions to provide assistance to businesses along the corridor. See
Task 8 – Community Outreach Techniques for a guide. Between the institutions, a local
business should be able to discuss all financial issues and options available.
3. Finalize sources of funding for the financial assistance to be provided to businesses as part of
the BAP. See Task 4 – Potential Financial and Management Assistance Programs for further
information on available funding sources (coordinated with number 2 above).
4. Finalize the list of collateral materials to be used as part of the BAP, including surveys and
forms to be used during project construction. See Task 1 – Scope of Services (SOS)
Development & Organization for a list of collaterals and samples.
5. Select a vendor to design and print BAP collaterals.
6. Scout locations for the BAP Field Office – PIO, and submit a proposed list to MDT.
7. Review BAP staffing plan and finalize budget. See Task 7 – Long-Term Management Issues
for an idea of how to do this.
8. Conduct Corridor Business Survey. See Task 1 – SOS Development and Organization for a
blueprint and sample Corridor Business Survey Form.
9. Compile survey data into the Master Business Listing template. See the Appendix for the
current Master Business Listing created by PTG.
1. Finalize location for BAP – PIO Field Office.

2. Finalize BAP staffing plan and budget.
3. Begin production of approved BAP collateral materials.
4. Meet with BAP team, including project engineers, consultants and representatives of the
contractor to review the BAP Communications Plan, in particular, the section on Crisis
Communications. See Task 7 – Long-Term Management Issues for the Crisis
Communications Plan.

5. Designate a BAP spokesperson to speak to the media and the public on behalf of the project.
6. Finalize Working Group criteria. See Task 2 – Study Working Group and Advisory
Committee for a guide on how to undertake and accomplish this.
1. Set up and staff the BAP/ PIO Field Office.

2. Set up dedicated BAP website, such as the www.NorthCorridorProject.com. See Task 8 –
Community Outreach Techniques for a guide on how to do this.
3. Distribute announcements to businesses, residents and the media announcing the
establishment of the field office and the unveiling of the BAP website. See Task 8 –
Community Outreach Techniques for a guide.
4. Organize a plan for distributing BAP collateral materials throughout the community and
make all materials available for download on the BAP website.
5. Through the website, corridor mailings, etc. send out Working Group invitations and begin
the process of organizing the Working Group.
6. Organize a meet and greet event/public meeting so that the public can meet the BAP team,;
ask questions and get information.
7. Set up BAP Construction Information Hotline. See Task 6 – Construction Coordination
Program for a guide.
1. Organize a media tour.

2. Organize a kick-off celebration with elected officials, including elected officials, public and
non-profit agencies, and the public in attendance.
3.9.3 CONSTRUCTION PHASE
1. Conduct weekly meetings of the BAP team to discuss construction activity and upcoming
impacts to businesses and residents.
2. Create and send out notices regarding such activity as needed.
3. Hold quarterly meetings of the Working Group.
4. Hold quarterly public meetings with project engineers and consultants in attendance to
inform the public about construction activity and answer questions and concerns.
5. Resolve issues brought forth by the public, elected officials, and residents as needed.
6. Coordinate and supervise the Marketing and Technical Assistance portion of the BAP and
ensure that the needs of business owners are being met.
7. Coordinate with public utilities and other entities to distribute construction information to
businesses and residents along the corridor.
8. Meet monthly with MDT to discuss the BAP and the progress being made.

3.9.4 POST-CONSTRUCTION PHASE
1. Organize a grand opening event for the NCME with local businesses in attendance.
2. Follow-up with businesses and conduct exit interviews to find out how each impacted
business fared during construction.
3. Format plan(s) for local businesses to benefit from Transit Oriented Development (TOD)
opportunities around the stations as redevelopment occurs.

NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX A
APPENDIX A
LIST OF ACRONYMS
ADA Americans with Disabilities Act

