Florida Commuter Rail

PROJECT MANAGEMENT PLAN
for the
Central Florida Commuter Rail Transit
ORIGINATOR RECOMMENDED APPROVAL
George Gault Design Consultant Project Manager Tawny Olore, P.E. Rail Transit Project Manager George Lovett Director of Transportation Development
Signature/Date
Signature/Date
Signature/Date
The preparation of this report was financed in part by the U.S. Department of Transportation, Federal Transit Administration. The opinions, findings and conclusions expressed in this report are not necessarily those of the Federal Transit Administration.
Revision Number Prepared By Approved By Date
0 RW
1 RW
2 RW
3 RW
4 RW
6/13/2007 9-21-2007 2-20-2008 04-28 -2008 9-25-2008
Florida Department of Transportation District 5

September 2008
FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01
CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN
Table of Contents
1 2 LIST OF ACRONYMS........................................................................................................ix INTRODUCTION................................................................................................................ 1 2.1 2.2 CFCRT Description ............................................................................................... 4 FDOT History and Overview ................................................................................. 5
2.2.1 History .................................................................................................................... 5 2.2.2 Overview ................................................................................................................ 6 2.3 2.4 Legal Authority and Requirements ....................................................................... 7 Requirements for Interagency and Master Agreements, Approvals & Permits .. 7
2.4.1 Federal Transit Administration .............................................................................. 8 2.4.2 Florida Department of Transportation................................................................... 8 2.4.3 Volusia, Seminole, Orange and Osceola Counties, and the City of Orlando...... 8 2.5 Operating and Capital Financing .......................................................................... 8
2.5.1 Federal Funding .................................................................................................... 8 2.5.2 State Funds............................................................................................................ 9 2.5.3 Local Funds ........................................................................................................... 9 2.5.4 Operating Expenses.............................................................................................. 9 2.5.5 Fare Revenue........................................................................................................ 9 2.5.6 Ancillary Revenue................................................................................................ 10 2.5.7 Section 5307 Preventive Maintenance............................................................... 10 2.5.8 State and Local Operating Assistance ............................................................... 10 2.5.9 Operating Expenses............................................................................................ 10 2.5.10 Before and After Study ........................................................................................ 10 2.6 Purpose and Scope of the Project Management Plan (PMP) ........................... 11
2.6.1 Referenced Documents ......................................................................................... 11 3 ORGANIZATION and STAFFING ................................................................................... 13 3.1 Specific FDOT Responsibilities........................................................................... 14
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3.2 3.3
Delegated Duties ................................................................................................. 20 FDOT Organization ............................................................................................. 22
3.3.1 Departments ........................................................................................................ 22 3.3.2 Legal Counsel...................................................................................................... 26 3.3.3 Job/Position Qualifications .................................................................................. 26 3.4 Interfaces ............................................................................................................. 32
3.4.1 Internal Interfaces ................................................................................................ 32 3.4.2 External Interfaces............................................................................................... 33 3.5 Ownership............................................................................................................ 34
3.5.1 Overview of Ownership ....................................................................................... 34 3.5.2 Ownership of Real Property................................................................................ 34 3.5.3 Ownership of Personal Property......................................................................... 34 3.5.4 Stations ................................................................................................................ 34 3.5.5 Disposition of Property ........................................................................................ 35 3.6 Management of CFCRT...................................................................................... 35
3.6.1 CFCRT Management and Operation ................................................................. 35 3.6.2 Station Management ........................................................................................... 35 3.6.3 Initial Governing Structure................................................................................... 36 3.6.4 Central Florida Rail Commission ........................................................................ 38 3.6.5 Technical Advisory Committee ........................................................................... 38 3.6.6 Ultimate Governing Structure.............................................................................. 39 4 MANAGEMENT CONTROL ............................................................................................ 53 4.1 Schedule Control ................................................................................................. 53
4.1.1 Funded Projects Master Schedule ..................................................................... 53 4.1.2 Project Master Schedule (PMS) ......................................................................... 54 4.1.3 Master Project Integrated Schedule ................................................................... 54 4.1.4 Baseline Schedule............................................................................................... 54
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4.1.5 Design/Construction Schedules.......................................................................... 55 4.1.6 Schedule Monitoring, Analysis, and Reporting .................................................. 56 4.1.7 Recovery Plans/Revisions/Special Studies........................................................ 56 4.2 Cost Management ............................................................................................... 57
4.2.1 Background to Cost Control Efforts .................................................................... 57 4.2.2 Estimate Format .................................................................................................. 62 4.2.3 Estimate Preparation........................................................................................... 62 4.2.4 Cost Management System.................................................................................. 62 4.2.5 Account Codes .................................................................................................... 63 4.2.6 Cost Reports........................................................................................................ 63 4.2.7 Changes Report .................................................................................................. 63 4.3 4.4 4.5 4.6 Contingency Management .................................................................................. 64 Payments ............................................................................................................. 64 Value Engineering (VE)....................................................................................... 65 Change Management.......................................................................................... 65
4.6.1 Change Notices, Supplemental Agreements, and Negotiations ....................... 66 4.6.2 Design Changes .................................................................................................. 66 4.6.3 Changes after Establishment of the Baseline Project Plan ............................... 66 4.7 Claims Management ........................................................................................... 66
4.7.1 Claims Prevention ............................................................................................... 67 4.7.2 Claims Resolution and Administration................................................................ 68 4.8 4.9 Document Control................................................................................................ 68 Quality Management ........................................................................................... 69
4.9.1 Responsibilities.................................................................................................... 70 4.9.2 FDOT Quality Assurance System....................................................................... 70 4.10 4.11 Construction/Installation Quality Control............................................................. 71 Systems/Equipment Manufacture Quality Control ............................................. 71
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4.12 4.13 5
Quality Assurance Audits .................................................................................... 72 Configuration Management................................................................................. 72
PROCUREMENT CONTROL.......................................................................................... 74 5.1 Types of Agreements for the CFCRT................................................................. 74
5.1.1 Consultant Agreements....................................................................................... 74 5.1.2 D/B Agreements .................................................................................................. 74 5.2 Bid, Proposal, or Letter of Interest Document Development ............................. 75
5.2.1 Other Capital Improvement Projects................................................................... 75 5.3 5.4 5.5 5.6 5.7 5.8 5.9 6 Advertising and Pre-Bid Conference .................................................................. 75 Bid, Proposal, and Letter of Interest Opening .................................................... 76 Advertisement and Selection of Consultants...................................................... 76 Selection of Construction Contractors ................................................................ 77 Award ................................................................................................................... 77 Disadvantage Business Enterprises (DBE)........................................................ 78 Contract Packaging ............................................................................................. 78
RIGHT-OF-WAY ACQUISITION (FDOT) ........................................................................ 80 6.1 Scheduling and Funding Plan............................................................................. 81
6.2 Real Estate Acquisition and Management Plan......................................................... 81 6.3 6.4 6.5 Specific Project Real Estate Needs .................................................................... 81 Plans, Ownership and Title Information.............................................................. 82 Appraisal Process................................................................................................ 83
6.5.1 Acquisition Process Completion ......................................................................... 83 6.6 6.7 7 Relocation Assistance ......................................................................................... 83 Document Control................................................................................................ 84
DESIGN PROGRAM........................................................................................................ 85 7.1 7.2 Consultant Solicitation and Selection ................................................................. 85 Design Reviews................................................................................................... 85
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7.3 7.4
Value Engineering (VE)....................................................................................... 86 Design Criteria and Standards............................................................................ 86
7.4.1 Design Criteria ..................................................................................................... 86 7.4.2 Design Standards ................................................................................................ 87 7.5 Facilities Design and Engineering ...................................................................... 88
7.5.1 Introduction .......................................................................................................... 88 7.5.2 Conceptual Design .............................................................................................. 88 7.5.3 Preliminary Design and Engineering .................................................................. 88 7.6 D/B Contractors ................................................................................................... 90
7.6.1 In-Progress Design and Engineering.................................................................. 90 7.6.2 Final (100%) Design and Engineering................................................................ 90 7.6.3 Errors and Omissions.......................................................................................... 91 8 CONSTRUCTION MANAGEMENT................................................................................. 92 8.1 8.2 8.3 8.4 8.5 8.6 8.7 Responsibility....................................................................................................... 92 Construction Safety ............................................................................................. 92 Construction/Installation Site Security ................................................................ 93 Construction Management Practice ................................................................... 93 Role of CEI in Construction................................................................................. 93 Change Orders .................................................................................................... 94 Materials and Equipment Procurement .............................................................. 95
8.7.1 Procurement Specifications ................................................................................ 95 8.7.2 Material and Equipment Configuration Control .................................................. 96 8.7.3 Factory Inspection and Testing........................................................................... 96 8.7.4 Receiving and Storage........................................................................................ 96 8.8 8.9 Testing During Construction................................................................................ 96 Labor Relations and Policy ................................................................................. 97
8.9.1 Responsibility....................................................................................................... 97
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8.9.2 Wage Rates and Job Classification.................................................................... 97 8.9.3 EEO and Affirmative Action................................................................................. 97 8.9.4 Risk Management and Insurance....................................................................... 97 8.10 Contract Completion............................................................................................ 98
8.10.1 Construction As-Built Drawings and Records .................................................... 98 8.10.2 Construction Punch Lists .................................................................................... 98 8.11 Start-Up and Testing ........................................................................................... 98
8.11.1 Training and Qualifications.................................................................................. 98 8.11.2 Permits and Licenses .......................................................................................... 98 8.11.3 Safety Certification, System Start-up and Turnover........................................... 99 8.11.4 Calibration, Functional Check-out, and Alignment............................................. 99 8.11.5 Acceptance .......................................................................................................... 99 9 SAFETY and SECURITY............................................................................................... 100 9.1 9.2 9.3 9.4 10 Safety and Security Activities for Final Design and Beyond............................100 Safety and Security Management Plan (SSMP)..............................................101 Safety Integration Plan (SIP).............................................................................103 Safety and Security Certification Plan (SSCP).................................................105
CONTRACT ADMINISTRATION ............................................................................... 108 10.1 10.2 10.3 10.4 10.5 10.6 General ..............................................................................................................108 Responsibility.....................................................................................................108 FTA Project Management Meetings.................................................................108 Contract Preparation and Award ......................................................................108 Processing of Invoices ......................................................................................109 Grants Administration........................................................................................109
10.6.1 Monthly Progress Reports.................................................................................109 10.6.2 FFGA Implementation .......................................................................................109 10.6.3 Budget Revisions and Amendments ................................................................109
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10.6.4 Project Closeout ................................................................................................109 11 PUBLIC INVOLVEMENT ........................................................................................... 110 11.1 11.2 11.3 11.4 11.5 11.6 12 Meetings with Community Organizations .........................................................110 Interface with State and Local Government Agencies.....................................111 Public Hearings and Meetings ..........................................................................112 Media Interface ..................................................................................................112 Informal Public Input..........................................................................................113 Public Information..............................................................................................113
PMP CONTROL and REVISIONS............................................................................. 114 12.1 12.2 Control of the CFCRT Management Plan ........................................................114 Revisions to the CFCRT Management Plan ....................................................114
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List of Figures
Figure 2-1 Figure 2-2 Figure 3-1 Figure 3-2 Figure 3-3 Figure 3-4 Figure 4-1 Figure 5-1 Regional Location Map ...................................................................... 2 CFCRT Alignment .............................................................................. 3 CFCRT Functional Organization Chart ............................................ 16 CFCRT Project Office Organization ................................................. 17 CFCRT Construction Management Organization............................ 18 Project Staff Loading ......................................................................... 19 Project Budget .................................................................................. 58 Procurement Packaging Matrix......................................................... 68
List of Attachments
Attachment A Project Master Schedule Attachment B Rsums Attachment C Transition Team
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LIST OF ACRONYMS
AA......................................................................................................................................... Alternatives Analysis AAR ................................................................................................................ American Association of Railroads AASHTO ................................................ American Association of State Highway and Transportation Officials ADA ..................................................................................................................... Americans with Disabilities Act AIT ..................................................................................................................................................... Art-In-Transit ANSI ......................................................................................................... American National Standards Institute APTA ........................................................................................................... American Public Transit Association AREMA ................................................ American Railroad Engineering and Maintenance-of-Way Association ASTM ...............................................................................................American Society for Testing and Materials BOCA ............................................................................................... Building Officials and Code Administrators CADD ................................................................................................................ Computer Aided Drafting Design CCIP ...................................................................................................Contractor Controlled Insurance Program CCNA .................................................................................................. Consultant Competitive Negotiations Act CCTV..............................................................................................................................Closed Circuit Television CDRL .......................................................................................................Contract Deliverable Requirement List CEI........................................................................................................Construction Engineering and Inspection CEO ..................................................................................................................................Chief Executive Officer CFCRA ...........................................................................................Central Florida Commuter Rail Commission CFCRT .................................................................................................... Central Florida Commuter Rail Transit CFR ........................................................................................................................ Code of Federal Regulations CFRC ........................................................................................................................Central Florida Rail Corridor CMAQ ........................................................................................................Congestion Mitigation and Air Quality COO .................................................................................................................................Chief Operating Officer COR .............................................................................................................................. Change Order Requests
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CPM....................................................................................................................................... Critical Path Method CRSO ................................................................................................................Commuter Rail Service Operator CSP ...............................................................................................................................Construction Safety Plan CSXT......................................................................................................................................CSX Transportation D/B......................................................................................................................................................Design/Build D/B/B ........................................................................................................................................... Design/Bid/Build DBC ................................................................................................................................. Design Build Contractor DBE ..............................................................................................................Disadvantage Business Enterprises DMU .......................................................................................................................................Diesel Multiple Unit DOT ....................................................................................................................................Dept of Transportation EA.............................................................................................................................. Environmental Assessment EEO .................................................................................................................... Equal Employment Opportunity EIS.....................................................................................................................Environmental Impact Statement ERP .......................................................................................................................... Emergency Response Plan ESA .................................................................................................................... Environmental Site Assessment FDOT .........................................................................................................Florida Department of Transportation FEIS..........................................................................................................Final Environmental Impact Statement FFGA ....................................................................................................................Full Funding Grant Agreement FHWA................................................................................................................. Federal Highway Administration FM......................................................................................................................................Financial Management FONSI..................................................................................................................... Finding No Significant Impact FPMS ............................................................................................................... Funded Project Master Schedule FRA ....................................................................................................................Federal Railroad Administration FTA ....................................................................................................................... Federal Transit Administration IEEE ............................................................................................ Institute of Electrical and Electronic Engineers IOS ................................................................................................................................Initial Operating Segment
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ISO-RIMA..........................................................Insurance Services Office-Railroad Protective Insurance Form ITN.......................................................................................................................................Invitation to Negotiate JPA ........................................................................................................................ Joint Participation Agreement LPA .......................................................................................................................... Locally Preferred Alternative LRTP .............................................................................................................................. Light Rail Transit Project LYNX ......................................................................................................Central Florida Transportation Authority MOU .................................................................................................................. Memorandum of Understanding MPO .............................................................................................................Metropolitan Planning Organization NBFU ........................................................................................................... National Board of Fire Underwriters NEC ................................................................................................................................ National Electrical Code NEPA...............................................................................................................National Environmental Policy Act NFC .......................................................................................................................................National Fire Codes NFPA ...........................................................................................................National Fire Protection Association NTP .......................................................................................................................................... Notice to Proceed O&M .......................................................................................................................Operations and Maintenance ORMC .............................................................................................................Orlando Regional Medical Center OSHA ........................................................................................Occupational Safety and Health Administration PE.................................................................................................................................... Preliminary Engineering PHA ......................................................................................................................... Preliminary Hazard Analysis PMC .................................................................................................................. Project Management Consultant PMP .............................................................................................................................Project Management Plan PMS ............................................................................................................................... Project Master Schedule QA ............................................................................................................................................ Quality Assurance QAPP.................................................................................................................Quality Assurance Program Plan QC .................................................................................................................................................. Quality Control
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RAMP .........................................................................................Real Estate Acquisition and Management Plan RE............................................................................................................................................. Resident Engineer RFI ...................................................................................................................................Request for Information RFP ......................................................................................................................................Request for Proposal RMP.................................................................................................................................. Risk Management Plan ROW .................................................................................................................................................Right-of-Way RR........................................................................................................................................................... Rail Road SC.............................................................................................................................................Safety Certification SCRC ...................................................................................................... Safety Certification Review Committee SFBC .................................................................................................................... State of Florida Building Code SIS ...........................................................................................................................Strategic Intermodal System SSC ....................................................................................................................Safety and Security Certification SSMP ...................................................................................................... Safety and Security Management Plan SSPP ......................................................................................................................System Safety Program Plan STP ................................................................................................................... Surface Transportation Program UL ............................................................................................................................... Underwriter's Laboratories USC ......................................................................................................................................................... US Code VE ............................................................................................................................................ Value Engineering VOTRAN ..............................................................................................................Volusia County Transit System WBS .......................................................................................................................... Work Breakdown Structure YOE ...................................................................................................................................... Year-of-Expenditure
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INTRODUCTION
FDOT, in cooperation with the Central Florida Regional Transportation Authority (LYNX), METROPLAN Orlando, and Volusia, Seminole, Orange, Osceola Counties and The City of Orlando is proposing to introduce commuter rail transit service in the four-county corridor that extends north and south of Orlando, Florida. The Central Florida Commuter Rail Transit (CFCRT) corridor generally parallels Interstate 4 and US 17/92, and contains some of the areas most intensely and densely developed land use. The width of the study area generally includes the major north-south arterial roadways serving downtown Orlando and other major activity centers, principally Interstate 4, US Route 17/92, and SR 434/Forest City Road in the northern portion of the corridor and State Routes 421, 441, 423, 527, and the Florida Turnpike in the southern portion of the corridor. The CFCRT project uses an existing and active Class IV freight CSXT A-Line railway right-ofway (ROW) for rail operations and property adjacent to the ROW for station site parking, park n ride and bus circulation. The new commuter rail service will be implemented in three phases. The first phase is the 31 mile long north corridor and the second phase is the south corridor that when combined are 49 miles long and referred to as the Locally Preferred Alternative (LPA). The third phase is a twelve mile extension of the LPA further north which defines the 61 mile long Full Build Alternative. The first phase is also known as the initial operating segment (IOS) and is proposed to be operational by 2012 and the second phase operational by 2014. The Full Build Alternative extends from the Deland Amtrak station in Deland in the north to Poinciana Industrial Park in the south. A total of seventeen (17) stations are in the Full Build Alternative (of the Environmental Assessment) shown on the next page. The proposed service plan would provide 15-minute bi-directional service during morning and evening peak periods and 60-minute service in the mid-day, Monday through Friday. The primary infrastructure improvements include a new railway operations signal system and 40 miles of new 2nd track bringing the total double track to approximately 58.3 miles in the 61 mile corridor. The Full Build was evaluated in the Environmental Assessment. The LPA north terminus would be the DeBary station and the south terminus will be Poinciana Industrial Park. A total of sixteen (16) stations are in the LPA. The route length is 49 miles with approximately 31 new miles of 2nd track and a new railway operations signal system. The proposed service plan is for 15-minute bidirectional service during the morning and afternoon peak periods and 60-minute midday service, Monday through Friday. The IOS is 31 miles long with 12 stations between DeBary station and Orlando Sand Lake Road station. The IOS has approximately 18 miles of additional 2nd track being added to the existing 11 miles of double track. The south corridor would extend the IOS from the Sand Lake station to Poinciana Industrial Park station. There are approximately 5 miles of existing double track in the south with 13 new miles proposed.
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Figure 2-1
Regional Location Map
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Figure 2-2
CFCRT Alignment
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The PMP is recognized as a living document, one that must evolve as progress is made by FDOT on its Program and on the Project in particular. The description of the Project, the phases of development, the tools for project management, control, and the bases of design and operation evolves. The PMP must be updated as the Project develops. Updates to the PMP will be reviewed and approved in the same manner as the original version. 2.1 CFCRT Description A Full Funding Grant Agreement (FFGA) between FDOT and the FTA establishes the funding for the IOS. Preliminary Engineering Design began in March, 2007 and Construction for the Project is scheduled to begin by September 2009. The estimated revenue operation date for the IOS May 2012 within an accelerated target date in2011 and for the south segment of the LPA the estimated operations date is 2014. This 49 mile LPA Project is expected to be designed and constructed using standard FDOT procurement methods and contracts. Track, signal and station construction will be coordinated closely with the other principal users of the corridor (CSXT and Amtrak). The Construction scope of the 49 mile LPA Project entails:
The installation of 31.3 miles of second mainline track positioned within the existing right-of-way (existing sidings will be incorporated into the track design). This includes 16 new #20 crossovers and 4 new #20 turnouts and 7 miles of existing track reconstruction; Replacement of the existing wayside signal system throughout the entire 49 miles, plus 19 new interlockings (control points) and radio controlled communications system; Design and construction of 16 new stations (eleven with parking lots and five without parking lots). A standard station includes two 300 x 14 concrete platforms with canopies and amenities, Bus bay parking and circulation, a kiss-and-ride drop off areas, entrance/egress, etc all vary by station site; Upgrades to the existing at-grade crossings at potentially 110 locations. Approximately 54 will be impacted by the addition of the 2nd track; Vehicle Storage and Maintenance Facility and Dispatch/Control Center at Rand Yard, as well as end of the line midday storage and layover facilities at DeBary Station, Poinciana Industrial Park Station and Sand Lake Road Station; Construct a total of 900 of new trestle bridge for 2nd track spread over 7 locations plus replace approximately 300 of the existing timber trestle. Procurement of rolling stock, which will be accomplished through separate procurement.
The Project estimated cost for the IOS is $357, 223,000 (YOE) at the revenue operations date, May 2012.
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2.2
FDOT History and Overview This section provides a brief history and overview of FDOT, describes the financing of operating costs and capital improvements, identifies capital improvement priorities, and addresses implementation of various segments of FTA funded capital improvement Projects. This section establishes the basis for the classification of the Project, based on the project cost and responsibilities identified and assigned to FDOT. Project classification is used throughout the PMP to reference the policies and procedures to be used in the management of projects.
2.2.1 History
The development of CFCRT service along this corridor has been the topic of several studies. The Project Feasibility Report (1992) by the Central Florida Commuter Rail Authority (CFCRA), and the Regional Systems Plan adopted by LYNX in 1994 examined the feasibility of providing transit service via various technologies in several corridors around the Central Florida area. Based on these and other studies, the Central Florida North-South Commuter Corridor Alternatives Analysis, completed in 2004, identified the commuter rail alternative and various end points for the project within the north-south corridor, and evaluated the potential impacts of such a project. Notable measures taken during more than a decade of planning in the corridor include:
Project Feasibility Report, finalized in March of 1992 by the CFCRA, and the Regional Systems Plan, adopted by LYNX in 1994. The Regional Systems Plan included approximately 52 miles of Light Rail Transit, 105 miles of Commuter Rail Transit, an increase to a bus fleet of 600 vehicles, and implementation of seven activity center circulators. Commuter Rail project given Federal authorization in 1998 as a component of the Central Florida Rail System in the Transportation Equity Act for the 21st Century (TEA-21). Volusia County Preliminary Rail Feasibility Study in 1999 looked at the potential of CFCRT service between downtown Orlando and DeLand. Subsequently, LYNX staff prepared a technical assessment on the potential of extending the service south to the Kissimmee and Celebration areas. A proposed 14-mile segment of LRT was rejected by the Orange County Commission in January 2000. Work began on the CFCRT component of the Central Florida Rail Transit System as the CFCRT project. Central Florida North-South Commuter Corridor Alternatives Analysis completed in mid-2004, identified Full Build CFCRT between DeLand and Poinciana Boulevard and recommended LPA between DeBary in Volusia County and Poinciana Boulevard in Osceola County. The CFCRT project was included in the METROPLAN ORLANDO Year 2025 LRT Plan adopted in June 2005. Volusia County MPO 2025 Cost Feasible LRTP includes commuter rail from Saxon Boulevard Extension to Downtown Orlando November 2005.
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These major planning studies have provided the basis for the development of the commuter rail system from DeLand to Poinciana Industrial Park. The CFCRT project, the regions top transit priority project, runs parallel to Interstate 4, which is Central Floridas Main Street and US 17-92, the regions primary north-south arterial, and contains the regions most intensely and densely developed land use. This project connects the regions primary residential communities of Volusia, Seminole and Osceola Counties, to the urban core in Orange County and the City of Orlando. This project is being sponsored by the Florida Department of Transportation, in association with the regions two MPOs, two transit agencies, four counties, and the City of Orlando. In December 2004, CSXT officials presented to FDOT executives a Strategic Plan, which voluntarily proposed designating the A-line as primarily for passenger service, and the Sline to the west of central Florida and in the middle of the state, for freight service. CSXT intends to complement this shift with the strategic location of intermodal rail villages in south Florida, central Florida (Lakeland/Auburndale), and north Florida (Jacksonville area). The CSXT proposal is to gradually shift a portion of the freight trains on the A-line over to the S-line, as capacity improvements are made to the S-line and as passenger use increases on the A-line from commuter rail and, in the future, intercity passenger rail. In support of the CSXT Strategic Plan and the Central Florida Commuter Rail Transit Project, FDOT and the project sponsors have had regular meetings with CSXT and have been sharing information in support of refining the Build Alternative for the proposed CFCRT Project. During 2005, CSXT allowed FDOT consultants access to their right-of-way to collect environmental field data, and conduct inspections. CSXT supplied existing freight operations data, track charts, railway signal drawings, right-of-way, utilities, bridge plans, etc. and fully participated in the development of an enhanced combined CFCRT and freight operating plan for the corridor. At the end of 2005 the two parties began negotiating freight traffic density and train operating patterns on the A-line. A fundamental component of these negotiations was a Memorandum of Understanding (MOU) that eliminates freight traffic during the proposed CFCRT peak periods, consistent with the proposed CSXT Strategic Plan. FDOT has completed negotiations with CSXT for the purchase of 61 miles of the CSXT A-line in central Florida for passenger rail use, consistent with the CSXT Strategic Plan and the CFCRT Project. The foundation for this negotiation is a Term Sheet signed August 2, 2006, by Governor Bush and the President of CSXT which provides a framework to complete the transaction in which the FDOT will own, operate (commuter rail), maintain and dispatch (freight and passenger) over the 61 mile A-line CSXT right of way. The commuter rail peak period service will be conducted during exclusive commuter service windows.
2.2.2 Overview
The Central Florida Commuter Rail Transit (CFCRT) Locally Preferred Alternative (LPA) is a 49 mile, 16 station project which will utilize an existing Class IV freight CSXT A-line railway. The project will utilize Federal Railroad Administration (FRA) compliant vehicles to operate bi-directional 15 minute headway peak hour, 30 minute off-peak and 60
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minute evening and weekend service. The weekday morning peak period is from 5:30 am to 8:30 am and the evening peak period is from 3:30 pm to 6:30 pm. There would be a maximum of 56 trips per weekday The Vehicle Storage and Maintenance Facility will be at the existing Rand Yard Facility. The 49 mile project will be constructed in two phases. The 31 mile IOS will be constructed first and will initially function as a maintenance-of-traffic measure during the reconstruction of I-4 in the Orlando metropolitan area. FDOT will operate and maintain the CFCRT for the foreseeable future (at least the first seven years of operation) through a third-party contract operator and will fund any shortfalls in the operating budget during this period. Negotiations are concluded with the four county governments and the City of Orlando to take ownership of the CFCRT after this period. 2.3 Legal Authority and Requirements Florida Statutes Chapter 343, Part 1, authorizes FDOT to "plan, develop, own, purchase, lease, or otherwise acquire, demolish, construct, remove, relocate, equip, repair, maintain, operate, and manage a commuter rail system and facilities; to establish and determine such policies as may be necessary for the best interest of the operation and promotion of a commuter rail system; and to adopt such rules as may be necessary to govern the operation of a commuter rail system and commuter rail facilities." The statutes further authorize FDOT to, among other things, own and dispose of real and personal property, borrow money via revenue bonds, impose and enforce fees, enter into joint development agreements, develop feeder transit services, and cooperate and contract with Federal, State, and local government entities. 2.4 Requirements for Interagency and Master Agreements, Approvals & Permits FDOT, Volusia, Seminole, Orange, and Osceola County Governments, and the City of Orlando have entered into Interlocal Agreements for this project. The purpose of these Interlocal Agreements is to establish the ownership and management structure for the CFCRT on an interim basis and to set the foundation for a permanent ownership and management structure. Because the CFCRT will initially function as a maintenance-oftraffic measure during the reconstruction of I-4 in the Orlando metropolitan area, FDOT will operate and maintain the system for the foreseeable future (at least the first seven years of operation) through a third-party contract operator and will cover any shortfalls in the operating budget during this period. At the end of this initial period of seven years or more, the four counties and the City of Orlando to be served by the CFCRT will fund operating deficits forecasted in the cash flow projections from general revenues. Further, this Interlocal Agreement sets forth the commitments of the Signatory Member Agencies in relation to financing, planning, designing, engineering, constructing, operating, maintaining and managing the CFCRT. The Signatory Member Agencies to these Interlocal Agreements hereby agree to plan, develop, finance with assistance from the federal government, and implement a commuter rail transit system that will serve the Central Florida area, including Volusia County, Seminole County, Orange County, and Osceola County and the City of Orlando.
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FDOT as a railroad operator will also be subject to review by the Federal Railroad Administration.
2.4.1 Federal Transit Administration
As a recipient of Federal Transportation Grants, FDOT is subject to the oversight requirements of the FTA, particularly as they relate to budgeting, local share of funding or resources, contracting and procurement procedures, environmental protection, quality assurance and quality control, labor relations, Equal Employment Opportunity (EEO), Americans with Disabilities Act (ADA) requirements, ethics, documentation and record retention, accounting, and auditing. These requirements are articulated in the FTA Master Agreement, which is incorporated as part of the FFGA.
2.4.2 Florida Department of Transportation
FDOT and CSX Transportation, Inc., 500 Water Street, Jacksonville, FL 32202 (hereinafter referred to as CSXT) Inc. have entered into a Non-Binding Consolidated Term Sheet between the Parties dated August 2, 2006, that contemplates FDOT acquiring from CSXT the railroad corridor known as CSXT's A-Line between Milepost A749.7 near DeLand, Florida and Milepost A814.1 near Poinciana, Florida, a distance of approximately 61.5 miles, (the property to be acquired is generally depicted in the map shown in 2-1) for the use of the CFCRT. As an agency of the State of Florida, FDOT is required to follow the State laws, in addition to FTA guidelines, for procurement and contracting procedures.
2.4.3 Volusia, Seminole, Orange and Osceola Counties, and the City of Orlando
In 2006, FDOT proposed to enter into a multi-year Inter-local Agreements with Volusia, Seminole, Orange, and Osceola Counties and the City of Orlando for operating funds and other assistance. This Inter-local agreements were executed in July/August 2007 with the five local jurisdictions. 2.5 Operating and Capital Financing The CFCRT financial plan assumes a phased completion schedule, with the IOS (North Segment) entering revenue service by 2012 and the south segment of the LPA entering revenue service in 2014. The year-of-expenditure (YOE) capital construction costs are $602.1 million for the LPA in 2030 and $357.2 million for the IOS on Opening Day, 2012. There are three primary revenue sources assumed in the financial plan to construct the LPA for the CFCRT FTA Section 5309 Federal Funds, State funds, and Local Fund sources.
2.5.1 Federal Funding
Federal discretionary grants under the Section 5309 New Starts Program are assumed to provide 50% of the funding required for the LPA. Based on the outlays required for the CFCRT alternatives, approximately $301 million (YOE) in Section 5309 New Starts assistance will be required for the LPA. The Florida SIB would advance any funds needed to match the construction draws with Section 5309 New Starts appropriations.
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2.5.2
State Funds
State funding of 25% or approximately ($150.5 million YOE for the LPA and $89.3 million for the IOS) is available from a variety of sources, including: Public Transportation Office (PTO), Intermodal, Surface Transportation Program (STP), Strategic Intermodal System (SIS), and Congestion Mitigation and Air Quality (CMAQ) transfers to public transit. In addition, a Growth Management Initiative has been established that will bring funds from Floridas General Revenues into the FDOT capital program, and an annual allocation of $75 million has been made to Floridas state new starts program (FDOT Project FM No. 4192651).
2.5.3 Local Funds
In order to facilitate the local 25% financial participation ($150.5 million YOE for the LPA and $89.3 million for the IOS of the four counties served by the CFCRT Volusia, Seminole, Orange, and Osceola and the City of Orlando) for the capital costs, the Florida SIB is available to advance the funds for the non-federal, non-state share of capital costs. Repayment of these advances would commence upon the start of revenue operations. Interest would be assessed at an annual rate of 1.50%. The SIB loan would be repaid over a 10-year period from the general revenues of the Counties and the City of Orlando who pursue this financing option. At this time, the local governments have agreed with FDOT regarding an appropriate methodology to allocate capital, as well as future operating costs. The financial analysis assumes that capital costs will be allocated to the governments based on each countys and citys share of the total station construction costs and of the length of the CFCRT within each countys borders. Volusia, Seminole, Orange, and Osceola Counties and the City of Orlando signed agreements to financially commit to the project.
2.5.4 Operating Expenses
The operating revenue and expense projections for the LPA are derived from the estimates provided from the patronage forecasting and operations and maintenance cost studies performed as part of the Alternatives Analysis. These studies follow the methodologies proscribed by the FTA to derive the 2030 factors applied in the financial plan. In order to make the intervening year calculations, a set of interpolation factors was developed for each of the line items considered. The operating and maintenance costs associated with the feeder bus service for the commuter rail system is assumed to be absorbed by LYNX and VOTRAN and will not represent incremental costs to the transit agencies. Factors pertaining to specific CFCRT operating and revenue line items include:
2.5.5 Fare Revenue
For this stage of analysis, a $1.25 plus a $1.00 per county fare per boarding (2006 dollars) is applied to forecasted LPA ridership projections to derive farebox revenue. This assumption generates annual farebox recovery ratios of approximately 32 percent over the forecast period. The operating budget reflects assumptions for 2030 of an average
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weekday ridership of 7,265 and an annual ridership of 2,106,850 for the LPA. For the IOS weekday ridership is 4,300 and an annual ridership of 1,247,000.
2.5.6 Ancillary Revenue
The financial plan assumes an estimated $1,040,000 (2008 dollars) in annual ancillary revenue throughout the analysis period. This estimate is derived from a separate analysis undertaken of strategies to maximize ancillary revenue in the CFCRT Corridor.
2.5.7 Section 5307 Preventive Maintenance
In accordance with FTA guidelines, CFCRT will establish a preventive maintenance program. The financial projections assume that preventive maintenance allocations increase over time, generally in proportion to inflation and the rate of growth in the federal formula apportionments. Section 5307 formula apportionments are calculated using the methodology described in the Financial Plan. Soft match available through FDOT will be used to provide the non-federal share of the preventive maintenance program.
2.5.8 State and Local Operating Assistance
FDOT will operate and maintain the CFCRT for the foreseeable future (at least the first seven years of operation) through a third-party contract operator and will fund the operating expense during this period not covered by farebox and ancillary revenue, FTA Section 5307 Urbanized Area Formula Funds for Preventive Maintenance, interest earnings and other revenue. Thereafter, Volusia, Seminole, Orange, and Osceola Counties and the City of Orlando will make up the shortfall according to a formula. Because the counties will contribute only those funds required to close the operating deficit, no cash balances will accumulate. Arrangements will be made with the counties to ensure sufficient working capital is advanced.
2.5.9 Operating Expenses
The total operating and maintenance cost assumptions for commuter rail services is $30.3 million for the LPA and $23.2 million for the IOS (2007).
2.5.10 Before and After Study
In accordance with FTA requirements, a Before and After Study will be performed by the FDOT. FDOT will retain the necessary information required for this study at the following project milestones: conclusion of Alternatives Analysis; Preliminary Engineering; Final Design; signing of the Full Funding Grant Agreement; start of Revenue Service; and two years after project opening. The CFCRT Project Manager, with assistance from the PMC, will be responsible for collecting the required information during Project Development and Construction, and the CFCRT CEO will be responsible for collecting the required information during initial and first two years operations. The FDOT Director of Transportation Support will be responsible for receiving and maintaining the information at the noted milestones, and for generating the Study at the required time.
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2.6
Purpose and Scope of the Project Management Plan (PMP) FTA considers the PMP to be the primary resource document to assist FDOT in developing management structures and work programs to effectively plan and implement the Project being developed through the FFGA. The FTA requires that FDOT develop a PMP, which will be reviewed by the Project Management Oversight Consultant (PMOC). The FDOT Director of Transportation Development has primary responsibility for maintaining and controlling the PMP. The work of updating and maintenance will be assigned to the Director of Transportation Development, who in turn will draw from other FDOT departments and the Project Management and Design Consultants for assistance. The PMP is developed in accordance with the requirements of Federal Transit Laws: Title 49 CFR, Chapter 53-Mass Transportation, Section 5327-Project Management Oversight. This reference requires that recipients of funding for major capital Projects must establish and maintain an approved PMP. Regulations for the implementation of Section 5327 and the PMP are contained in Title 49, Part 633 (49CFR633). The PMP has been developed to include the six phases of the Project as follows: (1) Planning, (2) Preliminary Engineering, (3) Final Design, (4) Construction, (5) Testing and Start-up, and (6) Revenue Service. The PMP will be reviewed and revised when major changes in policies and procedures including the FFGA will affect the successful completion of the Project. The responsibility, authority, and procedures for maintaining and updating the PMP are detailed in Section 12.0, PMP Control and Revisions.
2.6.1 Referenced Documents
The following documents have been referenced in the development of this PMP:
Federal Law and Policies

