Draft Version 1.01
Project Management Plan
June 2014 Prepared for the Federal Transit Administration
Fourth Plain Bus Rapid Transit Project
C-TRAN Fourth Plain BRT Project
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C-TRAN Fourth Plain BRT Project
Table of Contents 1
Introduction .............................................................................................................................1
2
General Information.................................................................................................................2 2.1 Purpose of the PMP ........................................................................................................ 2
3
4
5
6
7
2.2
FTA’s Project Development Phase for Small Starts Projects ............................................. 2
2.3 2.4
Project Purpose and Need .............................................................................................. 3 Project Background and History ......................................................................................4
2.5 2.6
Project Description ......................................................................................................... 5 Environmental Compliance .............................................................................................9
2.7 2.8
Agency Overview and Statutory Authority ...................................................................... 9 Project Goals and Objectives ..........................................................................................9
Organization and Staffing ....................................................................................................... 11 3.1 Fourth Plain BRT Project Committee Structure during Project Development ................. 11 3.2 3.3
Management Approach ................................................................................................ 14 Project Management Staffing and Responsibilities........................................................ 15
3.4
Management Approach ................................................................................................ 20
Project Management and Control .......................................................................................... 22 4.1 Project Control Process ................................................................................................. 22 4.2 4.3
Risk Management ......................................................................................................... 24 Scope Configuration and Change Control ...................................................................... 26
4.4 4.5
Escalation Factor Determination ................................................................................... 26 Cost Accounting System................................................................................................ 26
4.6 4.7 4.8
Force Account Plan ....................................................................................................... 27 Grant Administration .................................................................................................... 27 Dispute Resolution ....................................................................................................... 28
Labor Relations and Policy...................................................................................................... 29 5.1 C-TRAN Work Force ...................................................................................................... 29 5.2
Wage Rates and Classifications ..................................................................................... 29
5.3 5.4
Wage and Hour Requirements ...................................................................................... 29 State and Local Regulations .......................................................................................... 29
Procurement and Contracting ................................................................................................ 29 6.1 Types of Contracts and Purchases ................................................................................. 30 6.2 6.3
Policies for Procurement............................................................................................... 30 Procurement of Services Plan ....................................................................................... 31
6.4
Intergovernmental Agreements .................................................................................... 32
Engineering Management ...................................................................................................... 32 7.1 Approach to Engineering and Design ............................................................................ 33
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C-TRAN Fourth Plain BRT Project 7.2 7.3
Design Process.............................................................................................................. 33 Elements of Final Design ............................................................................................... 36
7.4 7.5
Safety and Security ....................................................................................................... 40 Before and After Study ................................................................................................. 40
8
Management of Right-of-Way Procurement........................................................................... 40
9
Quality Management Program ............................................................................................... 40 9.1 QA-QC Policies and Guidelines ...................................................................................... 40 9.2
Design Change Control Process ..................................................................................... 42
9.3 9.4
Document Control ........................................................................................................ 42 QA-QC for Construction ................................................................................................ 42
10 Community Involvement ........................................................................................................ 43 10.1 Purpose of Community Involvement ............................................................................. 43 10.2 Public Involvement Approach and Activities.................................................................. 43 10.3 Community Involvement Management......................................................................... 44 11 Construction Program Management ...................................................................................... 45 11.1 Design Services During Construction ............................................................................. 45 12 Closeout Phase Management ................................................................................................. 46
Figures Figure 2-1. C-TRAN Fourth Plain BRT Alignment ............................................................................. 8 Figure 3-1. C-TRAN Organizational Structure for the Project ........................................................ 11 Figure 3-2. C-TRAN Fourth Plain BRT Project Detailed Organization Chart for Project Development ............................................................................................................. 13
Tables Table 3-1. 2014 C-TRAN Board of Directors .................................................................................. 12 Table 3-2. C-TRAN Corridor Advisory Committee Members.......................................................... 12 Table 3-3. Project Management Team ......................................................................................... 14 Table 3-4. C-TRAN Executive Staff ................................................................................................ 14
Appendices Appendix A—Project Schedule & SCC Worksheets Appendix B—Work Breakdown Structure Appendix C—Design Criteria Project Management Plan Appendix A | ii
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C-TRAN Fourth Plain BRT Project Appendix D— Fourth Plain BRT Risk Register
Acronyms and Abbreviations AA
Alternatives Analysis
BAT lane
Business access Transit Lane
BCI
Building Construction Index
BRT
Bus Rapid Transit
CAC
Corridor Advisory Committee
CCAC
C-TRAN Citizen Advisory Committee
CPI
Consumer Price Index
DBE
Disadvantaged Business Enterprise
ESA
Environmental Site Assessment
Fourth Plain BRT Project
Fourth Plain Bus Rapid Transit Project
FTA
Federal Transit Administration
HCT
High Capacity Transit
IGA
Intergovernmental Agreement
ITB
Invitation to Bid
PMOP
Project Management Oversight Program
PMP
Project Management Plan
QA-QC
Quality Assurance-Quality Control
RCW
Revised Code of Washington
RFP
Request for Proposal
RTC
Southwest Washington Regional Transportation Council
SCC
Standard Cost Categories
SSGA
Small Starts Grant Agreement
USC
United States Code
VE
Value Engineering
WBS
Work Breakdown Structure
WSDOT
Washington State Department of Transportation
PMP Revisions
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C-TRAN Fourth Plain BRT Project Revision Number
Date
Reason
0
Sept. 14, 2012
1.00
April 2014
PMOC Review
1.01
June 2014
Responds to PMOC review comments issued May 9, 2014.
Original
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C-TRAN Fourth Plain BRT Project
1
Introduction
This Project Management Plan (PMP) is the guiding document for the management and administration during the Project Development phase for the Fourth Plain Bus Rapid Transit (BRT) Project (see Section 2.2 for description of the Federal Transit Administration’ (FTA’s) Project Development phase for Small Starts projects). This PMP establishes organizational arrangements and the procedures to be used by members of the project team during Project Development and construction. Using standard procedures is essential to facilitate effective control and management of the project’s program, finances and quality. Additionally, standard procedures provide clear audit trail of activity, which results in improved and effective communications and problem solving. This document provides comprehensive checklist against which the project can be monitored and controlled. The procedures are to be followed strictly by all parties forming the project teams involved for the duration of the project. The PMP contains 12 sections, four appendices and sub plans: Section Section Section Section Section Section Section Section Section Section 10 Section 11 Section 12
Introduction General Information Organization and Staffing Project Management and Control Labor Relations and Policy Procurement and Contracting Engineering Management Management of Right-of-Way Procurement Quality Assurance-Quality Control Program Community Involvement Construction Program Management Closeout Phase Management
Appendix A: Appendix B: Appendix C: Appendix D:
Schedules and Worksheets Work Breakdown Structure Design Criteria Fourth Plan BRT Risk Register
Sub plans to the C-TRAN Fourth Plain BRT Project PMP: Real Estate Acquisition Management Plan Operations Maintenance Plan Quality Management Plan Safety and Security Management Plan
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C-TRAN Fourth Plain BRT Project
2
General Information
This section provides: summary of the purpose of this PMP, an overview of the project’s background and planning history, brief project description, summary of C-TRAN’s statutory authority, description of C-TRAN’s and the project’s policy and governing board, and statement of the project’s goals and objectives.
2.1
Purpose of the PMP
The purpose of the Fourth Plain BRT Project PMP is to: Establish the framework for administering the project during the Project Development phase (see Section 2.2 for description of the Project Development phase for Small Starts projects). Specify the project's management procedures and organizational structure within C-TRAN. Provide guidelines for the orderly interaction of the multiple agencies, organizations, and staff involved in and committed to this project. It also is important to understand and appreciate the following key attributes of this PMP: The PMP provides general framework for project development. Managers and staff implementing the PMP will provide additional, more detailed working procedures in the context of the day-to-day management of each function or task as needed. The PMP is mechanism for communicating the objectives of the Fourth Plain BRT Project to all participants. It communicates the overall management strategy and the responsibilities, authorities and procedures guiding each participant’s portions of the project. Additionally, the PMP establishes standards by which project performance will be measured. The PMP outlines team approach. coordinated effort to meet project objectives is essential to complete this project in timely and efficient manner. Each participant must know his or her role and the roles of the other participants. Each participant also must understand how leadership is provided. The development of this PMP will be an evolutionary process. Some information regarding project management, such as assignments for some later tasks and construction–related processes, are not known at this time and will need to be added in subsequent updates of this document. The maintenance of and subsequent revisions to this PMP are the responsibility of C-TRAN.
2.2
FTA’s Project Development Phase for Small Starts Projects
FTA’s final rule on Major Capital Investment Projects was issued on January 9, 2013 and was effective as of April 9, 2013. The final rule sets the regulatory framework for FTA’s evaluation and rating of projects seeking funding under Small Starts. The final rule details how MAP-21 refined the Small Starts program, including the streamlining of how projects proceed from concept design to construction. The Small Starts program combines all preliminary engineering and final design work is combined into one phase, referred to as ‘Project Development’. This PMP is based on existing FTA Project Management Plan Appendix A | 2
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C-TRAN Fourth Plain BRT Project guidance and instructions for Small Starts projects. C-TRAN recognizes that this PMP may need to be revised as FTA continually issues updated guidance and instructions regarding the Project Development phase for Small Starts projects. C-TRAN’s request for authorization to advance the Fourth Plain BRT Project into Project Development was submitted to FTA on September 14, 2012. In April of 2013, the project was notified that it was authorized to enter Project Development. On September 30, 2013, C-TRAN submitted complete Small Starts funding request which was prepared per the August 2013 Reporting Instruction for the Section 5309 New Starts Criteria.1 The Annual Report on Funding Recommendations for fiscal year 2015 identified the C-TRAN Fourth Plain BRT project to receive 80 percent funding with Medium-High Small Starts rating.2 Right of way acquisition will be completed during the later stages of Project Development. The Project Development phase will be followed by the Construction and BRT Vehicle Procurement phase, and then the Operations phase. C-TRAN must receive FTA approval before the project is authorized to advance into the Construction and BRT Vehicle Procurement phase, based upon similar set of project justification and financial commitment criteria and determination of readiness. One of the key objectives of the Project Development phase is to prepare for the request to FTA for Small Starts Grant Agreement (SSGA) and advancement into the Construction and BRT Vehicle Procurement phase.
2.3
Project Purpose and Need
On September 13, 2011 the C-TRAN Board adopted the Fourth Plain BRT project Purpose and Need Statement (at that time, the project was named the Fourth Plain Transit Improvement Project). Consistent with the Clark County High Capacity Transit System Study, the purpose of the Fourth Plain Transit Improvement Project is to cost-effectively increase transit ridership as well as enhance transit's comfort, convenience and image by: Reducing transit travel time, Improving trip reliability, and Increasing transit capacity to meet current and long-term transit travel demand, while also enhancing the safety and security of the corridor. The project will support the City of Vancouver and neighborhood/community-based Fourth Plain corridor revitalization efforts. The need for the project results from: Capacity issues as result of very high corridor ridership. Some buses are at standingroom-only conditions between 9:00 a.m. and 4:00 p.m. weekdays, and the problem will worsen as ridership increases. There are currently more than 6,000 average weekday boardings on Fourth Plain corridor bus routes; and corridor ridership accounts for 1 Federal Transit Administration. August 2013. Reporting Instruction for the Section 5309 New Starts Criteria http://www.fta.dot.gov/12304.html Accessed April 7, 2014. 2 Federal Transit Administration. 2014. Annual Report on Funding Recommendations, Fiscal Year 2015 http://www.fta.dot.gov/grants/12868.html Accessed April 7, 2014.