BAC Business Assistance Center Finance Unit, City of Olympia, Washington
BAP Business Assistance Program
BEST Businesses for an Environmentally Sustainable Tomorrow Program, City of
Portland’s Office of Sustainable Development
CCP Crisis Communication Plan
CDFI Cascadia Revolving Fund, Inc.
CDT Connecticut Department of Transportation
CDBG Community Development Block Grant
CWA Clean Water Act
DBA Downtown Business Association
DEP Department of Environmental Protection
EIS Environment Impact Statement
EXPAN Expansion and Assistance Development Program, City of Phoenix
D Florida Department of Transportation
FDOT Final Environmental Impact Statement
FEIS Federal Highway Administration
FWHA Intermodal Surface Transportation Efficiency Act of 1991
ISTEA Miami-Dade County Transit
MDT Valley Metro Rail Inc.
METRO Metropolitan Planning Organization
MPO Management Technical Assistance Program, City of Salt Lake
MTAP Opa-Locka Community Development Corporation
OCDC Office of Community and Economic Development, Miami-Dade County
OCED Portland Development Commission
PDC Project Management Consultant
PMC Public Service Announcement
PSA Portland State University
PSU Parsons Transportation Group Inc.
PTG Record of Decision
ROD San Diego Trolley
SDT South Florida Regional Transportation Authority
SFRTA Scope of Work
SOW Tri-County Metropolitan Transportation District of Oregon
TRIME Variable Message Signs
T Work Zone Traffic Control Plan
VMS
WZTCP
BAP DEVELOPMENT PLAN - Draft A-1 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX A
BAP DEVELOPMENT PLAN - Draft A-2 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX B
APPENDIX B
NCME MASTER BUSINESS LISTING AND SURVEYS
Appendix B -1
Relocating Businesses
PARCEL BUSINESS TYPE OF

NUMBER NAME BUSINESS
101.001T Urban America LLP Northside Shopping Center
102001T U-Gas Gas/Convenience Store
102.002T A.Z. Auto Sales, Inc Used Car Sales
103.001T Excel Motors, Inc. Used Car Sales
103.002T Real Sales, Inc. Used Car Sales
104.001T 27 of Miami Corp d/b/a Used Car Sales
AutoWorld of Miami and Salvaged Car Sales
105.001T College Auto Sales Used Car Sales
107.001T AHR Auto Sales Used Car Sales
108.001T Interstate Blood Bank Blood Bank

108.002T Family Dollar Store Retail Store
109.001T Price Choice Grocery Store
111.001T Check Cashing USA – North Miami Financial Services
Center
112.001Ø MD Public Library Public Library
N. Central Branch
113.001Ø Tony’s South West Imports
114.001Ø No Name Bldg. Appears Vacant

115.001T Cano Motors, Inc. Used Car Sales
116.001T A. Quality Truck Sales Truck Sales

116.002T National Truck Center Truck Dealership
118.001T Preferred Auto Enterprise Used Car Sales and Salvaged Car
Sales
120.001T Chucho Auto Repairs, Inc General Auto Repair

122.001T Ruchi Truck Sales Truck Sales
125.001T Faith Prayer & Praise Deliverance Church
Cathedral Located on 2nd
Floor over Insurance Co.
125.002T Royal Palm Insurance Agency, Inc Insurance Company
125.003T Mini Market 27 Avenue Mini-Market & Café
125.004T Superior Drugs Drug Store
128.001T Auto Club of Miami, Inc. Used Car Sales & Mechanic
129.001T Citi AutoBank, Inc. Used Car Sales
130.001T La Caridad Hardware Corp. Hardware Store
130.002T Bahia Honda Supermarket Supermarket
130.003T R.J. Cash III Pawn Shop
Pawnshop
131.001T J&A Tires Enterprises Inc. Tire Sales/Repairs
BAP DEVELOPMENT PLAN - Draft B-1 July 28, 2008


131.002T Samy Paint & Tool Rental Paint & Tool Rental Store
131.003T New Way Auto Parts Auto Parts Sales
131.004T Fields House of Beauty Beauty Salon
131.005T Elegua Corp. Botanica Botanica / Dollar Store
131.006T New Style Barber Shop
131.007T Miami Seat Covers Seat Covers / Upholstery Business
131.008T Scarlett Auto Sales, Inc. Used Car Sales
137.001T Auto Pro’s Sales & Leasing Auto Sales & Leasing
138.001T S&A Oil Co. Gas/Grocery Store
140.001T Top Choice Furniture Furniture Store
143.001T Flipper Marine Business appears closed for business,
but PP items still remain
143.001T Eagle Auto Glass Auto Glass Repair
143.001T Solares Auto Sales, Inc. Used Car Sales
146.001T Best Cars Mart, Inc. Used Car Sales & Salvaged Car
Sales
146.002T G&G Quality Auto Sales Used Car Sales & Salvaged Car
Sales
147.001Ø Pedro Gonzalez Rental Apartment Units
156.001Ø Casimiro Saboya d/b/a Finishing Company

Best Finishers
157.001Ø MD County Public Schools Bureau Facility Operations & Maintenance

of Facilities Operations For
Miami-Dade
Public Schools
175.001T Delta Trucking Trucking Company
178.001Ø COPART Salvage Auction
179.001T Flea Market Auto Sales Used Car Sales
186.001T Runaway Tires, Inc. Tires Sales & Service
190.001T U-Gas Gas/Convenience Store