Federal Transit Laws: Title 49 Code of Federal Regulations Americans with Disabilities Act Brooks Act, 40 USC 541 Occupational Health and Safety Act OSHA Construction Industry Standards 29CFR I926\1910 Project and Construction Management Guidelines, FTA DTUM60-91-C-41027 Quality Assurance and Quality Control Guidelines, FTA-MA-90-5001-02.1 FTA Master Agreement
Florida Law and Policies

Florida Statutes, Chapter 343, Part 1 Florida Administrative Code Rule 12A-1.094 Florida Consultant Competitive Negotiations Act (CCNA) 287.055, Florida Statutes
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FDOT Regulations and Policies

FDOT Standard Specifications for Road and Bridge Construction, 1999 as Amended Quality Assurance Handbook (FDOT) Construction Project Administration Manual Procurement Policies and Procedures
CFCRT Plans and Policies

Project Management Plan

Quality Assurance Program Plan Construction Safety Plans Pending Safety and Security Management Plan (SSMP) System Safety Program Plan, (FDOT) Operations & Maintenance Plan, (FDOT) Project Public Involvement Plan Project Documentation Control Procedure Rail Fleet Management Plan (RFMP) Before and After Study Work Plan System Safety Management Plan Real Estate Acquisition and Management Plan (RAMP) Preliminary hazardous Analysis Plan/Threats and Vulnerability Analysis Plan
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ORGANIZATION and STAFFING

This section describes the FDOT organizational structure, key management and staff positions, internal and external interfaces as they relate to capital projects and personnel policies. The overall responsibility of FDOT is to successfully, and safely complete the Project and to institute a planned revenue operation on schedule within budget and with quality. Among the more significant responsibilities of FDOT are:
Complete an evaluation of background requirements for the Construction Contractors and develop a plan for procurement; Complete an evaluation of procurement strategies for the various capital improvements required by the projects, evaluate the availability of contractors and adopt a comprehensive procurement strategy implementing the project improvements Finalize the FFGA with the FTA and secure Federal and state funds by other agreements, contracts, resolutions and funding commitments; Establish the basis of design, operations and maintenance; Maintain the staff and assemble the consultant resources for project management, control, design, construction, procurements, quality assurance, safety and environmental compliance, related administration, start-up and testing; Reach agreement with each agency where their facilities or operations are impacted temporarily or permanently by the Program such that means of resolving such conflicts become formally agreed to in all respects; Execute the Project Management Consultant (PMC) and Design Consultant Work Orders for management, design, construction and procurements; Oversee the ongoing Project work of the PMC, the Design Consultant and Construction Contractors, other contractors, suppliers and other Project participants; Develop the plan of integrated transit service in the service area, including changes to the bus network caused by the advent of increased revenue service over the CFRC; Manage risks inherent in the Program along the CFRC and in its on-going operation; Provide the planned levels of public transit service, including the adopted levels of system assurance, safety and security; Maintain an effective program of public information pertaining to the Program; Conduct a public information program; Establish and maintain liaison with local, state and Federal agencies; Enter into agreements with developers and other private sector entities to effect their participation in Project implementation;
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Acquire real estate property for the Project including station locations and parcels along the corridor for alignment purposes, including imposition of powers of eminent domain, and obtain temporary or permanent easements as required; Monitor annual cash flow requirements and manage fund commitments and expenditures on a day-by-day basis; Protect FDOT rights and interests and defending same for the public good; and Review, test, approve and accept work products, equipment and items furnished by all consultants, contractors and suppliers.
3.1
Specific FDOT Responsibilities Despite the allocation of certain Project tasks to consultants, contractors, third parties, or other agencies, FDOT remains responsible for the successful implementation of the Project. Figure 3-1 shows organizational structure for the Project. FDOT has organized and staffed to maintain control of the Project and to oversee any work formally allocated to others. FDOT has established various policies and procedures to ensure that prudent decisions are made in a timely manner. Figure 3-1 has been expanded to show the future Rail Office Organization and the future Operations and Maintenance Contract Organization that FDOT will implement as they move forward in acquiring the CSXT A-Line and startup a new commuter rail service. The future Rail Office Organization will be responsible for implementing all rail policy and procedures for the new CFCRT Corridor, capital planning, customer service, regulatory compliance, and financial management. The day to day operations of the commuter rail service and the maintenance of the railroad system on the corridor will be contracted out to an Operations & Maintenance Contractor which will be managed by the Rail Office Organization. Figure 3-2 shows the Project Team organization for the final design phase with reporting relationships. Personnel shown as internal resources provide occasional support to the project team from within FDOTs standard organization. Figure 3-3 depicts FDOTs proposed Construction Management Organization during the construction phase. A Construction Engineering Inspection (CEI) consultant is currently being selected and will mobilize just before construction starts. The CEI consultant will provide day to day construction contract management, coordination and QA/QC for the project under the direction of a FDOT Construction Project Manager. FDOT has established an Executive Oversight Team consisting of the FDOT District Five Secretary, the three FDOT District Five Transportation Directors, and the FDOT Central Office Assistant Secretary for Intermodal Systems Development. The purpose of the Oversight Team is to maintain good communications with the funding partners and to ensure that all participants remain informed of the current status of work, the bases of design and construction and to focus attention on evolving problems. Although FDOT will retain consultants to oversee the day-to-day management of the Project, there are Program requirements and responsibilities that cannot be delegated by contract or agreement to entities beyond FDOT itself. These include:
Adopting the Long-Range System Plan for service and facilities;
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Adopting a specific Project Financial Plan; Submitting the environmental documentation to the FTA; Oversight of consultants; Approval and control of consultants work; Preparing various senior staff-level policies and procedures in furtherance of FDOT policies; Applying for, receiving, and administering state and Federal funds for Project implementation; Establishing and staffing an organizational structure supportive of the design and construction of the Project; Ensuring control over the Project; Establishing the bases of design and construction including the goals and standards for operations, maintenance, reliability, safety, security, dependability and quality of the finished works; Quality Assurance and Quality Control oversight; Entering into agreements with other agencies and third-parties which permit changes to their facilities and operations necessary for implementation of the Project; Entering into agreements with other carriers of the region by which coordinated transportation services will be effected; Establishing risk management programs and related insurance coverage; Preparing and adopting annual budgets for operations and capital expenditures; Ensuring quality of system development; Certifying safety and security of the system; Grantee responsibility for other Segments of the Program; Training of employees during start-up; and Setting of fares, fees, tariffs, and user rates.
Project staffing for management of the CFCRT Project from the third quarter of 2008 to the forecast ROD in May of 2012 is included in Figure 3 4 PROJECT STAFF LOADING. This chart includes full time equivalents for key management positions required for design, construction and startup of the new commuter rail. The resources loaded will be provided from a combination of FDOT employees and consultants.
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3.2
Delegated Duties Listed below are duties and tasks for which FDOT may engage consultants, contractors, and suppliers. The FDOT has established a Program Management Consultant organization and engaged a number of firms to assist with the technical oversight and management of this project. The firms will provide Program Management Services with individual firms taking the lead in Stations; Systems Signals and Communications, Civil, Structural, Track work, Rolling Stock and the Vehicle Storage and Maintenance Facility.
Project Management Consultant Organization

Review a unified set of Design Criteria for FDOT; Review and finalize the Preliminary Engineering Documents to assure agreement with Design Criteria; Review design and contracting packages Recommend Project Delivery Strategy for all elements of the project Review scope of work and selection criteria for the Construction contracts; Review Construction Contractor pre-qualifications package; Participate in the Construction Contractor pre-proposal conferences; Participate in the Construction Contractor qualifications evaluations; Review commercial terms and conditions of the Construction Contractor contracts; Review addenda to terms and conditions; Evaluate proposals/bids; Participate in negotiations with Construction Contractors; Provide quality assurance and quality control oversight; Provide construction management and oversight; Provide CFCRT Operations Assistance Provide value engineering; Provide technical assistance for FDOT to acquire permits; Develop specification for rolling stock; Provide on-site review of vehicles during fabrication; Review and log shop drawings and change orders; Monitor and control schedule and budget; Monitor construction adherence to Project requirements; Witness testing of the Project work Prepare performance specifications; and Manage and maintain the CFCRT Project Document Control System
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Design Consultant

Prepare unified set of Design Criteria for FDOT; Prepare and finalize the Preliminary Engineering Documents to assure agreement with Design Criteria; Prepare design and contracting packages Perform advanced preliminary engineering as directed; Prepare scope of work and selection criteria for the Construction contracts; Prepare Construction Contractor pre-qualifications package; Participate in the Construction Contractor pre-proposal conferences; Participate in the Construction Contractor qualifications evaluations; Prepare commercial terms and conditions of Construction contracts; Prepare addenda to terms and conditions; Evaluate proposals/bids; Participate in negotiations with Construction Contractors; Provide quality assurance and quality control oversight; Provide construction management and oversight; Provide value engineering; Provide technical assistance for FDOT to acquire permits; Assist with the specification and vehicle criteria for rolling stock; Provide on-site review of vehicles during fabrication; Maintain and log shop drawings and change orders; Prepare Supplemental Agreements recommendations Monitor and control schedule and budget; Monitor construction adherence to Project requirements; Witness testing of the Project work Prepare performance specifications
D/B Contractors

Prepare detailed final design and construction plans; Prepare Project Work Plan that adheres to FTA approved schedule and budget; Implement design criteria; Conduct Partnering workshops; (as required) Prepare required environmental documentation; Establish detailed alignment and station arrangement; Prepare working drawings for construction;
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Participate in Safety and Security Programs; Responsible for construction safety; Prepare methods for handling hazardous waste, utilities and environmental impact management plan; Prepare final specifications; Provide all design support for FDOT to acquire all permits; Construct facilities and systems per approved designs;
All Contractors

Provide quality assurance and quality control; Provide all construction surveys; Provide for relocation of all utilities; Construct fixed facilities/systems (excluding rolling stock); Supervise and inspect construction; Maintain record documents; Prepare as-built drawings in electronic format and hard copy; Provide for system safety, and integrity; Provide integrated functional testing and commissioning; Comply with FDOT operations and safety plan requirements to assure minimum construction-related disruption of service for all corridor users; and Provide Operations and Maintenance (O&M) procedures and manuals for all fixed facilities/systems
3.3
FDOT Organization The FDOT District Five organization consists of a District Secretary, three Department Directors, a Public Information Office and Legal Counsel. The Project duties and responsibilities of each Department are clearly established and delineated as described below. (Resumes included in Attachment B.)
3.3.1 Departments
FDOT has three departments each headed by a Director; Director of Transportation Support; Director of Transportation Operations; and the Director of Transportation Development. Director of Transportation Support The Director of Transportation Support reports directly to the District Secretary and is responsible for providing administrative support for other departments. Areas of support include accounting and finance, facilities management, human resources, professional services, programming and work program development, and information systems support.
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Accounting and Finance Specific Project responsibilities include:

Ongoing management and control of Project related revenue and expenses; Payment of Construction Contractors and PMC invoices; The administration of Project related government funds including all reports associated with their receipt.
Professional Services Office The Professional Services Office is responsible for contract administration and procurement of materials, equipment, fabricated products, construction, and services in accordance with approved requisitions, and specifications. Specific Project responsibilities include:
Contract administration for the PMC, other consultants and the Construction Contractors; Review and approval of Contractors Certified Wage Rate Reports; Overseeing the preparation of the Construction contract documents; Management of the formal solicitation and award of the contract for the Construction procurements; and administration and management of the solicitation and procurement and award documents for the acquisition of rolling stock. Overseeing compliance with the FDOT Procurement Policies and Federal procurement requirements, including requirements of the Master Agreement between the FTA and FDOT.
Director of Transportation Operations The Director of Transportation Operations position reports directly to the District Secretary and is responsible for executing all capital projects. The Directors duties include project management and control; monitoring safety compliance; environmental compliance; value engineering; and quality assurance/quality control. Specific Project responsibilities include:

Overall Project success and completion; Maintain project management and control; Guiding the Project through, construction, and Start-up and Testing phases; Participation in Value Engineering Studies; Participation, review and approval of logistical modeling of railroad operations through the phased construction of the Project; Participation in the solicitation process for the Construction Contractors; Participation in the partnering workshops; Review and approval of the Construction Contractors' schedules;
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Participation in weekly construction progress meetings; Review and approval of construction progress estimates; Review and approval of supplemental agreements; Review and approval of change orders and claims; Monitoring safety and environmental compliance; Monitoring the implementation of Quality Assurance; and Upholding applicable FTA guidelines.
Director of Transportation Development The Director of Transportation Development reports directly to the District Secretary and is responsible for executing all capital projects. The Directors duties include project planning, engineering, management and control; environmental compliance; value engineering; real estate actions, intergovernmental coordination and quality assurance/quality control. Specific Project responsibilities include:

