THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT · THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT 3 INTRODUCTION: A WORD FROM CG/LA INFRASTRUCTURE CEO & CHAIRMAN Each year, CG/LA Infrastructure

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THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT

THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT

TABLE OF CONTENTS

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Introduction: A Word From CG/LA Infrastructure CEO & Chairman

Strategic 50: 8 Ways of Investing Private Capital in the US Infrastructure Marketplace

Strategic 50: Strategic 50 by the Numbers

Strategic 50: Mapped Project Benefits

Strategic 50: List of 50 Projects

Blueprint 2025 2X Leadership Forum in Washington DC

3THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT

INTRODUCTION: A WORD FROM CG/LA INFRASTRUCTURE CEO & CHAIRMANEach year, CG/LA Infrastructure produces a list of the Strategic 50 most important infrastructure projects in the U.S. In doing do, we believe that these projects, rightly selected and efficiently executed, will create the foundation for our nation’s future productivity. Currently the overall diagnostic for our market is challenging, to say the least:

- We invest only 1.3% of our GDP in infrastructure (roughly $250 billion/year),- The country is nearly $20 trillion in debt, with the trend increasing, - We also have (conservatively) $19 trillion in non-performing public assets.

The positive opportunity however, is also extraordinary. Between pension and life insurance funds, the U.S. has $24 trillion in savings, at least 10% ($2.4 trillion) of which could be used for long-term, stable return, infrastructure investments. Even more importantly, with the advent of 5G and the digitization of the infrastructure market, we are on the cusp of extraordinary changes that will revolutionize jobs, mobility, business creation, and tax revenues across the infrastructure landscape.

Why not select strategic projects and get moving? Many of these projects — in transport, power, water, and digital — are private investment projects. What we hope to show is that a focus on specific projects — 5G, Texas Central, SeaOne, and Cadiz Water Conveyance — will unleash a new entrepreneurial ecosystem in infrastructure, driven by new technology, new visions, a new focus on the user experience, and more resourceful financing structures.

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Snapshot of infrastructure projects across North America on GViP

Just by getting the projects in this report up and running (nearly $290 billion in opportunities) we would create extraordinary economic value:

- Doubling the level of infrastructure investment, - creating new model projects that would spark the imaginations of developers around the country, - creating new businesses and accelerating the profitability of existing businesses, driving risk-taking and innovation, and- generating an entirely new financial and technological ecosystem around our infrastructure marketplace.

The report is designed to provide decision-makers, both public and private, with a visceral sense of how close we are to doubling our level of infrastructure investment. The overall process is to engage people from around the country — and not just the infrastructure community — in seeing these projects and imagining the results for their communities of the projects being built. The results are informative because they emerge on three levels: direct job creation (for example, Texas Central will create at least 10,000 jobs, and the Gateway Program (Hudson Tunnel alone) will create 72,000 direct jobs); indirect job creation, including jobs all over the country for goods and services (see map below for the Texas Central project); and finally the creation of more than 7 times that investment over the 30 or 40-year life of each project. Imagine how all 50 projects will light up Congressional districts throughout the U.S. for the next 30-40 years - and then imagine the next 50 projects.

Moving forward, the Strategic Projects Report creates a year-long work stream for our members, including the design of the Blueprint 2025 2X Leadership Forum, bringing everyone together to chart the critical path forward. This is a critical path that would yield 2.3 million direct jobs, with an eventual market of nearly $900 billion, by 2029.


STRATEGIC 50: 8 WAYS OF INVESTING PRIVATE CAPITAL IN THE US INFRASTRUCTURE MARKETPLACE

Over the last 24 months, CG/LA Infrastructure has developed a 21st century infrastructure model for the U.S. across federal, state and municipal assets. We’ve done this through our Blueprint 2025 vehicle, working with nearly 100 private and public CEOs to build this dynamic new paradigm. Overall, it is based on private investment, leveraging the $24 trillion in pension and life insurance funds available to the infrastructure market. Our initiative will highlight tangible recommendations based on various action streams. The driving financial force will be private infrastructure investment through eight distinct channels. To date the U.S. has allowed very little private investment (e.g. class 1 railways, electricity generation), with nearly 80% of the market ring-fenced from private participation. We believe this must dramatically change over the next few months and years. Through our Blueprint 2025 vehicle we produce an annual list of 50 priority projects. The 2019 list yields approximately $290 billion in investment opportunities, creating as many as 700,000 direct jobs. Moreover, throughout the Blueprint process it has become obvious that policymakers are unaware of the range of private investment channels available to a country as prosperous and stable as the U.S. This short paper identifies those eight opportunities (virtually all of which are stronger, in terms of investment potential, than PPPs).