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C-TRAN Fourth Plain BRT Project approximately one-third of all boardings on the C-TRAN system. Population and employment in the Fourth Plain Study Area are projected to grow by 30 to 40 percent between now and 2035, and downtown Vancouver is expected to grow similarly as well, resulting in projections forecasting 50 percent ridership increase by 2030, which will significantly exceed transit capacity in the corridor. Poor reliability of the current service. Routinely, between 30 and 40 percent of buses on the corridor are running at least five minutes late and with the forecast increases in ridership and traffic, service reliability will worsen. Continuing increases in corridor transit delays and travel time. Transit travel times from Westfield Vancouver Mall to downtown Vancouver have increased from approximately 30 minutes in 1992 to almost 45 minutes in 2011 as result of higher ridership, more riders using wheelchairs, and delays from traffic congestion and traffic signals. This increase in transit travel time has occurred despite C-TRAN’s efforts in reducing transit stops and shortening of the route. This slowing of the service adversely impacts the quality of service and increases transit operating expense. Without efforts to address the causes of delay, forecasts call for transit travel time between Vancouver Mall and downtown Vancouver to continue to increase. Increasing need for east/west travel and transit connectivity. Travel patterns over the past ten years indicate substantial amount of east-west travel within Clark County including along the Fourth Plain Corridor. Growth at both ends of the Fourth Plain Corridor as well as planned light rail connection from Portland into downtown Vancouver creates demand for an improved east/west transit connection. Corridor safety and security concerns. The Fourth Plain Boulevard corridor between I-5 and NE 117th Avenue (SR 500/503) has been designated Traffic Safety Corridor by the Washington State Traffic Safety Commission (in conjunction with the Washington State Department of Transportation) due to its above-average crash rate (compared to similar roadways in Washington State). Transit users and the general traveling public also experience safety concerns accessing, walking along, and crossing Fourth Plain Boulevard as pedestrians, on bicycles, or using mobility devices. In addition, transit patron safety and security continue to be major concerns for C-TRAN, corridor residents and businesses. Mobility constraints to job creation and retention, economic growth, and access to education and community services recent survey conducted of Fourth Plain transit riders indicates that over 40 percent are transit dependent, and that almost half of the transit riders are destined to businesses and establishments along the corridor. Transit delays, trip unpredictability, and bus overcrowding impair transit’s ability to carry people to jobs and business appointments, as well as for work and non-work activities, within the Fourth Plain Corridor, constraining the ability of the Fourth Plain subarea to sustain jobs and achieve economic growth.
2.4
Project Background and History
The Fourth Plain BRT project evolved from the two year Clark County High Capacity Transit (HCT) System Study conducted by the Southwest Washington Regional Transportation Council (RTC) and completed in 2009. The Clark County HCT System Study identified how high capacity transit can Project Management Plan Appendix A | 4
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C-TRAN Fourth Plain BRT Project best serve trips within Clark County as well as trips connecting to Portland, Oregon. The HCT System Study narrowed set of initial corridors to four promising corridors: Highway 99; Fourth Plain; I-205; and Mill Plain. Based on cost effectiveness, ridership, and potential environmental impacts, bus rapid transit was recommended as the preferred HCT mode within the county on these corridors; thus, light rail and the other HCT modes are no longer being considered in these corridors as planning efforts progress in the future*.3 The HCT study team and C-TRAN identified Fourth Plain as the priority corridor for implementation of some form of Bus Rapid Transit (BRT). The HCT System Plan was endorsed by both the RTC and C-TRAN Board of Directors and the C-TRAN Board concurred on the designation of the Fourth Plain corridor as the priority for BRT as part of adopting C-TRAN's 20-Year Transit Development Plan in 2010. federal grant was received in 2010 to fund the Alternatives Analysis (AA) for the Fourth Plain BRT project. The AA process began in January 2011.
2.5
Project Description
The Fourth Plain Bus Rapid Transit (BRT) Project will be C-TRAN’s pioneering BRT project. It will be the first BRT project in the Vancouver/Portland region as well as the first BRT line implementation planned for in the Clark County High Capacity Transit System Plan. The proposed 5.9 mile alignment, shown in Figure 2-1, will provide frequent service to C-TRAN’s highest ridership transit corridor, connecting downtown Vancouver with the Westfield Vancouver Mall. BRT project represents an investment in bus facilities and operations that are intended to improve the speed, reliability, and convenience of bus service. The Fourth Plain BRT will include the following features: Transit signal priority treatments and signal coordination throughout the BRT corridor; Queue jump lanes to bypass queues at certain congested intersections; Enhanced stations; Pre-paid ticketing and proof-of-payment fare verification; Low-floor, multi-door, low-emission BRT vehicles; Real time passenger information (information display signs); and Branding of the service to create unique identity and image. The proposed BRT service will replace most of the existing service along the corridor and will be supported by the existing local bus network. The frequency of the BRT service will be every 10 minutes throughout weekday daytimes, 15 minutes during early evening and Saturday and Sunday days, and 30 minutes late evenings It is expected that six buses will be needed to provide the
3
The Columbia River Crossing transit planning project is separate from this HCT recommendation.
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C-TRAN Fourth Plain BRT Project service during peak service times. The BRT service will operate in curbside lanes with right-side boarding. BRT Stations include passenger platforms 10 to 12 feet wide and 50 feet long that are raised about 12-13 inches above the top of roadway pavement. Platforms will be at or slightly lower than the floor level of BRT buses, allowing fast and convenient passenger loading and unloading. Buses pull into the station for boarding and alighting through right-side doorways. The distance between the bus doorway and platform edge will be minimized to avoid any safety concerns of large gap. Buses include door ramps which can be extended to provide continuous surface between the bus floor and platform for individuals with limited mobility and/or those who use mobility devices. The typical BRT operational configuration will have only one bus picking up or dropping off passengers at station at any time. In certain locations, where local buses could also stop to pick up and drop off passengers, nearby separate local bus stop will be provided that does not impede the operation of the BRT. All stations will include the following features: Raised platforms Ticket vending machines, minimum of one at each station platform ADA-compliant routes of access and egress from the street crosswalk or sidewalk ADA-compliant tactile warning bands along platform edges Real-time passenger information and other passenger information Shelter canopies Station “furniture” including benches, trash receptacles, and leaning rails Way finding and BRT signage Lighting There are 18 BRT stations in each direction, including both termini stops. Station locations (generally paired stops) are located as follows:4 1. 7th Street Station (single stop at C-TRAN-owned property called “Turtle Place” on 7th Street between Washington and Main) 2. Washington 13th Broadway 13th 3. McLoughlin Washington; Broadway 15th 4. McLoughlin at Marshall Center 5. Fort Vancouver at Way: Clark College South (median station) 6. Fort Vancouver Way: Clark College North (median station) 7. Fort Vancouver Way Fourth Plain 8. Fourth Plain Grand 9. Fourth Plain Todd 10. Fourth Plain General Anderson The project recently prepared Value Engineering (VE) study. Results of this study are still under review. Modification to the stations may result as part of the VE study. This list and the project map will be updated, as needed, once final design decisions have been made. 4
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C-TRAN Fourth Plain BRT Project 11. 12. 13. 14. 15. 16. 17. 18.
Fourth Plain Stapleton Fourth Plain at Kyocera Fourth Plain 65th Fourth Plain Andresen Fourth Plain 78th Fourth Plain 86th Thurston Way Vancouver Plaza Drive Vancouver Mall Transit Center
The Vancouver Mall Transit Center (VMTC) is to be relocated from the north side off the mall to the south side. The new transit center will have eight bays, two of which will be designed for BRT service. The VMTC will provide the primary layover location for the BRT service. The BRT buses will be sixty foot articulated vehicles which allow for level boarding. The buses will have special styling and be branded to be easily identified as BRT buses. Special BRT features on the buses are door ramps, rear-facing wheelchair bays, and facilities to store bikes on board. The project will include an expansion of the maintenance facility to accommodate the 60-foot BRT buses. Currently the maximum length of C-TRAN buses is 40 feet.
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C-TRAN Fourth Plain BRT Project
Figure 2-1. C-TRAN Fourth Plain BRT Alignment
Project Management Plan Appendix A | 8
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C-TRAN Fourth Plain BRT Project
2.6
Environmental Compliance
C-TRAN is preparing analysis for the project to achieve Documented Categorical Exclusion (DCE) determination from FTA. The DCE finding is anticipated to be issued by July 2014. Although at this time there are few if any mitigations anticipated on this project, if there are mitigation requirements associated with the DCE, they will become part of the project. The team will develop monitoring process to ensure the mitigation requirements are tracked and attained.
Environmental Site Assessments Environmental Site Assessments (ESA) are required for properties that have been identified for partial acquisitions and/or have potentially hazardous materials located on them.
2.7
Agency Overview and Statutory Authority
C-TRAN is the primary provider of public transit services in Clark County. The agency was formed by public vote in 1980 and currently serves the City of Vancouver and the Vancouver Urban Growth Boundary (UGB), and the city limits only of Camas, Washougal, Battle Ground, Ridgefield, La Center, and the Town of Yacolt. C-TRAN is governed by Board of Directors comprised of nine elected officials representing local government within the C-TRAN service area and one non-voting member representing labor. More information about the C-TRAN Board of Directors is provided in Section 3.1.
2.8
Project Goals and Objectives
list of Goals and Objectives for the project was developed with involvement from the Project Management Team (PMT), the Corridor Advisory Committee (CAC), and other stakeholders, and was formally adopted by the C-TRAN Board of Directors on September 13, 2011. These Goals and Objectives are based directly upon the project’s Purpose and Need and have been used to evaluate set of transit alternative concepts, and to develop screening criteria that were used to evaluate the most promising transit alternatives and select the LPA. Goal 1: Improve Corridor Transit Service Objectives: Improve transit service reliability (on-time performance) Improve access to and from transit for pedestrians and bicyclists Increase transit ridership Reduce transit travel time to help make transit viable alternative travel choice Enhance the comfort and convenience of transit Ensure good transit connections to other routes and destinations Goal 2: Create cost-effective, long-term transit solution Objectives: Develop cost-effective project Draft – June 2014
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C-TRAN Fourth Plain BRT Project Identify an affordable, fundable project that identifies range of funding opportunities (including federal, state and/or public/private partnerships) and minimizes the burden on local taxpayers and users Develop project that can minimize increases in transit operating and maintenance costs Goal 3: Meet Current and Projected Corridor Travel Demand Objectives: Accommodate future growth in travel by increasing transit’s share of trips Maintain reliable motor vehicle operations for the projected traffic flow through the Fourth Plain corridor Increase transit capacity to meet projected ridership demand in the corridor Improve transit service to key community facilities and services (educational, medical, recreational, etc.) Maintain or enhance bicycle and pedestrian mobility and operations through the Fourth Plain corridor Goal 4: Enhance the Safety and Security of the Corridor Objectives: Improve the safety of bicycles and pedestrians accessing and crossing Fourth Plain Boulevard Address safety issues at intersections with high crash rates Enhance the security of transit users, residents and business patrons at and near stops and stations Goal 5: Support Economic Vitality and Corridor Revitalization Efforts Objectives: Maintain motor vehicle and non-motorized access for corridor businesses Enhance the appearance of the corridor through transit facility upgrades and increase the awareness and visibility of existing businesses Stimulate opportunities for development adjacent to transit stations, consistent with the City of Vancouver’s Fourth Plain Subarea Plan Support diversity in the size and types of businesses along Fourth Plain Boulevard Transit investments should integrate and promote diversity and recognize the corridor’s identity as the City’s International Corridor Implement applicable transit-related elements of the City’s Subarea Plan Goal 6: Support Healthy and Livable Community Objectives: Avoid or minimize impacts to businesses, residents and households, historic resources, parks, trails and other public recreation areas Avoid or minimize adverse impacts to the natural environment Project Management Plan Appendix A | 10
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C-TRAN Fourth Plain BRT Project Ensure that corridor transit improvements benefit all segments of the community including disabled, youth, elderly, ethnic minorities, low income, etc. Develop sustainable transit enhancements that improve air quality and reduce greenhouse gas emissions Encourage pedestrian and bicycle mobility in the corridor and to transit Support establishment of “complete neighborhoods” by providing convenient transit access to needed goods and services”
3
Organization and Staffing
The purpose of this chapter is to describe the general organizational structure to be used for the Fourth Plain BRT Project during the project development phase and to provide descriptions of the management principles, project management staffing and responsibilities, and the overall management approach.