191.001T Caribbean Café Restaurant
192.001T Alpha Motor Fuel Corp d/b/a Gas/Car Wash & Convenience Store
Mobil Gas
193.001Ø Burger King Member #66 Restaurant
194.001T Porter’s Locksmiths Locksmith
195.001T Goodyear Tire Tire, Wheel & Automotive Repair
196.001T Mistral Auto Sales Used Car Sales
197.001T Price Choice Supermarket
200.001T Frye’s Tool Rental Tool Rental Sales & Repairs
201.001T J.R.C.V. Joint C.V. Joint & Car Repair
201.002T Supreme Gospel Car Wash Car Wash
204.001T Café Ru Yi Chinese Restaurant
205.001T Ball Appliance New & Used Appliance Sales &
Service
206.001T R&R Industrial Trucks, Inc Forklift Sales/
Service & Rentals
207.001T Mr. Wheels & Tires, Inc. Tire/Wheel Sales & Auto Repair


207.002T Medina & Delgado Corp. d/b/a Gas / Convenience Store
Westar
208.001T American Waste Service Waste Hauling
210.001T Creative Iron Works Metal Fabricators
211.001T McGee’s Diner, Inc. Restaurant

212.001T Ralph Signs Sign Manufacturer
213.001T Lucy’s Coin Laundry Laundry Mart
213.002T Maritza Market d/b/a Harry’s Convenience Store
Grocery/Beauty Supply
214.001T E & J Frames Auto Repair
214.002T A&A Kitchen Cabinets Kitchen Cabinets Manufacturer
231.001T. KFC Restaurant
232.001T Adtor d/b/a M&M Mini Mart Convenience Store
233.001T Walgreen’s Retail/Pharmacy
235.001T Bunche Park Plaza Shopping Center
235.002T Rent-N-Go Custom Wheels/Tires Retail
235.003T ZSA ZSA Fashion Fashion & Accessory Store
235.004T GBS’s Printing Services, Inc. Printers
235.005T Direct General Insurance Agency, Insurance Agency
Inc.
235.006T D&A Café Ruyi Chinese Food Chinese Restaurant
235.007T Jackson Hewitt Tax Service Tax Preparation
Office
235.008T Total Essence Hair Salon
235.009T Inkstinct Tattoos, Inc. Tattoo Parlor
235.010T Dept. of Highway Safety and Motor Division of Driver’s License
Vehicles
235.011T B&J Unisex Barber Shop Barber Shop
235.012T Bridging the Gap Academy Child Care Center
235.013T Praise & Evangelism Miracle Church
Ministries
235.014T Carol City’s Woman’s Solution Church
235.015T B&M Custom Cut Meats Supermarket
235.016T Victory on the Rock Ministry Church
235.017T Labor Ready Temporary Labor Agency
235.018T Fire Baptism & Truth, Inc. #5 Church
235.019T Cathedral of Love Christian Center Church
235.020T Unmarked Church
237.001T United Windows & Doors, Inc. Windows & Doors Retail
238.001Ø Bunche Park Auto & Truck Repairs Auto & Truck Repairs
244.001Ø Dade Corners Plaza Retail / Gas Station
250.001T My Tattoo Tattoo Parlor
251.001T FPL Power Station
254.001T Sunshine Gas Gas / Convenience Store
266.001Ø AutoZone Stores, Inc. Auto Parts Retail
268.001T Hi-Lo Bait and Tackle Bait & Tackle Shop
269.001T Furniture Power Furniture Retail Store
270.001T Taco Bell Restaurant Fast Food Restaurant


270.002T Fish City Restaurant Sea Food Restaurant
270.003T Advanced Auto Parts #9377 Auto Parts Retail
272.001Ø McDonalds Restaurant
274.001T U-Haul Center of Carol City Rental & Storage Business
275.001T Roshni Gasoline, Inc. d/b/a Valero Gas / Convenience Store
282.001Ø Calder Race Course Race Track
284.001T El Palacio Sports Hotel & Hotel / Conference
Conference Center Banquets
288.001T Clara Parker Residential
Tenant
308.001T School Board of Miami Dade Armory
County
311.001T Miami-Dade County Artist Resource Center and Boxing
Arts in the Park Program Center Youth Club House
324.001T A1A Quality Parts, Inc. Auto Parts Retail & Repair
327.001Ø Salvation Army Non-Profit-Used Goods Sales
337.001T Burger King Fast food restaurant

Appendix B-2
Remaining NCME Businesses during Construction
BUSINESS NAME ADDRESS OWNER BUSINESS TYPE