1. Direct Investment (greenfield)

The simplest, most straightforward way for a private developer: find a project opportunity and build it. The cluster of transmission line projects on our list are examples of simple direct investment. Example: U.S. Class 1 Railways; Electricity Transmission (Plains & Northern)

2. Monetization (brownfield)

The U.S. has a stock of roughly $17 trillion in public assets. Many of these assets do not have the funds for adequate, let alone optimal, maintenance. The U.S. Army Corps of Engineers and Department of the Interior hydro-facilities, for example, are aging, averaging 50 - 60 years, and should be re-powered. One option to accelerate investment is to begin a strategic privatization program, circumventing the limitations of public balance sheets. Such a program could involve all systems that are critical to the economy (e.g. hydropower, ports, waterways), but public authorities do not have the capital to maintain.Example: Federal hydropower assets, national parklands, water resources, Soo Locks.

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3. Asset Recycling (brownfield)

Similar to above, this strategy involves putting assets in play for economic growth, but avoids full ‘privatization.’ For example, think of tolling I-95 through a private operator or doing something similar with the tunnels around New York to fund the Gateway tunnel. This is an Australian model, with some potential. With that being said, it won’t be realized without increased stakeholder confidence in a revitalized and modernized public sector. Example: Airports, Seaports, along with the above highway privatization examples.

4. Performance Contracting (brownfield O&M)

This is a vastly underutilized mechanism where the private sector takes the risk of assessing and replacing old equipment in a system (transit, water, etc.). Once completed, they are paid a percentage of the productivity improvement. Hydro-electric plants owned and (inefficiently) operated by the budget-constrained U.S. Army Corps of Engineers are an example, as are the $120 billion or so in “state of good repair” project needs for aging U.S. transit systems.Example: Transit authorities, water authorities, military and federal government - financing equipment renewal (also works for financing Internet of Things opportunities for cities).

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5. Land Value Capture (greenfield, brownfield)

Closely associated with transit developments in Hong Kong and Singapore, this method was used previously in the U.S. to fund streetcar systems. The mechanism utilizes an increase in the value of land caused by the infrastructure development to pay for the asset/system. Example: Texas High Speed Rail, almost any metro station (air rights, etc.)

6. Public-Private Partnerships (PPPs) (greenfield, brownfield)

The weakest of the eight mechanisms, but perhaps the most versatile. PPPs are tedious and complex agreements that have proven to be unproductive in the context of the U.S. economy. Only four P3’s closed in the U.S. last year, and one the previous year (P3’s originated in the U.K., and they are doing away with the model). The LaGuardia airport modernization project is a U.S. example, while French lock and dam improvements use PPPs as well. Example: Mostly transportation — highways, bridges and tunnels — but also potentially airports and transit systems.

7. Special Purpose User Fee (greenfield, brownfield)

There are numerous projects where identifiable private sector users would benefit enormously from specific improvements (e.g. dredging, deepening a tunnel, widening a bridge). Similarly, there is likely scope to increase investment in these systems by creating or recalibrating a user surcharge — with a sunset provision — to pay for specific improvements. Raising the Howard Street Tunnel outside of Baltimore 2.5 inches to benefit container rail freight (and shippers) is one such example.Example: One time improvements - e.g. raising the Howard Street Tunnel by 2.5 inches

8. Long-term Lease (greenfield, brownfield)

In a long-term lease arrangement, the private sector owns an asset (e.g. rolling stock for transit systems) as well as ensures both fleet operations and maintenance, and specified quality. This mechanism should be much more prevalent in the U.S., particularly given the state of public assets. One example is the recent Washington DC Metro decision to build Silver Line rolling stock on a long-term lease basis.Example: Any federal, state, or municipal asset. Including Native American schools and hospitals, rolling stock, and other discrete assets with equipment heavy requirements.___

In sum, the U.S. infrastructure market is at an inflection point. With $22 trillion in debt, a transformative digital sector, and new private financing mechanisms we need to double our level of investment. This should be done through technology and financial innovation - dramatically transforming the size, nature, and players in our infrastructure market.