3.1
Fourth Plain BRT Project Committee Structure during Project Development
C-TRAN has adopted an organizational structure consisting of representatives of the various participating jurisdictions to provide oversight of the project. This organizational structure is similar to that used during the alternatives analysis phase of the project. Figure 3-1 shows the overall organizational structure for the Fourth Plain BRT Project. Figure 3-2 provides more detailed organizational chart. Figure 3-1. C-TRAN Organizational Structure for the Project
C-TRAN Board of Directors C-TRAN’s Board of Directors consists of nine elected officials representing local government within the C-TRAN service area and one non-voting member representing labor. The elected officials include the three Clark County Commissioners, three Council members from the City of Vancouver, and one Council member or Mayor from Camas/Washougal, Ridgefield/La Center and Battle Ground/Yacolt. The non-voting member representing labor is selected by majority vote of the represented employees. Members of the C-TRAN Board meet monthly and are responsible for providing policy and legislative direction for the agency as administered by C-TRAN’s Executive Director/CEO, Jeff Hamm. The following table lists the current membership on the C-TRAN Board of Directors.
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C-TRAN Fourth Plain BRT Project Table 3-1. 2014 C-TRAN Board of Directors Name
Position
Jack Burkman Connie Jo Freeman Bill Ganley Jim Irish, Board Vice-Chair Roy Jennings Tim Leavitt, Board Chair David Madore Anne McEnery-Ogle Tom Mielke Edward Barnes
Vancouver City Council Washougal City Council Battle Ground City Council Mayor, City of La Center Labor Representative Mayor, City of Vancouver Clark County Commissioner Vancouver City Council Clark County Commissioner Clark County Commissioner
C-TRAN Corridor Advisory Committee During project planning and Alternatives Analysis, C-TRAN Corridor Advisory Committee (CAC) was established and was comprised of representatives from neighborhoods and businesses along the Fourth Plain Corridor, as well as stakeholders representing bus patrons, economic development, the ADA community, and others. The CAC acted as sounding-board as the project proceeded through the Alternatives Analysis phase. Their comments and recommendations were forwarded to the Project Management Team and the C-TRAN Board of Directors. The CAC met monthly through the early stages of the design process and as needed after that. C-TRAN staff facilitated these meetings. C-TRAN’s CAC has become more broadly focused as the Fourth Plain BRT Project has progressed through design. The CAC is no longer specific to the project, however they do discuss issues that face the project and receive project updates. Table 3-2. C-TRAN Corridor Advisory Committee Members Name Amanda Gresen Bill Steiner Bob Williamson Dimitry Mishchuk Harry Kiick Javier Navarro Jennifer Halleck Judy Tiffany Kathy Huss Leah Jackson Lyn Ayers Melanie Green Troy Drawz
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Representing Vancouver’s Downtown Association Corridor Businesses Owner; Fourth Plain Merchants' Association Clark College North Image Neighborhood Association C-TRAN's Citizens Advisory Committee; Chair of C-TRAN ADA Task Force Fourth Plain International Square Business Owner; Fourth Plain Merchants' Association Vancouver School District C-TRAN's Citizens Advisory Committee; Fourth Plain transit rider; Fourth Plain Renewal Task Force; Fourth Plain Village Neighborhood Association Ogden Neighborhood Association Downtown Vancouver Business Owner; Bicycle/Pedestrian Representative Clark County Rental Association; Rose Village Neighborhood Association Southwest Washington Behavioral Health Vancouver Housing Authority
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C-TRAN Fourth Plain BRT Project Figure 3-2. C-TRAN Fourth Plain BRT Project Detailed Organization Chart for Project Development
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C-TRAN Fourth Plain BRT Project
Project Management Team The Project Management Team (PMT), consisting of C-TRAN, City of Vancouver and RTC representatives, provides day-to-day oversight and guidance on the project. During the Alternatives Analysis phase, the PMT met monthly and more frequently around key project milestones. As the project transitioned into the Project Development Phase, the PMT gathers less frequently, however they continue to review the progress of the work, discuss any issues that may arise and provide any needed direction to the project. representative from Clark County, WSDOT and the consultant team Project Manager may be invited to participate at key points during Project Development. Table 3-3 lists the primary PMT members. Table 3-3. Project Management Team Name Chuck Green Scott Patterson Katy Belokonny Senior Transit Planner (TBD) Dale Robins Ryan Lopossa Sandra Towne
Representing C-TRAN C-TRAN C-TRAN C-TRAN Regional Transportation Council City of Vancouver City of Vancouver
C-TRAN Executive Staff C-TRAN’s executive staff provides direction to C-TRAN’s representatives on the Project Management Team, as well as providing policy direction on actions that involve the C-TRAN Board of Directors. The executive staff meets weekly. Table 3-4. C-TRAN Executive Staff Name Jeff Hamm Lynn Halsey Celia Sherbeck Jim Quintana Scott Patterson Diane O’Regan Suzanne Pfeiffer Vacant
3.2
Title Executive Director and CEO Director of Operations Director of Maintenance Manager of Public Affairs Director of Planning and Development Director of Finance and Administration Director of Human Resources Safety and Security Manager
Management Approach
Listed below are the management principles for the Fourth Plain BRT project: C-TRAN staff will provide project management and retain direct control over all aspects and phases of the work relating to Project Development. The PMT advises the C-TRAN Board of Directors. The C-TRAN Board of Directors will provide overall policy direction for the project. The C-TRAN Project Director will have overall responsibility for project activities and consulting contracts. Project Management Plan Appendix A | 14
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C-TRAN Fourth Plain BRT Project Day-to-day decision making authority, and single-point contact for each major contract, will reside with the C-TRAN Project Manager. C-TRAN will supplement staff with consultants as needed to provide specific expertise in certain areas or to address staff workload issues. Services of at least one major consultant team will be retained for Project Development. These services include architecture and engineering, environmental, and community outreach services, along with other services. That consultant contract is also anticipated to include Design Services During Construction (DSDC), which will preclude that prime consultant from pursuing an anticipated Construction Management and Administration contract (depending on the selected project delivery method). Consultants will be managed using work order format. General scopes of work used to describe the consultant scope will be expanded upon and refined prior to implementation of work, with the planning and development director approving the scope, schedule, budget, and personnel assigned to the work order. This approach facilitates both maximum cost control and flexibility for managing consultants. Consultants will act as an extension of C-TRAN staff as project team members. Project Leads (identified in more detail in section 3.3) will meet weekly to provide coordination between functional areas. Regular project meetings will be held with required attendance for affected project staff and consultants. In addition to the experience and expertise of the project team, appropriate computer tools and systems will be used for design and project management. The consultant team will be responsible for developing and maintaining all scheduling, cost estimating, budgeting, cost tracking, reporting, and forecasting systems. Monthly work progress, schedule, and budget status reports will be compiled by the consultant team. All consultants and contractors will be required to follow applicable correspondence control procedures as discussed later in this PMP. All correspondence relating to the project will be assigned file codes and placed in the filing system: submittals, transmittals, memos, invoices, etc.
3.3
Project Management Staffing and Responsibilities
This section summarizes the overall staffing plan for the Fourth Plain BRT project during the Project Development phase. number of positions within the Project Development phase are to be filled by consultants through the design services consultant contract. project organization chart is shown above in Figure 3-2. In the following summaries, where an assignment has been made, the staff member is identified by name with summary of their qualifications for the position. Staff positions that will be provided under contract within the project’s engineering services contract are identified as “consultant.”
Project Management Positions Following is description of the project’s management positions and their responsibilities. Draft – June 2014
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C-TRAN Fourth Plain BRT Project
C-TRAN Project Manager – Chuck Green, PE C-TRAN’s project manager reports to the C-TRAN Executive Staff and is responsible for day-to-day oversight of the project’s tasks and consultant services contracts. The project manager provides general oversight of technical work performed on the project, coordinates and delegates tasks to CTRAN staff and provides regular progress reports to the Executive Staff. This position also has the responsibility to ensure contract compliance with C-TRAN’s rules and regulations by consultant teams contracting with C-TRAN on the project.
Consultant Project Manager – Stefano Viggiano, AICP; Parsons Brinckerhoff The consultant project manager reports directly to the C-TRAN project manager. The consultant project manager’s primary responsibility is to monitor and coordinate the completion of tasks necessary to accomplish the project’s goal of producing products on-time, at high quality, and within the adopted budget. The role includes developing and assigning tasks to the design team; adopting and implementing quality control and quality assurance techniques and programs for the engineering effort; coordinating and implementing design and constructability reviews; and ensuring compliance of the project’s final design to adopted design objectives and federal, state and local regulations and guidelines. The consultant project manager provides regular progress reports to C-TRAN’s project manager.
Project Leads Project leads constitute the level of the management team that directly manage and coordinate the activities of the project’s technical staff at task level. Because of the limited scope of this project, the duties of the project leads will include both management activities and portion of the project’s technical work. These project positions will ensure that the project’s adopted design specifications and objectives are implemented within the project’s design. The project leads also are charged with ensuring that the project’s design and operating plan adheres to governing permit requirements and regulations. In general, these positions will correspond to the project’s work breakdown structure (WBS) for Project Development. While this section defines these positions as discrete from each other, with project of this size, two or more of these functional positions may be performed by the same person, depending upon personal qualifications and the structure of the consultant team for the engineering services contract for Project Development. General descriptions of the tasks that will make up the work plan for the project during the Project Development phase and that are assigned to these various lead staff can be found in Section Engineering Management, Section Management of Right-of-Way Procurement, and Section 10 Community Involvement.
Stations Design Lead – Harriet Cherry, AIA; Pivot Architecture The responsibility of the stations design lead will be to manage and coordinate the project’s design team working on the project’s 20 stations or station pairs, including the Vancouver Mall Transit Center. The lead will assign tasks, responsibilities, and schedules to technical staff and will coordinate work between this and the project’s other design teams. The Stations Design Lead will Project Management Plan Appendix A | 16
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C-TRAN Fourth Plain BRT Project be responsible for the day-to-day implementation of the project’s Quality Management Plan (QMP), ensuring that designs for the stations adhere to the project’s overall design standards and objectives and will participate in the project’s periodic design reviews. The stations design lead will report to the consultant project manager.
Roadway Design Lead – Bradley Swearingen, PE; Parsons Brinckerhoff The responsibility of the Roadway Design Lead will be to manage and coordinate the project’s design team working on the project’s changes to the roadway. The lead, part of the civil design team, will assign tasks, responsibilities, and schedules to technical staff and will coordinate work between this and the project’s other design teams. The roadway design lead will be responsible for the day-to-day implementation of the design quality plan, which is in accordance with project’s QMP, ensuring that design of the roadway adheres to the project’s overall design standards and. The roadway design lead will report regularly and directly to the consultant project manager.
Construction Manager – TBD C-TRAN will likely be procuring Construction Management and Administration services through either consultant contract or via an interagency agreement with local jurisdiction. The construction manager will be responsible for the management and coordination of the projects construction activities. Management responsibilities extend from construction bid and specification material to final project acceptance. Specific management responsibilities include: Oversight and coordination of construction and construction management activities. Implementation of construction safety and construction management standards. Coordination of pre-bid and proposal meetings. Construction progress reporting and monitoring. Claims administration. Verification and documentation of safety compliance and certification. The construction manager reports directly to C-TRAN’s project manager. At this time decision has not been made whether this will be consultant or staff position with partner agency with Construction Management and Administration capability.
Vehicle Procurement Lead – Anna Vogel & Tim Shellenberger, C-TRAN Vehicle procurement will be joint effort between the Procurement and Maintenance Departments. The responsibility of the vehicle procurement leads will be to manage and coordinate the project’s efforts to secure revenue service vehicles for the project. The leads will work together to assign tasks, responsibilities, and schedules to technical staff and will coordinate work between this and the project’s other design teams. The vehicle procurement leads will be responsible for coordinating the project’s vehicle design and performance specifications and ensuring that those specifications are met or exceeded, as well as arranging for the transportation of the vehicles to the project. The vehicle procurement leads will report regularly to the C-TRAN project manager.
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C-TRAN Fourth Plain BRT Project
Right-of-Way Lead – TBD The responsibility of the right-of-way lead will be coordinate with the project’s design team working on securing the project’s right-of-way needs. The right-of-way lead will be responsible for making right-of-way assessments, and conducting any coordinating environmental site assessments, appraisals, offers, and negotiations, as well as managing acquisitions and demolitions. The right-of-way lead reports to the consultant project manager.
Systems Design Lead – Jim Peters, DKS Associates The responsibility of the systems design lead will be to manage and coordinate the project’s design team working on the project’s fare collection and communications systems. The lead will assign tasks, responsibilities, and schedules to technical staff and will coordinate work between this and the project’s other design teams. The systems design lead will report regularly to consultant project manager.