Performing all Project related planning activities; Facilitating all activities involving the acquisition of real estate and easements; Coordinating all Project related funding and grant applications; Preparation of reports on funding grants and progress; and Administering the FDOT Equal Opportunity Program and the Disadvantaged Business Enterprise Program. Review and approval of engineering studies, reports, drawings and other design documents produced for the Project; Preliminary Engineering Final Design Overall Project success and completion; Maintain project management and control; Guiding the Project through Preliminary Engineering, Participating in the D/B, and Start-up and Testing phases; Conduct Value Engineering Studies; Prepare, review and approval of logistical modeling of railroad operations through the phased construction of the Project; Participation in the solicitation process for the D/B, O&M, Design/Bid/Build, Commodity, and vehicle Contractors; Participation in the partnering workshops; Review and approval of the D/B, GC and CM@Risk Contractors' schedules; Participation in weekly construction progress meetings;
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Monitoring safety and environmental compliance; Monitoring the implementation of Quality Assurance; and Upholding applicable FTA guidelines
Public Information Office The Public Information office reports directly to the District Secretary and is responsible for the development of marketing and customer information in order to encourage increased ridership. This office is also responsible for communications with public and private customers, development of customer information materials, media relations, and dissemination of schedule information. Specific Project responsibilities include:
Assisting the public with routing and scheduling information, as impacted by construction; Maintaining all Project media relations; Promoting new services upon Project completion. Leading the Project Community Outreach Program
Chief Executive Officer The Rail office Chief Executive Officer, CEO, reports directly to the District Secretary and is responsible for ensuring the safe, on-time and courteous delivery of commuter rail service. The CEO will be supported by a Chief Operations Officer and a small staff. The Rail Operations Department is divided into seven areas of responsibility which are transportation operations, rail facilities maintenance services, safety, security, CFRC Coordination office, and marketing. The Department will draw upon the FDOT District Five Directors for support and technical assistance as needed. The COO Position will be recruited and filled during Q1 and Q2-2008. The CEO position will be filled by the District 5 Secretary. Specific Project responsibilities of the Rail office will include:
Working with the contract operator and CSXT dispatch management to ensure coordination with freight train and inter-city passenger train service on the CFRC during construction; Overall responsibility for technical management of rolling stock procurement; Coordination of operations concerning any Project related construction involving the Rand Yard or the CFCRT Vehicle Storage and Maintenance Facility; Responsibility for coordinating the maintenance of track, fixed facilities, and systems with construction activities; Review and concurrence of engineering studies, reports, drawings, and other design documents produced for the Project; Participation in Value Engineering studies; Participation, review, and approval of logistical modeling of railroad operations through the phased construction of the Project;
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Attendance at pre-bid and pre-construction meetings; Participation in the Partnering Workshop; Review and concurrence with the Construction Contractors' schedules; Participation in weekly construction progress meetings; Weekly review of and input on the effect of construction on railroad operations; Participation in planning, review, and approval of plans for track outages and other service disruptions; Safety oversight during construction; Participation in the planning review and approval of plans for the operational start-up of segments of new track; and Coordination of train schedules or busing needed to facilitate construction.
3.3.2
Legal Counsel
The General Counsel reports directly to the District Secretary and provides legal representation for FDOT. In any legal action taken by or against FDOT, the General Counsel appears and participates in the case and on behalf of the District Secretary. The FDOT may also hire in-house attorneys or retain special outside legal counsel to assist with legal matters. Legal staff reports to and serves at the direction of the District Secretary.
3.3.3 Job/Position Qualifications
Job/Position/ Qualifications responsibilities and for executive management of the CFCRT project are identified in the following:
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FDOT District 5 Secretary

Functional Title: District Secretary Major Activities, Responsibilities and Qualifications: Responsibilities: Manages a District of the FDOT; Responsible for capital programs, strategic planning and service development for the agency as a whole; Oversees the Directors for Major Program Development; Acts as the ultimate authority over the management of the CFCRT project, and; Assists in situations requiring senior management coordination within FDOT, oversight of coordination with the FTA, resolution of external issues with stakeholders, and clarification of the direction received from the FDOT. Qualifications: An in-depth knowledge of the FDOT internal organization and fundamental activities and procedures; A relationship of trust with the CFCRT Board of Commissioners; Extensive prior experience in implementing major transportation capital projects, and; Familiarity with the federal guidelines for major capital projects; and strong organizational, communication and management skills resulting from several years of progressively more responsible prior experience in managing staff, consultants and construction contracts in the implementation of capital projects. A bachelors degree in engineering, and a registration as a professional engineer in the State of Florida. High Level of Interaction With: FDOT Districts CFCRT Board of Commissioners External Policy level groups Other FDOT Chief Officers and District Directors Policy Advisor State Legislature interactions FTA National office interactions Executive Oversight Team Oversight Agencies (FTA, FRA) Technical Advisory Committee Steering Committee
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Director of Transportation Development

Functional Title: Director of Transportation Development Major Activities, Responsibilities and Qualifications: Responsibilities: Manages FDOTs Major Program Development Division; Responsible for Capital Programs; Acts as senior authority over the CFCRT project; and, Oversees Project Managers. Qualifications: Knowledge of capital program development, engineering design and construction management for major capital projects, gained from ten to twenty years of progressively more responsible prior experience in actual project implementation; and, Demonstrated skill in management of staff to accomplish defined work programs. A bachelors degree in an appropriate discipline. High Level of Interaction With: CFCRT Commissioners External Policy level groups Other FDOT Directors Project Managers External Agencies Technical Advisory Committee Oversight Agencies (FTA, FRA)
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Director of Transportation Operations

Functional Title: Director of Transportation Operations Major Activities, Responsibilities and Qualifications: Responsibilities: Responsible for executing all capitol projects; Responsible for Capital Programs; Acts as senior authority over the CFCRT project; and, Oversees Project Managers. Qualifications: Knowledge of capital program development, engineering design and construction management for major capital projects, gained from ten to twenty years of progressively more responsible prior experience in actual project implementation; and, Demonstrated skill in management of staff to accomplish defined work programs. A bachelors degree in engineering and a license as a professional engineer in the State of Florida. High Level of Interaction With: CFCRT Commissioners External Policy level groups Other FDOT Directors Project Managers External Agencies FDOT/CSX Transition Team Technical Advisory Committee Oversight Agencies (FTA, FRA)
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Public Information
Functional Title: Public Information Director Major Activities, Responsibilities and Qualifications: Responsibilities: Development of marketing and customer information; Communications with public and private customers; Development of customer information materials, media relations. Qualifications: Knowledge of Project planning, development, design and Construction; Specific knowledge of print media, television news and public relations; .15-20 years experience in communication and media relations. Bachelors degree in journalism, media communications or other relevant 4 year degree. High Level of Interaction With: CFCRT Commissioners External Policy level groups Project Managers External Agencies Technical Advisory Committee News Agencies
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Rail Operations Office

Functional Title: Chief Executive Officer (future) Major Activities, Responsibilities and Qualifications: Responsibilities: Ensuring safe, on-time and courteous delivery of commuter rail services; Manages divisions with responsibilities for transportation operations, rail facilities maintenance services, safety security, CFCR coordination office and marketing. Qualifications (COO): Twenty or more years experience in an executive management role responsible for day to day management of railroad operations and maintenance. Twenty or more years experience in planning and managing major rail projects. A bachelors degree in engineering, business administration, construction management or relevant discipline. High Level of Interaction With: CFCRT Commissioners External Policy level groups Other FDOT Directors Project Managers External Agencies Technical Advisory Committee
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3.4
Interfaces The successful implementation of FDOT projects requires both internal and external interfacing, between FDOT Executives and Departments, and with Federal, State, and local government agencies.
3.4.1 Internal Interfaces
In the course of the Program, every Department head will be involved implementing various FDOT policies and procedures (e.g. Safety, Quality Assurance, EEO, DBE, ADA, PMP, Environmental, etc.). The Director of Transportation Development will be principally responsible for preparing an Environmental Assessment, obtaining a Finding of No Significant Impacts, conceptual engineering, ridership forecasting and financial planning, preliminary engineering and final design. The Director of Transportation Development will also have oversight responsibilities for the FFGA conditions and primary responsibility for the Project in the long-range planning, funding, budgeting, and real estate acquisition phases. The Director of Transportation Operations becomes the lead Department for the construction and start-up and test phases of the Project. The Director of Transportation Operations will work closely with the Planning and Director of Transportation Development, particularly in the areas of Project funding, land acquisition, environmental compliance, and permitting and scheduling. During the preliminary engineering phase of the Project, other departments will be invited to a design review meeting to assure that their concerns are incorporated into the design. The Director of Transportation Operations is also responsible for overseeing the CFCRT Project, when it is under construction. Coordination during the design and construction of the Project will be the responsibility of the Director of Transportation Operations. At Project closeout, after start-up and testing, the Director of Transportation Operations will turn over the completed and certified Project to the CEO of Rail Operations (future), which will assume primary responsibility for operating and maintaining the system and system configuration management. The Director of Transportation Operations will interface closely with the Rail (future) during the construction of the Project for quality assurance, efficiency, and maintenance reasons. The Contracts Administration and Procurement Department will procure the materials, equipment, construction, and services to support the Project upon receipt of approved purchase requisitions from other departments. The Public Information Office will be involved at all stages, providing information to both the public and public agencies during the design and construction phases. They will also provide ridership surveys to monitor work progress, informational campaigns to keep the riders abreast of any changes in schedule or station facilities due to construction under way, and promoting use of new services as they come on line.
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3.4.2
External Interfaces
Federal Transit Administration The FTA will enter into an FFGA with FDOT for the development of the Project. Accordingly, the FTA has assigned a Project Management Oversight Consultant (PMOC) to FDOT. Therefore, FDOT frequent interface with the FTA is through the PMOC. The PMOC meets at least monthly with FDOT to review the status of Project, and reports the results of the review to the FTA. A quarterly meeting is conducted with the FTA, FDOT, PMC and the PMOC to review the project progress and resolve issues. The Florida Department of Transportation, Central Office The FDOT Central Office participates in the technical review of the design documents for various projects. Work Orders issued on approved contracts are submitted to FDOT Central Office for information. FDOT Central Office will be kept informed of the Project progress at all times. FDOT Central Office is also invited to attend weekly construction update meetings and quarterly FTA Project meetings. FDOT and Local Governments Interlocal Agreements FDOT, Volusia, Seminole, Orange, Osceola County and the City of Orlando Governments have entered into an Interlocal Agreement for this project. The purpose of this Interlocal Agreement is to establish the ownership and management structure for the CFCRT on an interim basis and to set the foundation for a permanent ownership and management structure. Initially FDOT will implement, own, construct, operate, manage, and maintain the CFCRT, and at an agreed upon time will transfer the system to multijurisdictional agency that serves the geographical location of the CFCRT. Further, this Interlocal Agreement sets forth the commitments of the Signatory Member Agencies in relation to financing, planning, designing, engineering, constructing, operating, maintaining and managing the CFCRT. The Signatory Member Agencies to this Interlocal Agreement hereby agree to plan, develop, finance with assistance from the federal government, and implement a commuter rail transit system that will serve the Central Florida area, including Volusia County, Seminole County, Orange County, Osceola County, and the City of Orlando to be known as the Central Florida Commuter Rail Transit (CFCRT). The CFCRT will be utilizing the Corridor, and would consist of 61 miles of service to DeLand, Orlando, Sanford, and Kissimmee. Phase 1 is the first 31-mile segment (between DeBary and Sand Lake Road) that is expected to be operational by 2012. This segment includes stations at DeBary, Sanford, Lake Mary, Longwood, Altamonte Springs, Maitland, Winter Park/Park Avenue, Florida Hospital, LYNX Central, Church Street, Orlando Amtrak/ORMC and Sand Lake Road. By 2014, in Phase 2 extended service is planned for stations at Meadow Woods, Osceola Parkway, Kissimmee Amtrak and Poinciana Industrial Park. In Phase 3, the plans are to eventually build a station at DeLand Amtrak for the northern endpoint of the system. CFCRT will use diesel locomotive powered steel-wheeled technology with modern comfortable passenger vehicles with trains consisting of two or three cars and carry up to 178 seated passengers per vehicle. Maximum operating speed is generally between 6579 mph with average speed about 45 mph. Passenger car amenities include rest room
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facilities, power outlets to all seats, reclining seat backs, luggage and bicycle racks, and wireless Internet connectivity. 3.5 Ownership
3.5.1 Overview of Ownership
FDOT agrees to be the owner of Corridor and the CFCRT until ownership is transferred to a successor agency in accordance with this Agreement. FDOT has committed to participate in funding the acquisition, establishment, and ownership of the Corridor and CFCRT. For the first seven years from the Revenue Operation Date, FDOT has committed to the management and operations of the CFCRT. A transition agreement has been agreed to which defines the necessary action required for transferring responsibilities between FDOT and CSXT. A Transition Team with key personnel from both organizations has been appointed to implement the transition agreement. Membership of the Transition Team has been included as attachment C.
3.5.2 Ownership of Real Property
All right, title, and interest, whether in fee simple, easement, leasehold, or other, in the real estate in the Corridor, as defined herein, which includes the real estate of the stations, will be owned by FDOT. However, upon approval by the Signatory Member Agencies, in accordance with this Interlocal Agreement, when the CFCRT is transferred to a fully funded successor agency, FDOT agrees to convey to that successor agency sufficient rights in the Corridor to authorize the successor agency to manage, operate, and maintain the CFCRT. It is anticipated that at some point in the future, all right, title, and interest in such real estate as held by FDOT may be conveyed to a successor agency upon payment for FDOT's investment in such real estate and subject to such restrictions and limitations as necessary to maintain the security of any outstanding bonds or other financial interests, and to protect the state and federal government's interests, including the non-exclusive right to operate intercity passenger rail service in the Corridor.
3.5.3 Ownership of Personal Property
Ownership of personal property, such as rolling stock and other equipment that is acquired for the construction, operation, and maintenance of the CFCRT shall be with FDOT. FDOT will transfer the rolling stock and other equipment, subject to any security interest held by a third party or will grant such rights of usage of the personal property as necessary to the successor agency, so that the successor agency shall have full management control and authority over the use, operation, and maintenance of such property on the CFCRT.
3.5.4 Stations
The rail stations associated with and serving the CFCRT shall be owned by FDOT. Parking and other ancillary facilities adjacent to or connected to a station may be owned by a Signatory Member Agency or other local governmental entity. The exercise of ownership rights and the management and control of stations and ancillary facilities shall
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be delineated in a joint use agreement between FDOT and the agency having jurisdiction over and management responsibility for the station.
3.5.5 Disposition of Property
Any property that are purchased with Federal or state funds are subject to appropriate and applicable Federal and state laws, rules, and procedures regarding disposition of property and funds. 3.6 Management of CFCRT
3.6.1 CFCRT Management and Operation
Until such time as the CFCRT is transferred to a successor agency FDOT will be solely responsible for the development, design, engineering, preconstruction activities, construction and installation of all fixed facilities, procurement of rolling stock and other personal property, operation (including train dispatching), and maintenance of the CFCRT. FDOT, as landowner, will manage, direct, and control the occupation, use, and access to the Corridor in a manner consistent with freight and passenger rail services in accordance with this Agreement. For the first seven years after the Revenue Operation Date, FDOT commits to the management, maintenance, dispatch, and operation of the CFCRT. After the seven years, FDOT will have no obligation to continue, however, FDOT may be willing to continue to manage, operate, and maintain the CFCRT pursuant to a future written agreement with the Signatory Member Agencies.
3.6.2 Station Management
The rail stations associated with and serving the CFCRT are assets of the CFCRT and shall be under the supervision and control of the FDOT, or the successor agency. Management of Amtrak Stations shall be subject to prior agreements with CSXT and upon their expiration future agreement between FDOT and Amtrak. Joint Use Agreement Prior to the Commissioning of the CFCRT, FDOT and the appropriate local governmental agency with jurisdiction over a station shall have entered into a joint use agreement for each station. This agreement shall delineate the responsibilities of each party, and as a minimum include the following:

Maintenance and operation standards for the station. Control over the platform and any structure or device or system located on the platform. Provision of adequate pedestrian access to the platform and stations. Requirements for housekeeping and appearance of the platform, the stations, parking lots, and ancillary facilities. Security and law enforcement for the station and parking areas. Access for vehicular or pedestrian traffic to stations and parking areas. Provision of adequate lighting and parking.
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Disposition of station revenues in accordance with the Joint Use Agreement. FDOT's commitment to support local growth management and permitting decisions to encourage transit oriented land uses in the vicinity of the station. Local government's rights to development ancillary facilities located near or on the station site, consistent with this Agreement.
Station Improvements In the event it is determined that additional parking or other improvements need to be provided at any given station location, FDOT and the local government agree to work together to meet these needs. Station Area Land Use & Development All the parties hereto agree that maintaining a transit friendly atmosphere in the vicinity of stations will encourage and foster use of the CFCRT and increase ridership. Therefore, the parties agree that each, within its jurisdiction, will enact land use policies and restriction, consistent with sound growth management principles and in accordance with applicable law that encourage transit oriented land uses and enhance utilization of the CFCRT by the general public. FDOT agrees that in respect to any right-of-way or other real estate owned by or under the control of FDOT contiguous with a station to cooperate with the applicable local government in determining appropriate uses for such property so as to promote the CFCRT and other public transit. Furthermore, the parties agree that a local government that has a financial interest in the CFCRT and that has jurisdiction over a station location shall have exclusive authority to establish ancillary facilities at the station location, and to grant development rights, or to enter into agreements with landowners in the vicinity of a station that could produce revenue for station or transit operations consistent with the Joint Use Agreement.
3.6.3 Initial Governing Structure
Until such time as the CFCRT is transferred to a successor agency, FDOT will be solely responsible for the governing structure of the CFCRT in accordance with the Agreements. Powers and Responsibilities of FDOT (a) Maintenance and operations of the commuter rail system will be contracted out to an operations and maintenance contractor. (b) FDOT will be required to hire basic staff to manage the third party contract operator, as well as hire or contract out for specific areas of expertise. All employees could be contract employees through the third party contract or via separate contract, but the CFCRT Chief Executive Officer (CEO) and Chief Operating Officer (COO) must be contracted separately from the third party O&M firm. (c) Procurements and contracts for the CFCRT shall be processed and administered in accordance with the procurement policies and procedures of FDOT, until such time that a successor agency is established. Contracts shall be awarded under the name and authority of FDOT. The advice of the Steering Committee shall be considered by FDOT for the major procurement actions.
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(d) The main administrative office for FDOT's management of the CFCRT shall be located in Central Florida. FDOT Staffing Chief Executive Officer: The FDOT shall establish and fill the position of CEO. The CEO may be either an employee or contractor of the FDOT, and shall report directly to the District Secretary of FDOT. The responsibilities of the CEO shall include, but not be limited to:
Developing an annual operating budget for the CFCRT service and submit the budget to the TAC for its review, prior to submission to the Steering Committee; Preparing a five-year capital plan based upon the projected capital requirements for the succeeding five years and submit the five year capital plan to the TAC for its review prior to submission to the Steering Committee; Providing timely and comprehensive operational input to and coordination with individual Signatory Member Agency and the third party contractor in order to enable the FDOT to effectively respond to the needs and requirements of the individual Signatory Member Agencies and to enhance existing CFCRT service and future expansions; Submitting periodic written reports to the FDOT, TAC and the Steering Committee using data obtained from the third party CRSO as to operational performance on the CFCRT Corridor, and, as appropriate, financial or operational data obtained from each individual Signatory Member Agency; Performing such other duties and responsibilities pertaining to the CFCRT as may be assigned from time to time by the FDOT.
Chief Operating Officer: The FDOT shall establish and fill the position of COO. The COO may be either employee or a contractor of the FDOT. The COO shall report to the CEO. The responsibilities of the COO shall include, but not be limited to:
Having daily oversight of CFCRT commuter rail operations and service to ensure compliance with service standards and budgets, including oversight of all contracted services; Providing timely coordination with the appropriate staff of the individual Signatory Member Agencies, LYNX, VOTRAN and CSXT in the event of an emergency (such as the need for bus bridges, public service announcements, security, or railroad property issues); Providing timely and comprehensive operational input to and coordination with the individual Signatory Member Agencies and the third party contractor in order to enable the FDOT to effectively respond to the needs and requirements of the individual Signatory Member Agencies and to enhance existing CFCRT service and future expansions; Developing a CFCRT Fleet Management Plan and a CFCRT Systems Safety Program Plan for review by the Steering Committee and approval by the FDOT, FTA and FRA, and implementing the approved plans; Ensuring the maintenance of a high standard of customer relations with all users of the CFCRT; and
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Performing such other duties and responsibilities pertaining to the CFCRT as may be assigned from time to time by the FDOT. Development and oversight of corridor maintenance plans and activities;
Emergencies During any emergency FDOT and the CRSO shall take whatever action is necessary to protect the safety, health, and welfare of the CFCRT, its passengers and employees, and the general public. After the conclusion of an emergency, FDOT shall prepare a written report. FDOT shall provide a copy of the report to the Steering Committee and TAC for their advice, within their respective roles, on any improved activities, methods, or equipment that could prevent or mitigate future emergencies.
3.6.4 Central Florida Rail Commission
The Commission shall be formed to assist FDOT in policy direction for the CFCRT. The Commission, as a minimum, shall consist of County Chairpersons of the Signatory Member Agencies and the FDOT District Secretary, or their designees. The Signatory Member Agencies hereto, or as amended may, by unanimous consent, add other parties to the Commission who have become a funding partner with a major financial stake in the CFCRT Project. Role of the Commission The Commission shall develop a transition plan and give advice to the FDOT on decisions in respect to the CFCRT including, but not limited to, service, fare policy, funding, procurement, operations, maintenance, and capital programs, reviewing the annual budget, and financing. FDOT shall give careful thought, consideration, and appropriate weight to the findings and recommendations of the Commission. Disagreements between the Commission and FDOT shall be subject to the dispute resolution procedures.
3.6.5 Technical Advisory Committee
A TAC shall be established. The TAC shall consist of a single staff representative of each of the Signatory Member Agencies, as amended (Orange County, Osceola County, Seminole County, Volusia County, the City of Orlando and FDOT), each City or Town that has or will have a commuter rail station within its City or Town limits (at the time of the agreement, this includes DeLand, DeBary, Sanford, Lake Mary, Longwood, Altamonte Springs, Maitland, Winter Park, Orlando, and Kissimmee), VOTRAN, LYNX, Metroplan Orlando, and Volusia County Metropolitan Planning Organization. It is envisioned that the staff representatives will be from public works, planning, finance, operations or management disciplines, and serve without compensation from the FDOT or CFCRT. Role of the Technical Advisory Committee
Any major policy decision that will ultimately require the advice of the Steering Committee to FDOT shall be processed through the TAC for a recommendation of that action. The FDOT Secretary or designee, in consultation with the Steering Committee Chair, shall determine the issues to be brought forward to the TAC. The TAC shall act in an advisory capacity only and shall have no power to commit the
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Steering Committee or FDOT to any decision regarding CFCRT service including, but not limited to, operating characteristics, capital facilities, and budgetary items.
The TAC shall meet to review short-term and long-term operating plans, and the annual budget prior to the budget being submitted to the Steering Committee for review. The TAC has no advisory or recommendation authority over any FDOT CFCRT related procurement.
3.6.6
Ultimate Governing Structure
The Signatory Member Agencies contemplate that seven years after the Revenue Operation Date that a successor agency will assume management of the CFCRT along with the rights of use of the Corridor and become responsible for its operation (including dispatch) and maintenance and for the completion and implementation of future phases. FDOT agrees to cooperate with the successor agency to ensure that transition to the new owner and operator will not have any adverse effects on commuter service, and may agree with the successor agency to continue to manage, operate, and maintain the CFCRT for a length of time as may be agreed up. Notwithstanding, the transfer of governance and management of the CFCRT to the successor agency, FDOT commits to the construction of Phase II of the project, provided adequate federal, state, and local funding is secured. FDOT will be responsible for:

Overall Project direction; Negotiation and execution of the FFGA; financial planning commitment, budgeting; and draw-down of Federal and State funds allocated to the Project; Award and execution of contracts, change orders, and amendments related to the Project; Public and press relations; Execution of agreements with third parties (e.g. public agencies, property owners, utilities including fiber optics companies, and railroads); Policy oversight and coordination with affected utilities, railroads, transit operators, and other public agencies; Certification of the Project for revenue operation; Certification of compliance with environmental permitting; Certification of compliance Plans/Specifications/Documents. with FDOT criteria and policy for
Review of environmental permits by FDOT District Permit Engineer; Review the resolution of all written plans submittal comments; Review and written acceptance, by FDOT District Design Engineer, of the Design Consultant or Construction Contractors final design plans, specifications and documents with FDOT Certification of Compliance;
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Review and written acceptance, of the Construction Contractors Quality Control Program; Construction Compliance reviews as necessary by FDOT; Participation in the Final Construction Inspection by FDOT; Reserves the right to participate in the selection, evaluation and negotiation committees for all third party contracts associated with the Project; and Right-of-Way Acquisition Quality Assurance Reviews;
The FDOT CFCRT CEO will be responsible for coordinating all Project related activities with FDOT Director of Transportation Development. The FDOT CFCRT CEO will participate in Value Engineering and Peer Reviews established by FDOT to review specific Project facilities, systems, operations and other aspects of the Project. FDOT will provide consolidated monthly progress reports and updates in a format established by FTA. Progress reports will be submitted to FTA fifteen working days after the close of the month. The progress reports shall demonstrate the order, sequence, and duration of Project activities. FDOT will use such information to ensure that the Project final design, procurement, construction, and start-up phase is not impacted. FDOT will participate in quarterly meetings between FTA and FDOT for the purpose of reviewing progress with FTA staff and the PMOC and allowing meaningful dialog to take place on Project issues. FDOT will ensure that all of its Project consultants provide written documentation of all quality assurance/quality control activities, in a manner, which can be reviewed by representatives of FDOT and the FTA and its representatives. Project Management Consultants (PMC) FDOT has entered into multiple Cost-Plus-Fixed-Fee Contracts for PMC and Design Services for the conceptual engineering, environmental clearance documentation, design, construction, testing, and start-up portions of the Project. The PMC will be responsible for establishing and maintaining communication links between FDOT, CSXT and the Construction Contractors. The PMC shall assist FDOT in the oversight of the Construction contractors, from mobilization through revenue operation by confirming that work on the Project is being properly administered, documented and reported. The PMC will also assist FDOT in monitoring compliance with FRA, FTA, CSXT and FDOT requirements and others as appropriate. The PMC organization is shown in the FDOT established Project Functional Organizational Chart, which delineates their duties and responsibilities on the Project. Key Functional positions which will be part of the project Team on a full or part time basis are listed below: District Construction Engineer
Assist the Director of Transportation Operations in maintaining project management and control; Guiding the Project through construction, and Start-up and Testing phases;
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Participation in Value Engineering Studies; Participation, review and approval of logistical modeling of railroad operations through the phased construction of the Project; Participation in the solicitation process for the Construction Contractors; Participation in the partnering workshops; Review and acceptance of the Construction Contractors' schedules; Review and approval of construction progress estimates; Review and approval of supplemental agreements; Review and approval of change orders and claims; Monitoring the implementation of Quality Assurance; and Upholding applicable FTA guidelines. Control and manage the contractors. Ensure that work on the Project is properly being administered, documented and reported by the PMC staff; Oversee the Construction Contractors mobilization, startup, schedule and progress for the Project duration; Overall cost/schedule/quality responsibility for the Construction Contractor contract; Resolution of technical problems to minimize impacts to Project from a cost and schedule standpoint; Lead or participate in Project meetings; Assist in Construction Contractors Change Order resolution; and Approve Construction Contractors monthly progress payment and assuring work is in conformance with the plans and specifications. Represent the Resident Engineer (RE) in his absence; Assist the Resident Engineer in performing the RE duties; Interface and coordinate the work between PMC staff in main office, field offices, and home offices; Manage oversight and inspection activities. Provide liaison between Construction Contractors and utility companies to ensure work complies with agreements between FDOT and utility owners; Coordinate with Construction Contractors FDOT and local public agencies for scheduling street closures, submittal of traffic maintenance plans, and various other requirements, including current highway projects within the corridor and Mobility 2000 Project; Supervise CEI and insure continuity and uniformity of Construction Management and Field Oversight.
Resident Engineer
Construction Project Manager