Between NW 79 Street
and 89th Street
A.V. Insurance Agency, 7803 NW 27th No match in property records Insurance agency
Inc. Avenue, Miami,
FL
Magic Shine 7879 NW 27 Akhtar Hussain & W Shahin Car wash
Avenue 2465 NW 7 St Miami Fl 33125-
(305) 835-8577 3150
Miami (Northside) DMV 7900 NW 27 7900 NW Ave LLC Driver’s license office
Avenue
Suite 150 30 Broad St 31 Floor
(305) 229-6333 New York, NY 10004
Northside One Stop Career 7900 NW 27 7900 NW Ave LLC Career assistance center
Center Avenue
(305) 693-2060 30 Broad St 31 Floor
New York, NY 10004
99 Cent Store 7900 NW 27 7900 NW Ave LLC Retail store
Avenue
30 Broad St 31 Floor
New York, NY 10004
Juanita Mann Health 7900 NW 27 7900 NW Ave LLC Health services
Service Center Avenue
#419 30 Broad St 31 Floor
New York, NY 10004
Allied Medical Equipment 7900 NW 27 7900 NW Ave LLC Manufacturing
Avenue
#169 30 Broad St 31 Floor
New York, NY 10004
Food Fair 8001 NW 27 Salvation Army Grocery store
Avenue 2236 NW Miami Ct
Miami, FL 33127-4924
Cruiser Auto Sales 8301 NW 27 Guillermo Marrero Car dealership
Avenue 8301 NW 27 Ave Miami FL
N/A 33147-4156
27 Avenue Motel 8929 NW 27 Dipali Inc Motel
Avenue 8929 NW 27 Ave
(305) 691-6080 Miami FL 33147-3557
College Auto Sales 9050 NW 27 CMCC Ventures Ltd Car dealership
Avenue 9050 NW 27 Ave Miami FL
(305) 694-0000 33147-3502
Best Used Trucks 9091 NW 27 Peaceful Zion Best Used Trucks
Avenue MIS Baptist Church Inc
(786) 318-1338 2400 NW 68 St
Miami, FL 33147-6859
Griffin Auto, Inc. 9091 NW 27 Peaceful Zion Car dealership
Avenue MIS Baptist Church Inc
305-696-2520 2400 NW 68 St
Miami FL 33147-6859
Nica Motors 9301 NW 27 Tetra R Investments Car dealership


Miami FL 33147-3003
LP Auto Corp. 9333 NW 27 The Fly High Fam Ltd Car dealership
Avenue Part #5
(305) 693-2443 1835 S Ocean Blvd A Delray
Bch, FL 33483
J&R Auto Services 9495 NW 27 Matthew Nestler Auto Repair
Avenue Le Rem Janet Nestler
(305) 696-9700 Appelbaum &Etal
7280 Jacaranda Ln
Miami Lakes, FL 33014-2605
Best Price Auto Sales 9621 NW 27 Miguel Vera Car dealership
Avenue 295 E 57 St
(305) 693-2221 Hialeah, FL 33013-1237
Osayin Pharmacy Discount 9627 NW 27 No Match In Property Records Pharmacy
Avenue
(305) 691-9762
Magnific Motors 9641 NW 27 Antonio Samuel Suarez Car dealership

Miami, FL 33147-1260
CANO Motor, Inc. 9741 NW 27 Neil Lustig Car dealership
Avenue 11918 Glenmore Drive Coral
(305) 691-1314 Springs, FL 33071
Preferred Auto Sales 9800 NW 27 R D K Inc Car dealership
Avenue 8549 Via Brillante Wellington,
FL 33411
House of Imports 9815 NW 27 No Match In Property Records Car dealership
Avenue
(305) 691-4778
General Auto Credit 9901 NW 27 Juan F Diaz & Car dealership
Avenue J & L Auto Sales Inc
7290 NW 54 St
Miami, FL 33166
Elite International 9915 NW 27 Alan J Kamins &W Hannelore Car dealership
Enterprises Avenue 8549 Via Brillante
(305) 642-6700 Wellington,FL 33414
R&R Car Sales 9937 NW 27 Alan Kamins &W Hannelore Car dealership
Avenue 8549 Via Brillante Wellington,
FL 33411
New Image Motor 9950 NW 27 Abel Arias Car dealership
Avenue 651 Swan Ave
Miami Springs, FL
33166-3934
Sun One Auto Sales 10000 NW 27 Thomas C Koujales Car dealership
Avenue 2305 Parkside Pl Indian Harbor
Bch, FL 32937
Japanese Auto Sales 10019 NW 27 Thomas C Koujales Car dealership
Avenue 2305 Parkside Pl Indian Harbor
(305) 691-7775 Bch, FL 32937
Miami Car Depot 10101 NW 27 Comanche at 10101 Car dealership
Miami, FL 33147-2154
Benji Auto Sales 10301 NW 27 Comanche at 10301 Car dealership