Local Intergovernmental Agreement Lead – Diane O’Regan, C-TRAN The responsibility of the intergovernmental agreement lead will be to manage and coordinate the project’s efforts to secure Intergovernmental Agreements (IGA) for the project. The IGA Lead is CTRAN’s Director of Administrative Services, Diane O’Regan. An IGA will need to be developed with the City of Vancouver for use and maintenance of transit facilities in the right-of-way, third-party development fee-in-lieu agreements, as well as Transit Signal Priority. The IGA lead will report regularly to the C-TRAN Project Manager.
C-TRAN Community Involvement Lead – Katy Belokonny, C-TRAN The community involvement lead will have primary responsibility for the management of the project’s community involvement program during the Project Development phase. The community involvement lead will play key strategic role in helping to define the project’s primary messages and targeted audiences and will ensure strong communications between the project’s managers and the community involvement lead to ensure strong citizen presence within the project. Staff support for the community involvement program will be provided by C-TRAN staff and, possibly, by the consultant team. The community involvement lead will report regularly to the C-TRAN Project Manager.
Environmental Lead – Larissa King-Rawlins, AICP; Parsons Brinckerhoff The environmental lead is responsible for assuring compliance with local, regional and national environmental laws, regulations, and the projects mitigation requirements as well as project permitting requirements. The environmental lead will ensure that all applicable regulations are followed and prepare the appropriate level of environmental documentation and clearance. The environmental lead will report regularly to consultant project manager.
C-TRAN Quality Manager – Scott Patterson, C-TRAN The responsibility of the Quality Manager during Project Development is to ensure that the requirements of C-TRAN’s QMP are maintained. The C-TRAN Quality Manager is responsible for Project Management Plan Appendix A | 18
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C-TRAN Fourth Plain BRT Project administration of the QMP and is delegated authority and organizational freedom to identify and evaluate quality problems, and identify and recommend solutions. Decisions regarding the applicability or interpretation of this QMP are subject to review by only the C-TRAN Executive Director/CEO. The C-TRAN Quality Manager can recommend to the Project Manager that stop work action be issued in order to control further processing, or prevent shipment of items that not meet quality requirements. The C-TRAN Quality Manager shall ensure that schedule and cost considerations do not compromise project quality. The Quality Manager shall have access to the CTRAN Executive Director and the C-TRAN Project Manager at all times. The Quality Manager will report directly to C-TRAN’s Executive Staff. An individual will be dedicated to Quality and Document Control Management when the project transitions to construction; at that time, Scott Patterson’s role as Quality Manager will end and the new individual will hold this title.
C-TRAN Safety and Security Lead – Bob Medcraft The responsibility of the safety and security lead will be to strive for the highest practical level of safety and security for the BRT project design. This individual will review engineering designs, lead the Crime Prevention Through Environmental Design (CPTED) review, as well as reviewing the Safety and Security Management Plan. Reporting protocol will be established once the safety and security lead has been identified (whether this position is part of the consultant team or partner agency).
C-TRAN Risk Manager – Laura Merry, C-TRAN The Risk Manager, with support from the consultant project team, is responsible for the development of the project’s risk register. As described in detail in Section 4.2, the project team has undergone process to identify project risks. The Risk Manager ensures that the risks are being managed and mitigated as described in the Risk Register. The Risk Manager reports directly to the C-TRAN’s Executive Staff.
Jurisdictional Staff Assignments The delivery of successful project requires the direct involvement of partner agencies in the development of the project. There is one principal partner agency in the C-TRAN Fourth Plain BRT Project: the City of Vancouver. The RTC and Clark County have representatives on the PMT, but do not have direct oversight or coordinating roles.
City of Vancouver Primary Point-of-Contact Sandra Towne. The primary City of Vancouver contact will be responsible for liaison with C-TRAN and their consultants and the coordination of all projectrelated issues with City staff. Facilitation of timely project reviews with City departments will be key element of this position. Traffic Representative Bill Gilchrist, PE. The City of Vancouver traffic representative will provide input and review of traffic and traffic signal design-related issues.
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C-TRAN Fourth Plain BRT Project Civil Representative Ryan Lopossa. The City of Vancouver civil representative will provide input and review of civil design-related issues. Development Review The BRT project corridor is fully contained within the City of Vancouver as are the land uses adjacent to the BRT. As such, the City’s Development Services group is responsible for assuring that developments along the alignment, near BRT stations and other BRT facilities are compliance with City code as well as local, state and federal regulations. Components of the BRT project, including stations, the Maintenance Facility, and the Vancouver Mall Transit Center are also subject to the City’s Development Review process(es).
3.4
Management Approach
This section identifies the general management approach that will be employed by the Fourth Plain BRT Project during Project Development and construction. This description of the project’s management approach generally consists of the primary project objectives for the project during this phase of its development, description of the project’s use of consultants within the management and design team, and the coordination of C-TRAN and project staff with other agencies.
Project Development Phase Objectives The Project Development phase of the Fourth Plain BRT Project was initially based upon the conceptual design drawings and specifications that were prepared during the project’s Alternatives Analysis phase (approximately 10-percent design level). The project has passed the 30 percent design milestone, which is now considered the projects baseline design. Following is summary of the objectives of the Project Development phase as the project continues to develop past 30 percent design: During Project Development, the primary objective will be to refine the project definition by advancing the design toward the 100 percent design level. Forthcoming design milestones include the SSGA design-level, 90 percent and 100 percent design. Each phase of design will represent major milestone and will include associated activities such as implementation of design review process and refinement of the project’s capital costs. second objective is to purchase all property needed for the project’s right-of-way prior to the initiation of construction. Primary products of this phase of the project will be detailed, certified right-of-way inventory; implementation of process to purchase those parcels; and ownership agreements for the required parcels. third objective of the project during the Project Development phase is the completion of process for procurement of 10 BRT vehicles. The fourth objective for the Project Development phase will be to prepare the documentation necessary to meet FTA’s justification, financial commitment ratings process, and its assessment of the project’s readiness to advance into the construction phase. This objective includes finalizing the project’s finance plan and execution of Small Starts Grant Agreement (SSGA) between C-TRAN and FTA.
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C-TRAN Fourth Plain BRT Project The work performed during this phase will include substantial coordination with regulatory agencies and local jurisdictions on all aspects of design and operations. The design will emphasize an operating plan that will be attractive to riders, minimize impacts on adjacent land uses and roadway operations, and recognize the importance of producing cost-effective, high-quality project.
Use of Consultants C-TRAN has contracted with Parsons Brinckerhoff for design and engineering services during Project Development. The consultant team will be managed by the C-TRAN’s project manager and will perform the bulk of the design tasks for the project during Project Development. By performing the bulk of design and engineering tasks for the project through consultant services contracts, C-TRAN has been and will continue to be able to minimize the amount of permanent staff dedicated to the project. This approach has allowed and will continue to allow the project to employ the highest skilled technicians available on the project without incurring the one-time costs of mobilization and downsizing staff associated with the initiation and completion of project of this size and specialization within civil service organization. The scope of work for the consultant services includes the following areas: Project management Refinement of design standards Additional surveying and mapping, as needed Preparation of 30-percent, 60-percent, 90-percent, and 100-percent engineering designs and specifications for the alignment, structures, and stations Implementation of the Quality Assurance and Quality Control Program and design review processes Design and specifications for the project’s signal, communications, and fare collection systems Preparation of land use and building permits Estimation of capital and operating costs Preparation of specifications and negotiations for the purchase of right-of-way, if required Preparation of before and after study in compliance with FTA requirements Preparation of variety of project reports and documentation
Coordination with Other Agencies Coordination of project activities with other agencies will continue to be achieved through several avenues: Project Management Team. This group will be used by the project to ensure that two-way communication and coordination with key partner agencies and municipalities is achieved. The Project Management Team includes technical and management representatives from the project’s participating agencies. It is intended to provide for the dissemination of technical information and project progress to participating jurisdictions and agencies, identify and resolve issues that cross
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C-TRAN Fourth Plain BRT Project jurisdictional boundaries, and review and analyze various project products from the perspective of participating jurisdictions. Federal Transit Administration. Project coordination will occur through regular progress reports by the project director and regular (monthly) phone conference call meetings with FTA Region 10 and Headquarters staff as needed. Draft and final versions of relevant technical products will be made available to the FTA. project “Roadmap”, created by FTA, will be used to assist in project management and scheduling.
4
Project Management and Control
The purpose of this chapter is to describe the project management and project control techniques and procedures that will be utilized by the Fourth Plain BRT Project during the Project Development phase of the project. These techniques and procedures will prove critical in helping to ensure that the project’s goals and design objectives are met and that the project complies with all applicable federal, state, and local regulations. Additionally, these techniques and procedures will ensure that time is used efficiently, that the adopted schedule is adhered to, and that the project is designed within the adopted budget. Finally, these procedures will ensure that if changes are made to the scope of the project, that those changes are justified, documented, effectively coordinated with related aspects of the project, and reflected in up-to-date budget adjustments, all based upon design and budget baseline established at the conclusion of preliminary engineering. While the project management and project control techniques described within this section are tailored to the Fourth Plain BRT Project, they also are based upon industry standards and accepted practices for the design of transit capital budgets. Further, these techniques are founded on this region’s longstanding experience in successful design and construction of major transit capital projects within federal oversight and funding environment. As such, these techniques not only meet or exceed requirements for ensuring appropriate design, but also ensure that the project will meet or exceed all applicable federal, state, and local regulatory requirements.
4.1
Project Control Process
The primary objective of the project control process is to provide information to the Fourth Plain BRT Project’s management and technical staff about the status of the project in order to: Efficiently define and execute scopes of work Identify internal and external problems that could adversely affect the project Develop and implement solutions to identified problems in timely, cost-effective manner Four distinct yet interdependent steps make up the project control process: Definition of work Development of schedule, budget, and resource allocation plan Execution of work Monitoring and management of work, budget, and resources The following sections describe the efforts taken within each of these four steps to effectively implement the project control process. Project Management Plan Appendix A | 22
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C-TRAN Fourth Plain BRT Project
Definition of Work Develop Detailed Scope of Work. The first task undertaken within the work definition was the development of detailed scopes of work for the Project Development phase. The detailed scopes of work flow directly from and are consistent with this PMP (for example, this PMP will be incorporated by reference into the consultant scopes of work). However, they provide greater level of detail needed for the project to issue requests for proposals and for the selected consultant team to execute its work. Just as the PMP is dynamic and changing document, the scopes of work, too, will remain somewhat dynamic and open to change to reflect changes in the project’s definition and environment. Project control is process that is implemented throughout the life of the project. Justification, documentation, and coordination with other project elements for any changes to the scopes of work is critical. Produce Work Breakdown Schedule. WBS for the Project Development phase of the project is attached as Appendix B. It was developed early in Project Development. The detailed WBS includes the construction and startup phases of the project. Assign Responsibility. General assignment of responsibility is documented within Chapter Three of this PMP. All responses to the project’s RFP will be required to identify proposed staff assignments for all of the tasks within the scope of work. The consultant team provides final staff assignment roster that responds to any issues identified through the consultant selection process for final review and approval, consistent with the more detailed WBS.
Development of a Schedule, Budget, and Resource Allocation Plan The three most important management tools for implementing the project during Project Development are the schedule, budget, and resource allocation plan (consultant scope of work). The schedule, budget, and resource allocation plan are used for the day-to-day management of the project and are the baseline of comparison for all progress reports in order to identify any slip in the schedule. It flows directly from the WBS and the staff assignment plan. All members of the management team are responsible for directing or managing discrete elements of the schedule, budget, and resource allocation plan. These elements are used by the management team for day-to-day assignment of tasks and regular progress reports to other members of the management team. One of the most important objectives is identifying problems as soon as possible so that solutions can be implemented in timely manner without adversely affecting the project’s critical path. Periodic updates of the schedule, budget, and resource allocation plan showing amendments, documenting progress to date, and identifying any changes to the project’s critical path will be distributed to the management team. This tool will be used to reinforce responsibility and accountability within the management team for keeping the project on track.