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Resident Compliance Officer (RCO)

DBE Program Implementation; DBE certification according to 49CFR Part 26; DBE Program Monitoring (Desk and Field Audits); EEO Compliance Monitoring including Davis-Bacon; Monthly Reports summarizing compliance status; and Coordination of Outreach Activities related to hiring and DBE participation. Reporting directly to the PMC Project Manager with a direct access to PMC Executive Officers and FDOT Manager of QA, the Project QA Manager is responsible for monitoring and enforcing QA. Review and comment on the Construction Contractors quality assurance program and the qualifications of the Construction Contractors Project QA Managers; Inspection of off-site suppliers as required and review of their QA/QC Plans; Provide expertise in the investigation and handling of unique quality problems; and Monitor Construction Contractors performance by field audits and inspections. Coordinate with FDOT, Construction Contractors in the development and implementation the Community Awareness Program with time lines for each task and responsible person for each task, especially lane closures and traffic disruptions; Assist in the coordination of the Community Outreach Team meetings with the Construction Contractors; Prepare monthly reports on all community awareness/outreach activity for FDOT, PMC and Construction Contractors review and action; Attend public and association meetings held in connection with public outreach programs; Maintain contact with the public officials and staff in each affected cities to insure open lines of communication regarding the Project; Assist in the Construction Contractors communications plan for all affected groups (e.g., residents, businesses, riders, elected officials, community/civic organizations, institutions & public agencies, schools, churches, incident response agencies, etc.) and motoring public, and boaters; Assist in the development of fact sheets, flyers, posters, brochures, schedules, and newspaper inserts for the riders, community organizations, residents, and businesses to be made available at stations, job sites, stores, businesses, and public places. The materials and reproduction for the public documents are the responsibility of FDOT; Participate in community projects, events, and activities to distribute information about the Project to keep the community informed; Establish a relationship with the businesses in the affected areas;
Quality Assurance (QA) Manager
Community Outreach Coordinator
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Attend homeowner/civic association meetings in the area to inform the residents about the progress of the Project and to address any concerns, monthly in all counties; Prepare flyers for FDOT distribution to riders to alert them about schedule changes and delays; Develop a Press kit and assist FDOT Marketing Department in scheduling a Kick-off Press Conference to inform the press about the Project before construction; and Assist FDOT in soliciting editors and news directors for feature articles and programs of the scope of the Project. Review Construction Contractors Construction Safety Program to determine that applicable regulatory compliance criteria, job safety requirements, and accident/incident reporting procedures are contained within the plan; Audit Construction Contractors Certification Program including hazard analyses and Fire/Life/Safety procedures. The level of effort proposed for this activity assumes that Construction Contractors delivers a submittal that meets contractual requirements, applicable regulatory requirements and industry standards; and Perform periodic field safety reviews with the Construction Contractors Safety Officer and other Project personnel as necessary. Daily oral and in-person communication with client and engineering community; Daily use of MS Word. Use of Excel software to develop tracking reports; Coordinate preparation and distribution of Project activity calendar, distribution lists, Projects tracking logs; Develop and update administrative procedures; word process procedure revisions and coordinate controlled copy distribution of Project procedures; Distribute/retrieve mail and documents; Word process memos, letters, forms, budget documents, reports and covers for documents in Project library of baseline and contract documents; Assist in quality check contract documents and print orders; Photocopy, distribute and file Project correspondence. Maintain files including but not limited to: incoming and outgoing correspondence, quality reports, progress reports, Project forms, waivers, procedures, and review comments; Assist in Recording and word processing minutes of PMC staff meetings; maintain files of staff meetings; Coordinate requests for supplies and equipment and repair services, as needed, and order printing services and approve invoices; and Responsible for the overall performance of the Project Controls Department; Interfaces with FDOT in producing reports, charts, tables, etc., necessary for physical and financial progress reporting;
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Safety Officer
Administrative Assistant

Project Controls Manager

Coordinates with Contract Administration, Technical Services and Construction Management Managers regarding Project Controls information and issues; Responsible for issuing PMC monthly Progress Report, Invoice and executive Progress Report; Oversees Preparation of Project Progress Reports to FTA; Develops and Oversees Project Cash Flow; Responsible for review and acceptance of Construction Contractors schedule; Responsible for review and acceptance of Construction Contractors Pay Applications; Oversee and provide input to FDOT Procurement and Contract Administration Department for Cost and Schedule response to Construction Contractors request for Change Orders and/or Claims. Oversees Document Control operations; Oversees Configuration Management System operations; Oversees tracking of action items, design reviews, permits and other activities or issues related to the Project Schedule; Oversees status of Right-of-Way Acquisition relative to Cost/Schedule; Attend Management/FDOT meetings to report on Project Budget/Schedule status; Track reports on issues with potential Cost/Schedule impact; and Responsible for Quality Control on all Project Controls functions. Expedites assignment, distribution and monitoring of work of PMC Project Controls and Technical Service Departments to insure the efficient processing, review and timely turn-around of all time sensitive documents; Works with PMC Technical Services and Construction Management departments to prepare Monthly Project Progress Reports and updates with regard to schedule, in place quantities, work completed and approved; Assist the scheduler/cost estimator in expediting the various activities with the technical services staff and the field staff; Ensures that all Project files are maintained and current; Assist the Project controls manager in the day-to-day operations; Ensure compliance with Project procedures, policies and standards; and Responsible for document control and configuration management functions. Manage and administer Right-of-Way Acquisition staff; Interface and coordinate with PMC, FDOT, and Legal Counsel; Provide administrative support for appraisal services, demolition and abatement contracts; Maintain Right-of-Way production efforts and prepare reports; and
Property Acquisition Manager (FDOT)

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Certify Right-of-Way clear. Prepare acquisition files, offer package, lawsuit packages, closing paperwork; Perform parcel negotiations; Interface with appraisers, legal counsel, and PMC design review team; Provide relocation advisory assistance; Obtain move cost estimates for business displacements; Coordinate business moves; Process relocation claims; Inspect properties and prepare property inventory; Prepare demolition and abatement contracts; and Administer demolition and abatement contracts, and oversee work. Monitor Project budgets; Prepares projection and variance reports for scheduling and cost budgets; Review Construction Contractors Baseline Schedule; Develop and manage Project cash flow generated from the cost loaded schedule and update on a monthly basis; Develop Project tracking cost/schedule databases and other databases as necessary; Evaluate and verify Construction Contractors monthly pay application with regard to Project Schedule; Establish and prepare a variance report describing variance between the actual cash flow and budget cash flow. Update and issue as part of the monthly status report; Provide cost/schedule documentation as requested; Participate in preparation of Monthly Progress Report; Participate in preparation of FTA Progress Report; and Analyze schedule/cost impact of change orders and claims. Assist in the review of the Construction Contractors Baseline Schedule and monthly updates; Update and issue the Program Master Schedule on a monthly basis as part of the monthly status report; Establish and prepare a variance report describing variance between the current schedule and the baseline schedule. Update and issue as part of the monthly status report;
Senior Right-of-Way Agent (FDOT)

Contract Support Specialist

Estimator/Scheduler (CEI)
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Review change order requests for time extension and provide feedback to the Construction Manager and field staff; Provide schedule/cost impact analysis for change order and claims; Track issues with potential cost impact; Assist in Construction Contractors pay application approval; and Assist in preparation of Project reports. Maintain document control system in the PMC office; Ensure distribution of documents to FDOT and outside agencies, field offices, Construction Contractors and others as appropriate; Maintain and control CADD drawings; and Access Document Control System and provide files as requested. Establish and implement a methodology to control the various elements of the Configuration Management process. This will include, but not limited to, document management and tracking of submittals, design change requests, non-conformance reports, requests for information, meeting minutes, Contract Change Requests, etc. Submittal review tracking; Train users, both those that input information and those that read only in the use of the document, claims and other system modules; and Maintain the Project Information System. Coordinates with Contract Administration, Technical Services and Project Administrators regarding Project Controls information and issues; Responsible for review and acceptance of Construction Contractors schedule; Responsible for review and acceptance of Construction Contractors Pay Applications; Oversee and provide input to FDOT Procurement and Contract Administration Department for Cost and Schedule response to Construction Contractors request for Change Orders and/or Claims. Oversees tracking of action items, design reviews, permits and other activities or issues related to the Project Schedule; Track reports on issues with potential Cost/Schedule impact; and Responsible for Quality Control on all Project Controls functions. Assist the scheduler/cost estimator in expediting the various activities with the technical services staff and the field staff; Ensures that all Project files are maintained and current; Assist the Project controls manager in the day-to-day operations;
Document Control Specialist

Configuration Administrator
Senior Project Engineer
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Ensure compliance with Project procedures, policies and standards. Monitor Contract closeout requirements, and reviews and approves closeout documentation; and Review and provide official contractual position on all requests for additional time and money disputes and/or claims. Coordinate with FDOTs Contract Administration and Procurement Director on contractual and procurement issues; Manages the Construction Contractors contract administration actions following award; Verifies that contract administration functions are implemented in the field offices; Review and provide official contractual position on all requests for additional time and money disputes and/or claims. Coordination with Construction Contractors personnel to adjust or clarify conflicting contact interpretations; Review Construction Contractors pay applications for compliance with the contract documents. Monitor Contract closeout requirements, and reviews and approves closeout documentation; and Monitor labor compliance, subcontracting and DBE compliance program. Processing of change requests, negotiations and claims with the Construction Contractors in accordance with applicable FDOT and FTA procedures; Assist in cost/price analysis on change order requests and provide feedback to the construction manager and field staff; Provide cost impact analysis for claims; Track issues with potential schedule impact; and Assist in Construction Contractors pay application approval. Reports to and is responsible to the Senior Project Engineer; Coordinates daily with Construction Contractor to review daily work performed; assigns inspectors to document work; Reviews Contractors submittals; Co-ordinates with and reviews the Contractors look-ahead schedule, obtains approved design and shop drawings/specifications prior to the Contractors performance of the work; Interfaces with PMC Technical Services with field information for Contractors Request for Information or Change Order Requests; Interfaces with Senior Project Engineer with field information for the Contractors Extra Work or Change Condition Claims.
Contract Administrator
Project Administrator

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Manages the field staff to ensure that the Contractor meets contract obligations and assure quality; Conduct progress meetings; Prepares draft Contractor Non-Conformance Reports or memos for signature by PMC Project Manager and Project Manager; Review and verify the Contractors monthly progress payment; Review and ensure that the work done (for signals and grade crossing) complies with agreements between FDOT and CSXT, Monitor CSXT provided services, force accounts and equipment; and Contract closeouts. Review Construction Contractors Baseline Schedule; Manages the Construction Contractors contract administration actions following award; Coordination with Construction Contractors personnel to adjust or clarify conflicting contact interpretations; Review Construction Contractors pay applications for compliance with the contract documents. Monitor labor compliance, subcontracting and DBE compliance program. Processing of change requests, negotiations and claims with the Construction Contractors in accordance with applicable FDOT and FTA procedures; Assist in cost/price analysis on change order requests and provide feedback to the construction manager and field staff; Provide cost impact analysis for claims; Track issues with potential schedule impact; and Monitor Project budgets; Develop Project tracking cost/schedule databases and other databases as necessary; Evaluate and verify Construction Contractors monthly pay application with regard to Project Schedule; Review change order requests for time extension and provide feedback to the Construction Manager and field staff; Provide schedule/cost impact analysis for change order and claims; Track issues with potential cost impact; Direct, control and manage all technical functions of the Construction Contractors effort; Develop work plan and implement it through Project completion;
Contract Support Specialist (CSS)

Technical Services Manager
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Coordinate with resident Managers on field changes Act as liaison between Project staff and outside agencies and Construction Contractors; and Develop and maintain proper communication with all parties on technical issues. Track and coordinate reviews of the Construction Contractors Design Submittals; Track and coordinate Permits; Track and Coordinate with various utilities as necessary to assist Construction Contractors in expediting identification of existing utilities; Review of utility work at various stages of design for compliance with utility owners requirements; and Review and coordinate utility design work at grade crossings and ensure minimal impacts to traffic. Report to Project Administrator; Monitor progress of the work and reports actual performance by the Contractor on Daily Reports; Monitor Contractor compliance with plans and specification, applicable building codes and good workmanship; Confirm that Contractor quality assurance/quality control personnel are performing required inspections, tests and completing required documentation; Monitor work performed by Contractor Testing Laboratories. Document the results of this service and report any deficiencies to the Project QA Manager and Project Administrators; Perform quality assurance checks and audits; Spot check permanent materials entered into the work for compliance with plans and specifications; Perform material/equipment testing as required; Report Non-Conformance issues to the Project Administrator where inspection reveals sub-standard workmanship or materials; Coordinate with various discipline engineers to expedite reviews and dispositions;
Senior Inspectors

Monitor and documents CSXT provided services, force accounts and equipment; Site Office Manager / Document Control
Prepare reports, draft correspondence, assemble quantities for progress payments, maintain drawing and contract records, prepare field change notices and change orders etc; Receives and inputs tracking information on Contractor correspondence, submittals, RFIs, CORs, request for information change order requests, etc.; Handles and distributes all incoming and outgoing documentation from the field office in accordance with Document Control Procedures.
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Insures Field Oversight Personnel have correct/current drawings and specifications for Work; Initial input to document control program of all documents sent or submitted by the Contractor, prior to forwarding to the Project Office; and Perform all clerical duties at the field offices. Review phasing and staging plan for track related issues; Verify adequacy of proposed deviations from the track alignment contained in the Bid Documents; Review track schematic; Coordinate track standards issues with the FDOT/FRA/CSXT; and Review of relevant Contract Deliverable Requirement List (CDRL) items. Act as liaison between the Construction Contractor and jurisdictional agencies regarding traffic closures for grade crossings work. Attend Construction Contractors meetings; Review design submissions for grade crossings design and maintenance and protection of traffic; Review impact of signaling system on grade crossing work; and Review of relevant CDRL items. Perform Architectural review of station design and buildings; Coordinate with PMC technical staff for electrical / mechanical / plumbing / systems / HVAC / structural / civil disciplines; Coordinate with Amtrak for station platform extension; Review of Construction Contractors design with respect to ADA compliance; Coordinate with local governments and provide public relations support; and Review of relevant CDRL items. Coordinate work with State Historical Preservation on stations registered as Historical Building. Architectural review of facility; Coordinate the review of track-work within the facility; Coordinate with PMC technical staff for electrical / mechanical / plumbing / systems / HVAC / structural / civil disciplines; Review of DBCs design regarding ADA compliance; Review and coordination of functional requirements with FDOT;
Track Engineer

Traffic/Grade Crossing Engineer
Stations Architect

Vehicle Storage and Maintenance Facility Engineer

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Coordinate with FDOT regarding furnishings provided by FDOT and/or desired by FDOT for incorporation in the facility; Review and coordination of maintenance and operation aspects of the facility to ensure compliance with FDOT requirements; and Review of relevant CDRL items. Review and coordination with FDOT for canal crossings, retaining walls; Review of design of retrofit of crash walls for overpass bridges; Interface with FDOT to resolve design issues; and Review of relevant CDRL items. Review of design of Signal systems/communications; Review and coordination of the transfer of the existing dispatch system at Jacksonville to the new Vehicle Storage and Maintenance Facility; Review of design of Passenger information system; Review of Central Control System at the Vehicle Storage and Maintenance Facility. (CSXTs review will be limited to signal interfaces only.); Provide electrical support for systems design elements review; and Review of relevant CDRL items. Review all drainage work associated with the Project, including permit requirements; Review of drainage and environmental permits; Coordinate as appropriate with agencies such as FDOT and county permitting agencies in resolving issues related to drainage; Work closely with other technical staff as needed; and Review of relevant CDRL items
Bridges/Structures Engineer

Systems Engineer

Drainage Engineer

CSXT Program Coordinator A person designated by CSXT to coordinate all operation and construction activities along the CFRC. The Coordinator is responsible for the implementation of the required safety rules and procedures mandated by CSXT and the FRA. The Coordinator will also assure that the contractors and other organizations working on the CFRC have employed Flag person(s) certified and authorized by the railroad (CSXT), to supervise the workers and Watch Person(s), if any, during construction along the CFRC while working within 25 feet of the tracks or conditions that construction work may foul the tracks. The Coordinator has direct radio contact with the CSXT Dispatch Center and assigned Flag person(s) along the CFRC to monitor all operation and construction activities along the CFRC.
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AMTRAK Coordinator A person designated by AMTRAK to coordinate all operations during construction activity within the corridor, and to coordinate during CFCRT start-up, operations and maintenance activities.
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MANAGEMENT CONTROL
This section describes the means and methods by which FDOT manages schedule, cost, and quality of the Project, along with measurement and control. This section also describes how the work against the contract amount and schedule of the project is monitored. It addresses the philosophy on which budgets and schedules are based, progress reporting, including the schedule update process, recovery and mitigating steps to bring the progress back on schedule and the circumstances under which the schedule will be revised and resolved.
4.1
Schedule Control The schedule control of the Project will be maintained through the use of the following schedules and are updated on a monthly basis:
Funded Project Master Schedule (FPMS): Created and maintained by FDOT to schedule and coordinate the completion and funding of all capital projects. Project Master Schedule (PMS): This schedule is developed and maintained by the PMC to control the phases of the Project from Preliminary Engineering to Testing and Start-Up. Master Project Integrated Schedule: This schedule will integrate design, construction, testing, and startup activities for all parties (PMC, FDOT, CSXT, Contractors and CFCRT) into a single master schedule. Baseline Schedule: This schedule is the original schedule of design, build and testing activities completed by the Construction Contractors upon contract award. Monthly Schedule Updates: Monthly schedule updates submitted by the Construction Contractors to FDOT and the PMC for review and comparison to the Baseline Schedule.
The following sections detail each level of scheduling, schedule interfaces, and the process for schedule updating.
4.1.1 Funded Projects Master Schedule
The FDOT CFCRT Project Manager will be responsible for updating FPMS. This schedule covers all capital projects for both the medium-range and short-term planning horizons and is the basis for FDOT project budgeting and cost control, and for allocation of in-house and consultant (PMC, GEC, FDOT, etc.) resources. The FPMS was initially developed in order to determine necessary project funding. By examining the period in which work would be performed, costs are escalated in accordance with the schedules associated with the individual projects. The FPMS is an essential management tool for scheduling and control of capital projects. The FPMS will be revised after the completion of the Preliminary Engineering (PE) Phase, and regularly monitored and maintained.
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The FPMS update is made quarterly and is based on the status of the Project Master Schedules of the active FDOT projects. Activities in the FPMS not specifically identified in the Project Master Schedules are updated with information obtained from FDOT staff responsible for those activities. The FPMS is recomputed in order to monitor the actual progress relative to the planned progress. The results of this comparative analysis are reported to the senior staff and appropriate organizations.
4.1.2 Project Master Schedule (PMS)
The PMS is developed to track project progress. Upon Completion of the PE phase, the PMS will forecast final design, procurement and construction activities. The PMC will be responsible for updating the FDOT approved PMS on a quarterly basis. The current PMS is included as Attachment A.
4.1.3 Master Project Integrated Schedule
This schedule will integrate design, construction, testing, and startup activities for all parties (PMC, Contractor, FDOT, CSXT, and CFCRT) into a single master schedule. This tool is invaluable as the project nears its Revenue Operations Date since resources must be closely coordinated with many other competing activities. The PMC will be responsible for updating this schedule on a quarterly basis.
4.1.4 Baseline Schedule
The Baseline Schedule is developed by the Construction Contractors and is reviewed and accepted by the FDOT, with input from the PMC. It presents the scope, logic, and duration proposed to accomplish the Project, and includes: (1) all activities necessary to complete the Project; (2) the duration for each activity; (3) all activities depicted in their logical relationship by means of a diagram or network; and (4) the sequence of activities controlling its completion within the network, which thereby defines the Project's "critical path". Baseline Schedule Development This section specifies the parameters associated with the development of the original Baseline Schedule, as provided in the contract documents, excluding any known or pending changes to the original Scope of Work. The Baseline Schedule is used as the "target schedule" which is used to monitor the physical progress of the work, to verify the Construction Contractors' progress payments, and to provide a basis for change notice and claims support. The Construction Contractors will develop the Baseline Schedule in accordance with the contract requirements. FDOT, with assistance from the PMC, will suggest areas in which the Project can be organized, provide duration and logic for work performed by government agencies, utilities, and any organization other than those affiliated with the Construction Contractors. In addition, FDOT, with assistance from the PMC, will provide requirements on the detail of the activities required for the Baseline Schedule to assure that the process can be properly monitored. These requirements, as well as the conditions necessary for acceptance of the Baseline Schedule, are stated in the Contract Documents.
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The Construction Contractors will develop their Baseline Schedule with a coding structure and calendar as defined by the contract. The Construction Contractors determine the logic of the activity network, assign resources such as labor and cost, and assign activity duration. Scheduling software provided by the Construction Contractors must be compatible with that used by FDOT and its consultants, so that data may be exchanged electronically as required by the contract documents. The Construction Contractors should add additional interface activity codes and durations for work performed by government agencies, utilities, and any organizations necessary to develop the construction schedule, to the extent possible. The Baseline Schedule provides activity logic, start and finish dates, duration, and Project budget cash flow. Project Milestones: The Baseline Schedule provides a network delineating those activities required to achieve the contractual milestones. Each activity network will consist of the following applicable events:

Notice To Proceed, Permits, Design submittal and review, and approval of shop drawings and material samples, Procurement, fabrication, and delivery of materials and equipment; Installation of materials and equipment, Station Platform Completion (as applicable) Station Completion, (as applicable) Operations Control Center, (as applicable) Testing, inspection, punch list work, and final acceptance of material and equipment, Private and public utility work specified in the contract documents to be performed by others; and/or FDOT furnished materials.
Project Costs: Selected schedule activities shall have an associated resource cost. These costs shall total to the contract value and can be used as the Contract Schedule of Values. FDOT shall direct the construction contractor to provide additional cost loaded activities as necessary. Updated schedules shall be provided with payment applications.
4.1.5 Design/Construction Schedules
The Design/Construction Schedules serve as the monthly updates of the original Baseline Schedule. For the Project, the Construction Contractors will be required by their contract to prepare and submit monthly detailed Design/Construction Schedules to FDOT and its PMC. The monthly update shows each activity completed or in progress during the period. In addition, the Construction Contractors are required to submit a written Monthly Progress Report identifying any variance from the Baseline Schedule, with proposed corrective action. The report must be accurate and correspond with the time period covered in the attached pay application.
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The Construction Contractors are responsible for updating the activities in the Design/Construction Schedule using the percentage complete of activities as required by the contract. Any logic or duration changes to the schedule must be identified in the Construction Contractors' Monthly Progress Report. Updates are verified by personal observation of the activities in the field and reviewed with FDOT and its PMCs. The update is analyzed by FDOT, with assistance from the PMC, for potential problems and for actions needed to mitigate potential problems, as well as implementation of the necessary actions.
4.1.6 Schedule Monitoring, Analysis, and Reporting
FDOT, with assistance from the PMC, will monitor the progress of the Construction Contractors work and prepare the Monthly Status Report designed to evaluate the status of the Project. This report includes the following: Project Status:
Construction Contractors' Schedule Submittals: The scheduled or actual receipt dates of the Design/Construction Schedules, as well as any required Recovery Schedules. Notice to Proceed (NTP) Dates: A comparison between the contractual NTP dates as shown in the Baseline Schedule and the actual NTP dates. Permits and Agreements: A list of the outstanding permits and governmental, railroad, or utility agreements necessary for the Project. No excuse Bonuses/Incentives/Disincentives Real Estate: A list of the outstanding parcels (if relevant) and an indication of any parcel that is critical. QA/QC activities. Safety issues.
Critical Activities: For each of the milestones identified above, an evaluation of the critical activities associated with the Construction Contractors' ability to meet milestone dates. Current/Potential Problems and Proposed Solutions: FDOT, with assistance from the PMC, analyzes the updated information to determine if any delays and/or negative float is having an impact on any milestone dates in the schedule. If the analysis indicates that there is a current or potential problem, the source of the problem and potential solutions shall be described in detail in the Monthly Status Report.
4.1.7 Recovery Plans/Revisions/Special Studies
As potential delays to activities in the Baseline Schedule become apparent, the first action of the PMC is to inform FDOT and to initiate a special schedule study to determine if the critical path is affected and if the lost time can be made up. In many cases, FDOT will enlist the aid of the responsible program participant to research the delay, and recommend strategies to recover the time.
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Once a delay has been identified and analyzed by the PMC, FDOT will make a decision to either absorb the delay, or attempt to accelerate a work element to recover the lost time. The Construction Contractors must submit a recovery plan whenever they fall behind their approved schedule, taking into account all granted time extensions. 4.2 Cost Management The Project estimated cost for the IOS Opening Day (30 minute headways) is $357,223,000 (YOE). This estimate includes all costs which apply to the Project, including the costs of Right-of-Way; rolling stock; adjustment or relocation of conflicting third-party facilities; start-up costs; allocated share of FDOT staff costs; costs of Project Management and control, design, appraisals, construction and procurement management; insurance costs; and training costs. The current budgets for the IOS and LPA for 2030 (15 Minute Headway) are also included.
4.2.1 Background to Cost Control Efforts
The FDOT Director of Transportation has overall responsibility for the cost management and control of capital improvement projects. The Director of Transportation Development will provide oversight and technical assistance in budgeting, cost management and forecasting.
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Figure 4-1
Project Budget
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Cost Control The FDOT Director of Transportation Development establishes initial cost control by using the budget developed during the Planning Phase. The total capital cost estimates has been the basis for all work during Preliminary Engineering (PE) and will determine the final scope of work for the Project. The cost estimate for the Project has been prepared during PE. This estimate forecasts the cost of significant items, as well as the Project as a whole. The capital estimate for the Project is prepared by consultants, reviewed by the PMC, and approved by FDOT. Once the Construction contract is awarded, the contract bid price becomes an integral part of the budget. Completion of the Preliminary Engineering (PE) Cost Estimate The purpose of this estimate is to provide a reliable expectation that the Project budget will fully support the Construction Contractors' total accepted bid, in addition to all other Project related costs. The PMC shall update the PE Cost Estimate performed during Phase I. The estimate will be at the level of detail as defined from the Procurement Package Documents and will be prepared with the same information that the Construction Contractors will be proposing on. The estimate shall include all of the components required for the design and construction of the Project, and will be performed at a level to be easily compared against the Construction Contractors' bids. The estimate will be developed using the Project Work Breakdown Structure (WBS) to facilitate the breakdown of detail required for the Project. Pricing will be developed using historical unit prices for similar work, and contact with the Construction Contractors' suppliers for pricing information on major Project elements. Proper contingencies and allowances will be used to assure that all Project cost items have been included in the cost estimate. FDOT and the PMC will review the PE Cost Estimate, and any significant deviations from the baseline cost estimate used for the FFGA will be resolved at this point before proceeding to procurement of the Construction Contractors. This level may also be used in Value Engineering (VE) applications before the completion of Construction bid documents. The VE process is shown in Section 4.5 of this PMP. Cost Control for the Construction Contract Once the PE or Final Design Cost Estimate has been completed, FDOT will contract with Construction Contractors to deliver the Project within the parameters of the Construction contract documents, the total budget, the schedule, and the design criteria. Under the terms of the Construction contracts, it will be the Construction Contractors' responsibility to deliver the full scope of the Project within the Contractors bid price and schedule.
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4.2.2
Estimate Format
The estimate prepared during the PE Phase is required to follow the Project WBS. The format will provide a consistent set of conditions relevant for budgeting, bidding, change orders, and claims. Appropriate backup documentation must be submitted with all estimates.
4.2.3 Estimate Preparation
Estimates must follow the CSI format. All portions of the estimate must be adequately documented in a manner that is logical, consistent, and legible. All work sheets of the estimates shall contain the Project number, Project title, estimator's initials, date, estimate revision number, and page number. Each estimate will contain an introductory basis and assumptions that define the development of the estimate.
4.2.4 Cost Management System
The cost of the Project shall be monitored and controlled by FDOT, with the assistance of PMC, to assure that budgets are not exceeded. The following elements of Project control are required: Work Breakdown Structure The organization and categorization of work scope is accomplished using a hierarchical chart called the WBS. The WBS logically subdivides all of the work elements into successively smaller increments of work. Continuous subdivision in this manner provides detail down to the level of individual activities for each of the Project entities, corresponding to the individual elements modeled in the logic diagram. Each of these elements will have an established percent of Project Budget and Cost Loaded schedule, which will be used to monitor and control the Project and to provide a basis of payment to the Construction Contractors. The WBS for the Project will be controlled down as a minimum to the Subtask Level as follows:

Level 1
Project Identification: Establishes the name of the Project.
Level 2 Phases: The Phases of the Project include: Planning, Preliminary Engineering, Design, Construction, and Start-up and Testing. Level 3 Tasks: The Tasks of the Project include: Project Management & QA, Design, Environmental Studies, Land Acquisition, Construction, Public Involvement, Testing and Start-up, and Training. Level 4 Subtasks: The Subtasks identify the internal and external resources that are involved in the performance of the planned activities and charges to the individual and discrete elements of project line items.
Organization Breakdown Structure (OBS) The process of establishing responsibilities for completion of WBS tasks result in the OBS. The horizontal axis of the OBS is the WBS at a subtasks level and the vertical axis of the OBS is a list of Project entities, including consultants, PMC, and the Construction Contractors. Intersections on the matrix designate the assignment of
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activity within a single WBS element to a single organization. Each intersection is defined as a work package with specific Cost Account.
4.2.5 Account Codes
During the planning stage, a Project Number and a Budget Number will be set up for each Project. Based on the OBS, Account Codes will be assigned down to the Level 4 (Subtasks Level). The Account Codes will be determined as the WBS is completed. Project Charges The FDOT Directors will assure that their staff applies the right account codes to time sheets and expense reports. The employee authorized to work on the Project will use the assigned account codes to their time sheets and expense reports. Procurement documents and contracts will also specify the account codes for the consultants, PMC, suppliers and Construction Contractors. The account codes shall also be indicated in all invoices submitted to FDOT for payment. FDOT will check that the right account codes are applied to all invoices.
4.2.6 Cost Reports
The cost report is an accounting tabulation including all of the Project's costs. It is the pivotal cost control/budget document and as such, is the basis for all other cost control efforts. The Administration and Finance Department prepares and issues the Cost Report to the Director of Transportation Operations and Director of Transportation Development, and the PMC monthly. Updating the Cost Report Every time the Invoices and Time Sheets are processed, by entering the appropriate data and account codes into the Project, the Cost Report is automatically updated to reflect the new cost to date figures and balance figures. By using this technique, the cost control is always current as it displays the latest information as new charges are processed. Updated copies of Cost Reports are issued with assistance from the PMC to evaluate cost variances and so that decisions can be made in concert with the Project budget. The Director of Transportation Development with the assistance of the Administration and Finance Department, prepares the Cost Report by Grants, for the FTA required periodic reports.
4.2.7 Changes Report
An integral part of any cost control system is the ability to tabulate consultants, PMC, Construction Contractors and suppliers proposals and changes, predict overruns, and present the information. The Changes Report has been developed to meet these requirements. FDOT change management procedures are discussed later in this section. A report of all changes is maintained in the Project file. The purpose of this report is to itemize maximum cost exposure, track outstanding proposals and claims to insure timely resolution of pending changes and identify potential cost overruns.
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Updating the Changes Report The Changes Report is kept current by FDOT, with assistance from the PMC, as change orders are approved, claims are filed, and proposals are received from consultants, suppliers and Construction Contractors. The report is updated monthly and copies given to Directors and Department Heads. 4.3 Contingency Management A detailed Contingency Management Plan showing contingency amounts at appropriate Hold points is under development as part of the Risk Management Plan. The FDOT Executive Oversight Team, (EOT), on a per-contract basis will authorize a construction contract contingency for hold point milestones. This contingency allocation is intended to cover:

Unforeseen field conditions; Changes in the scope of the Project that may affect the bid price; Delays in terms of time that affect the bid price; and Changes in federal, state, and local regulatory requirements and ordinances.
The contingency allocation fluctuates as the Project cost estimate is continually reviewed and revised and risk areas are eliminated, or new risks are identified. The status is forwarded to Administration and Finance Department for inclusion in the Cost Report. The baseline capital cost includes separate allowances for design and construction contingency. The design contingency will be used with the approval of the EOT or Director to cover the cost of design of those elements not identified at the preliminary design level, when the baseline was set. The design contingency will be reduced over the design period for each contract unit upon completion of the in-progress and prefinal design review events and will be deleted upon the final design acceptance. The construction contingency will be managed by the FDOT over the period of construction and drawn upon for events that are neither normal nor anticipated. It will be increased, as appropriate, should the project scope increase. Although each contract that is awarded shall be apportioned a fixed percentage allowance for normal changes and claims, the construction contingency allowance shall be managed on an aggregate basis and not by contract unit. As construction and procurements progress and the potential for unknown risks are diminished, the construction contingency will also be reduced, independently of allocations made for cause. 4.4 Payments For the Construction Contracts, which are lump sum or unit price contracts and employ the cost-loaded CPM technique of schedule and cost control, payments will be made monthly based on progress and earned value. FDOT, with assistance from the PMC, shall evaluate the monthly accomplishments of the Construction Contractors and determine the earned value performed during the month being invoiced. The PMC will then recommend to FDOT invoice payment less the retainage stipulated in the contract.
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4.5
Value Engineering (VE) VE is a systematic, multi-disciplined approach to design that optimizes the value of each dollar spent. To accomplish this goal, a team of architects/engineers identifies, analyzes, and establishes a value for a function of an item or system. The objective of the VE is to satisfy the required function at the lowest total cost (capital, operating, and maintenance) over the life of a Project consistent with the requirements of performance, reliability, and maintainability. VE analyses was performed during the PE Phase of the Project, but may be performed at any time to evaluate a Construction contractors submittal. The VE effort was conducted under the coordination of FDOT and the PMC. The VE was performed during a weeklong workshop by a multi-disciplined team of professionals specially assembled for this purpose. The team included: civil, structural, electrical, mechanical and construction engineers, as well as specialists in architecture, cost, construction management and transit operations and maintenance. The team leader was a Certified Value Engineering Specialist. The VE workshop consisted of the following five phases:

Information Phase Speculation or Creative Phase Analysis Phase Development Phase Presentation Phase
After the workshop, the VE Team prepared and submitted a Draft VE Report to FDOT. This report included the Project background and description, the scope and methodology of the analyses, a summary of the VE study recommendations, details of each proposal with estimated cost, expected savings, and back-up documentation. Timely final decisions have been made by FDOT on adoptions and rejection of the various proposals, the Final VE Report was prepared. The Final Report included a summary of accepted proposals with revised capital and implementation costs, as well as rejected proposals and the reason for rejections. Accepted recommendations will be included in the Construction bid documents. At any time after the Notice to Proceed (NTP) is issued, the Construction Contractors will be allowed to propose changes of a Value Engineering nature, in accordance with the contract requirements. 4.6 Change Management This section outlines the basic requirements for identifying, approving and processing scope changes related to the Project. Change management is the collective effort by FDOT, which will effect necessary, accurate, and timely contract modifications to fulfill the Project's overall objectives. This section identifies the Project management approach necessary to properly administer changes or modifications. Changes affecting the Project are the responsibility of FDOT.
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4.6.1
Change Notices, Supplemental Agreements, and Negotiations
The Construction Contractors will need to initiate the Supplemental Agreements process in the event that an alteration of plans or character of work is encountered as described in the FDOT standard specifications Section 4-3: Supplemental Agreements will be controlled in accordance with FDOT specifications and the FDOT CPAM. A Change Notice must accompany all changes, alterations, deletions, or additions, and cost impacts to the contract. FDOT, with assistance from the PMC, shall evaluate the cost impact of the change. In the event of relative agreement between the Construction Contractors' contract or cost proposal and the FDOT estimate, and upon successful completion of the review and authorization process, FDOT issues a Supplemental Agreement to the contract. In case of significant difference between the cost proposal and the estimate, the difference is examined in detail during a negotiating session in order to reach an equitable agreement. If this effort is unsuccessful, other measures such as unilateral supplemental agreement, scope reduction, and disputes review board may be employed. The contractor may also submit a claim for compensation in accordance with FDOT specification Section 5-12.
4.6.2 Design Changes
During detailed design phase, the PMC will assist FDOT in documenting all changes for possible future negotiations with the Construction Contractors. Only changes directed or caused by FDOT will be the basis for possible extra compensation. FDOT will be kept informed of these potential changes as to schedule and budget implications.
4.6.3 Changes after Establishment of the Baseline Project Plan
After the baseline for the Project's design has been set, changes to the contract requirements must follow a formalized process as described in this PMP. Briefly, the purpose of the process is to obtain input from affected disciplines prior to authorizing a change, document all changes, insure configuration/document control, and safeguard the original contract documents. The FDOT Executive Oversight Team will approve all changes before revising the original documents. All changes, which affect the Project quality, budget or schedule, require approval of the FDOT Executive Oversight Team. 4.7 Claims Management It is recognized that claims are an integral part of the construction industry. The goal of effective claims management is to minimize FDOT claims exposure and to fully resolve and document all claims. The basis for claims from the Construction Contractors would be in the following areas:
Unforeseen conditions,
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Right-of-Way availability, Delays due to delivery of owner provided equipment or owner decision, Delays caused by changed requirements for maintenance of traffic within the corridor, and Non-agreement on cost or time pertaining to a change in scope. Other reasons shown in FDOT standard specifications.
4.7.1
Claims Prevention
Design Many claims result from deficient plans and specifications. FDOT will use staff, consultants and the PMC to review the design work during the detailed design phase. The design submittals will be subjected to review. The result of these coordinated and reviewed documents is to assure compliance with contract requirements and to minimize claims exposure to FDOT. For Design/Build contracts, the Design/Build firm will be the Engineer of Record, and the Design based claims are not anticipated. Contract Clauses Another step taken to minimize FDOT claims exposure is to use specific contract clauses designed to minimize risks and clearly establish the responsibilities of the parties. While every attempt is made to safeguard FDOT interest, the "Fairness Doctrine" is equally adhered to. Contract provisions specifying schedules and requirements for maintaining progress, suspensions of work, change order procedures, extensions of time, notices of potential claims, disputes, termination clauses, and liquidated damages reduce the likelihood of claims being filed. Specification detailing schedule requirements have been instrumental in FDOT claims management efforts. The Construction Contractors are required to document the asbuilt condition of the work through contractually required monthly schedule updates. As the schedule update forms the basis for the monthly progress payment, the Construction Contractors are forced to accurately update the schedule and to develop specific plans to bring the Project up to schedule if it falls behind. Claims Avoidance During Construction The baseline schedule is prudently developed with the goal of having all right-of-way available and all conflicting utilities relocated before the start of construction. These areas have historically been the basis for delays. Where that is not possible, the contract documents clearly define the durations for the utility work and the construction phases in which the work will take place to inform the Construction Contractors and to minimize the exposure to delay claims. The Construction Contractors are responsible for construction, final testing and startup. Claims may arise during construction in the case of delays caused by unforeseen conditions and review response time. During the construction phase, timely review of submissions will be the best manner to avoid claims. The CEI with respect to claims management will have the following oversight responsibilities:
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Document the work as it progresses using photographs, video taping, Daily Reports (DR); Diaries, reviewing and verifying the dates in the Construction Contractors' schedule updates prior to processing monthly invoices, Document Control log, and minutes of all meetings; Immediately respond in writing to all Construction Contractor notices of potential claims and claims; Promptly analyze all Construction Contractor claims and recommend in writing to FDOT a possible course of action; The CEI is responsible for analyzing the claim and recommending to FDOT a negotiating strategy. Mitigate damages and delays by suggesting work alternatives to the Construction Contractors; and Comply with the claims management and change order procedures.
Some of these steps could be considered claims review, not claims avoidance. However, the quick resolution of a minor claim can often minimize the potential for the claim becoming one of much greater impact. Therefore, some of these actions are also considered prudent claims avoidance.
4.7.2 Claims Resolution and Administration
The goal of the claims resolution process is prompt settlement of all claims after careful and fair analysis of facts. Specific contractual language is used to define the time limitations for notifying FDOT of a potential claim and for submitting the completely documented claim. The contract also specifies the documentation required with each claim for it to be considered. The documentation process is meant to minimize frivolous claims and identify the issues. Partnering with the Construction Contractors has been established in the Construction Contract to develop an environment that is less litigious and based on the desire for successful Project completion. The partnering goal is to create an environment where trust and teamwork prevent disputes and where a cooperative bond is established between FDOT and the Construction Contractors to facilitate Project completion. When partnering is applied to the Project, FDOT and the Construction Contractors will establish a partnering agreement. The PMC and/or CEI are responsible for analyzing the claim and recommending to FDOT a negotiating strategy. FDOT reviews and approves the analysis before the start of negotiations. FDOT shall be responsible for, and involved in, all claims negotiations. All change orders and modifications are subjected to cost analysis. FDOT Legal Counsel may be involved in the process of claims resolution at any point, at the request of a member of FDOT Senior Staff. 4.8 Document Control Document Control for the Project will be performed in accordance with the CFCRT Project Document Control Plan. The PMC, in conjunction with FDOT, will maintain and manage documents produced as part of the CFCRT Project, as well as the document control database.
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Because of the size of the Project, each document received by FDOT and the PMC will be reviewed by document control staff. Since the availability of electronic information is the key to reliable operation of the system, all database files will be backed-up daily. The scope of the Document Control Plan is to:

Standardize procedures for document control; Assure that documents are safely secured and maintained, and are readily available for use by persons with access approval; Index documents received or collected for systematic filing; Preserve records including contracts, agreements, invoices bases of design, construction and procurement records, and operations and maintenance records; Assure that all Project participants are properly informed of the current policies, procedures and bases of design, procurement and construction, including facility and systems configurations and interfaces,
4.9
Quality Management Quality Management is one of the most important aspects of any Project Management Program. Quality Management is composed of two basic components: Quality Assurance (QA) and Quality Control (QC). The Project QA/QC Program is founded upon accepted concepts and processes, which are recognized by the FTA and which have been applied successfully on other public transit Projects. The following is a brief summary of the principal quality related concepts and processes as defined and as specifically applied to the Project: The objective of the Quality Management Program is to assure that track-work, signals, communications systems, structures, and facilities are designed, procured, and constructed in accordance with established design, engineering, and quality requirements. These requirements provide the controls for design, procurement, construction, and inspection, which will enable FDOT to be assured that the quality necessary for safe and reliable operation of FDOT commuter rail service is achieved. The FDOT Quality Assurance System and Quality Control program is intended to meet the requirements of ISO 9000-1994 guidelines and the FTA Quality Assurance and Quality Control Guidelines, FTA-IT-90-5001-02.1, and is documented in the Quality Assurance Program Plan, QAPP. The QAPP incorporates the elements of a QA/QC system, which are stated therein. For each of these elements, the QAPP (or the referenced FDOT procedure in the QAPP) includes statements of purpose, responsibilities, policy, and implementation. The QAPP includes the process and control to be used for assuring the quality of design and construction. The Construction Contracts shall articulate that the Construction Contractors establish a QA/QC Plan for the Project, which will be reviewed and approved by the FDOT QA Manager, with input from the PMC, prior to use.
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4.9.1
Responsibilities
FDOT performs the function of contracting and obtaining design, engineering, construction, materials, equipment, and services for which FDOT accepts overall responsibility. Based on the FDOTs QAPP, the Construction Contractors will be responsible for quality assurance and quality control of all efforts for design, construction, testing and start-up, including training. The FDOT QA Manager, with assistance from the PMC, shall perform the oversight function for quality assurance including QA audits. The FDOT QA Manager, with assistance from the PMC, shall be responsible for assuring that all phases of implementation of the QAPP are used for continued compliance with all quality requirements.
4.9.2 FDOT Quality Assurance System
The FDOT QA Manager reports directly to the Director of Transportation Development and is responsible for administering and controlling the QA system, which is documented in the QAPP. The QAPP describes the following QA requirements:

Statement of Authority and Policy Organization Quality Assurance System Design Control Procurement Control Instructions, Procedures and Drawings Document and Data Control Control of Purchased Materials, Equipment and Services Identification and Control of Materials, Parts, and Components Control of Special Processes Inspection Test Control Control of Measuring and Test Equipment Handling, Storage, Shipping and Preservation Inspection, Test and Operating Status Nonconforming Materials, Parts and Components Corrective Action Quality Assurance Records Audits
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4.10 Construction/Installation Quality Control The Construction Contractor is required to submit a Project QA/QC Plan in order to verify compliance with contract documents and specifications. Subcontractors must also meet the quality requirements of the Construction Contractor Project QA/QC Plan. QA/QC Plans, manuals, and procedures must be submitted and accepted by the FDOT QA Manager, with input from the CEI. Inspection and test plans, procedures, and checklists must also be submitted by the Construction Contractor and accepted by the FDOT QA Manager, with input from the CEI. FDOT, with assistance from the CEI, will monitor the construction and other fieldwork to assure the Project QA/QC Plan is being followed. The CEI QA roles also include:

Reviewing results of the sampling and testing of materials; The inspection of field work in place (e.g., placing of concrete to embed rebar or duct banks and conduit), as required by the CEI Contract; The reporting of deficient quality in workmanship, materials and equipment; The witnessing of prescribed tests related to quality; and Performing Quality Assurance Audits.
4.11 Systems/Equipment Manufacture Quality Control The Construction Contractor will obtain and install material, equipment, and services with sufficient specification detail to meet design and contract requirements. For items procured by FDOT, quality assurance provisions will be included in all procurement solicitations. Potential suppliers will be evaluated before awarding of the contract to verify their capability to meet procurement requirements. Quality program requirements applicable to lower-tier suppliers will be specified. When source surveillance or inspection is necessary, requirements will be established and reviewed with the supplier. Names, locations, and inspection requirements for lower-tier suppliers are identified at this time. Initial surveillance/inspection includes a review of fabrication drawings to verify compliance with codes, specifications, and requirements included in the purchase order. Material certificates and procedures for fabrication, welding and testing, as well as personnel qualifications, are reviewed and verified as required. Documented evidence of all surveillance and inspection will be maintained in quality assurance files. To provide a higher degree of assurance that quality requirements are met, resident inspections are performed and documented on a daily basis, or as the process occurs at the suppliers location. However, such surveillance/inspection will not absolve the Construction Contractors or suppliers of the responsibility to provide acceptable work or products, nor will it preclude subsequent rejection of unacceptable work or products.
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4.12 Quality Assurance Audits Comprehensive QA Audits are conducted to verify, by examination and evaluation of objective evidence that applicable elements of the QAPP are suitable and are effectively implemented in accordance with specified requirements by FDOT, PMC, CEI, Construction Contractor, and suppliers. The FDOT QA Manager shall schedule the audits to be performed and shall assign the auditor or Audit Team to perform the audit. Audit results are documented and reviewed by management personnel having responsibility in the area being audited. If needed, follow-up audits are conducted to assure that effective correction is taken. The persons performing the audits must be trained to perform QA audits. 4.13 Configuration Management Configuration management reflects the fact that the new facilities must operate within the existing FDOT system. In all phases of the Project, including planning, design, engineering, and construction, consistency is necessary in the manner in which various administrative, managerial and technical aspects are recorded and defined. The Director of Transportation Development is responsible for the development of the Project Configuration Baseline. The Project physical configuration provides specific details and defines the Project. The configuration baseline includes the drawings, specifications and reference documents, which completely describe the Project. All facilities and systems on this Project must be designed and engineered in accordance with the FDOT Design Criteria. The Design Criteria set the parameters for station appearance, site furnishings, pedestrian and automobile traffic control, parking, buildings, platforms, canopies, signage, landscaping, and hardscaping. The Design Criteria may be supplemented to specify changes and additions to the existing criteria, standards, and configuration baseline requirements. The Supplemental Criteria shall manifest the latest approved configuration. The FDOT Design Criteria, including Supplements are maintained and controlled by the Director of Transportation Development. If cost-effective tradeoffs are identified in Value Engineering or design reviews, the Project Design Criteria and performance characteristics may be augmented as the design progresses, but are not otherwise changed. The performance characteristics provide the measure for evaluation of the Project actual performance. Document Control is required for effective configuration control. The documents to be controlled include technical documents and programmatic documents. Document controls are required to: Control the storage, retrieval and distribution of all Project drawings, specifications, technical documents, and non-technical information Control the storage, retrieval and distribution of all Project central files Control the storage, retrieval, and distribution of all Project deliverables Control all archived information regarding the Project
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Document Control shall maintain files of all current, revised, and obsolete drawings. The files shall contain the original drawing. Current versions of all drawings shall be maintained in active files in Document Control. Earlier versions of drawings, as well as obsolete drawings, shall be maintained in an historical file.
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PROCUREMENT CONTROL
The procurement function is performed internally, and is designed to provide FDOT with its required materials, equipment, engineering, construction, and services requested in an approved Purchase Requisition. For the Project, standard FDOT procurement methods and procedures will be used to solicit and award construction and vendor contracts. These will include a two-step, adjusted score, low bid, value of time factor procurement process and will be employed to select the contractors to perform work on the project. In the first step, initial unpriced Submittal shall be required to be submitted for FDOT review. After the review of the initial Submittals, FDOT will initiate the second step of the procurement process by soliciting Bids, which is comprised of the Final Submittal and Bid Price. FDOT has organized a Technical Review Committee and a Selection and Negotiation Committee for the procurement of D/B Contractors for the Project. The Contracts Administration and Procurement Department procures and administers the contracts with consultants, suppliers and Construction Contractors in accordance with the FDOT established Procurement Code. This chapter will discuss the procurement function as it relates to consultants and Construction agreements for the Project.
5.1
Types of Agreements for the CFCRT