STRATEGIC 50: STRATEGIC 50 BY THE NUMBERS The Strategic 50: By Sector

Infrastructure projects act as the backbone of the U.S. economy, spurring growth and activity nationwide with far reaching impact. Evaluating the data behind our Strategic 50 US Infrastructure Projects list illustrates ongoing efforts as well as areas we ought to place more attention towards rectifying industry shortcomings. This section outlines several trends from our Strategic 50 list worth noting.

Leading our list in value was the Water & Wastewater sector, worth approximately $81 billion (Chart 1). A large portion of that comes from the US Army Corps of Engineers (USACE) $30 billion reservoir effort. Highways, Bridges & Tunnels ranks second, amounting to roughly $44 billion, with over half of that coming from the Port Authority of New York & New Jersey’s Gateway Program. Renewable energy projects ranked third totaling $40 billion, 75 percent of which is the USACEs hydropower infrastructure push. The Rail sector, with a strong showing from Texas projects such as the Texas Central Railway and Cotton Belt Regional Rail, also had a strong presence on the list totaling $37.5 billion. On the other end of the spectrum, Ports & Logistics projects amounted to a little over $3 billion, while Urban Mass Transit projects were slightly higher at $5.5 billion. Considering both sectors move our nation’s goods and people, unlocking higher levels of private investment in these areas deserve just attention for future prospects of the US economy.

It is important to not only assess the gross value of the sectors but also take into account the quantity of projects within them. Our rankings take a different turn when looking at average values (Chart 2). Rail projects have the highest average value at $12.5 billion per project, indicative of the immense scale of construction efforts undertaken in high speed rail pursuits in particular. Highways, Bridges & Tunnels retains second position, just edging Water & Wastewater projects in third. Once again, Urban Mass Transit and Ports & Logistics ranked last.

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Notes: Water includes Wastewater projects, HB&Ts = Highways, Bridges and Tunnels, Economic = Economic Infrastructure, UMT = Urban Mass Transit, P&Ls = Ports & Logistics.

Chart 1: Sector Value & Frequency

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Chart 2: Average Value by Sector


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A key trend worth examining is on ownership structures across the aforementioned infrastructure sectors. Overall, public/private collaborative projects represent the largest group among number of total projects with 22 projects (Chart 3). This classification includes some of the key agencies driving crucial projects such as: USACEs nationwide projects, The Gateway Program, and the Cotton Belt Regional Rail, as well as some other notable efforts like the California Waterfix. Private projects rank second with 15, led by the privately funded Texas Central Railway and SeaOne Gulfport initiatives. Public projects rank third, yet with a sizeable total of 13 projects. Notable projects include The Louisiana Coastal Protection and Restoration and Washington D.C.s Union Station.

In terms of ownership structure across the sectors, our list is quite varied (Chart 4). 6 of the 11 Water & Wastewater projects are owned by the public sector, while only 1 is private. Likewise, Economic Infrastructure projects also have a strong public sector presence with 3 of the 4 falling into that category. Highways, Bridges & Tunnel projects are primarily public/private in nature, as are Renewable and Airport projects. Although Highway, Bridge & Tunnel as well as Airport projects typically fall into this designation due to the public good component, the variation in Renewable projects as mainly public/private indicate a greater public interest in clean energy generated in states such as Colorado, Nevada, and Wyoming to diversify sources in meeting growing energy demands. From the private project perspective, 100 per cent of the Oil & Gas, 75 percent of the Transmission, and 66 percent of the Rail sectors on our list fall into this group. The private sector led projects in Oil and Gas in particular are strengthened by the large role of private equity, channeling capital into upstream and midstream projects.

Notes: Sectors include Airports, Oil & Gas, Transmission, Tenewables, Highways, Bridges and Tunnels, Ports & Logis-tics, Rail, Urban Mass Transit, Water & Wastewater, Econo-mic Infrastructure, and Telecommunications.