Execution of Work This step is executing the scope of work while adhering to the adopted budget and schedule. As the work is performed, it will adhere to the project’s design standards, and progress made by the technical staff will be documented and reported to the management staff. Proposed changes, if any, Draft – June 2014
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C-TRAN Fourth Plain BRT Project to the engineering consultant’s scope of work will be identified as soon as possible and immediately be reported to management staff for review and approval. Procedures are documented in the consultant contract to ensure that when work has been identified as potentially out of scope, immediate notification will be made to both C-TRAN’s and the consultant’s management team. As work progresses, the consultant team will document the work performed and prepare progress payment requests. These progress payment requests will adhere to standard established by the project’s administration staff and will be contract requirement for all consultants and sub consultants. Progress payments will be consistent with the consultant scope of work and will comply with all federal, state, and local reporting requirements (see Section 4.5 Cost Accounting). Progress payment requests and progress reports will be used by the project’s management and administration staff in preparing updates to the project’s schedule, budget and resource allocation plan.
Monitoring and Management Monitoring and management is the critical step in ensuring that the work being performed meets the project’s standards, is within budget, is on time, and is being performed by the qualified and approved staff assigned to the task. C-TRAN, with assistance from the consultant project manager, will be responsible for: Reviewing and approving all progress payment requests Updating the budget, schedule, and staff allocation plan to reflect any changes and all progress made to date Reviewing and either approving, denying, or modifying change orders to the budget, schedule, and/or scope of work Identifying and resolving any internal or external problems Ensuring that the project’s overall schedule and budget are complied with, or if changes need to be made to the project’s schedule and budget that they are justified and fully documented critical administrative management tool will be the quarterly accounting report, which will document actual costs and commitments against the approved/revised budget at the project level (i.e. WBS). All cost information will be collected and reported to the project manager in manner consistent with the established WBS and the project’s chart of accounts. The consultant project manager is responsible for maintaining cost forecasts on an on-going basis for all major project elements. C-TRAN’s Finance Division will prepare quarterly “capital expenditure summary” upon request from C-TRAN’s Project Manager, who will then compare the quarterly incurred costs to the project’s adopted budget.
4.2
Risk Management
Risk management on the Fourth Plain BRT project is established by the Risk Register, attached as Appendix D. The Risk Register identifies potential project risks and includes concise action plan intended to provide answers to the following: What are we going to do to limit the project's risk exposure? Project Management Plan Appendix A | 24
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C-TRAN Fourth Plain BRT Project Who is going to do it? When is it going to be done? An appropriate management strategy is provided in the Risk Register and will become more detailed as the risk is managed resulting in one of the following: Avoid (eliminate the probability of occurrence with, e.g. design changes) Reduce (limit the potential impact and/or probability) Transfer (to third-party) Accept Management decisions made during this stage of the project (final design) are the responsibility of the Project Manager with input from the Risk Manager and the core project team. In determining the management prioritization, the following will be considered: Manageability Have mitigations for the risk been identified? How effective are these mitigations likely to be? Cost/Benefit How much will the proposed mitigations cost and how does this cost compare with the potential cost of the risk event or situation, should it occur? Intangibles How might the risk event or situation affect the project if it should occur in ways less tangible than additional cost or delay (e.g. reputation or community relations)? The Risk Register will be monitored on regular basis, reviewed at key project milestones, and updated and revised as necessary.
Risk Assessment risk assessment workshop was held of March 11, 2014 with the PMT. At the time the risk assessment was conducted, the Fourth Plain BRT project at the 30 percent design level. The risk assessment allowed the PMT the opportunity to identify and evaluate potential risks and opportunities and develop mitigation and risk reduction strategies. major consideration for the risk assessment participants was to identify potential events or factors, some of which may have small probability of occurring, that could have serious impact on the project scope, schedule or budget. The risks identified during the risk workshop are listed and described in the project’s Risk Register that will be monitored by the Risk Manager. The Risk Register is attached as Appendix D.
Risk Monitoring Risk monitoring will be performed routinely and will be reported in the Fourth Plain BRT project’s monthly reports. Attributes will include the following: Implementation of the primary mitigation action items, including the effectiveness of the action to mitigate the potential risk event and the timeliness of the completion of the action item. The occurrence of risk events on the project, whether or not previously identified, and their estimated effect on the project’s cost and schedule goals. Draft – June 2014
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C-TRAN Fourth Plain BRT Project The use of cost and/or schedule contingencies and whether such use threatens minimum levels of contingency required for future phases.
4.3
Scope Configuration and Change Control
The detailed scope of work for design services was based on Request for Statement of Qualifications (RSOQ) and is codified within the final design services consultant contract. The scope of work constitutes the baseline scope of work for the final design of the project. Change control constitutes the process and discipline that needs to be implemented to manage changes to the baseline scope of work over time. Any change to the scope, cost, or schedule must be properly reviewed and evaluated against impacts that could occur to other work. In general, all changes to the scope of work must be properly reviewed, evaluated, and approved prior to any new work being performed. The review and approval process must be timely to minimize changes to the project schedule. There are two general levels of change review and approval responsibility for construction and professional service changes, depending on the nature of the change. Administrative actions: approval authority for minor changes rests with the Project Manager or C-TRAN’s Executive Director, upon coordination with the Procurement Division of the Department of Administrative Services. Administrative actions can include: up to 10 percent cumulative change in contract value from the original contract (provided the increase is within the project budget adopted by the C-TRAN Board), reallocation of budget between tasks that do not change the overall contract amount, and term changes. Board actions: C-TRAN Board approval is required for new contract authorization as well as major changes to existing contracts. Major changes can include: change orders that individually or cumulatively increase the authorized contract budget by more than 10 percent; any change orders that require increase in the overall project budget; or new tasks or work efforts that are not included in the contracted Scope of Work. All changes shall be reviewed by the environmental lead to ensure consistency with the environmental determination and the Quality Manager to ensure consistency with C-TRAN’s Quality Management Plan.
4.4
Escalation Factor Determination
In the development of budget and cost forecasts, separate independently developed inflation indices are used for various project components. Inflation estimates for construction components are estimated using the WSDOT Construction Cost Indices.5 Professional services and administration cost elements are inflated using the Consumer Price Index (CPI). The CPI is updated annually by the United States Bureau of Labor Statistics.
4.5
Cost Accounting System
C-TRAN will develop and implement cost accounting system for the Fourth Plain BRT project for Project Development. The cost accounting system will integrate cost accounting data, the project’s WSDOT. 2012. State Construction Office. WSDOT Construction Cost Indices. http://www.wsdot.wa.gov/business/construction/ Accessed August 14, 2012. 5
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C-TRAN Fourth Plain BRT Project WBS and the project’s reporting functions. The cost accounting system also will incorporate and address the consistency with the TEAM grant management process and continued preparation and updates to the Standard Cost Categories (SCC) spreadsheets6 and any other required federal grant regulations and standards. detailed cost accounting system will be developed by C-TRAN at the initiation of Project Development by C-TRAN’s Finance Division. C-TRAN will budget and report actual financial results for the project on an accrual basis. Revenue (see Section 4.7 Grant Administration) will be recorded when earned and expenses will be recorded when incurred. Grant revenues will be recorded on an accrual basis, consistent with the federal grant administration rules. The project will use the FTA’s TEAM-Web System for the cost reporting of this project.
4.6
Force Account Plan
C-TRAN will rely primarily on the use of private contractors for design and construction services for this BRT project. With the exception of project management and oversight and contract procurement, C-TRAN will not depend on work performed by its own work forces (force account). C-TRAN will develop and implement program for managing design and construction activities of its private contractors. In the event C-TRAN does make commitments to force account work, detailed plans will be developed to ensure that adequate forces are available for both capital improvement projects and on-going maintenance. C-TRAN also will work closely with FTA and follow guidelines outlined in FTA Circular 5010.1D.
4.7
Grant Administration
Grant Administration for the Fourth Plain BRT Project will be performed by C-TRAN Department of Administrative Services. C-TRAN will comply with all federal grant administration requirements, including those contained in FTA Circular 5010.1D C-TRAN will also be responsible for ensuring compliance with any state or local grant and funding requirements. C-TRAN will receive all of the project’s federal, state, and local funding and will act as the project’s grant administrator. Intergovernmental agreements between C-TRAN and the project’s other participants will be executed and will establish the funding responsibilities, reporting requirements, scope of work, and budget for the participating agencies. C-TRAN will be the primary grant liaison between the Fourth Plain BRT Project and the FTA. CTRAN will be responsible for ensuring that the project meets all federal grant and reporting requirements. C-TRAN’s Grant Administrator’s primary areas of responsibility will include the following:
Federal Transit Administration. 2012. Standard Cost Categories (SCC) For Capital Projects. http://www.fta.dot.gov/13070_2580.html Accessed August 14, 2012. 6
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C-TRAN Fourth Plain BRT Project Coordination of the development of any grant applications, amendments, or requests for letter of no prejudice Coordination of grant application-related activities Coordination and transmittal of all grant-related documents and correspondence to the FTA Facilitation and execution of grant agreements and notification of approval to the project’s management team Maintenance of grant files, which includes all grant applications, grant agreements, grantrelated correspondence, quarterly reports, grant budgets and revisions (including the TEAM management process and continued updates to the SCC) Coordination with the project’s management team for the preparation of the FTA quarterly reports and submission of the final reports to FTA Distribution of monthly grant status reports and labor distribution reports to project staff Provision of information to appropriate project staff about new or amended federal grant requirements or regulations Developing Small Starts Grant Agreement with FTA Provision of guidance to project staff on grant eligibility issues, budget management and the appropriate use of grant resources
4.8
Dispute Resolution
Disputes arising in contractor performance which are not resolved by agreement of the parties shall be decided in writing by the authorized representative of C-TRAN, in most cases the Project Manager. This decision shall be final and conclusive unless within ten (10) days from the date of receipt of its copy, the Contractor mails or otherwise furnishes written appeal to the Executive Director/CEO of C-TRAN. In connection with any such appeal, the Contractor shall be afforded an opportunity to be heard and to offer evidence in support of its position. The decision of the Executive Director/CEO shall be binding upon the Contractor and the Contractor shall abide be the decision. a. Performance During Dispute Unless otherwise directed by C-TRAN, Contractor shall continue performance under this Contract while matters in dispute are being resolved. b. Claims for Damages Should either party to the Contract suffer injury or damage to person or property because of any act or omission of the party or of any of his employees, agents, or others for whose acts he is legally liable, claim for damages, therefore, shall be made in writing to such other party within reasonable time after the first observance of such injury of damage. c. Remedies Unless this contract provides otherwise, all claims, counterclaims, disputes, and other matters in question between C-TRAN and the Contractor arising out of or relating to this agreement or its breach will be decided by arbitration if the parties mutually agree, or in court of competent jurisdiction within the State of Washington. d. Rights and Remedies The duties and obligations imposed by the Contract Documents and the rights and remedies available there under shall be in addition to and not limitation of any duties, obligations, rights and remedies otherwise imposed or available by law. No action or failure to act by C-TRAN, Engineer, or Contractor shall constitute waiver of any right or duty afforded any of them under the Contract, nor shall any such action or failure to Project Management Plan Appendix A | 28
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C-TRAN Fourth Plain BRT Project act constitute an approval of or acquiescence in any breach thereunder, except as may be specifically agreed in writing.
5
Labor Relations and Policy
This section provides an overview of C-TRAN’s employees and the state and federal laws that govern their wage and work requirements that will be in effect during execution of the Fourth Plain BRT Project.
5.1
C-TRAN Work Force
C-TRAN employs 387 individuals of which 345 are represented by either the Amalgamated Transit Union, Local 757, or Local 1432 of the International Association of Machinists and Aerospace Workers (IAMAW), under working and wage agreement that is renegotiated periodically. Nonrepresented comprise about 11-percent of all C-TRAN employees, and are administered under personnel policies adopted by the C-TRAN Board.
5.2
Wage Rates and Classifications
Washington State Department of Labor and Industries prevailing wage requirements as well as the federal Department of Labor prevailing wage requirements (the Davis Bacon Act) will govern the wages and classifications associated with the craft labor construction work for the Fourth Plain BRT Project. The higher of the two prevailing wage rates will prevail.7 Details of Washington State Department of Labor and Industries prevailing wage requirements can be found under RCW 39.12. Details on the Federal Department of Labor’s prevailing wage requirements can be found under 29 CFR 3.11 and 29 CFR 5.5.