5.1.1 Consultant Agreements
Agreements and Work Orders for professional services, such as design, engineering, project management, construction management and inspection services may be issued for (a) a cost-reimbursement contract with a maximum not-to-exceed amount, with hourly rates established for the various professional disciplines, or (b) a firm fixed price, or lump sum amount. In either case, the consultant is responsible for completion of the scope of services, and is paid for certain expenses, up to the maximum not-toexceed amount or the firm fixed price.
5.1.2 D/B Agreements
For the Project, FDOT will issue contracts to D/B Contractors who will be responsible for final design and construction of the Project. A separate design firm selected by FDOT will prepare the PE (design drawings and specifications to a level from which a D/B Contractor can advance the design through final design). Requests for Proposals or Invitations for Bids are issued based on the PE documents. The selected D/B Contractor is responsible for advancing the PE to the final design and construction phase of the Project. In the final FDOT awarded contract, the D/B Contractor will be held contractually responsible to comply with all provisions of the D/B Contract.
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5.2
Bid, Proposal, or Letter of Interest Document Development The Director of Transportation Operations, with input from the PMC, other departments and agencies, is responsible for the development of the scope of services for the proposed Construction contract, and for ensuring that sufficient budget exists for the Project prior to the solicitation being advertised. The Contracts Administration and Procurement Department has standardized the general terms and conditions, and contract provisions for typical design and engineering and construction Projects. FDOT, with the assistance of the PMC, is responsible for ensuring the accuracy and completeness of the scope of services, special terms and conditions, technical provisions, and management and administrative requirements, to be included in the solicitation documents. FDOT, with assistance from the PMC, through the Contracts Administration and Procurement Department, establishes the appropriate procurement methodology, dates of the pre-bid meeting and the bid opening, proposal or letter of interest due date which will support the desired completion date of the Project. FDOT determines the total agreement time allowed for completion of the scope of work. Total agreement time is a function of desired completion date and estimates of such factors as total work time, material availability, and external interfaces such as utility coordination or track and/or signal work to be coordinated with the CSXT. FDOT shall establish the total agreement time in calendar days. The Legal Counsel reviews the general and special conditions to the proposed contract for the Contracts Administration and Procurement Department.
5.2.1 Other Capital Improvement Projects
For capital procurement projects, such as rolling stock, the end-user department is responsible for development of the specifications and for completion of the requisition form. FDOTs Operations Department, with assistance from the PMC, will prepare specifications and supplement to the project plan to cover procurement of the rolling stock. The rolling stock will be procured outside of the Construction contracts. 5.3 Advertising and Pre-Bid Conference The Director of Transportation Operations forwards to the Contracts Administration and Procurement Department a completed Purchase Requisition (PR) for the Project, approval of general and special conditions to the proposed agreement, technical provisions, drawings, and the Engineers Final Cost Estimate. The Contracts Administration and Procurement Department ensures that all required approvals are in place and assembles the solicitation package, which consists of the following, as appropriate for the type of agreement: advertisement, general and special conditions, technical provisions, drawings, proposed agreement, and all submittal documents, which the respondent will be required to return with its bid, proposal, or letter of interest. The Contracts Administration and Procurement Department, if appropriate, places advertisements in the Florida Administrative Weekly and in local newspapers of the Volusia, Seminole, Orange, and Osceola County area, including those with circulation
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in minority communities. The Contracts Administration and Procurement Department shall be responsible for the issuance of solicitation documents. The Contracts Administration and Procurement Department conduct a pre-bid or preproposal meeting, with the PMC in attendance to brief prospective respondents and explain the procurement requirements and technical specifications. The minutes of the pre-bid meeting, along with answers to questions raised by prospective respondents, are issued to all prospective respondents as an Information Letter or addendum to the solicitation documents. During the solicitation period, the Contracts Administration and Procurement Department coordinates responses to all requests for information or clarification, which are received from document holders. Responses are issued to all document holders in the form of an addendum to the solicitation documents or an Information Letter. All addenda must be acknowledged on a bid or proposal form as part of the submittal package. Respondents who do not acknowledge all addenda issued on the Project may be rejected. This procedure assures all submittals are responsive to the solicitation and assists in claims control by ensuring that respondents have taken all addendum information into account in the preparation of the bid, proposal, or letter of interest. 5.4 Bid, Proposal, and Letter of Interest Opening Bids, proposals, and letters of interest are accepted up to the date and time specified as the deadline in the solicitation package. At that time, all responses received are publicly opened. In the case of proposals and letters of interest, the designated Selection Committee begins its evaluation as detailed below. In the case of bids, the Contracts Administration and Procurement Department shall determine the responsiveness and the responsibility of the apparent low bidder. 5.5 Advertisement and Selection of Consultants FDOT selection of design, engineering, project management, construction management and inspection consultants is subject to the Brooks Act, 40 USC 541, if Federal assistance funding is present, and the Florida Consultant Competitive Negotiations Act (CCNA) 287.055, Florida Statutes. Projects for which the construction costs are estimated to be $100,000 or more, and projects where the professional service fee is estimated to be $25,000 or more, are subject to the requirements of CCNA. Each competitive selection under CCNA is performed by a Selection and Negotiation Committee appointed by the Board and with at least one member of the Board serving on the Committee. A Technical Review Committee, comprised of PMC and FDOT staff and others, reviews the technical merits of the proposal or letter of interest and makes a recommendation to the Selection and Negotiation Committee on the technical merits of the submittals. The members of the committee shall vote the Chair of the committee. Solicitation is via an advertisement for Letters of Interest or a Request for Proposals, which is sent to a minimum of three (3) firms qualified and advertised in appropriate newspapers and other media. The solicitation spells out the criteria on which the
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responding firms will be evaluated. The response requested is to contain: (1) a letter expressing interest in obtaining the job; (2) a statement of background and staff proposed for the particular project; and, (3) a fee structure including a breakdown of estimated amounts for the completion of each portion of the project. The fee structure is required and submitted in a separate sealed envelope to assure that the rankings are based on qualifications and technical merit, and not cost. The Technical Review Committee shall review the submittals and ranks each firm based on the criteria spelled out in the solicitation. The Technical Review Committee makes its recommendation of ranking to the Selection and Negotiation Committee. The Selection and Negotiation Committee takes the Technical Review Committees recommendation into account, but is not bound by it. The Selection and Negotiation Committee reviews all qualifications and submittals of the firms responding and, based on the capabilities, adequacy of personnel, past record, and experience of the firms, and on the recommendation of the Technical Review Committee, reduces the number of firms to a short list of at least three (3) firms for further discussion. After discussion and, if requested by the Committee, presentations from the firms, the Committee ranks the short listed firms based on the Committees findings. The ranking is reported to the Executive Director, who reports it to the Board. The Committee then opens the fee proposal envelope of the highest ranked firm and negotiates with that firm. If these negotiations prove unsatisfactory, the Committee then undertakes negotiations with the second ranked firm. If the short list becomes exhausted without a satisfactory agreement being negotiated, a new request for Letters of Interest is initiated. 5.6 Selection of Construction Contractors For the Project, Construction contracts are to be used. Solicitations will be issued, which will specify the minimum qualifications required of the Construction Team and establish the criteria to be used for determining award. The process to be followed for the selection of the Construction contractors shall be as specified in the FDOT Procurement Code and the Procurement Policies and Procedures Manual. For lump sum and unit price construction agreements, the responsive and responsible bidder with the lowest price wins the contract. The Contract Administration and Procurement Department, with technical assistance from the requesting department, is responsible for determining the responsiveness and responsibility of the apparent low bidder prior to contract award. 5.7 Award All consultant and contractor agreements of $25,000 or more require approval of the Board. Upon successful negotiations, or upon completion of the references check of the successful bidder for construction, the Contract Administration and Procurement Department issues a Notice of Intent to Award the project to the selected consultant or contractor.
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5.8
Disadvantage Business Enterprises (DBE) The Project will have a goal of 8.1% participation by DBE. Federal criteria will be used for a definition of a DBE. In order to be qualified as a DBE, a firm must be certified by a Federal agency, any governmental agency within the Volusia, Seminole, Orange and Osceola County area which has an DBE certification program, or by the Division of Purchasing, Department of General Service, State of Florida.
5.9
Contract Packaging Procurement of Professional Services, Construction Services, Vehicles and Materials are all required for successful completion of the project. FDOT utilizes various standard contract procurement methods to obtain needed goods and services. The Department selects the most appropriate project delivery system(s) based on degree of competition, schedule and scope. Table 5-1 summarizes the procurement actions that have been identified as necessary, contract packaging method and key milestone dates.
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Figure 5-1
Procurement Packaging Matrix
Procurement Design/Build/Maintain
Scope Design and construction of IOS and maintenance of the CFCRT Corridor. Build-out station amenities and finishes including parking. Design & manufacture DMUs. Professional services for construction inspection Day to day management of rail operations. Operations and maintenance of commuter services, and maintenance of track and signals. Procurement of track materials to advance construction progress. Orientation to FDOT & FDOT Contractors in the turnover of the rail corridor at completion of sale. Dispatching of A-Line during the construction of the IOS. Vehicle maintenance at existing Facility.
FDOT Procurement Method RFP Two Part: Technical Proposal plus Lump Sum Bid Invitation to Bid Invitation to Negotiate RFP Invitation to Negotiate Invitation to Negotiate
Basis of Award Best Value
Scheduled NTP January 30, 2009 October 16, 2009 January 27, 2009 September 30, 2009 August 1, 2008 May 27, 2010 On Hold July, 2009
Status as of April 2008 Short listed Proposers preparing Proposals Design in progress Preparing ITN Scope Preparation in progress NTP Issued Scope Preparation in progress Potential Quantities Identified Scope of Services identified and agreement reached. Scope of services identified and agreements reached. MOU signed.
Stations Finishes Contract Vehicles (2 Contracts) Construction Engineering and Inspection Chief Operating Officer O&M Contractor
Lowest Bidder Negotiated Price Negotiated Negotiated Negotiated Price Lowest Bidder Negotiated
Long Lead Items CSXT Orientation Services
Invitation to Bid Sole Source
CSXT Interim Dispatching
Sole Source
Negotiated
July, 2009
Amtrak Vehicle Maintenance Services
Sole Source
Negotiated
August 14, 2009
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RIGHT-OF-WAY ACQUISITION (FDOT)

Real estate acquisitions are required near several station locations. Additionally, construction easements and/or staging areas may be acquired. Identification of real estate acquisition needs is the responsibility of the District 5 Right-of-Way (ROW) Manager. Facility locations and land requirements were identified as part of the long range planning function. Once budget authority is in place, the District 5 ROW Manager is responsible for proper completion of acquisition of properties outside the corridor which are associated with stations, park & ride lots, and the Vehicle Storage and Maintenance Facility. FDOT is responsible for quality assurance for all properties located within the corridor. In accordance with Florida Statutes (F.S.), Chapter 343, Part 1, FDOT is authorized to "plan, develop, own, purchase, lease, or otherwise acquire, demolish, construct, remove, relocate, equip, repair, maintain, operate, and manage a commuter rail system and facilities; to establish and determine such policies as may be necessary for the best interest of the operation and promotion of a commuter rail system; and to adopt such rules as may be necessary to govern the operation of a commuter rail system and commuter rail facilities." Florida Statutes further authorizes FDOT to own and dispose of real and personal property, borrow money via revenue bonds, impose and enforce fees, enter into joint development agreements, develop feeder transit services, and cooperate and contract with Federal, State, and local government entities. The details included in the Real Estate Acquisition and Management Plan (RAMP) are in accordance with the requirements of the Uniform Relocation Assistance and Real Property Policies Act of 1970, as amended, and with the guidelines established by FTAs Circular 5010.1C, dated October 1, 1998. The FDOT District 5 Right-of-Way (ROW) Office is led by the District ROW Manager who ultimately reports to the Director of Transportation Development. The District ROW Manager oversees several smaller departments that provide oversight and guidance in specialized areas as it relates to right-of-way and relocation assistance. The District 5 ROW Office is comprised of the following functional areas: acquisition, cost estimates, appraisal, administration, contracts/production support, relocation, outdoor advertising, property management, files/records, eminent domain, and general counsel. As part of the overall acquisition process, FDOT has policies to encourage and expedite the acquisition of real property by agreement with property owners. This formal process is intended to avoid litigation, assure consistent treatment for all property owners and promote confidence in FDOTs land acquisition program. In the event an agreement cannot be reached, FDOT can proceed through the legal process of condemnation. The right to acquire private property for a public purpose through means of condemnation is generally referred to as the power of eminent domain. Chapter 337, Florida Statutes, gives FDOT the authority to exercise the power of eminent domain.
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The District 5 ROW Manager is responsible for determining the manner and timing of disposal of excess property in the best interest of FDOT and in accord with FTA standards. Excess property is used in joint development partnerships or traded for other parcels, when such opportunities are available, or is sold on the real estate market. Fair market value of excess property is determined by independent appraisals. If the District 5 ROW Manager determines that property should be disposed of prior to the end of its useful life, the FTA notification and reimbursement guidelines are followed. 6.1 Scheduling and Funding Plan Proposed real estate acquisitions in FDOTs current plan include properties for a new Vehicle Storage and Maintenance Facility, station facilities, and alignment improvements all along the corridor. Since the real estate acquisition process may take considerable time, the Director of Transportation Development and the ROW Manager scheduled its acquisition activities once environmental clearance or the National Environmental Policy Act (NEPA) process was completed Acquisition activities typically begin well before the parcel is required to ensure that the land is available, so that design and construction can begin in time to support the intended service date of the facility. The ROW Manager shall coordinate all land acquisitions with the Director of Transportation Development to assure that the property will accommodate the proposed design of the project. Upon selection of the property, the District 5 ROW Office shall determine the budget for the property, through the appraisal process. 6.2 Real Estate Acquisition and Management Plan The Real Estate Acquisition and Management Plan (RAMP) is a detailed plan addressing the acquisition of property for the CFCRT Project in accordance with FDOT procedures and federal law. The RAMP consists of the following elements:

FDOTs Land Acquisition Program; Real Estate Cost Estimates; Acquisition Process (plans, ownership, title search, appraisals, negotiations, closing and condemnation); Relocation Assistance (relocation/appeals process and relocation needs assessment survey); and Document Control (records and property management, and excess property inventory.
Clearance, through demolition of existing improvements on the property, will be through a separate demolition contractor. After construction of the Project, the final elements are excess land sales or joint development of land in private/public or public/public partnerships. Real estate transaction and management activities are reported as required by the FTA for tracking purposes. 6.3 Specific Project Real Estate Needs Information on real estate requirements is obtained from the PE. Specific plans to satisfy real estate needs may include property interface options; agency requirements;
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railroad agreements; utility agreements, including utility relocation; and joint development plans. In the budget year of a planned acquisition, FDOT hires surveyors to establish property baselines and to provide land surveys at the proposed parcel areas. Since FDOT is on an existing right-of-way with approved environmental audit, and since additional properties to be purchased are in developed areas, an environmental impact statement is typically not required. FDOT, through consultants, performs supplemental environmental assessments for additions to the corridor and environmental audits for all commercially improved or previously improved parcels. FDOT compliance with the Environmental Regulation during land acquisition is described in the FDOT Environmental Impact Management Plan. At the same time, the Planning and Director of Transportation Development, through consultants, starts preparing the title search. Adjacent property owners and potential on-site joint development partners may be contacted for Joint Development proposals while FDOT consultants are preparing the site plans, since the proposals may influence the amount of property necessary and the final site plans. Then the consultants provide the District 5 ROW Office with the final site plans, master plans, and specific Project real estate needs. 6.4 Plans, Ownership and Title Information Documents prepared by the FDOT for conveyance of real property or real property rights must be prepared by or under the direction of the FDOT and the Consultant. Documents prepared by a title insurance company or title attorney on behalf of the FDOT are exempt from this requirement. The District 5 ROW Office and Survey Department through consultants, prepare the following documentation:

FDOT Right-of-Way map; Calculations for parcel boundaries; Additional field survey, if required; Parcel sketches; Drafting of sketch; Field inspection of parcel; FDOT Track Alignment Plans; Parcel Data Sheets; Legal descriptions of the parcel; Ownership and parties of interest, determined after the mark-up of the Title Search by the Engineer; Necessary legal instruments to be obtained/given at the real estate closing; Impact Statement to describe what effect the acquisition and Project will have on any remainder parcel; Changes to descriptions and sketches per design changes; and Final submittal for appraising the parcels.
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6.5 Appraisal Process The District 5 ROW Office and Appraisal Department coordinate the parcel information to verify that the parcel meets all requirements. The real estate acquisition process commences upon completion of the preliminary site engineering described above. The following documents are needed to commence the appraisal process: legal description of the parcel to be acquired; sketch showing bearings and distances or other references contained in the legal description; sketch showing parcel to be acquired; preliminary track alignment plans; and owner and parties-of-interest. Most commonly, the appraisal process consists of:
Selecting a fee or contract appraiser with the necessary qualifications and credentials to complete a formal and extensive appraisal report; Submission of appraisal reports; Review of appraisal reports by a contract review appraiser, if required; Approval, after thorough review, of a just compensation amount by the appraiser; and Approval of the valuation amount and authorization to proceed with acquisition by the ROW Manager.
Acquisition Process Completion
6.5.1
The property is acquired for the Project when the acquisition staff has secured possession, or will secure possession through the following means:

When property condemnation proceedings must be utilized through court order; When securing a settlement through an agreement for purchase and special warranty deed that has been approved by the Board and signed by the property owner and all subordinate interests have released claim by appropriate legal instruments; When a lease for the property has been executed by all parties; When required construction easements have been executed by the owner through appropriate legal instrument; or When no improvements will be located on a parcel a Right of Way occupancy permit can be utilized.
6.6 Relocation Assistance The Relocation Assistance Program is an entitlement program that assists Florida residents in relocating their primary residence or business when they are required to move to make way for a transportation improvement project such as the CFCRT. The program provides both financial assistance and advisory services to those persons required to relocate because of the Department's actions. The FDOTs Relocation Assistance Program is in compliance with the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, Public Law 91-646, as amended, for Federal and Federally Assisted Programs pursuant to 23 CFR and 49 CFR, Part 24; Sections
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334.044, 339.09 and 421.55 Florida Statutes; and Rule 14-66 of the Florida Administrative Code. 6.7 Document Control The FDOT Records Management Department shall establish and maintain official project and parcel files in a manner that ensures that all records are accessible for review, inspection and/or copying upon 72 hours notice. Information concerning electronic records is in accordance with Chapter 1B-26.003, Florida Administrative Code (FAC). All information contained in project and parcel files shall be retained for five (5) years after parcel settles or two (2) years following final court proceedings. Following the mandatory retention period, documents other than those listed above can be destroyed. Official parcel files contain all records pertaining to valuation, negotiation, acquisition, relocation, condemnation, property management activities, and comprehensive acquisition documents associated with each individual ROW parcel. The Official Project File contains general project information that is not parcel specific.
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DESIGN PROGRAM
FDOT management of design and engineering for the Projects is based on the concept of continuous supervision of consultants and the Construction Contractors, reinforced by in-depth reviews at pre-determined progress milestones. The primary objective of the design and engineering management task is to ensure that the detailed contract documents and Work Orders for the capital projects are complete, accurate, and in accordance with end user needs and FDOT CFRC guidelines. This objective furthers the goals of receiving construction bids, which are within the budget and of keeping consultant and Construction Contractors' claims to a minimum.
7.1
Consultant Solicitation and Selection The Director of Transportation Development shall be responsible for the development of the Scope of work and services referenced for the Project and discuss the solicitation and selection process of consultants in detail. The Contracts Administration and Procurement Department provides the process for obtaining consultants services, as contained in the Procurement Code and the Procurement Policies and Procedures Manual. The Code and Manual define contract documents and their development services, identify responsibilities of various staff, state the policy of the FDOT, provide selection methods, provide negotiation and agreement approval procedures, and describe the required contract administration procedures. Throughout the process of selection, negotiation, agreement approval, and administration, the Contract Administrator is the common contact. The Director of Transportation Development or his designee (s) will supervise the performance of the PMC and the Construction Contractors. The deliverables required from the consultants are described in detail in work orders issued on the contract.
7.2
Design Reviews The Director of Transportation Development defines the policies and responsibilities of various organization and agencies in the review of designs for the Project. Design reviews are performed in accordance with FDOTs QAPP and the approved PMC and Construction Contractor Project QA/QC Plans respectively. The Director of Transportation Development, or his designee(s), is responsible for the technical direction and coordination of the design and engineering of the Project. The PMC is responsible for reviewing the responses to design comments. When further design clarification or direction is required, the PMC is responsible for recommending a resolution of the differences to the Director of Transportation Development, who will resolve the differences.
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7.3
Value Engineering (VE) VE is a formal, systematic, investigative technique with potential for reducing capital, operating, and maintenance costs of the Project. VE reviews the Project to identify and analyze the functions that it has been designed to perform. The Project's total life cycle costs are calculated, and alternative designs are considered to determine the most cost-effective method of performing the identified functions, consistent with the requirements for quality, reliability, maintainability, and safety. This PMP describes VE analysis on Projects in design with anticipated budgets. The Director of Transportation Development is responsible to ensure that the VE process is properly scheduled, staffed, and appropriately evaluated.
7.4
Design Criteria and Standards The Director of Transportation Development establishes the criteria and standards for the preparation, revision, review, approval, and issue of design basis specification, criteria, quality standards, and directive drawings. The Design Criteria ensure that designs are developed in accordance with established requirements, that the functional requirements of the FDOT system are provided for, and confirm a proper understanding of the design direction and adherence to appropriate standards of professional practice. The PMC will establish a unified set of design criteria to be used by the Construction Contractors for the Project. These criteria, along with the Project scope, will become the main documents that establish the quality and requirements of the final product delivered by the Construction Contractors.
7.4.1 Design Criteria
FDOT basic design criteria are summarized below:
Environmental commitments made for the CFRC are to be considered a primary design guidance; The design must be safe and efficient; The design must be aesthetically pleasing and avoid disruption of the visual or physical integrity of the Project vicinity; Station concepts must be tailored to the concepts in the FDOT Design Criteria and must be integrated with surrounding neighborhoods; Stations are typically of the side platform type. However, stations may utilize center platforms where it is feasible and economically justified; Passenger access to platforms cannot be across railroad tracks, except at established cross-streets. Stations must have an overpass and at least one elevator on each side of the track, and the station design must include the necessary equipment rooms and ancillary facilities; Track and signal designs must conform to AAR or AREMA, standards, whichever is most strict; No new grade crossings will be introduced to the CFRC;
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Existing grade crossings will be improved, and will be provided with gate monitoring and detection systems; Station designs must maximize parking per city code requirements; Stations will typically have bus drop-off locations, kiss-and-ride locations, taxi stands, and handicapped parking; Station design must comply with the ADA. Handicapped parking shall be located closest to the station platform; Signage must clearly indicate the location of the station; Trailblazer signs, station signage and pavement marking must clearly indicate circulation through the station site; Stations are to be similar in design and layout, to promote patron familiarity; Stations must have adequate lighting and separate standards will be provided for stations, platforms, and parking areas; Stations must have adequate protection from lightning; Landscaping and hardscaping must follow the Design Criteria and must result in an aesthetically pleasing effect while performing the requirements of noise abatement and visual buffering; Landscaping and hardscaping elements must be compatible with the overall environment, and must comply with local practices and ordinances and with primary regard to maintenance requirements; and Coordination with State, County and City jurisdictions is required.
7.4.2
Design Standards
Design documents must be prepared in full compliance with Design Criteria and all applicable standards and codes, including, but not limited to:

American Association of Railroads (AAR); American Railroad Engineering and Maintenance-of-Way Association (AREMA); State of Florida Building Code (SFBC), Standard Building Code, with County Amendments; National Electrical Code (NEC); National Fire Codes (NFC); American National Standards Institute (ANSI); Occupational Safety and Health Act (OSHA); National Board of Fire Underwriters (NBFU); Underwriters Laboratory, Inc. (UL); American Association of State Highway and Transportation Officials (AASHTO); Federal, State and Local Accessibility Codes and Standards; and Florida Landscape Guide.
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7.5
Facilities Design and Engineering