Chart 3: Project Ownership Structure

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Chart 4: Ownership by Sector


The Strategic 50: By Region

The immense size and diversity of the United States transcends unique challenges and opportunities in meeting the country’s infrastructure demands. Again, the data behind our projects provides insight into where top projects are being structured throughout the nation and perhaps where we could be doing more. Unsurprisingly, Nationwide projects had the highest value on our list, coming in slightly under $70 billion (Chart 5). These are projects such as USACE initiatives, the Federal Communications Commission’s private 5G network 1, and the Department of the Interior’s Indian School Rehabilitation program. The Northeast ranks second with approximately $64 billion in value, South Central third with $46 billion, with the West and Southeast rounding out the top 5 separated by a few million dollars. Conversely, the Midwest and Mountain regions are the bottom two worth $18 and $17 billion, respectively.

The average value by region paints a similar picture to the gross value rankings, however the biggest change came from the Southeast region jumping from fifth to second with an average value of $8 billion per project (Chart 6). Once again, the bottom two are the Midwest and Mountain regions with an average project value of around $3 billion and $2 billion.

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Notes: Nationwide projects impact the entire country; Northeast = New York, Maine, New Jersey, Massachusetts, Maryland, Pennsylvania, and District of Columbia projects; South Central = Texas and Louisiana projects; Southeast = Mississippi, West Virginia, North Carolina, Florida, and Georgia projects; West = California, Oregon, and Washington projects; Midwest = Illinois, North Dakota, South Dakota, Iowa, and Michigan projects; Mountain = Colorado, Nevada, Utah, and Wyoming projects.

Chart 5: Region Value & Frequency

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Chart 6: Average value by region

1 A crucial development in the 5G discussion, announced after our research phase, is the Federal Communications Commission 5G spectrum airwave auction, along with a rural $20.4 billion rural broadband fund to bolster connectivity across the US. This ties into the April 30th $2 trillion bipartisan bill announcement, emphasizing rural broadband for all Americans as one of its key programs. The implications of deploying a 5G network across the country are significant, delivering wireless speeds 100 times faster than contemporary mobile internet, enabling smart city development for example.


The final pieces to the puzzle are ownership structures and project types by region (Chart 7 & 8). The Northeastern region had the highest number of projects on our list with 12, highlighting its importance as the economic stronghold of the U.S. 66 percent of these projects were public/private in nature, with the remaining projects evenly split between private and public. By type, out of the 12 projects a third are Highways, Bridges & Tunnels. Furthermore, every single project within the Northeast has some transportation element besides the FBI New Headquarters, indicating its centrality to the movement of goods and people.

Despite the Mountain and West regions ranking at the bottom for gross value, they are second and third in terms of number of projects. The former has nearly an even split between our three ownership categories. Interestingly, the Mountain region is dominated by energy and water projects, as public agencies and their private sector counterparts are working to utilize and expand water resources and energy production capacity efficiently, for both the local population and wider region. The latter has the most private projects out of any of the regions, with four in total. It is similar to the Mountain region with a significant number of energy and water projects, but does have a decent quantity of transport projects as well.

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Chart 7: Ownership by Region

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CG/LA Infrastructure’s approach to the U.S. infrastructure industry is simple; we are project-centric. We believe if we focus our efforts on channeling private investment into the strategic projects identified in this report, the country will reap the benefits. Furthermore, these projects cover a range of sectors and have a direct as well as indirect impact on jobs and growth. This section highlights a few key U.S. projects on our list with several examples of the benefits created. These benefits are mapped to reflect the far reaching and long term impact of infrastructure, transcending beyond the immediate area or community where a project is being undertaken. In turn, this allows us to approach the critical need for infrastructure investment in a collaborative and bipartisan fashion, energizing debate into action for the benefit of the entire country.

THE BENEFITS OF PROJECTS

An interactive map highlighting the direct and indirect jobs that are created from development of the Atlantic Coast Pipeline project on a state, county, and congressional district level.