5.3
Wage and Hour Requirements
As with rates and classifications, RCW 39.12 and Davis Bacon Act define the wage and hour requirements for the Fourth Plain BRT Project.
5.4
State and Local Regulations
The Revised Code of Washington (RCW) and the United States Code (USC) provide the governing labor requirements for Fourth Plain BRT Project construction activities.
6
Procurement and Contracting
The purpose of this chapter is to describe the procurement and contracting procedures that will be used during the Project Development phase of the Fourth Plain BRT Project. The purpose of these procedures is to ensure compliance with applicable federal, state, and local procurement rules and regulations to ensure federal participation in the reimbursement for the purchase of services,
Washington State Legislature. 2003. WAC 296-127-025 Applicability of joint federal-state standards. http://apps.leg.wa.gov/WAC/default.aspx?cite=296-127-025 Accessed April 7, 2014. 7
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C-TRAN Fourth Plain BRT Project materials, and real property and to facilitate the efficient, timely, and cost-effective procurement of services, materials and real property.
6.1
Types of Contracts and Purchases
In general, the procurement and contracting activities for the project during the Project Development phase fall within the following categories: Engineering services contracts Construction management and administration services The purchase of revenue vehicles The purchase of project right-of-way Miscellaneous purchases
6.2
Policies for Procurement
C-TRAN’s policies for procurement were adopted in December 2005 by the C-TRAN Board of Directors. The purchasing policy is developed and maintained by the Director of Administrative Services, Diane O’Regan. The Director of Administrative Services is responsible for monitoring all aspects of C-TRAN’s purchasing process. C-TRAN is dedicated to developing and maintaining public and vendor trust through fair, ethical and competitive procurement practices. C-TRAN will ensure that all project bid documents and procedures, contracts, reimbursements, progress reports, and documentation comply with federal regulations. All contract procurement efforts will comply with the provisions of FTA Circular 4220.1F Third Party Contracting Requirements Guidelines, and generally will be consistent with the guidelines outlined in FTA’s nonmandatory Best Practices Procurement Manual (FTA: December 2003). C-TRAN’s policies during contracting associated with Disadvantaged Business Enterprises (DBE) and contracting risk are as follows.
Disadvantaged Business Enterprises Opportunities C-TRAN has established Disadvantaged Business Enterprises (DBE) Program in accordance with regulations of the U.S. Department of Transportation. It is the policy of C-TRAN to ensure nondiscrimination on the basis of race, color, sex, or national origin in the award and administration of the U.S. Department of Transportation assisted contracts. It is the intention of CTRAN to create level playing field on which DBEs can compete fairly for contracts and subcontracts relating to C-TRAN’s construction, procurement, and professional services activities. C-TRAN’s overall goal is reviewed and revised every three years, using current data. The Program is administered by the DBE Liaison Officer, Anna Vogel, who was appointed by and reports directly to the Director of Finance (Diane O’Regan) of C-TRAN.
Risk Management C-TRAN aggressively seeks to minimize the costs of losses to C-TRAN. The Administrative Services Department is responsible for insurance administration, risk assessment, safety, and benefits administration. C-TRAN is insured through the Washington State Transit Insurance Pool (WSTIP) Project Management Plan Appendix A | 30
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C-TRAN Fourth Plain BRT Project for liability, Washington State Department of Labor and Industries for workers’ compensation and is self-insured for unemployment. Excess insurance is purchased whenever feasible and reserves are maintained for incurred but not reported claims. The Administrative Services Department takes an active role in identifying, evaluating, and reducing risks to C-TRAN. The Department provides instruction to employees to promote safe behavior and helps make C-TRAN facilities safe places to work in and visit.
6.3
Procurement of Services Plan
Contracts for services can be divided into two general categories: general services and professional services. General services contracts are those that may be procured either through competitive bid, where the contract is awarded to the lowest responsive and responsible bidder on the basis of costs, or based upon stated criteria. Professional services contracts are those in which price may or may not be one of several factors in the selection criteria. Professional services contracts are further divided into two categories: procurement of architectural and/or engineering services and procurement of non-architectural and non-engineering services. All public agencies are required to select engineering consultants based on qualifications (not price) for all projects above $20,000 in consultant fees (RCW 39.80 Contracts for Architectural and Engineering Services.). Therefore, cost will not be criterion for the selection of architectural and/or engineering services, while cost may be criterion in the selection of non-architectural and non-engineering services.
Contracts for Services number of consultant services contracts will be entered into to ensure the successful completion of the project. C-TRAN awarded the Design and Engineering Services contract to Parsons Brinckerhoff in July of 2013. The contract provides design services throughout Project Development, but is broken into phases. The first phase will develop the design to an “SSGA Level”, which is approximately the 50 to 60 percent design level. The second phase will take the design through to construction-ready documents. third phase would include design services during construction. Three other contracts have been identified at this time to ensure successful project completion. Vehicle procurement: C-TRAN will solicit bids for construction and delivery of the BRT vehicles. Construction Contractors: C-TRAN typically issues an Invitation to Bid (ITB) for construction contracts. It is expected that this project will use that contracting method. It is possible that the project will be split into three separate construction contracts, with one for the maintenance facility expansion, one for the BRT corridor work, and third for the relocated Vancouver Mall Transit Center. Construction Management and Administration: assuming contractor is procured using an ITB, C-TRAN intends to separately procure up to two construction management and construction administration (CM/CA) consultants; one for the project corridor and another for the maintenance facility. If consultant services, for one reason or another, are not available, C-TRAN will seek out public agency resources with the understanding that condition of these resources will be the agency staff assigned to CM/CA for this project must Draft – June 2014
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C-TRAN Fourth Plain BRT Project be dedicated and ensure that this is their priority project. The Design and Engineering Services consultant will be precluded from pursuing this contract due to potential conflicts of interest between preparation of final design drawings and specifications and construction oversight.
6.4
Intergovernmental Agreements
Intergovernmental agreements will be negotiated and executed during the Project Development phase of the Fourth Plain BRT Project. These agreements are essential for the successful implementation of the project. The development, negotiation, and execution of these agreements is the primary responsibility of C-TRAN’s Administrative Services Director. The agreements for the design of the facilities need to be negotiated during Project Development. These agreements will be based on the existing C-TRAN agreements with jurisdictions or agencies, and may be administered as amendments to those existing agreements. City of Vancouver The Fourth Plain BRT Project is entirely within the city limits of Vancouver, Washington. The City of Vancouver is responsible for administering local transportation, land use laws, and development regulations for the Fourth Plain BRT Project. C-TRAN and the City of Vancouver will initiate an Intergovernmental Agreement (IGA) to address the following items: BRT corridor Traffic Signal Priority Interagency request to shift Vancouver Mall Ring Road (Vancouver Mall Drive South) onto right-of-way owned by the Washington State Department of Transportation for SR 500 Development agreements, including fee-in-lieu payments in place of frontage improvements that overlap BRT station areas where the BRT project would have similar or same requirements the design of the improvements in the public right-of-way the use and maintenance of rights-of-ways and facilities belonging to the City right-of-way acquisition and transfer of acquired property to City right-of-way Other IGAs that may be required include: Potential IGA with Clark College on Fort Vancouver Way frontage improvements associated with the College’s Science, Technology, Engineering and Mathematics (STEM) campus adjacent to the north Fort Vancouver Way BRT station. Construction Management and Administration: if separate contractor is not procured for the project, C-TRAN may seek an IGA for these services.
7
Engineering Management
The purpose of this chapter is to provide description of the approach, processes, and responsibilities associated with managing engineering services for the Fourth Plain BRT Project during Project Development. The FTA’s Small Starts program combines preliminary engineering and final design phases of the project into single Project Development phase. The design phase of transit capital project Project Management Plan Appendix A | 32
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C-TRAN Fourth Plain BRT Project encompasses the process of progressing the engineering design and specifications of the project through series of discrete but interrelated steps that progresses from conceptual design to 30percent, an SSGA-level design (approximately 60 percent), 90-percent, and finally to the 100percent design level. The 100-percent engineering design and specifications become the basis for project construction. The final engineering drawings and specifications will be used to finalize the project’s capital cost and to obtain contract bids. The drawings and specifications ultimately will be used by the selected construction team to build the project. As such, the quality of the drawings, specifications and contract terms that will be produced during final design will have pervasive influence on all activities that occur subsequently with the project. It is the purpose of this chapter to describe the management approach that will help to ensure that those products are of the highest quality and meet or exceed the project participants’ expectations for Project Development. The technical basis for the design of the Fourth Plain BRT Project is governed by regulatory requirements, industry standards, and the jurisdictional specifications of the affected areas. Design Criteria will be developed early on in Project Development and will be the baseline design document for the project.
7.1
Approach to Engineering and Design
The Fourth Plain BRT Project’s approach to engineering and design is to manage, under one contract, the engineering activities as two separate but interrelated efforts: civil facilities design and system facilities design. An ancillary function of the engineering and design effort that spans both civil and facilities design and system facilities design is federal, state, and local permitting, which also will be completed within the final design and right-of-way phase of the project.
7.2
Design Process
This section describes the general process of design development that will be employed by C-TRAN during Project Development as the engineering progresses from the 10-percent to the 100-percent level.
Base Design and Design Criteria The 10-percent engineering drawings produced during the alternatives analysis formed the basis of design for the project, providing cornerstone of evaluation and tracking as design changes are made. Several design options are being worked out as the project design proceeds. Once agreed upon, the fundamental project design determined at the 30 percent level should not change and the 30 percent design will become the new base design. The level of engineering will be become increasing detailed, ultimately reaching the 100-percent level. Changes in the design should result only from transparent and justifiable decisions precipitated by particular need. The 10-percent design drawings reflect the coordinated expectations of the project’s cooperating agencies and the public, and as such form “contract” between the parties that defines all of the significant elements of the project. Therefore, fundamental changes to those base drawings must be justified, documented, and approved by the appropriate project officials before they are incorporated into the project design. By establishing base design and requiring documentation of changes made to it, the project’s management approach will help ensure that Draft – June 2014
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C-TRAN Fourth Plain BRT Project other dependent elements within the project will be coordinated with the change in design of another project element.
Consultant Selection and Mobilization One of the first steps in Project Development was the selection of an engineering services consultant team to provide the project’s technical engineering and design staff and expertise. The scope of work for the engineering and design services contract included all services typically required for transit projects such as civil/roadway design, station design, traffic/signal system design, and special systems design, including fare machines and real-time passenger information systems. Efforts have been made to ensure the project can fluidly progress through the Project Development phase. During the alternatives analysis, all possible efforts were made by the project team to prepare all of the project’s documents and designs in way to expedite the mobilization of the Project Development engineering team. Further, critical criterion used to select the design consultant team was their ability, willingness, and capacity to mobilize quickly and to adhere to or improve upon the project’s adopted schedule.