7.5.1 Introduction
Consultants are conducting preliminary engineering design for the Project. These plans will be provided to the Construction Contractors to perform detailed design and complete construction documents for Design/Build contracts. Milestone design submittals are required for review by FDOT, PMC and other agencies. All submittals are subject to FDOT acceptance. The submittals are used by FDOT to monitor conformance to design criteria and adherence to the scope of work and schedule constraints. Submittals are also used to measure design progress. Submittals are sequenced as follows:
Preliminary Review forms the basis for defining the scope and design for the Construction contracts and provides a probable cost estimate of construction. This is also the end of PE and start of Final Design. In-Progress Reviews provide clear indication of design requirements outlined in the PE. These reviews examine working drawings and catalogue samples of products and materials to be used by the Construction Contractor. Submittals will be subject to PMC peer review and review by FDOT. Final Review provides an opportunity for all agencies, FDOT, utilities, and railroads to review and concur with the proposed construction. This final step will be the final submission of working drawings for the Construction Contractors and is subject to a detailed PMC peer review and constructability review.
7.5.2
Conceptual Design
The Director of Transportation Development establishes a basis for the Project design and outlines the steps involved in the design development of the expansion of the rail system. The Director of Transportation Development is responsible for conceptual Project definition and design. The conceptual design is accomplished by the PE consultants, reviewed by all FDOT departments, and coordinated with FDOT and other appropriate governmental agencies and developers. The design review looks at track alignments, site layouts and plans, sections, elevations, and/or perspective drawings indicating the proposed Project design. A written description in technical terms of the concepts of design considered and the recommended design concept to be detailed in the ongoing design effort shall be submitted and reviewed. This review assesses the refinements of the design, including the evaluation of possible alternatives and is intended to ensure that the designer is proceeding in accordance with FDOT requirements.
7.5.3 Preliminary Design and Engineering
This phase includes the review of the PE drawings and other documents. This point of the design and engineering process is the stage at which drawings are completed and submitted for review and approval of the Project scope and definition. The PE construction cost estimate is also prepared. Before the submittal, the consultant will provide FDOT with three complete sets of PE drawings, sketches, etc., for familiarizing
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the Value Engineering Team with the proposed design. Drawings and other material shall be sufficiently refined and complete to enable FDOT technical staff to ascertain the details of the proposed facilities and all appurtenances. A preliminary cost estimate, with pertinent back-up and adequate contingency as necessary for this level of design, shall be part of the submittal. The preliminary cost estimate will establish, upon acceptance by FDOT, a firm budget for the Construction contracts. Any apparent major budgetary overruns or discrepancies shall be resolved before issuing the solicitations for the Construction contracts. Resolution may come from design modifications, adjusting the scope of design to reconcile the cost estimate with the funds, which are available and budgeted. Budget adjustments may be made to effect this reconciliation. This submittal will consist of, but is not limited to, preliminary plans, sections, and elevations, indicating to appropriate scale, the design of the facilities. Drawings for this submittal shall be coordinated among the following disciplines, and shall specifically include the following as appropriate:
Architectural Documents: site plans, with access and circulation; station and all other facilities plans, sections and elevations, with dimensions of major elements showing vertical circulation elements, and preliminary configuration of all equipment rooms. Civil and Utility Documents: site plans indicating paving, grading, and drainage; right-of-way limits; existing utility information, and preliminary plan and profile plans; Structural Documents: preliminary foundation plans and framing plans in sufficient level to describe the structural systems being employed, and preliminary sections and details sufficient to detail to describe the structural systems being employed; Mechanical Documents: preliminary site and floor plans or design criteria and sections for all facilities, and preliminary HVAC, fire protection, vertical movement (escalator and elevator), and plumbing design criteria for all facilities; Electrical Documents: preliminary site plans (including electrical service) and one-line diagrams or design criteria, and preliminary electrical equipment/facilities space requirements; Landscape Documents: conceptual landscape plans; Geotechnical/Materials Documents: soil borings, materials sampling and testing, foundation recommendations, and geotechnical report; Surveying Documents: boundary surveys, and topographical surveys. Environmental Documents: analysis and approach reports for environmental problems and issues; Transportation Documents: traffic analysis, and traffic flow diagrams; Railroad Engineering Documents: track diagrams with existing signal locations; Outline Specifications incorporating appropriate codes and standards and highlighting specific requirements during design and construction phase; Calculations: all pertinent calculations for all disciplines used to advance the design to the PE level; and Design Criteria and Standards.
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Upon submittal of the described documents, the consultant will conduct an oral presentation for describing, in technical terms, the proposed design to the VE Team. Representatives from all disciplines, including the estimator and specification writer, will attend this meeting. This presentation signals the beginning of the VE workshop for PE. Decisions from the VE process will be included in the bid documents for the Construction Contractors. 7.6 D/B Contractors The D/B Contractors will prepare final design and plans for facilities, systems, and track with the information provided from the PE documents. The D/B Contractors will initially prepare a Project Schedule that will layout how the Project will be sequenced for construction. Based on that schedule the D/B Contractors will prepare working drawings required by the schedule. The D/B will submit both initial and final drawings so that FDOT, assisted by the PMC and others as applicable, can assure that the construction will meet all the contractual mandatory requirements and design criteria. The D/B Contractors will prepare specifications, as such, for his construction, materials and methods specifications and provide full product cut-sheets to assure that products and materials meet the appropriate codes, standards and design criteria required for this Project.
7.6.1 In-Progress Design and Engineering
Submittals will be made for review at the Initial Design Level. FDOT staff, the PE Design and the PMC, shall review all plans, drawings, specifications, and other material developed in the detailed design. All drawings from all disciplines must be submitted for review to demonstrate a coordinated effort. These shall include further developed architectural, structural and civil drawings, and also the following as a minimum:
Mechanical Documents: floor plans for all facilities in sufficient detail to indicate routing and location of all mechanical and HVAC systems and equipment, fire protection, vertical movement (escalators and elevators), plumbing, and roof and floor drain layouts; Electrical Documents: site plans (including electrical service details), one-line diagrams, riser diagrams, lighting layouts, electrical equipment/facilities space requirements, lighting, power, and distribution panels; Specifications: Specifications identifying all anticipated materials, methods, and finishes to be used in the construction of the facilities; and Calculations: all pertinent calculations for all disciplines used to advance the design to the 30 and 70 percent completion level.
7.6.2
Final (100%) Design and Engineering
The Final submittal is submitted at this stage to demonstrate completeness and to ensure that all previous review comments have been properly addressed and that appropriate codes and standards have been met. Final Design submittals shall be revised and resubmitted by the D/B Contractors to incorporate all comments from reviewers.
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All Final Design drawings submitted by the D/B Contractors must be signed and sealed by an appropriate (by discipline) Professional Engineers licensed and registered in the State of Florida.
7.6.3 Errors and Omissions
The PMC is responsible for researching and verifying findings of deficient performance for recovering the cost of damages to FDOT. The cost recovery process is initiated if it can be demonstrated that there was (1) a breach of professional standards of care by reason of error, omission, or negligent act; and (2) a loss or expense. Recommendations to pursue recovery will be made by the PMC. FDOT shall notify the D/B Contractors by letter, identifying the design deficiency and stating FDOT intent to recover the damages.
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CONSTRUCTION MANAGEMENT
FDOT construction management involves those actions and plans necessary to ensure the successful completion of the Project and the delivery of fully functional facilities safely, on time and budget, and with quality.
8.1
Responsibility The Director of Transportation Operations has overall responsibility for construction of the Project. The Director of Transportation Operations or his designee (s) will plan, manage, and control the Project. The QA Manager will provide QA oversight of the PMC and FDOT Project Team. The Director of Transportation Operations has a core staff of experienced professional engineering and construction managers and will be supported by other FDOT staff, the PMC and CEI during design and construction phases of the Project. Construction will be performed in accordance with the Construction Contractors Work Plan and Construction Procedures, Construction Safety Plan, and Project QA/QC Plan accepted by FDOT. FDOT will be responsible for the oversight of all work performed by the Construction Contractors, FDOT staff, the PMC , CEI and any other work associated with the Project. The CEI will assist FDOT in the construction management, administration, safety and quality assurance oversight of the Project. The CEI will perform their duties in accordance with the contract requirements issued for the Project and FDOT accepted PMC Project QA Plan and this PMP.
8.2
Construction Safety Safety is FDOTs number one priority. Construction Contractors are responsible for safety during construction along the CFRC. FDOT, with assistance from the CEI, will monitor the Construction Contractors' compliance with their accepted Construction Safety Plan (CSP). The Construction Contractors shall designate safety officers, as required for the number of tasks under way, who will hold job briefings before each work day or new task, hold regular "tool-box" safety meetings, submit an Accident Prevention Program for approval, and conform to the requirements of OSHA Construction Industry Standards 29CFRI926\1910. The D/B firm shall provide railroad flagging protection in accordance with FRA title 49 Regulation. A certified flag person will assure FRA safety requirements are followed, and shall accompany construction work performed along the tracks. Under the direction of FDOT Operations Director or Safety/Security Administrator, the CEI will be responsible for assuring that the Construction Contractors adhere to all safety requirements. FDOT Safety/Security Administrator or Safety Officer shall promptly notify the Construction Contractors of any apparent safety violations. Violations may result in suspension of work until the violations are corrected, or termination of the contract. Repeated violations by an individual may result in FDOT
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ordering of the Construction Contractors or subcontractor to remove the individual (temporarily or permanently) from the construction site as per specifications Section 85. 8.3 Construction/Installation Site Security To ensure there is a safe and secure method of coordinating construction and testing activities, the CSP will be presented to all new employees of the Construction Contractors. This program will provide the processes and procedures governing the activities of Construction Contractors and FDOT staff working on or about the right-ofway. It will identify the individual responsible for managing track access and it will include the procedure, track warrant provisions, and specific reporting and scheduling requirements on or along the alignment. This program will also follow the FDOT Standard Specifications for Road and Bridge Construction (2007) and applicable supplements as it pertains to construction safety and FRA/CSXT Regulations as it relates to installation and site security. It will also address accident prevention, employee protective devices, medical treatment, as well as OSHA and other regulatory requirements. 8.4 Construction Management Practice The Director of Transportation Operations is responsible for the construction of the Project. The Director of Transportation Operations will employ the CEI to provide construction management, supervision, and quality assurance and safety oversight of the Project. The duties and responsibilities of the CEI are described below. 8.5 Role of CEI in Construction The CEI will serve as the FDOT Representatives in the field. The primary function is to supplement FDOT staff. The major construction tasks of the CEI include, but are not limited to, the following:
Perform Quality Assurance monitoring, and surveillances of the Construction Contractors activities to assure compliance with the design criteria and appropriate codes and requirements and the Construction Contractors Project QA/QC Plan; Perform Quality Assurance Audits; Review construction document transmittals, i.e. shop drawings, Requests for Information, Requests for supplemental agreements, etc., submitted by the Construction Contractors prior to incorporation into the work; Attend regular progress review meetings with the Construction Contractors to ascertain job progress and identify and resolve problems; Review the Construction Contractors' schedule initially and monthly prior to recommending payment of monthly invoices; Review monthly Construction Contractors' invoices and recommend payment; Respond to all of the Construction Contractors' Requests for Information; Negotiate all changes with the Construction Contractors and perform cost control estimates prior to such negotiations;
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Maintain an accurate and current record of daily construction progress. Such record shall include daily reports, Resident Engineer's diary, use of photographs, minutes of all meetings and correspondence files; Maintain shop drawings logs, tracking the date submitted by the Construction Contractors, date returned to the Construction Contractors, and disposition code; Maintain Request for Information Logs and Request for Change Order Logs, tracking the data submitted by the Construction Contractors and date returned to the Construction Contractors; Respond to every notice of potential claim received from the Construction Contractors and take all steps necessary to mitigate delays and damages; Analyze all of the Construction Contractors' claims and make recommendations to FDOT as to possible resolutions; Review remedial or additional designs as may be necessary to resolve conflicts or problems arising out of the work; and Collect all Quality Assurance records including As-Built drawings, test reports, deviation reports, operation and maintenance manual. As-Built drawings (final revisions) shall be supplied by the Construction Contractors based on the as built conditions.
8.6
Change Orders Contract Terms and Conditions of the D/B, GC and Procurement Documents provides for conditional adjustments in costs and/or time between FDOT and the Construction Contractors. Conditional adjustments may be requested for, but not limited to the following:
FDOT delays, permitting agency changes, utility changes and impacts, changes in law and regulation and other matters. These changes may or may not require a change in design documents; and The Construction Contractors must submit a request for a change order meeting Contract notice, support and documentation requirements. The request must contain relief sought, and grounds for entitlement under the Contract.
FDOT, with assistance from the CEI, will review the initial request and determine if merit has been established. If FDOT is of the opinion that there is no entitlement to a Contract change as requested from the Construction Contractors, FDOT will inform the Construction Contractors by letter that no action will be taken, and inform the Construction Contractors of his Contractual rights to submit a claim. If FDOT determines that merit does exist, then a request for supporting documentation will be requested from both the Construction Contractors and FDOT. Cost adjustments (design and construction) are supported by quantity breakdowns, unit prices and quotations of subs and suppliers. FDOT, with assistance from the CEI, will perform an independent cost or price analysis. The independent analysis is a requirement of the FFGA. Noted disagreements between the independent cost proposals of both parties regarding either time or dollars, will be resolved by direct negotiations. The negotiating
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team will include FDOT and CEI Staff, as required depending on the subject and size of the change. FDOT, with assistance from the CEI, develops the Memorandum of Negotiations to summarize the negotiation session which describes the change, details the necessity for the change order and lists the cost, schedule impacts and drawings/specifications to be revised. If a time extension is negotiated, the time agreed upon will be shown on the Contract modification. If an agreement cannot be negotiated, FDOT may issue an Unilateral Supplemental Agreement and track the change on a Time and Materials (Force Account) basis. All changes to the contract must be signed by the CEI Senior Project Engineer or a FDOT Manager as authorized by the CPAM. 8.7 Materials and Equipment Procurement Procurement of signals, facilities, and communication systems is also the responsibility of the Construction Contractors. The Construction Contractors' procurements must meet all applicable regulatory requirements specified in the FDOT Procurement Code and meet all contract requirements. Suppliers will produce materials and equipment in accordance with the Construction Contractors Project QA/QC Plan accepted by FDOT, with input from the PMC. Suppliers or Vendors holding a QA Certification form ISO and/or AAR M-1003 QA Standards are automatically qualified to supply critical services and materials. Procurement of equipment and rolling stock will be the responsibility of FDOT by separate contracts. Procurement will be based upon criteria prepared by the Design Consultant. FDOT, with assistance from the PMC, will provide design review and onsite inspection of the vehicles being manufactured.
8.7.1 Procurement Specifications
Procurement specifications for materials, components, systems, equipment, and revisions to these specifications are prepared by the Construction Contractors and will be reviewed by FDOT, with assistance from the PMC, to ensure that all design criteria and requirements are met. Appropriate requirements include:

FDOT Design and Quality Criteria; Applicable codes and standards; Process and inspection procedures to be submitted for review; Inspection and test reports to be furnished; Owner access to vendor, Construction Contractors and subcontractor facilities for performance or witnessing of inspections or test; and Compatibility with existing materials, components, systems, or equipment.
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8.7.2
Material and Equipment Configuration Control
As required by applicable procurement specifications, material and equipment vendors will submit and obtain approval of changes in material and equipment configuration. As required by applicable procurement specifications, material and equipment vendors and contractors will provide drawings, reports and manuals, showing the as-built configuration of materials and equipment, results of factory tests and alignments, and O&M manuals.
8.7.3 Factory Inspection and Testing
Material and equipment vendors will submit the procedures for and reports of factory tests to the Construction Contractors for approval. The Construction Contractors will plan and complete factory inspections for designated equipment, components, using qualified inspection personnel. These inspections will be reported to and reviewed by FDOT, with assistance from the CEI. In addition, FDOT may instruct the CEI to witness or conduct factory inspection and testing on selected long lead-time items.
8.7.4 Receiving and Storage
The Construction Contractors are responsible for receiving and storing procured materials and equipment in accordance with the contract provisions and Project QA/QC Plan. These will provide for the inspection, identification, protection, and storage, both before and after installation. These provisions will also provide for identification, segregation, reporting, and disposition of equipment that does not meet Project requirements. The Construction Contractors are responsible for all materials management and Control. 8.8 Testing During Construction The Contractor is responsible for QC testing on the project as required by the FDOT Standard Specifications. They are required to develop a list of all materials to be incorporated into the project and the testing frequency of each as required by the Specifications. This document is called the Job Guide Schedule. The cost of this testing is included in the Contractors bid price. The CEI will perform verification testing (VT) as set forth in the FDOT CPAM and Specifications. The CEI will use testing laboratories on an as-needed basis throughout the Project. The testing laboratories will submit all test results to the CEI for review and records. Therefore, all such testing will be paid by FDOT through the CEI. The Construction Contractors, if required, must pay for re-testing. The Construction Contractors will be required to give ample notice to the CEI of upcoming events requiring testing, such as concrete pours, soil compaction tests, etc. The testing requirements, batch sizes, and other criteria are specified in the contract documents. FDOT will not pay for multiple testing due to the Construction Contractors' non-conformance of the work to the contract documents.
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8.9
Labor Relations and Policy

8.9.1 Responsibility
The Construction Contractors are responsible for compliance, verification, and record keeping as required by all Federal, state, and local labor regulations. The Contracts Administration and Procurement Department is responsible for ensuring that the Construction Contractors provide all required documentation to FDOT and the appropriate agencies.
8.9.2 Wage Rates and Job Classification
The Construction Contractors and all subcontractors must comply with all applicable Federal regulations pertaining to wage and hour requirements. Wage rates, job classifications and payroll record keeping as defined in the Davis-Bacon Act, as amended, apply to the Project. FDOT standard construction agreement details the regulations with which the Construction Contractors are required to comply.
8.9.3 EEO and Affirmative Action
The Construction Contractors and subcontractors are also required to file Monthly Employee Utilization Reports with each application for payment.
8.9.4 Risk Management and Insurance
A separate, stand alone, Risk Management Plan (RMP) is being developed for FTA/PMOC approval. Subsequent revisions of the RMP will be incorporated into the PMP. Risk management in design, engineering, and construction of the Project is accomplished through indemnification, insurance, and performance bond requirements, which are part of FDOT standard contract agreement. The Contracts Administration and Procurement Department is responsible for ensuring that documentation is received from the Design Consultant, PMC, or Construction Contractors, which verifies compliance with these requirements. The level of indemnification and insurance to be required is determined by a multi-disciplinary review, including legal, procurement, and FDOT insurance. This review includes the identification of potential risk and a determination of the sufficiency of the insurance and indemnification provisions in the proposed agreement. Risk is also mitigated through a reference check of the Design Consultant, PMC, or Construction Contractors background and qualifications to effectively perform the Project requirements. The Contracts Administration and Procurement Department performs the reference check before award of contract. Before the start of construction and any intrusive work, a survey of the site shall be performed, including photographic recording of the existing conditions of the site. The limits of the site survey will be expanded to include adjacent property, to ensure optimum preparedness in the event of a damage claim. The CEI will perform photographic recordings involved in the site survey. In addition, the Construction Contractors may also perform site surveys prior to construction.
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8.10 Contract Completion

8.10.1 Construction As-Built Drawings and Records
The Construction Contractors prepare and/or provide construction as-built drawings, test results, safety certificates, contractor-procured equipment manuals, contractorprepared operating and maintenance manuals, and construction records for FDOT review, as required in the contract documents. This shall include all documents in electronic format. All Project Quality Assurance Record Documents are prepared and submitted in accordance with applicable sections of the Construction Contractors approved Project QA/QC Plan.
8.10.2 Construction Punch Lists
FDOT, with assistance from the CEI, will review and maintain closeout construction punch lists to expedite and resolve contract completion. 8.11 Start-Up and Testing The Director of Transportation Operations is responsible for start-up, test criteria, test, acceptance, and turnover of the track, facilities, and systems to the end-users. If the Construction Contractors construct usable contract segments, then each of these segments must be tested upon completion and before revenue operation is initiated. FDOT and CEI, as applicable, shall witness and confirm the testing of the signal and any other system installed by the Construction Contractors. All testing shall be performed in accordance with applicable Start-Up Test Procedures prepared by the suppliers or Construction Contractors and accepted by FDOT, with assistance from the CEI. Testing of track will be performed according to FRA standards and test procedures. Start-up testing shall be performed by qualified and certified persons or organizations approved by the FDOT, with assistance from the PMC and CEI. The Director of Transportation Operations is responsible for the transition from the construction phase into operations. Before system operation, plans for personnel staffing and training will be implemented, and maintenance tooling and spares will be procured to support safe and reliable system operation.
8.11.1 Training and Qualifications
When new equipment is installed, personnel responsible for operating this new equipment must complete an orientation to familiarize themselves with the new installations. This orientation, conducted by the Construction Contractors includes instruction, on-the-job training, and testing. The respective Human Resources Department shall maintain records of personnel training, certification, and re-certification.
8.11.2 Permits and Licenses
Tests, inspections, certifications and all required permits and licenses issued by local, State, and Federal agencies, must be included in the closeout documentation provided by the Construction Contractors. Generally, environmental permits are obtained by
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FDOT, with the assistance of the PMC. Construction permits and code inspections including Certificate of Occupancy are obtained by the Construction Contractor.
8.11.3 Safety Certification, System Start-up and Turnover
The Construction Contractors shall apply controls to assure the safety, completeness, and operability of equipment and systems transferred from construction to operations, including, provisions for turnover of portions of systems, equipment check-out, start-up, testing, warranties, and personnel training.
8.11.4 Calibration, Functional Check-out, and Alignment
The CEI Consultant must complete review of calibration, functional checks, and alignment of operating systems, such as power distribution, signal, and communications equipment, before formal acceptance.
8.11.5 Acceptance
Acceptance tests of operating systems and facilities are performed and documented by the Construction Contractors to verify operational readiness, and witnessed by FDOT, and the PMC. Test results are reviewed by the CEI and FDOT responsible design, construction, and operations personnel. Appropriate equipment shakedown, including actual operating procedures and personnel, must be included in acceptance testing plans. All safety-related elements are strictly verified under the Safety Certification Program administered by the Director of Transportation Operations, with assistance from the PMC. Acceptance of test results, of procedures, and equipment is the responsibility of the FDOT and is based on the acceptance criteria established by FDOT Director of Transportation Operations.
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9
9.1
SAFETY and SECURITY

