florida commuter rail

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PROJECT MANAGEMENT PLAN

for the

Central Florida Commuter Rail Transit

ORIGINATORGeorge Gault

Design Consultant Project Manager

Signature/Date

RECOMMENDEDTawny Olore, P.E.

Rail Transit Project Manager

Signature/Date

APPROVALGeorge Lovett

Director of Transportation Development

Signature/Date

Revision Number 0 1 2 3 4

Prepared By RW RW RW RW RW

Approved By

Date 6/13/2007 9-21-200 2-20-2008 04-28 -200 9-25-200

Florida Department of Transportation

District 5

September 2008

The preparation of this report was financed in part by the U.S. Department of Transportation, Federal Transit Administration.The opinions, findings and conclusions expressed in this report are not necessarily those of the Federal Transit Administration.


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FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01 CENTRAL FLORIDA COMMUTER RAIL TRANSITPROJ ECT MANAGEMENT PLAN

I SEPTEMBER 2008

Table of Contents

1 LIST OF ACRONYMS........................................................................................................ix

2 INTRODUCTION................................................................................................................ 1

2.1 CFCRT Description...............................................................................................4

2.2 FDOT History and Overview.................................................................................5

2.2.1 History....................................................................................................................5

2.2.2 Overview................................................................................................................6

2.3 Legal Authority and Requirements .......................................................................7

2.4 Requirements for Interagency and Master Agreements, Approvals & Permits..7

2.4.1 Federal Transit Administration..............................................................................8

2.4.2 Florida Department of Transportation...................................................................8

2.4.3 Volusia, Seminole, Orange and Osceola Counties, and the City of Orlando......8

2.5 Operating and Capital Financing..........................................................................8

2.5.1 Federal Funding....................................................................................................8

2.5.2 State Funds............................................................................................................9

2.5.3 Local Funds...........................................................................................................9

2.5.4 Operating Expenses..............................................................................................9

2.5.5 Fare Revenue........................................................................................................9

2.5.6 Ancillary Revenue................................................................................................10

2.5.7 Section 5307 Preventive Maintenance...............................................................10

2.5.8 State and Local Operating Assistance...............................................................10

2.5.9 Operating Expenses............................................................................................10

2.5.10 Before and After Study........................................................................................10

2.6 Purpose and Scope of the Project Management Plan (PMP)...........................11

2.6.1 Referenced Documents .........................................................................................11

3 ORGANIZATION and STAFFING ...................................................................................13

3.1 Specific FDOT Responsibilities...........................................................................14


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3.2 Delegated Duties.................................................................................................20

3.3 FDOT Organization.............................................................................................22

3.3.1 Departments ........................................................................................................22

3.3.2 Legal Counsel......................................................................................................26

3.3.3 J ob/Position Qualifications..................................................................................26

3.4 Interfaces.............................................................................................................32

3.4.1 Internal Interfaces................................................................................................32

3.4.2 External Interfaces...............................................................................................33

3.5 Ownership............................................................................................................34

3.5.1 Overview of Ownership.......................................................................................34

3.5.2 Ownership of Real Property................................................................................34

3.5.3 Ownership of Personal Property.........................................................................34

3.5.4 Stations ................................................................................................................34

3.5.5 Disposition of Property........................................................................................35

3.6 Management of CFCRT......................................................................................35

3.6.1 CFCRT Management and Operation.................................................................35

3.6.2 Station Management...........................................................................................35

3.6.3 Initial Governing Structure...................................................................................36

3.6.4 Central Florida Rail Commission........................................................................38

3.6.5 Technical Advisory Committee ...........................................................................38

3.6.6 Ultimate Governing Structure..............................................................................39

4 MANAGEMENT CONTROL ............................................................................................53

4.1 Schedule Control.................................................................................................53

4.1.1 Funded Projects Master Schedule .....................................................................53

4.1.2 Project Master Schedule (PMS) .........................................................................54

4.1.3 Master Project Integrated Schedule ...................................................................54

4.1.4 Baseline Schedule...............................................................................................54


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4.12 Quality Assurance Audits....................................................................................72

4.13 Configuration Management.................................................................................72

5 PROCUREMENT CONTROL.......................................................................................... 74

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

5.1.1 Consultant Agreements.......................................................................................74

5.1.2 D/B Agreements ..................................................................................................74

5.2 Bid, Proposal, or Letter of Interest Document Development.............................75

5.2.1 Other Capital Improvement Projects...................................................................75

5.3 Advertising and Pre-Bid Conference..................................................................75

5.4 Bid, Proposal, and Letter of Interest Opening....................................................76

5.5 Advertisement and Selection of Consultants......................................................76

5.6 Selection of Construction Contractors................................................................77

5.7 Award...................................................................................................................77