1. THE ATLANTIC COAST PIPELINE The Atlantic Coast Pipeline is an underground transmission line that will transport new supplies of natural gas from West Virginia to high-demand districts in Virginia and North Carolina. The project will not only be an energy provider, but a job creator and economic game changer for all the states involved. Based on our study conducted with the Boston Consulting Group in 2017, the $4.5 billion project would create thousands of construction jobs in Virginia, West Virginia, and North Carolina. 87 percent of jobs created from construction to design to operations & maintenance (O&M) would be direct, while the remaining 13 percent would be indirect.


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An interactive map highlighting the direct and indirect jobs that are created from development of the SeaOne Gulfport project on a state, county, and congressional district level.

An interactive map highlighting the direct and indirect jobs that are created from development of the Gateway Program project on a state, county, and congressional district level.

3. SEAONE GULFPORT NATURAL GAS EXPORT FACILITYMississippi’s SeaOne Gulfport is a comprehensive clean fuels supply project that will deliver U.S. natural gas and NGLs (including propane/LPGs) to the Caribbean, Central, and South American markets. The entire project is valued at around $12 billion with compounding value creation through supply chain connections throughout the western hemisphere. For example, the Puerto Rico Fuel Supply component is estimated to create nearly 8 thousand jobs across several states and the island itself.

2. THE GATEWAY PROGRAMThe Gateway Program is a comprehensive rail investment initiative aimed at improving current services, adding resiliency, and creating new capacity for a vital section of the Northeast Corridor (NEC). It is one of the most critical infrastructure projects in the United States as this 10-mile stretch of the NEC serves 17 percent of the population and contributes to approximately 20 percent of GDP. The Hudson Tunnel project, damaged since the impact of Hurricane Sandy in 2012, would alone create approximately 72,000 jobs, which is only one component of this $28 billion initiative.


4. THE TEXAS CENTRAL RAILWAY The Texas Central Railway is a 240-mile high-speed rail system connecting Dallas-Fort Worth and Houston. The travel time between the two cities will be less than 90 minutes, serving approximately 50,000 passengers. Worth $20 billion, this effort is completely funded through private financing and holds commercial success at the core of its long-term considerations. Job creation in Texas would be in the tens of thousands with Pennsylvania, Illinois, California, and Michigan among the other states that can expect positive impact with far reaching implications for numerous industries, aiding domestic steel production for example.

5. THE TRANSWEST EXPRESS TRANSMISSION PROJECT The TransWest Express Transmission Project is a high-voltage interregional electronic transmission system developed by TransWest Express LLC. This project is critical new infrastructure that will deliver electricity generated by renewable resources and will strengthen the power grid serving the western United States. Two-thirds of the jobs created from this $3 billion initiative will be direct and located in Colorado, Utah, Nevada, and Wyoming.

An interactive map highlighting the direct and indirect jobs that are created from development of the TransWest Express Transmission project on a state, county, and congressional district level.

An interactive map highlighting the direct and indirect jobs that are created from development of the Texas Central Railway project on a state, county, and congressional district level.


THE STRATEGIC 50

Project Name Sponsor State Value (USD billion) Ownership

Airports Chicago O'Hare International Airport Expansion

Chicago Department of Aviation

Illinois 8.5 Public/Private

JFK Airport Terminal One Modernization

Port Authority of NY & NJ New York 7 Public/Private

Pittsburgh International Airport Modernization

Pittsburgh International Airport

Pennsylvania 1.1 Public/Private

Energy - Oil & Gas Natural Gas Export Facility/Gulfport Dredging

SeaOne Gulfport Mississippi 12 Private

Appalachian Storage and Trading Hub

Appalachia Development Corporation

West Virginia 10 Private

Atlantic Coast Pipeline Dominion Energy North Carolina, West Virginia

4.5 Private

Corpus Christi Crude Oil Export Terminal

Lone Star Ports Texas 1 Private

Energy - Electric Transmission Chokecherry and Sierra Madre Wind Energy Project

Power Company of Wyoming (PCW)

Wyoming 5 Private

TransWest Express Transmission Line

TransWest Express LLC (The Anschutz Corporation)

Colorado, Nevada, Utah, Wyoming

3 Private

SOO Green Renewable Rail Project Direct Connect Development Company

Dakotas, Iowa, Minnesota

2.5 Private

Empire State Connector oneGRID Corporation New York 1.5 Private New England Clean Energy Connect Central Maine Power (CMP) Maine 1 Private