The 30- and SSGA-Level Design Milestones The 30- and SSGA-Level (approximately 60-percent) design plan sets, commonly termed the “inprogress submittals,” are intended to provide clear indication of progress toward detailed design solutions. The in-progress submittals provide an opportunity for the project’s management team to ensure that all of the related and dependent design elements are coordinated and consistent. For this project, the team is preparing an “SSGA-level” plan set. This design level, which is approximately 60 percent overall design) is intended to provide sufficient design details to allow for the development of reliable cost estimate. This goal may require some design elements to be at higher level than 60 percent in order to achieve an accurate cost estimate, while others may yield reliable estimate at lower design level. These submittals provide an opportunity for C-TRAN to review the consistency of the design relative to the baseline design and any previously approved modifications to the baseline design. The design leads will submit documentation of any deviations from the baseline design, with justification for each deviation, noting the date and source of authorization if the design deviations were previously approved by members of the management team. The in-progress submittals will form the basis of the project’s first two of four design reviews that will occur within the Project Development phase. Other design reviews will occur at the 90-percent and 100-percent design stages. Products required from the consultant team for design review and the schedule for design review will be specified within the engineering services contract’s scope of work. Each of these design reviews will generally follow the same structure, described as follows, while the focus of the design reviews will change due to the issues at hand and the level of detail provided: Pre-submission Review Before the design submissions are made, pre-submission review of the draft documents will be performed to determine whether the submittal is Project Management Plan Appendix A | 34
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C-TRAN Fourth Plain BRT Project likely to meet the terms of the design scope of work. This will help to ensure that the submittal made will meet expectations and could avoid significant delays if the submittal is well below specified expectations. This pre-submission review will be the primary responsibility of the consultant project manager, with the concurrence of the C-TRAN project manager and with the support of the various engineering leads. Document Distribution The consultant project manager will prepare distribution list for the design review process and will determine, with approval from the C-TRAN project manager, who will constitute the design review team. The design review team will include representatives with construction and operating and maintenance expertise-- including the construction manager and C-TRAN’s Operations and Maintenance directors. The scope of work for the engineering services contract will specify the documents, drawings, and specifications required to be submitted by for each design review. The consultant project manager, with the concurrence of C-TRAN’s project manager, will be responsible for ensuring that the submittal is complete and meets the contract specifications. Review of Documents The purpose of the review of the documents is to ensure that the project’s concepts and criteria are followed and that the design documents are complete, clear and concise and follow an understandable and consistent format. The review also will determine if inconsistencies between dependent project elements exist. Important considerations in the review will be the safety, constructability, operability, and maintainability of the design; the design’s cost-effectiveness; and whether the design complies with the project’s adopted design criteria and the industry’s recognized best practices. The design review team will document independent reviews and submit them to the C-TRAN’s project manager for compilation, review and distribution. Review Meeting If there are significant issues identified within the review team’s submitted comments, the C-TRAN project manager will call for design review meeting. The purpose of the meeting will be to examine the significant review comments with the design lead to ensure that any design shortcomings are fully understood and that an agreedupon course of corrective action can be made in timely manner. The C-TRAN project manager, with the concurrence of the consultant project manager, will determine the roster of participants in the design review meeting. Design Review Report The design review report is simply the project manager’s compilation of the design review team’s comments, with any modification necessary as result of the design review meeting. The project manager will be responsible for ensuring that corrective remedies prescribed in the design review report are actually implemented by the design consultant. The documents distributed for the 90-percent and the 100percent design reviews will include summary of how the design consultant team addressed any issues resulting from the SSGA-level and 90-percent reviews, respectively. While each of the design reviews will be thorough, structured, and substantive, the process will also be expedited in timely manner to ensure that it is cost-effective and that it does not introduce delays into the project’s schedule. The SSGA-level design submittal will provide common milestone from which the project’s management team will assess adherence to the project’s adopted/revised schedule and budget. Draft – June 2014
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C-TRAN Fourth Plain BRT Project capital cost estimate will be prepared based upon the SSGA-level design submittal. This submittal will be the basis for the project design, schedule, and cost estimate that will be used in development of SSGA with FTA. Value engineering (VE) was conducted at the 30-percent design level. If the capital costs at the SSGA-level design submittal exceed the project’s budget, it will be critical that the project’s management team and the oversight committees quickly pursue course of action to balance the budget without causing significant schedule delays that could exacerbate the budget imbalance. The SSGA-level design submittal will also be used as the framework for developing initial construction contract documents. As such, specifications for discrete project elements will be developed in detail at this stage (e.g., concrete, earthwork, signalization, etc.).
Environmental Site Assessments All property acquisitions for the project are strip-takes or partial acquisitions; there are no full property acquisitions or residential or business displacements as part of the project. C-TRAN will work with FTA to determine the need for Environmental Site Assessments for these minor acquisitions.
Final Verification The differences between the 90-percent and the 100-percent design submittals are relatively minor in scope. In general, only incorporation of comments from the 90-percent design review and signoff and approval should be made between the two final design review steps. After delivery of all original completed and signed documents and distribution of the design review set, the design review team will verify that previous comments have been adequately addressed, the revenue budget and cost estimates are balanced, and all necessary organizational and individual approvals have been received. This review step also will verify consistency between the submitted design and the application for and approval of all project permits, or approve schedule that allows for permit approval prior to the initiation of construction if approval is not yet received. Comments from the design review team will not be considered during the final verification process unless the design would create an unsafe condition, the design would not be constructible, or the design included new work that previously was not approved. (It should be noted that safety and constructability are integral elements of the SSGA-level and 90-percent design reviews). It will be the responsibility of the C-TRAN project manager, with the concurrence of the consultant project manager, to determine the appropriateness and necessity of making changes in response to the comments.
7.3
Elements of Final Design
The purpose of this section is to provide description of the discrete work components that will make up the engineering and design work to be performed within the Project Development phase of the Fourth Plain BRT Project. For each element, both engineering drawings and specifications will be produced. This description of the work components of final design is divided by the primary components of engineering effort: civil facilities design and system facilities design. As previously Project Management Plan Appendix A | 36
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C-TRAN Fourth Plain BRT Project noted, the 10-percent engineering design drawings and specifications that have been developed within the alternatives analysis phase will serve as the baseline drawings for final design.
Civil Facilities Design Generally, the design of civil facilities focuses on the primary elements that make up the permanent improvements made to the corridor: structures, stations, utilities and right-of-way. Design coordination with the city will be required to ensure that the design meets city standards.
Structures The structures component of civil facilities final design is focused on new structures required for the project.
Station Design Station design is focused on where the passenger accesses and directly interfaces with the system before boarding and after deboarding the revenue vehicles. The project will include designs for 19 stations (one station includes platforms in each travel direction) and the Westfield Vancouver Mall transit center station. Because of the human factors within these components of the project, balance of engineering and architectural expertise and products is emphasized in the design and in the management of the design work. The detailed architectural design of the stations will require analysis of the following issues: Site orientation Pedestrian circulation Parking and drop-off/pick-up arrangement Transit ingress and egress Fare equipment Ancillary facilities Compliance with the accessibility requirements of the Americans with Disabilities Act Public art opportunities Adjoining land use Passenger security
Maintenance Facility Expansion The maintenance facility is to be expanded and remolded to allow for the storage, fueling, cleaning, and maintenance of the sixty-foot BRT buses. Currently, the maximum length of C-TRAN buses is 40-feet. The maintenance facility project includes new maintenance bays to accommodate 60-foot vehicles, larger bus washer and fuel island, and additional on-site bus parking.
Utility Relocation Utility structures occur along the length of the entire alignment, both above and below grade. composite utility matrix will be prepared that details existing utilities within the project area, Draft – June 2014
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C-TRAN Fourth Plain BRT Project planned relocations, and planned preservations. The matrix will also identify responsibilities for relocations, both for performing and funding the relocations. The utility matrix will be prepared following submittal of the 60-percent engineering design submittal. Provision of relocation agreements will be executed within the final design phase. All design and design review efforts related to the composite utility plan will be closely coordinated with the appropriate utility companies. Early in the final design phase, the project will seek to negotiate and execute master utility agreements with affected utility companies. The purpose of these agreements will be to ensure that the project’s construction phase does not experience delays due to utility relocation. Following is summary of the primary components of these master utility agreements: Scope of work and obligations/rights of both parties Design responsibilities Construction, relocation and rearrangement responsibilities Inspection responsibilities Procedures for billings and payments, if applicable Dispute resolution procedures/commitments Preparation and terms of detailed agreements Disposition of salvage materials and credits Policies, responsibilities and commitments for substitutions and betterments Schedule For those utilities that are to be relocated by the utility’s owner, the project will seek to have all utilities relocated following completion of the revised composite utility plan and prior to the initiation of construction. final revision will be made to the utility relocation plan at the conclusion of final design to reflect as-built conditions for any utility relocation effort completed prior to construction.
Systems Facilities Design The purpose of this section is to describe the management approach that will be used for the preparation of the systems facilities design. Systems facilities design includes the development of specifications for: Revenue vehicles Fare collection system Communications systems Traffic control system
Revenue Vehicles The Fourth Plain BRT Project will require C-TRAN to procure up to 10 BRT vehicles. The general description of the engineering, and specifications for the Fourth Plain BRT project’s revenue vehicles, will be based on 60-foot articulated buses with doors on both sides, door ramps, and design that fits the BRT image. These vehicles will be stored and maintained at the existing
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C-TRAN Fourth Plain BRT Project maintenance facility located at 2425 NE 65th Avenue, Vancouver, WA. (The C-TRAN Fleet Management Plan is included as an appendix to this PMP.)
Fare Collection System The BRT project will use an off-board fare collection system using ticket vending machines at the BRT stations. The basis of the fare collection system is that fares for the Fourth Plain BRT Project will be integrated within C-TRAN’s bus fare system. That is, anyone possessing valid C-TRAN pass, ticket, or transfer will be allowed to board the BRT vehicle. Fare vending machines will be installed on the platforms for those customers who do not have pass or other valid fare instrument.
Communications System The project’s communications system could include the following elements: Radio both voice and data transmissions Public address equipment Real time passenger information The communications system also includes related components, such as above- and below-grade conduits, electrical and sign cabinets, and towers. The project’s communications system design will be refined within the final design and right-ofway procurement phase of the project. In particular, specifications for each of the system components will be developed, based upon the anticipated need as identified during preliminary engineering and based upon technology currently available in the marketplace. Close coordination will occur between this effort and the efforts to develop the vehicle. The communications effort will be reviewed closely in the project’s safety and security audit process to be completed within the final design phase of the project.
Traffic Control System Elements of the traffic control system to be addressed could include the following: Transit signal priority Centralized traffic control Vehicle on-board equipment requirements Based upon the results of the preliminary investigation, one of the objectives of final design will be to prepare refinements to the proposed system and to prepare final product specifications for the vehicle and traffic control systems. This effort will be coordinated closely with the revenue vehicle specifications and the communications systems efforts.
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C-TRAN Fourth Plain BRT Project
7.4
Safety and Security
There will be three primary components of the project’s safety and security effort for the Project Development phase: preparation of safety and security audit on the project’s design and specifications, preparation of construction safety plan, and preparation of system security plan specific to the Fourth Plain BRT Project. The Safety and Security Management Plan (SSMP), subplan to this PMP, provides detailed information about the status and approach to safety for the project.
7.5
Before and After Study
The project will prepare plan for “before and after study,” in compliance with the Government Performance and Results Act of 1993 and the FTA’s Final Rule for Major Capital Investment Projects, 49 CFR Part 611 (FTA: April 2001). In summary, the plan will provide for the collection of data on the current transit system during the year prior to opening of the Fourth Plain BRT Project; documentation of the project design and forecast scope, service levels, capital costs, operating costs and ridership of the Fourth Plain BRT Project; collection of data on the BRT line approximately two years after opening day; and analysis of the consistency between the forecast and the actual design, service level, capital cost, operating cost and ridership.
8
Management of Right-of-Way Procurement
The Fourth Plain BRT Project’s Real Estate Acquisition Management Plan (RAMP), sub-plan to this PMP, serves as guide for implementing the real estate requirements of the project. It defines the roles and responsibilities of the project’s Property Acquisition Team, describes the acquisition process, and lists applicable federal, state, and local requirements. As of 30 percent design, permanent property acquisition for right-of-way have been identified on 14 parcels. These acquisitions are strips of property along existing right-of-way. None of the acquisitions directly impact buildings and very few impact parking or access. As described in the RAMP, legal support services will be provided by the C-TRAN Legal Counsel at the firm of K&L Gates. The RAMP provides detailed information about legal support during property acquisitions and claims.
9
Quality Management Program
9.1
QA-QC Policies and Guidelines
The purpose of this chapter is to provide an overview of the Fourth Plain BRT Project’s Quality Management Plan that will be employed by project participants during the Project Development phase. QA-QC refers to all activities necessary to verify, audit and evaluate the quality of products produced by and for the project. While the limited scope of the Fourth Plain BRT Project will help to limit complexities, omissions, and failures to coordinate changes, it remains important for the
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C-TRAN Fourth Plain BRT Project project to have program dedicated to the assurance of quality to limit and, ideally, eliminate those errors. C-TRAN’s Project Quality Policy (subject to Executive Team review in July 2014):
Objective It is the Policy of C-TRAN that projects be planned and conducted with the highest regard for quality and under the purview of an effective quality assurance program. Project programs must define the project’s purpose and need, quality goals and objectives, specify quality related activities and indicators, and assign responsibilities for ensuring that the activities are conducted and that the objectives are met. The objective of the quality assurance program is to provide systematic approach to ensure attainment of the contracted requirements and of the expected and acceptable level of quality for the work. This objective is based on the principle that each segment of project organization has responsibility for quality within the scope of their work. Adherence to this policy will be focus for providing the highest quality of transit service to the residents of and visitors to the City of Vancouver and Clark County, Washington as well as commuters to and from Oregon that use C-TRAN’s services.