305) 836-3950 Miami, FL 33147-2154
Solares Auto Sales 10416 NW 27 Carmine & Carmela Car dealership
Avenue Tino Co-Trs
3660 Brennan Dr Melbourne,
FL 32934
JK Auto Sales 10495 NW 27 Rosa C Marin Car dealership
Avenue 1001 W 60 St
Hialeah, FL 33012
G&G Quality Auto Sales 10534 NW 27 Comanche at 10534 Car dealership
(305) 758-7501 Miami, FL 33147-2154
Adrien’s Hair Salon 10843 NW 27 No Match In Property Records Hair salon
Avenue
(305) 688-5339
Alecia Beauty Salon 11025 NW 27 No Match In Property Records Hair salon
Avenue
(305) 681-0174
Carlink Motors 11249 NW 27 Emmanuel Imana Car dealership
Avenue 11510 W Biscayne Canal Rd
(305) 688-7624 Miami FL 33161-6666
Edwin Auto Sales 12931 NW 27 Edwin Ortiz &W Maria Car dealership
Avenue 2982 E Lake Vista Cir
(305) 681-2557 Davie, FL 33328
Pop’s One Stop Car Wash 13950 NW 27 Ray A Schlichte III Car wash
(305) 688-3873 Opa Locka, FL 33054-3651
GBG’s Printing 15982 NW 27 No match in property records Printing
Avenue
(305) 622-8808
Bunche Park DMV 16000 NW 27 No match in property records Driver’s license office
Avenue
(305) 229-6333
Sheri Restaurant 16595 NW 27 No match in property records Restaurant
Avenue
Shell Gas Station 16701 NW 27 Motiva Enterprises LLC Gas station
Avenue 1100 Louisiana
(786) 428-0170 Houston, TX 77002
Admiral Insurance 17340 NW 27th Angelo Lavecchia &W Susan Insurance agent
(305) 621-2939 Miami Gardens, FL 33056-4065
Esther’s Restaurant 17721 NW 27 17751 Properties Inc restaurant
Miami, FL 33056-4009
Domino’s Pizza 17845 NW 27 Shops of 27 Ave Inc Pizza franchise
Avenue 17355 NE 9 Ave
No Miami Beach, FL 33162-
2138
Power Sound 18000 NW 27 82 Sl Associates of Florida Auto sound store
Avenue 2734 W Miami Gardens Dr Opa
Locka, FL 33056
Resident, 18057 NW 27 No Match In Property Records Private resident
Avenue
Mi Yard Restaurant 18085 NW 27 Michael A Stahl &W Barbara K Restaurant
Avenue


183rd Street Flea Market 18200 NW 27 Property Capital Trust Flea market
Avenue 82 Sl Associates
2734 E Miami Gardens Dr Opa
Locka, FL 33056
Annette Willis Insurance 18401 NW 27 Willis Family Limited Insurance agent
Avenue Partnership
(305) 625-2403 & Sheldon & Annette Willis
18401 NW 27 Ave
Miami, FL 33056-3102
Miami Gas Station 18553 NW 27 No Match In Property Records Gas Station
Avenue
Brandsmart 18560 NW 27 So Bell Tel & Tel Co Retail chain store
Avenue Tax Adm Office
1155 Peachtree St Ne #16g
Atlanta, GA 30309
Café Mekong 18587 NW 27 No Match In Property Records Restaurant
Avenue
Manny’s Car Wash 18597 NW 27 No Match In Property Records Car wash
Avenue
(305) 626-9384
Eagle’s Landing 18800 NW 27 No Match In Property Records Affordable housing
Avenue
Calder Race Course 21001 NW 27 Calder Race Course Inc Racing establishment
Avenue Po Box 1808 Carol City Brch
(305) 626-8989 Opa Locka, FL 33055-0500
American Totalisator 21001 NW 27 Calder Race Course Inc Manufacturing
Company Avenue PO Box 1808
(305) 620-4511 Carol City Brch
Opa Locka, FL 33055-0500
World Ford 21001 NW 27 Calder Race Course Inc Car dealership
Avenue PO Box 1808
(305) 625-2275 Carol City Brch
Opa Locka, FL 33055-0500