Safety and Security Activities for Final Design and Beyond
As of September 2008, the CFCRT project entered Final design, and the Safety and Security activities during Final Design are governed by three key program documents, as follows: a) Safety and Security Management Plan (SSMP). b) Safety Integration Plan (SIP) c) Safety and Security Certification Plan (SSCP) Safety is FDOTs number one priority. FDOT is committed to provide a safe, secure and reliable environment for its contractors, tenants, employees and passengers. The mission of all organizations with rail, maintenance, operations and construction responsibilities along the Central Florida Rail Corridor (CFRC) is to perform all activities with a 100% commitment to safety. The Central Florida Commuter Rail Transit (CFCRT) Project Safety and Security Management Plan (SSMP) serves as the guiding document for the integration of safety and security activities throughout all phases of the project life cycle. The intent of the Safety Integration Plan (SIP) is to establish roles, responsibilities, and communication channels of all organizations working within the corridor so that day to day implementation of key safety processes and procedures are effectively used to eliminate unsafe behaviors and practices that lead to accidents and injuries. The application and implementation of Safety and Security activities for the Final Design phase of the CFCRT project vary in duration based on the Project master schedule and the individual contact Final Design activities within the various system elements and contract packages, as follows: For the Station Amenities/Finish/Site Design-BidBuild Contract, the Final Design phase is anticipated to continue from September 2008 through the end of December 2008, primarily through the work of the Design Consultant. in preparing the 100% Contract specifications and drawings for the station amenities, finishes and station site in the Design-Bid-Build contract. The primary Safety and Security effort during Final Design of the Station DBB Contract will include incorporating design criteria, including safety and security criteria contained in the CFCRT design criteria document, as amended, into the 100% Contract specifications and drawings for the station amenities, finishes and station site in the Design-Bid-Build contract. During Final Design, changes to design criteria, if required, will be accomplished through a process described elsewhere in this PMP for Configuration Management and Design criteria. For the Design-Build-Maintain (DBM) Contract, encompassing the civil and systems elements of the CFCRT system, the Final Design phase is anticipated to continue at least through the end of July 2009 when the earliest possible FTA Letter of No Prejudice (LONP) for construction may be issued to FDOT. It is anticipated, however, that Final Design will continue through the end of September 2009 when FFGA from
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FTA is expected, authorizing the FDOT to enter Construction. During the Final Design phase of the DBM Contractors activities (which include maintenance mobilization), a variety of safety, security and availability submittals, required by FDOTs RFP as Contract Data Requirement List (CDRL), will be completed and submitted by the DBM Contractor. These submittals encompass safety, security and availability program requirements; system safety program plan; system security plan; reliability, availability, maintainability (RAM) requirements; system safety analyses; system security analyses; safety test and verification Plan; and safety and security certification plan. Safety and security Contractors CDRL submittals will be reviewed by FDOTs COO/ Safety and Security Administrator, and support staff including FDOTs Safety and Security Manager, Safety staff from the Design Consultant and PMCs, and designated Construction Management and Resident Engineer staff, for compliance with DBM Contract requirements. For the Rolling Stock Contract (Locomotive, coach cars and cab cars), the anticipated duration for design development and approval of prototype units may last through May 2010 when production of the rolling stock fleet will continue under FTAs FFGA/ construction authorization. The Prototype rolling stock design development and approval period is classified as Final Design during which various required FRA and FTA safety and security design documentation will be submitted by the rolling stock contractor to demonstrate compliance with the following contract requirements: o Flammability and smoke emission requirements, toxicity, floor assembly fire resistance testing criteria Safety and regulatory requirements Safety and security design criteria Industry codes and standards Governmental rules and regulations Fire safety analysis Hardware and software safety program Transportation regulations compliance report System safety program plan System safety analyses Safety test and verification plan System security analyses Safety and security certification Plan
o o o o o o o o o o o o 9.2
Safety and Security Management Plan (SSMP)
The Project SSMP describes the integration of safety and security activities into every phase of the Project. The SSMP identifies who will perform these activities, and who will be
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responsible for their oversight. The positions and titles in the SSMP follow those identified for project participants (present and future) in the CFCRT PMP as revised, and follow the functional organization chart contained therein (i.e., Figure 3-1 in the CFCRT PMP), with the established reporting relationships shown therein for the CFCRT Project participants. Accordingly, within FDOT District 5 the Transportation Development Department (during Design) and the Transportation Operations Department (during Construction) have the respective responsibility to ensure that the design, construction, installation, and testing of all critical system elements of the Project have been evaluated for conformance with the safety and security requirements and to verify operational readiness before completing each phase of the Project. This effort will be coordinated by FDOTs Safety and Security Administrator [also the CFCRT Chief Operations Officer (COO)] with other FDOT District 5 departments and participants of the CFCRT Project such as FDOTs Commuter Rail Transit (CRT) Project Manager, FDOTs CRT Design Manager, Project Management Consultants (PMCs), Design Consultant, Operations Consultant, CFCRT Chief Executive Officer (CEO), CFCRT Contract Rail Service Operator, Contract Maintenance, and the Central Florida Rail Office. This process will also be coordinated as appropriate with outside agencies including the Federal Transit Administration (FTA), Federal Railroad Administration (FRA), Department of Homeland Security (DHS), Transportation Security Administration (TSA), National Transportation Safety Board (NTSB), Federal Bureau of Investigation (FBI), FDOT Central Office (deemed external for purposes of state safety oversight of the Fixed Guideway Transit System per Florida Statutes), Counties and local municipalities having jurisdiction, to ensure conformity and coordination in the safety and security approach to the Project with existing standards and practices. Consistently with the CFCRT PMP, the SSMP identifies, by title, the individuals within FDOTs District 5 Transportation Development Department (during Design) and the Transportation Operations Department (during Construction) and other FDOT DISTRICT 5 / CFCRT departments with specific responsibilities for safety and security activities among other Project activities. The SSMP also identifies committees and plans that will define and manage safety and security, as well as the activities that will be performed by contractors, consultants, and other parties and overseen by FDOT DISTRICT 5 / CFCRT (as the owner of the Fixed Guideway Transit System), and FDOT Central Office (as the state safety oversight agency per Florida statutes). The SSMP document developed for Final Design and beyond addresses the following topics: 1.0 1.1 1.2 1.3 1.4 2.0 2.1 2.2 2.3 3.0 3.1 4.0 Management and Commitment and Philosophy Safety and Security Policy Statement Purpose of SSMP Applicability and Scope of SSMP SSMP Goal Integration of Safety and Security into Project Development Process Safety and Security Activities Procedures and Resources Interface with Management Assignment of Safety and Security Responsibilities Responsibility and Authority Safety and Security Analysis
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4.1 4.2 5.0 5.1 5.2 5.3 6.0 6.1 6.2 6.3 6.4 6.5 7.0 7.1 7.2 7.3 7.4 7.5 7.6 8.0 8.1 8.2 8.3 9.0 9.1 9.2 10.0 11.0 9.3
Approach to Safety and Security Analysis Requirements for Safety and Security Analysis Development of Safety and Security Design Criteria Approach to Development of Safety and Security Design Criteria Design Reviews Deviations and Changes Process for Ensuring Qualified Operations and Maintenance Personnel Operations and Maintenance Personnel Requirements Plans, Rules and Procedures Training Programs Emergency Preparedness Public Awareness Safety and Security Verification Process Design Criteria Verification Process Construction Specification Conformance Process Testing Inspection Verification Hazard Vulnerability Resolution Verification Operational Readiness Verification Safety and Security Certification requirements Construction Safety & Security Construction Safety and Security Program Elements Construction Phase Hazard and Vulnerability Analysis Safety and Security Incentives Requirements for 49 CFR Part 659, Rail Fixed Guideway Systems; State Safety Oversight (SSO) Purpose Coordination FRA Coordination DHS Coordination Safety Integration Plan (SIP)
The authority and responsibility for the SIP resides with the Corridor Team, namely the Florida Department of Transportation, FDOT Contractors and Consultants, CSXT, and Amtrak. Designated representatives from these organizations have sufficient authority and organizational freedom to assure effective implementation of the plan requirements. FDOT recognizes that the establishment of an effective Safety Integration Plan (SIP) is fundamental to the success of the CFCRT Project. The specific purpose of this jointly developed plan is to establish standards and procedures for communication and coordination between FDOT, rail operators (corridor users) and contractors responsible for operation, maintenance and construction activities within the newly established Central Florida Rail Corridor (CFRC). The SIP provides a framework for how the obligation to maintain a safe corridor will coincide with the goal to maintain current train service while construction activities are completed for the new commuter rail service. The objective of the SIP is zero accidents and incidents within the CFRC. In order for this plan to be successful, each corridor user and employer must adhere to the principles and procedures of the plan and provide recommendations and comments when necessary to improve on the plan. A signature page is added to validate each organizations commitment to the safety principles defined in the plan and that their organization will take responsibility to enforce the plan for
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themselves and the other applicable parties and be accountable for the standards set forth in the plan. The SIP is not intended to create any new contractual obligations on any party hereto. To fulfill the objective of an accident and incident-free rail corridor, it is imperative that all persons involved in design, construction, operations, and technical services conduct themselves in accordance with the SIP. Recognizing the potential for increased risk of accidents and incidents, Florida Department of Transportation, CSXT, Amtrak, and FDOT contractors agree at the outset of the Project to prepare the SIP to provide the details as to how the Project will be managed from a safety and operational perspective. Contractors hired to perform the work on the Project will also be party to the SIP. The Safety and Security Manager, who reports to the Safety and Security Administrator (Also COO), will maintain records of the recipients of this document. Revisions to the SIP will not be made without the mutual consent and concurrence of all of the parties shown on the Signature Page. In the event revisions are made to the document, all recipients will receive the proper notification that accurately reflects any change to the base line document. The SIP document developed for Final Design and beyond addresses the following topics:
I 1.0 2.0 3.0 3.1 3.2 3.3 3.4 3.4.1 3.5 4.0 5.0 5.1 5.1.1 5.1.2 5.1.3 5.1.4 6.0 7.0 7.1 7.1.1 7.2 7.3 7.4 7.4.1 7.4.2 7.4.3 7.5 7.6 7.7 8.0
Mission Statement Purpose of Plan and Statement of Authority Purpose of Plan and Statement of Authority Project Review Maintenance Activities Initial Operating Segment Construction Activities Dispatching Dispatch Communications Corridor Handoff Points Curfews Roles and Responsibilities Transition and Coordination Plans Transition Stage One -Transfer of Ownership Stage Two - Final Design & Construction Stage Three Startup Stage Four Commuter Rail Services Operations Operating Rules Safety Qualifications and Training Safety Qualifications FRA Mandated Safety Critical Qualifications Matrix Train the Trainer FDOT/DBM Supervisory Orientation Roadway Worker Training Third Party On-Track Worker Safety Rules Training Failure to Complete training Reports Employee-in-Charge Training (EIC) Point-of-Contact (POC) Training On-Track Equipment/Roadway Maintenance machine (OTE/RMM) Operator Training CFCRC On-Track Protection and Coordination
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8.1 8.2 8.3 8.3.1 8.3.3 8.4 8.5 9.0 9.1 9.2 10 11 11.1 11.2 11.2.1 11.2.2 11.2.3 11.2.4 11.3 11.3.1 11.3.2 12.0 9.4
On-Track Worker Job Briefing Process Request for Protection Responsibility for Positive Protection (Working Limits) DBM Employee-in-Charge (EIC) Communication Process for EIC and POC Fall Protection Operational Safety Hazard Identification and Notification Hazard Identification Notification Safety Observation Program Incident and Emergency Management Plans General Incident Management Procedures Notification Sequence Notification Information Management During Incidents Reporting Emergency Management and Notification Procedures Procedures Reporting List of Appendices
Safety and Security Certification Plan (SSCP)
The Safety and Security Certification Plan (SSCP) for the CFCRT Project conforms to the FDOT District 5 Safety and Security Management Plan (SSMP) and contains excerpts from and references to the Plan for standardization. Consideration is being given to the November 2002 published Federal Transit Administrations (FTA) Handbook for Transit Safety and Security Certification and some adjustments have been incorporated. Safety certification is a written statement verifying that the transit system operation is deemed to be safe for patrons, employees, emergency service personnel, the general public, and system infrastructure. In terms of application, safety certification can be defined as the process of verifying satisfactory compliance with a set of formal safety requirements and the project contract documents. The Safety Certification process in a New Start Project functions as the assurance and validation portion of the Safety and Security Management Plan. Similarly, during extensions/ modification projects of an existing operational transit system, Safety Certification functions as the assurance and validation portion of the System Safety Program Plan. The authority for the preparation and implementation of the SCPP is delegated from FDOT District 5 Secretary to the District 5/ CFCRT Safety and Security Administrator (also the COO). Implementation responsibility at the executive management level resides with FDOTs District 5 Director of Transportation Development (during design) and the Director of Transportation Operations (during Construction) as the system moves from Preliminary Engineering to Final Design, Construction, Installation, Testing, and Pre-revenue Operations, leading to opening day for revenue service (passenger service). The FDOT District 5 Safety and Security Administrator
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has direct access to FDOT District 5 Secretary. All FDOT District 5 and CFCRT project personnel and Contractors are responsible and will be held accountable for supporting the implementation of the SSCP and providing the continuing support necessary for achievement of SSCP and SSMP objectives. As the CFCRT System enters Construction and the new system nears its operational life cycle, a System Safety Program Plan (SSPP) is developed for the Operational life cycle. The FDOT District 5 Safety and Security Administrator is responsible for the daily oversight, identification and control of operating and workplace hazards to ensure the highest degree of safety for CFCRT customers, employees, contractor employees, property and the people and property of the communities in which the CFCRT operates. The SSCP document developed for Preliminary Engineering and beyond addresses the following topics:
I 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 2.0 2.1 2.2 2.3 2.4 2.5 2.6 3.0 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 4.0 5.0 6.0 7.0
Purpose of this Submittal Introduction Safety and Security Policy Statement Definitions Acronyms Introduction to CFCRT Safety and Security Certification program Plan Objectives Organizational Responsibilities Scope Methodology Safety and Security Certification Management FDOT District 5 Safety and Security Administrator FDOT District 5 CFCRT Project Manager FDTO District 5 and CFCRT Project Participants Activities and Responsibilities Contractor Resident Engineer Safety and Security Certification Review Committee Safety Certification Program Process General Identify Certifiable Elements Develop Safety and Security Design Criteria Develop and Complete Design Criteria Conformance Checklist Perform Construction Specifications Conformance Identify Additional Safety and Security Test Requirements Perform Testing and Validation in Support of the Safety and Security Certification Program Manage Integrated Tests for the Safety and Security Certification Program Manage Open Items in the Safety and Security Certification Program Verify Operational Readiness Conduct Final Determination of Project Readiness and Issue Safety and Security Certification Hazard and Vulnerability Management Documentation Reporting Requirements Safety and Security Certification Plan Revision
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10 CONTRACT ADMINISTRATION
10.1 General Contract administration is the day-to-day management of contracts and includes contract preparation and award, processing invoices and contract changes, grants administration, and contract compliance. 10.2 Responsibility The contract administration duties are the responsibility of the Director of Transportation Operations for construction. All staff, consultants, PMC, CEI and Construction Contractors are responsible for the proper and complete documentation of all contract activities. 10.3 FTA Project Management Meetings Throughout the duration of the Project, in-office Project Management Oversight meetings are periodically held to discuss progress, pertinent issues and problems. These meetings include, as available, PMC, FDOT, FTA, Project Safety Oversight Staff and their Project Management Oversight Consultant (PMOC). Once a date is established for each meeting, the FDOT Project Manager coordinates the agenda and any necessary handout material. With the exception of special meetings, FTA meetings are usually scheduled quarterly. 10.4 Contract Preparation and Award Procurement procedures in the advertising and award of consultant and contractor contracts are detailed in FDOT Procurement Code and Section 4.0, Procurement Control, of this PMP. The preparation of the technical portions of the contract documents is the responsibility of the Director of Transportation Operations. The final packaging and preparation of the non-technical bid documents is the responsibility of the Contracts Administration and Procurement Department. The PMC will assist in the preparation of the Terms and Conditions portion of the contract. Pre-award contract administration procedures include review of the proposed agreement to ensure that:

All provisions required by Federal and State regulations are included; Responses to requests for information are included; and That bid protests have been handled in accordance with the FDOT Procurement Guidelines and FTA requirements.
The Contracts Administration and Procurement Department performs these functions.
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Once the proposal is determined to be within the budget, exceptions to the contract provisions are resolved, and the contractor's qualifications are verified, decision is made to recommend award to the Board. Upon approval, the Contracts Administration and Procurement Department issues a Notice of Intent to Award. The Director of Transportation Operations prepares the agenda item for Board action. 10.5 Processing of Invoices Invoices are submitted directly to the CRT Project Manager or in the case of Construction Contractors to the CEI consultants. Administration and Finance Department by the consultants, suppliers, PMC and Construction Contractors. The invoices then are regenerated and routed to the Contracts Administration and Procurement, and Director of Transportation Operations for approval before payment. Invoices for Construction work are also reviewed and approved by FDOT, with input from the PMC and CEI Consultants. 10.6 Grants Administration
10.6.1 Monthly Progress Reports
The Director of Transportation Development is responsible for coordinating with the PMC in all phases of the Project, to obtain accurate and timely information for the FTA. The official means of communicating program forecasting, management and reporting to the FTA is through the monthly narrative progress reports. These include significant events, relevant grant activities, and any changes in the grant schedule or budget.
10.6.2 FFGA Implementation
The Director of Transportation Development is responsible for implementing all reporting, notices, and related requirements under the FFGA with the FTA.
10.6.3 Budget Revisions and Amendments
The Director of Transportation Development prepares budget revisions or grant amendments that may be required. Other budget revisions and amendments due to reallocation of funds are also submitted by the Director of Transportation Development on an as needed basis.
10.6.4 Project Closeout
When the Project is completed, the Administration and Finance Department (Project Comptroller) assists in the Project "close-out" by preparing a narrative summary of the Project. That summary is included with the required financial status report and final Project budget prepared by the Project Comptroller. During the "close-out" process, the Project Comptroller also reviews, with the Planning and Capital Development, and the Director of Transportation Operations, any outstanding line items with remaining funding and adjusts the final budget accordingly. In compliance with Federal and State requirements, all grant-related files for Projects are retained for a three-year period after submission of the expenditure report at Project completion.
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11 PUBLIC INVOLVEMENT
There are three components to this outreach program:

To share information with individuals and groups interested in the project; To listen to ideas and concerns, and; To integrate these ideas into the study process.
The Public Involvement Program generally will focus on: communication tools, small and large group meetings, Project website, workshops, public hearings, marketing to community groups and businesses, public service announcements and advertising. 11.1 Meetings with Community Organizations In an effort to obtain community input regarding the Project and to solicit community support, the Project team will continue outreach efforts to individuals, civic groups, government officials, neighborhood associations and other interested parties. Presentation materials include a Power Point slide show, a video overview of the project, distribution of a tri-fold brochure and quarterly Project newsletter. The Project team also is available to meet with individuals, civic groups, government officials, neighborhood associations and other interested parties. Briefing opportunities and contact information also are prominently displayed on the project website, www.cfrail.com. This process allows FDOT to gain insights from the community. Input obtained from these meetings is provided to the FDOT managers for consideration in Planning and Development of the CFCRT Project. A Project-specific website, www.cfrail.com also was created in 2006 and contains links to a number of other sites, including the Florida Department of Transportation, local transit operators (VoTran and Lynx), Orange, Osceola, Seminole and Volusia Counties, U.S. Reps. John Mica and Corrine Brown, METROPLAN ORLANDO, the Volusia County MPO and other organizations. Information posted on the website includes, but is not limited to, Project briefing booklets; quarterly newsletters; commuter rail station prototype plans; aerial photographs of proposed CRT stations; study area maps; a copy of the Alternatives Workshop presentation; approved Environmental Assessment documents; Supplemental Environmental Assessment documents; S-Line General Analysis; contract documents; a Question and Answer section; video materials about the Project; informational brochures in English and Spanish; transit-oriented development information and presentations; individual station information; locator maps; station renderings and video clips of track scenery between stations; media coverage of the Project; job opportunities; Project schedules; industry review documents; procurement information; contract documents including Interlocal Agreements and CSXT agreements; Central Florida Commuter Rail Commission meeting minutes and upcoming events; Technical Advisory Committee meeting minutes and upcoming events; and upcoming announcements.
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The project website www.cfrail.com provides the public an opportunity to offer feedback or comments about the CFCRT Project. Public Information personnel also respond to all comments and questions. The Project website is continually updated with new and relevant information. Once construction begins, the Project website will be revised to include pictures and information about construction activities, construction schedules, and appropriate contact information for consumer questions. All information will be coordinated with Florida Department of Transportation consumer outreach programs. The Public Information Department also works with the local chambers of commerce, business, community, civic, homeowners, condominium, and other groups to obtain a cross section of comments related to the Project. These meetings have been initiated early in the process, and are ongoing, so that all plans may reflect community concerns. The Project team also meets regularly with community business and civic leaders working to advance the Project, to provide technical support and Project information. The Florida Department of Transportation is partnering with myRegion.org, a regional organization that promotes community vision in the Central Florida region, to engage public participation in naming the CFCRT system, as part of Project efforts to develop a logo and brand for the system prior to the start of operations. One of the critical aspects of the program will be an information outreach to employers and employees in major activity centers along the corridor. Once construction begins, marketing and advertising efforts will be enhanced to raise awareness about the project and ultimately boost ridership. Planned activities include, but are not limited to, development and execution of a strategic marketing and advertising plan; passenger, employer and employee surveys; on-site project presentations to key businesses along the corridor; pricing strategies, and continued website development. 11.2 Interface with State and Local Government Agencies Federal, State, and local governmental entities within the project area were informed about the Project early in the development of the Project plans. Project outreach to local community leaders culminated in the unanimous approval of the Project in 2007 by elected officials in Volusia, Seminole, Orange and Osceola counties, as well as the City of Orlando. As part of the Interlocal Agreements executed by the local governmental partners in July 2007, a Central Florida Commuter Rail Commission and Technical Advisory Committee (TAC) were formed to periodically update local government partners, stakeholders and members of the public on the progress of the project and the coordination of technical issues. The Central Florida Commuter Rail Commission meets on a quarterly basis and consists of the following representatives: Volusia County Council Member Seminole County Commissioner Mayor of Orange County Mayor of City of Orlando Osceola County Commissioner
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All Commission meetings are noticed in accordance with state statutes to encourage public participation and education about the project. All meeting notices also are posted on the Project website, www.cfrail.com, as are meeting minutes. The Technical Advisory Committee meets on a monthly basis and consists of the following representatives: Volusia County City of DeLand City of DeBary VOTRAN Volusia County Metropolitan Planning Organization Seminole County City of Sanford City of Lake Mary City of Longwood City of Altamonte Springs Orange County City of Maitland City of Winter Park City of Orlando Osceola County City of Kissimmee LYNX METROPLAN ORLANDO FDOT
All TAC meetings are noticed in accordance with state statues and on the project website, www.cfrail.com, to encourage public participation. TAC meeting notices and meeting minutes also are posted on the www.cfrail.com website.
Station plans and joint development efforts are coordinated with the appropriate public agencies and local jurisdictions to gain early and continuing input into station development plans. 11.3 Public Hearings and Meetings When warranted, special public hearings are held at a location and time convenient to affected communities. Comments obtained from the public because of public hearings are summarized and presented to FDOT for consideration, as well as to appropriate Federal agencies. 11.4 Media Interface The Public Information Department communicates with the trade, local, and national media in relation to the Project. The Public Information Department shall be the first point of contact for all media reporters. The FDOT staff, including the District Secretary, Transportation Directors, and the CFCRT Project Manager, may be called
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upon to provide background information or to be interviewed by the media. In no case is the consultant or contractor to solicit media involvement in the Project without FDOT prior consent. FDOT standard agreements prohibit the use of the Project in any advertising by the consultant or contractor without prior consent. 11.5 Informal Public Input To encourage individuals to share their thoughts and ask questions, a Public Liaison was identified in 2007 and appropriate contact information is provided on the project website, www.cfrail.com, and on informational brochures. The Public Liaison also responds to all comments and questions received on the project website, www.cfrail.com, in coordination with the Florida Department of Transportation. 11.6 Public Information During the construction of the Project, FDOT will continue to publish and distribute newsletters. The newsletters will focus on notifying the community of the following:

Status of the Project and long-range plans; Up-coming construction work; Pending service modifications; Planned feeder bus improvements; Station modifications;
These newsletters will be mailed out to FDOT extensive e-mail and snail mail lists, will be posted on the www.cfrail.com Project website, and will be available at station ticket kiosks and on the trains when the CFCRT is in revenue service.
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12 PMP CONTROL and REVISIONS

12.1 Control of the CFCRT Management Plan The Director of Transportation Development is responsible for the maintenance and distribution of the PMP, as well as coordination of review, approval, and distribution of revised and new PMP documents. The Director of Transportation Development is responsible for retaining all master file copies, both hard copy and electronically-stored versions, of the document, namely the PMP, referenced procedures, manuals, and plans including all figures, tables, and forms. The maintenance and distribution of the PMP and revisions thereto, shall be in accordance with the Document Control Procedure. 12.2 Revisions to the CFCRT Management Plan The requestor of any revision to this PMP shall provide a brief description of the change, reason for the change, urgency, and identify other documents affected by the change to the Director of Transportation Development. The Director of Transportation Development shall determine whether the change is valid and will distribute the proposed change to the appropriate Departments for review and comment. The Director of Transportation Development, with assistance from the PMC, shall incorporate the approved revisions into this PMP and will distribute the revised document to the PMP holders.
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Attachment A Project Master Schedule
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Attachment B Rsums
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Attachment C Transition Team
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CSXT/FDOT Transition Team Central Florida Commuter Rail

TASK
Team Leader
CSXT
Cheryl Boehm Manager Passenger Operations cheryl_boehm@csx.com (904) 359-7490
FDOT
Fred Wise State Rail Manager Fred.Wise@dot.state.fl.us (850) 414-4500 (850) 545-2692 cell Tawny Olore Rail Transit Project Manager Tawny.Olore@dot.state.fl.us (407) 482-7879 (407) 474-4708 cell
Design and Construction
Joe Bippus Director Corridor Improvement joe_bippus@csx.com (904) 359-1301
Frank ODea Construction Engineer Frank.Odea@dot.state.fl.us (386) 943-5344 George Gault Consultant Project Manager George.Gault@earthtech.com (407) 660-9869 (407) 718-0907 cell
Jacksonville Division Operations
Jeff Miller Assistant Division Manager jeff_miller@csx.com (813) 664-6201
Bob Hines Rail Office Robert.Hines@dot.state.fl.us (904) 360-5670 Bill Lipfert SYSTRA Blipfert@systrausa.com (603) 448-0200 Patricia Watkins Patricia.Watkins@earthtech.com (407) 660-9587 (561) 542-4495 cell
Jacksonville Division Dispatching
Casey Albright Superintendent Train Operations casey_albright@csx.com (904) 381-2767
Bob Hines Rail Office Robert.Hines@dot.state.fl.us (904) 360-5670 Bill Lipfert SYSTRA Blipfert@systrausa.com
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(603) 448-0200 Engineering Ron Foster Division Engineer-Jacksonville ron_f_foster@csx.com (904) 279-6778 George Gault Consultant Project Manager George.Gault@earthtech.com (407) 660-9869 (407) 718-0907 cell Rick Tonet Rick.Tonet@earthtech.com (407) 659-9831 Steve English English@pbworld.com (312) 203-6748 Operating Rules/Safety Rob Brownell Manager Safety & Ops Practices rob_brownell@csx.com (904) 279-6779 Bob Hines Rail Office Robert.Hines@dot.state.fl.us (904) 360-5670 Tom Keane Safety Engineer keanet@pbworld.com (407) 587-7800 (407) 408-4048 cell Lois Earle Safety Professional Lois.Earle@earthtech.com (407) 660-9872 (321) 299-6362 cell Public Safety Mike Henesey Manager Public Safety michael_henesey@csx.com (904) 359-7491 Sam Raab Manager Public Safety sam_raab@csx.com (904) 381-2211 Real Estate Kevin Hurley Director Real Estate Services kevin_hurley@csx.com (904) 633-4838 Shirley Martin Right of Way Administrator Shirley.Martin@dot.state.fl.us (386) 943-5029 Debbie Lynch Right of Way Project Coordinator Deborah.Lynch@dot.state.fl.us
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Signals
Ken Quinlan Division Signal Engineer ken_quinlan@csx.com (904) 279-6882
Gary Fitzpatrick Rail Office Gary.Fitzpatrick@dot.state.fl.us (850) 414-4541
(386) 943-5491 Corporate Communications Gary Sease Director Corporate Communications gary_sease@csx.com (904) 359-1719 Dick Kane Public Information Administrator Dick.Kane@dot.state.fl.us (850) 414-4595 Steve Homan Public Information Director Steve.Homan@dot.state.fl.us (386) 943-5479 Marianne Gurnee Public Liaison Marianne.Gurnee@dot.state.fl.us (407) 482-7865 (407) 492-0836 cell Law/Labor Tammy Butler Counsel tammy_butler@csx.com (904) 366-4228 David Hoffman Counsel david_hoffman2@csx.com (904) 359-7522 Commuter Operations Chip Dobson Manager Commuter Operations chip_dobson@csx.com (904) 359-7451 Clay McGonagill General Counsel Clay.McGonagill@dot.state.fl.us (850) 414-5296 Fred Loose General Counsel Fredrick.Loose@dot.state.fl.us (386) 943-5492 Tawny Olore Rail Transit Project Manager Tawny.Olore@dot.state.fl.us (407) 482-7879 (407) 474-4708 cell Robin Naitove Office of the Comptroller Robin.Naitove@dot.state.fl.us (850) 414-4151 Tawny Olore Rail Transit Project Manager Tawny.Olore@dot.state.fl.us (407) 482-7879 (407) 474-4708 cell
Accounts Receivable
Dave Barry Specialist Field Billing dave_barry@csx.com (904) 279-6919
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PROJECT MANAGEMENT PLAN

Central Florida Commuter Rail Transit

ORIGINATOR RECOMMENDED APPROVAL

Revision Number Prepared By Approved By Date

6/13/2007 9-21-2007 2-20-2008 04-28 -2008 9-25-2008

Florida Department of Transportation District 5

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

Delegated Duties ................................................................................................. 20 FDOT Organization ............................................................................................. 22

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

Quality Assurance Audits .................................................................................... 72 Configuration Management................................................................................. 72

PROCUREMENT CONTROL.......................................................................................... 74 5.1 Types of Agreements for the CFCRT................................................................. 74

RIGHT-OF-WAY ACQUISITION (FDOT) ........................................................................ 80 6.1 Scheduling and Funding Plan............................................................................. 81

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

Value Engineering (VE)....................................................................................... 86 Design Criteria and Standards............................................................................ 86

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

Regional Location Map

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

Federal Law and Policies

Florida Law and Policies

FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

CENTRAL FLORIDA COMMUTER RAIL TRANSIT PROJECT MANAGEMENT PLAN

FDOT Regulations and Policies