Applicability Vendors, firms, and organizations providing management, design, construction, consulting or other services to C-TRAN for major construction projects are required to provide quality assurance program that outlines the administrative and control measures appropriate for their respective scope of services. C-TRAN specification and bid documents for engineering, construction management, construction, procurement, and/or other services will be reviewed to determine the specific quality assurance program to be implemented to cover activities of the applicable contract. Projects and efforts to design and implement those projects must also carry out C-TRAN’s continued emphasis on safety.
Measures Design of major capital projects, including those for New Starts and Small Starts projects, should closely follow the Federal Transit Administration’s best practices and New Starts procedures. Projects should have risk assessment and develop Risk Register during the Preliminary Engineering (pre-60% design level) phase. Value Engineering process is also recommended with emphasis on substantial items in the Risk Register. Design work shall also support, and respond to, required environmental studies and documentation under the National Environmental Policy Act (NEPA) and Washington State Environmental Policy Act (SEPA). Design reviews must include all involved C-TRAN departments, as well as any agency and other organization stakeholders involved with the project or in whose jurisdiction the project resides. Design reviews should be completed at the 30%, 60%, and 90% design stages with the C-TRAN project manager compiling the comments and design team responses. Prior to initiating design, each of the design levels (30%, etc.) should be defined as to what is included in that level of design. Draft – June 2014
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C-TRAN Fourth Plain BRT Project Design work, whether involving C-TRAN staff and/or consultants, should have an independent quality review by others with competency in the design field(s) involved with the project.
9.2
Design Change Control Process
QA-QC is fundamental to the management of the design process that will be used to prepare the engineering drawings and specifications for the project during the Project Development process. The overall structure of producing four distinct design deliverables (30-percent, SSGA-level, 90percent, and 100-percent) to be subject to the project’s rigorous design review process is at the core of the project’s Quality Management Plan. The specific design change control process is described in the Consultant Design Quality Plan, an attachment to the Project’s Quality Management Plan.
9.3
Document Control
The document control process that will be employed by C-TRAN is an important element of the project’s Quality Management Plan, sub plan to this PMP. The document control process will apply the systematic and controlled release, reproduction, distribution, maintenance, and retention of project documents. The document control process will ensure distribution of appropriate documents to appropriate project technical and management staff; timely review by appropriate staff; development, implementation, and management of filing indices; control of document changes; and permanent record of changes, waivers, deviations and as-builts. An early submittal by the design leads will be the preparation and documentation of procedures to control documents pertaining to the contract and quality control activities. Document control is described within the Quality Management Plan, sub plan to this PMP.
9.4
QA-QC for Construction
The most critical and complex phase for implementing the Quality Management Plan is during construction. One of the products of final design will be specifications for QA-QC program to be included within the construction contract, as well as the definition of larger QA-QC program that will be implemented within the project as whole. Major elements of the of the construction program’s QA-QC program will be: Document control Change orders and the change order process Inspections, measurements and testing equipment Materials testing policies and procedures Definition of nonconformance and corrective measures and procedures Quality audits specifications Definition of startup and training procedures Additional detail on Construction quality management is included in the Quality Management Plan.
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C-TRAN Fourth Plain BRT Project
10
Community Involvement
The purpose of this chapter is to provide an overview of C-TRAN’s community involvement efforts during the Project Development phase of the project. There will be an extensive public information process associated with project construction that will be focused on communication of specific construction issues to residents, businesses, and the travelling public, with particular emphasis on communication with residents and businesses most affected by the project. Details of that effort will be included in future update of this PMP. The following discussion focuses on community involvement during the Project Development phase.
10.1 Purpose of Community Involvement The overall purpose of the community involvement program during Project Development is to promote sound project decisions that are responsive to the community that will ultimately own, use and live next to the finished project. To that end, the project’s community involvement objectives are to: Maintain and improve the project team’s understanding and appreciation of issues and concerns held by various members of the public, business owners and community leaders. Gather information through community involvement about Environmental Justice and limited English proficient populations Where these concentrations of these persons live and work within the community Social gathering places and community support services Most effective techniques for engaging them during the project Potential impacts and benefits of the project from the perspective of these persons Mitigation strategies to address any potential negative impacts to these persons Continue to provide the public, business owners and community leaders with up-to-date, accurate and meaningful information about the project. In particular, the purpose, design process, decision-making strategy, right-of-way procurement needs, process and schedule, and the community benefits that will flow from the project are to be communicated to the public. Solicit input from the public, including Environmental Justice and limited English proficient populations, business owners and community leaders on issues, concerns and preferences that present themselves during the Project Development phase. Prepare the public for the coming construction phase, which may involve limited disruptions to some services, the purchase of right-of-way, and traffic detours. Continue to help build public support and awareness of the project and to promote the future use of the BRT service.
10.2 Public Involvement Approach and Activities Fundamentally, C-TRAN’s approach to community involvement during the Project Development phase will build upon and be an extension of the project’s community involvement efforts Draft – June 2014
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C-TRAN Fourth Plain BRT Project undertaken during Alternatives Analysis. However, many of the decisions and issues will be different now that the project’s fundamental design has been determined. Instead of focusing on larger decisions to be made and balancing impacts, benefits, and costs, the project will be focusing on very specific design details. And while these design details will be less global in their impact, they will concern and involve the public nonetheless. Therefore, the project’s public involvement effort will focus on the station-area level and the segment level. There will continue to be corridor-wide presence and activities, but much of the project’s emphasis over the Project Development Phase will be to bring the public located adjacent to the project’s stations and to its alignment segments more information about specific design issues. As always, the project’s public involvement program will be pro-active rather than reactionary. The entire management team of the project will be responsible for identifying issues and activities that will be of concern to the public and bringing those issues to the attention of the Community Involvement Lead so that an interface with the public can occur in timely manner.
Public Involvement Neighbor Contacts The project will contact as many as possible of the property and business owners located immediately around the future stations to identify issues of concern about the design and operation of the project. Owners Of Property Targeted For Purchase Owners of property targeted for purchase by the project will form small and select group of contacts. While contacts with these property owners will ultimately be the responsibility of the Right-of-Way Lead, these contacts always will be coordinated with the Community Involvement Lead as well. Corridor Advisory Committee The CAC will continue to meet throughout the Project Development phase and provide feedback and recommendation on project design issues. Community Wide Outreach. Specific design and construction information will be regularly communicated to the property and business owners and tenants located directly next to the project’s stations, areas and alignment. The broader schedule of opening of service and the travel options that it will provide will be regular message sent to the larger project corridor. And the project’s overall position within the matrix of transportation and land use options that will help maintain and improve the region’s livability will be focus of the project’s communitywide message.
10.3 Community Involvement Management The community involvement lead will have primary responsibility for the management of the project’s community involvement program during the Project Development phase. The project team and C-TRAN’s Development and Public Affairs Department will play key strategic role in helping to define the project’s primary messages and targeted audiences and will ensure strong communications between the project’s managers and the community involvement lead to ensure strong citizen presence within the project. Staff support for the public involvement program will be provided by C-TRAN staff and the consultant design team.
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C-TRAN Fourth Plain BRT Project
11
Construction Program Management
specific plan for oversight of the construction phase of the Fourth Plain BRT project will be prepared to meet the needs of the contract packaging plan and the delivery strategy selected for each component of the project. In general, management of construction will be the responsibility of the construction contractors performing the work. C-TRAN will be responsible for oversight of the construction and administration of the construction contracts. All contracts related to construction will be administered through the C-TRAN Finance Department and the contract reporting process will be required to be consistent with the project controls system which will be administered by the purchasing manager within the Finance Department. The project construction manager is responsible for the following aspects of construction oversight and management: Pre-construction conferences and meetings Construction progress meetings Confirming construction is conducted in compliance with the Quality Management Plan Confirming contractor compliance with construction safety and security requirements Oversight and confirmation of the contractors’ risk management and insurance programs Schedule control Verifying construction progress and processing contractor payments Maintaining record documentation Field inspection to confirm adherence to contract requirements and to verify construction quality Coordination of third party construction and other activities Change order processing and management Dispute and claim resolution Coordination of construction and testing/start-up schedules Prepare as-built records from construction contractor field notations and measurements
11.1 Design Services During Construction During construction, the consultant design team will remain involved in the project by providing Design Services During Construction (DSDC) support. The scope of these activities includes: Review of product/materials submittals Answer Contractor Requests for Information Make occasional site visits Prepare engineer’s estimates in support of change order approvals Overall management of these activities will be through the lead design consulting firm. The design firm’s DSDC lead will coordinate closely with C-TRAN’s Resident Engineer to provide responsive service.
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C-TRAN Fourth Plain BRT Project
12
Closeout Phase Management
The closeout plan will consist of the requirements to provide coordinated transition from construction to revenue operation. This will include the roles and responsibilities of various project participants, including the contractors, C-TRAN staff, City of Vancouver, WSDOT and other agencies as appropriate. Specific plans for the closeout phase for the Fourth Plain BRT project will be developed during final design. Closeout of the project will be completed in accordance with adopted and proven C-TRAN and FTA practices and policies. Contract Closeout Contract closeout will be the responsibility of the project controls and procurement specialist in the C-TRAN Finance Department. The construction management consultant will be responsible for oversight and assistance required in evaluation of issues relevant to completion of all construction work and satisfaction of all contractual obligations. The construction management consultant will: Tabulate contract work that is either incomplete or requires remedial action for final acceptance (the “punch list”) Collect and organize records of material testing, inspection and certifications Assist with resolution of change orders Establish dates of substantial completion and final completion Participate in assessing liquidated damages, back charges or similar adjustment to the final contract value Review and approve final progress payment with required documentation Enforce manufacturer warranties Ensure as-built drawings are created and properly stored Final contract closeout will be authorized by the Project Manager upon the recommendation of the Director of Finance. Chapter of the Quality Management Plan includes policies and procedures for testing and training.
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Appendix A—Project Schedule & SCC Worksheets The SCC worksheets are not attached to this PMP; when the 60% design and cost estimate are final they will be included.
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C-TRAN Fourth Plain BRT Project
Project Management Plan Appendix A | 2
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C-TRAN Fourth Plain BRT Project
Appendix B—Work Breakdown Structure 1. Management
Coordination
a. Day to Day Communication b. Project Schedule c. Monthly Progress Reports d. PMT Coordination Meetings e. C-TRAN Board Meetings 2. Community Outreach a. Community Outreach Plan b. Design Workshop c. Newsletters d. Corridor Advisory Committee Meetings 3. FTA Coordination a. FTA Project Calls, Roadmap b. PMP
Sub plan Development
Quarterly Reports Updates
c. FTA Small Starts Submittals d. Small Starts Grant Agreement 4. NEPA/SEPA a. Section 106 Compliance b. ESA Section
Compliance
c. Sole Source Aquifer Review d. Section 4(f) Compliance e. DCE Checklist f.
SEPA
5. BRT Design, Engineering
Construction
a. Base Mapping b. Preliminary Engineering c. Risk Assessment d. Value Engineering e. SSGA-Level BRT Design f. Draft – June 2014
Cost Estimate
100 Percent Design Project Management Plan Appendix B | Page 1
C-TRAN Fourth Plain BRT Project g. Property Acquisition 6. Maintenance Facility a. Preliminary Engineering b. SSGA-Level Design c. 100-Percent Design 7. BRT Vehicles a. Develop Specifications b. Advertise
Procure
c. Build Vehicles d. Vehicle Delivery
Acceptance
8. Construction a. BRT Construction b. Maintenance Facility Construction 9. System Start-up a. Develop and Adopt Service Plan b. Performance Management Plan c. Marketing Plan
Roll-Out
d. Construction Inspection
WSDOT Certification
e. System Testing f.
Operator Training
g. Service Start Grand Opening
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Appendix C—Design Criteria The project design criteria will be included as it is created as part of Project Development phase.
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C-TRAN Fourth Plain BRT Project
Appendix D— Fourth Plain BRT Risk Register
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Project Management Plan Appendix D | Page 1