Appendix B-3
NCME Corridor Business Survey Form
In an effort to introduce the BAP to the community, a survey of all businesses and residents
along the corridor will be coordinated and conducted by MDT. To collect the most
comprehensive data, a customized form was developed for use by MDT during the survey.
Corridor Business Survey Form
Name of Business: _______________________________________________________
Parcel #: _____
Street Address:
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
City: ________________ State: _________________ Zip: ___________________
Telephone: ____________________________
E-mail: _______________________________
Relocating: __________ Remaining: ____________
SURVEY RESPONDENT INFORMATION:
Survey Respondent Name: ________________________________________________
Position with Business: ___________________________________________________
Owner: __________ Tenant: ____________
Race: __________
Type of Business:
___ Sole proprietor ____ Partnership _____ Corporation _____ Franchise/Chain
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Services provided:
_____________________________________________________________________________

_____________________________________________________________________________
______________________________________________________________
How long have you been in business?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
What are the average net earnings at this location?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Number of employees: ________ Full-time ________ Part-time
LOCATION:
How long have you been at this location? _________ (Months) _________ (Years)
Why did you choose this location?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Do you have other locations of this business that are NOT being acquired by MDT?
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
What are the advantages/pros of this location?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
What are the disadvantages/cons of this location?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Has the neighborhood the neighborhood changed since you’ve been here?
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
If so, how has it changed?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Is this the ideal location for your business or do you feel that you must remain here because of
certain limitations?
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
What are those limitations?
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
PARKING:
Is there parking at your location?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
If so, do you own the parking lot?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Do you lease or own your parking spaces? _______ Lease _____ Own
If so, how many spaces ____________
Do you have a loading zone? ________
If so, what are the peak hours for deliveries? ___________
SPECIAL REQUIREMENTS:
Are there any special requirements that you have?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
What chemicals do you use or store on this site?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________

Do you need special handling? ______ Yes ______ No
Is the interior or exterior of your business sufficient? ____ Yes _____ No
If no, how would you improve it?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Are the utilities at your business adequate? _____ Yes ______ No

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Is the sewage at your business adequate? ______ Yes ______ No

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
POTENTIAL BUSINESS RELOCATION:
What, in your opinion, is the potential of the NW 27th Avenue corridor?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Do you plan to relocate or terminate your business in the near future?
Is your business financially able to support a voluntary move?
TRANSIT:
What if you opinion of mass/rapid transit?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
ORANGE LINE PHASE II – NORTH CORRIDOR METRORAIL:
Are you aware of the Metrorail Extension Project scheduled to begin construction in 2011?
______ Yes ______ No

How do you feel about the project coming through here?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
How did you hear about it?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Do you feel you are well-informed about the project? ________ Yes _______ No
If no, how can Miami-Dade Transit do a better job of keeping you

informed?_____________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________
Do you participate in community meetings? ______ Yes ______ No
If no, why not?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Do you believe the Metrorail project will benefit your business? ______ Yes _______ No
If no, why not?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Have you been exposed to public transportation in any other city? _____ Yes _____ No
What type of transit was it?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Was it a positive or negative experience? ________ Positive _________ Negative
Where else in Miami-Dade County do you think rapid transit should or could be
implemented?__________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________

BUSINESS ASSISTANCE:
If you could, what would you do to enhance your business?

_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Have you participated in a business assistance program?
Check all that apply:
Section 108 Loan ________

Stability Loan ________
Mom & Pop Grant ________
Commercial Rehabilitation ________
Community Development Block Grant ________
Community Revolving Loan Fund ________
Other___________________________________________________________________
_______________________________________________________________________
_______________________________________________________
None ________
How did you learn about the business assistance program you participated
in?___________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________
Did you experience an improvement in your business status as a result of your participation in
the program? ______ Yes ______ No
If so, in what way?
______ Revenue increase

______ Capital improvement
______ Workforce experience
Comments:
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
If you DID NOT experience an improvement, what do you attribute this to?
_______ Change in the market

_______ Change in the economy
_______ Inadequate assessment of position
_______ Inability to follow-through with your business plan

Comments:
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________
If you did experience in your business, what do you attribute that to?
________ Financial assistance

________ Technical assistance
________ Commercial rehabilitation
________ Inventory/Equipment purchase
________ Marketing
________ Change in the market
Comments:
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
Did you partake in any technical assistance programs provided by the State, County or any other
service provider? _______ Yes ______ No
If yes, please identify the specific source and type of assistance:
Source: __________________
Type: __________________
Do you feel technical assistance should become a mandatory part of the business assistance
programs? _______ Yes _______ No
Comments:
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
What would be most helpful to your business at this time?
Technical assistance (bookkeeping, business plan, marketing, etc.) ______

Low interest financing ______
Workforce training ______
Soft skill training (customer service, workshops, etc.) ______
Improvements to operations or infrastructure? ______
Do you need help with implementation? ______

Comments:
_____________________________________________________________________________
_____________________________________________________________________________
______________________________________________________________
How much time are you willing to devote, on a weekly basis, to improving your business skills
and your business overall? ______ (hours per week)
What would prevent you from taking advantage of the various opportunities?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
___

NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX C
APPENDIX C
BUS STOP ACTION NOTIFICATION FORM
BUS STOP ACTION NOTIFICATION
On or about May 2, 2014, construction of the North Corridor Metrorail Extension Project
will create delays along Route 97 – The N.W. 27th Avenue Max.
DETOUR ROUTE:
A detour route has been created as follows:
(Insert MOT detour information in this section of the notification form)
QUESTIONS OR CONCERNS:
Miami-Dade Transit Agency
Overtown Transit Village
701 NW 1st Court
Miami, Florida 33136
(786) 469-5550
www.NorthCorridorProject.com
BAP DEVELOPMENT PLAN - Draft C-1 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX D
APPENDIX D
INDEX OF CONTACTS & REFERENCES
TASK 1 – SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION
 EarthTech, Pat Masters, 305-592-4800

 Miami-Dade County Transit, Naomi Wright, (786) 469-5454
TASK 2 – BAP WORKING GROUP AND ADVISORY COMMITTEE
 DART Blue Light Rail Line, Dallas Area Rapid Transit Authority, Community Affairs,
214-749-2543
 San Diego Trolley, City of San Diego, Office of Small Business, Economic Development
Division, Infrastructure Impact Program, 619-236-6700, sdbusiness@sandiego.gov
 I-205/Portland Mall LRT Project, Tri-County Metropolitan Transportation District of
Oregon, Community Affairs Department, Ann Becklund, Director, 503-962-2150,
becklunda@trimet.org
 Central Phoenix/East Valley LRT Project, Community & Economic Development
Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business
Outreach Coordinator, 602-495-8213, eseibel@metrolightrail.org
TASK 3 – LEGAL MITIGATION LIMITS AND PROCESSES
 Patricia Prochnicki, Miami-Dade County Countywide Business Road Impact Assistance

Loan Program, by telephone at (305) 375-3373, e-mail at bproch@miamidade.com.
 Scott Brand, South Miami Busway, (305) 242-7232, e-mail at:

scott.brand@buswayconstruction.com
 The Connecticut Department of Transportation, Community Affairs, 860-594-2000
 The New York State Department of Transportation Congestion Mitigation and Air Quality
Program, Administration, 518-388-0342
TASK 4 – POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS
 Miami-Dade County Office of Community and Economic Development, (786) 469-2100

 Florida Department of Community Affairs, (850) 488-8466
 GreenStar, Inc. (907) 278.7827
 The City of Portland’s Office of Sustainable Development, (503) 823-7222
 The City of Phoenix Expansion and Development Program, (602) 262.5040
BAP DEVELOPMENT PLAN - Draft D-1 July 28, 2008

NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX D
 Miami-Dade County Countywide Business Road Impact Assistance Loan Program (305)
375-3373
 The Miami-Dade County Board of County Commissioners
 The Governor’s Office of Tourism, Trade and Economic Development
 Enterprise Florida, 850/487-2568
 City of Olympia, Washington Business Assistance Center Finance Unit, 360-725-4100
 City of Salt Lake, Management and Technical Assistance Program, 801.535.7757
TASK 5 – EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS
 DART Blue Light Rail Line, Dallas Area Rapid Transit Authority, Community Affairs,
214-749-2543
 San Diego Trolley, City of San Diego, Office of Small Business, Economic Development
Division, Infrastructure Impact Program, 619-236-6700, sdbusiness@sandiego.gov
 I-205/Portland Mall LRT Project, Tri-County Metropolitan Transportation District of
Oregon, Community Affairs Department, Ann Becklund, Director, 503-962-2150,
becklunda@trimet.org
 Central Phoenix/East Valley LRT Project, Community & Economic Development
Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business
Outreach Coordinator, 602-495-8213, eseibel@metrolightrail.org
 Houston Tomorrow, Gulf Coast Institute, David Crossley, President, 713-523-5757,
crossley@gulfcoastideas.org
 Germantown Avenue Revitalization Project, Coalition to Save Germantown Avenue,
Lizza Robb, Coordinator, lizza@cresheimcottage.com
TASK 6 – CONSTRUCTION COORDINATION PROGRAM
 Central Phoenix/East Valley LRT Project, Community & Economic Development Department
(CEDD), METRO Business Outreach Program, Erin Seibel, Business Outreach Coordinator, 602-
495-8213, eseibel@metrolightrail.org
 Bonnie Arnold, South Florida Regional Transportation Authority, Director of Marketing,
arnoldb@sfrta.fl.gov, (954) 942-RAIL.
BAP DEVELOPMENT PLAN - Draft D-2 July 28, 2008