Energy - Renewable US Army Corps of Engineers Hydropower Infrastructure

USACE Regional 30 Public/Private

Hell's Kitchen Geothermal and Lithium Project

Controlled Thermal Resources California 4.5 Private

Hoover Dam Wind and Solar Battery Los Angeles Department of Water and Power

Nevada 3 Public/Private

1GW Nevada Solar and Battery Energy Storage Program

Nevada Energy Nevada 2 Public/Private

Wheatridge Renewable Energy Facility

NextEra Energy Oregon 0.5 Private

The Chicago Solar-Ground Mount Chicago Infrastructure Trust Illinois 0.3 Public/Private

Highways, Bridges & Tunnels

The Gateway Program Port Authority of NY & NJ New York, New Jersey

28 Public/Private

Maryland I-495 Capital Beltway & I-270 P3 Program

MDOT SHA Maryland 9 Public/Private

Gordie Howe International Bridge Windsor Detroit Bridge Authority

Michigan, Ontario 4.7 Public/Private

Cape Cod Bridges USACE Massachusetts 1 Public/Private Colorado I-70 Mountain Corridor CDOT Colorado 1 Public/Private Howard Street Tunnel MDOT & CSX DC, Maryland 0.29 Public/Private

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THE STRATEGIC 5005

Project Name Sponsor State Value (USD billion) Ownership

Ports & Inland Waterways Soo Locks Upgrade USACE Michigan 1 Public Port of Corpus Christi Channel Improvement

Corpus Christi Port Authority Texas 1 Public/Private

Port of Long Beach - Pier B On-Dock Rail Support Facility

Port of Long Beach California 0.82 Public

Calcasieu Ship Channel Port of Lake Charles Louisiana 0.35 Private Rail - Inter-city & Transit

Texas Central Railway Texas Central Texas 20 Private Cotton Belt Regional Rail Dallas Area Rapit Transit Texas 12 Transit/Private Los Angeles/Las Vegas High Speed Rail

Virgin Trains USA California, Nevada 5.5 Private

Federal Way Link LRT Extension Sound Transit Washington 3 Public

LaGuardia Airtrain Port Authority of New York & New Jersey

New York 1.5 Public/Private

Silver Line Rolling Stock WMATA District of Columbia, Virginia

1 Private

Economic Infrastructure DC Union Station Amtrak District of Columbia 8.7 Public

FBI New Headquarters General Services Adminstration (GSA)

District of Columbia 4.5 Public

Indian School Rehabilitation Department of Interior (DOI) Regional 2 Public Spaceport Camden Camden County Georgia 0.15 Public/Private

Water and Wastewater Army Corps Reservoirs USACE Regional 30 Public/Private California Water Fix DCA & DWR California 15 Public/Private

Miami Dade Water & Sewer System Miami-Dade Water and Sewer Department

Florida 13.5 Public/Private

Louisiana Coastal Protection and Restoration Program

CPRA Louisiana 10 Public

Cadiz Water Conveyance Cadiz California 5 Private

Lake Powell Pipeline Washington County Water Conservancy District

Utah 1.8 Public

Bois d’Arc Lake Project North Texas Municipal Water District

Texas 1.6 Public

Pure Water San Diego City of San Diego California 1.4 Public

Red River Valley Water Supply Garrison Diversion Conservancy District

North Dakota 1.2 Public

Windy Gap Firming Reservoir Northern Colorado Water Conservancy District

Colorado 0.5 Public

Gross Reservoir Expansion Denver Water Colorado 0.46 Public Telecommunications

Rural/Military 5G Private Network DHS Partners Holdings Regional 6 Public/Private

MAY 7, 2019 NATIONALS PARK WASHINGTON, D.C.

ENERGIZING U.S. INFRASTRUCTURE

Strategic Members

Regional Members

Blueprint Members

Blueprint Sponsors

Supporting OrganizationStrategic Project Reception Sponsor

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Documents

THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT · THE 2019 STRATEGIC 50 U.S. PROJECTS REPORT 3 INTRODUCTION: A WORD FROM CG/LA INFRASTRUCTURE CEO & CHAIRMAN Each year, CG/LA Infrastructure