Tasha Cunningham - Public Involvement Specialist

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NORTH CORRIDOR METRORAIL

CONTRACT NO. TR05-NCPE

BUSINESS ASSISTANCE PROGRAM

Revised Draft: July 28, 2008

Chapter Topic Page #

BAP DEVELOPMENT PLAN - DRAFT i July 28, 2008

3.6 - Construction Coordination Program (Task 6).......................................................................34

LISTING OF EXHIBITS AND TABLES

 Exhibit 2-1 NCME BAP Plan Development Schedule

Appendix A-List of Acronyms

BAP DEVELOPMENT PLAN - DRAFT ii July 28, 2008

1.0: EXECUTIVE SUMMARY

BAP DEVELOPMENT PLAN - DRAFT 1-1 July 28, 2008

BAP DEVELOPMENT PLAN - DRAFT 1-2 July 28, 2008

OVERVIEW OF THE NCME BUSINESS ASSISTANCE PROGRAM

Typical adverse construction impacts can include:

1. Closure of street and sidewalk access;

BAP DEVELOPMENT PLAN - DRAFT 2-1 July 28, 2008

BAP DEVELOPMENT PLAN - DRAFT 2-2 July 28, 2008

BAP DEVELOPMENT SCHEDULE - DRAFT 2-3 July 28, 2008

BAP DEVELOPMENT SCHEDULE - DRAFT 2-4 July 28, 2008

BAP DEVELOPMENT SCHEDULE - DRAFT 2-5 July 28, 2008

BAP DEVELOPMENT SCHEDULE - DRAFT 2-6 July 28, 2008

BAP DEVELOPMENT SCHEDULE - DRAFT 2-7 July 28, 2008

BAP DEVELOPMENT SCHEDULE - DRAFT 2-8 July 28, 2008

3.0: SCOPE OF SERVICES

3.1 - SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION (TASK 1)

3.1.1 STUDY WORKING GROUP AND ADVISORY COMMITTEE

3.1.2 LEGAL MITIGATION LIMITS AND PROCESSES

3.1.3 POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS

BAP DEVELOPMENT PLAN - DRAFT 3-1 July 28, 2008

3.1.4 EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS

3.1.5 CONSTRUCTION COORDINATION PROGRAM (CCP)

3.1.6 LONG-TERM BAP MANAGEMENT

3.1.7 COMMUNITY OUTREACH TECHNIQUES

BAP DEVELOPMENT PLAN - DRAFT 3-2 July 28, 2008

3.1.8 PLAN COMPLETION AND ADOPTION

BAP DEVELOPMENT PLAN - DRAFT 3-3 July 28, 2008

3.2 - BAP WORKING GROUP AND ADVISORY COMMITTEE (TASK 2)

3.2.2 ORGANIZATION AND PURPOSE

BAP DEVELOPMENT PLAN - DRAFT 3-4 July 28, 2008

3.2.3 WORKING GROUP OBJECTIVES

3.2.4 MEMBERSHIP CRITERIA

3.2.5 INFORMATION MANAGEMENT

3.2.6 SCHEDULE OF IMPLEMENTATION

BAP DEVELOPMENT PLAN - DRAFT 3-5 July 28, 2008

• Financial assistance incentives and programs

BAP DEVELOPMENT PLAN - DRAFT 3-6 July 28, 2008

3.3 - LEGAL MITIGATION LIMITS AND PROCESSES (TASK 3)

FEIS Topic General Mitigation Provisions Specific Actions And Comments

BAP DEVELOPMENT PLAN - DRAFT 3-7 July 28, 2008

FEIS Topic General Mitigation Provisions Specific Actions And Comments

BAP DEVELOPMENT PLAN - DRAFT 3-8 July 28, 2008

FEIS Topic General Mitigation Provisions Specific Actions And Comments

BAP DEVELOPMENT PLAN - DRAFT 3-9 July 28, 2008

FEIS Topic General Mitigation Provisions Specific Actions And Comments

BAP DEVELOPMENT PLAN - DRAFT 3-10 July 28, 2008

FEIS Topic General Mitigation Provisions Specific Actions And Comments

BAP DEVELOPMENT PLAN - DRAFT 3-11 July 28, 2008

FEIS Topic General Mitigation Provisions Specific Actions And Comments

3.3.2 OVERVIEW OF CURRENT TRANSPORTATION MITIGATION POLICIES AND LAWS

BAP DEVELOPMENT PLAN - DRAFT 3-12 July 28, 2008

3.3.3 CURRENT COUNTY MITIGATION EXAMPLES

South Miami-Dade Busway Project2