5.8 Disadvantage Business Enterprises (DBE)........................................................78

5.9 Contract Packaging.............................................................................................78

6 RIGHT-OF-WAY ACQUISITION (FDOT)........................................................................ 80

6.1 Scheduling and Funding Plan.............................................................................81

6.2 Real Estate Acquisition and Management Plan.........................................................81

6.3 Specific Project Real Estate Needs....................................................................81

6.4 Plans, Ownership and Title Information..............................................................82

6.5 Appraisal Process................................................................................................83

6.5.1 Acquisition Process Completion.........................................................................83

6.6 Relocation Assistance.........................................................................................83

6.7 Document Control................................................................................................84

7 DESIGN PROGRAM........................................................................................................ 85

7.1 Consultant Solicitation and Selection.................................................................85

7.2 Design Reviews...................................................................................................85


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7.3 Value Engineering (VE).......................................................................................86

7.4 Design Criteria and Standards............................................................................86

7.4.1 Design Criteria.....................................................................................................86

7.4.2 Design Standards................................................................................................87

7.5 Facilities Design and Engineering ......................................................................88

7.5.1 Introduction..........................................................................................................88

7.5.2 Conceptual Design..............................................................................................88

7.5.3 Preliminary Design and Engineering..................................................................88

7.6 D/B Contractors...................................................................................................90

7.6.1 In-Progress Design and Engineering..................................................................90

7.6.2 Final (100%) Design and Engineering................................................................90

7.6.3 Errors and Omissions..........................................................................................91

8 CONSTRUCTION MANAGEMENT.................................................................................92

8.1 Responsibility.......................................................................................................92

8.2 Construction Safety.............................................................................................92

8.3 Construction/Installation Site Security................................................................93

8.4 Construction Management Practice...................................................................93

8.5 Role of CEI in Construction.................................................................................93

8.6 Change Orders....................................................................................................94

8.7 Materials and Equipment Procurement..............................................................95

8.7.1 Procurement Specifications ................................................................................95

8.7.2 Material and Equipment Configuration Control..................................................96

8.7.3 Factory Inspection and Testing...........................................................................96

8.7.4 Receiving and Storage........................................................................................96

8.8 Testing During Construction................................................................................96

8.9 Labor Relations and Policy.................................................................................97

8.9.1 Responsibility.......................................................................................................97


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8.9.2 Wage Rates and J ob Classification....................................................................97

8.9.3 EEO and Affirmative Action.................................................................................97

8.9.4 Risk Management and Insurance.......................................................................97

8.10 Contract Completion............................................................................................98

8.10.1 ConstructionAs-Built Drawings and Records ....................................................98

8.10.2 Construction Punch Lists ....................................................................................98

8.11 Start-Up and Testing...........................................................................................98

8.11.1Training and Qualifications..................................................................................98

8.11.2 Permits and Licenses..........................................................................................98

8.11.3 Safety Certification, System Start-up and Turnover...........................................99

8.11.4 Calibration, Functional Check-out, and Alignment.............................................99

8.11.5 Acceptance..........................................................................................................99

9 SAFETY and SECURITY ............................................................................................... 100

9.1 Safety and Security Activities for Final Design and Beyond............................100

9.2 Safety and Security Management Plan (SSMP)..............................................101

9.3 Safety Integration Plan (SIP).............................................................................103

9.4 Safety and Security Certification Plan (SSCP).................................................105

10 CONTRACT ADMINISTRATION............................................................................... 108

10.1 General ..............................................................................................................108

10.2 Responsibility.....................................................................................................108

10.3 FTA Project Management Meetings.................................................................108

10.4 Contract Preparation and Award ......................................................................108

10.5 Processing of Invoices ......................................................................................109

10.6 Grants Administration........................................................................................109

10.6.1 Monthly Progress Reports.................................................................................109

10.6.2 FFGA Implementation.......................................................................................109

10.6.3 Budget Revisions and Amendments ................................................................109


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10.6.4 Project Closeout................................................................................................109

11 PUBLIC INVOLVEMENT ...........................................................................................110

11.1 Meetings with Community Organizations.........................................................110

11.2 Interface with State and Local Government Agencies.....................................111

11.3 Public Hearings and Meetings ..........................................................................112

11.4 Media Interface..................................................................................................112

11.5 Informal Public Input..........................................................................................113

11.6 Public Information..............................................................................................113

12 PMP CONTROL and REVISIONS .............................................................................114

12.1 Control of the CFCRT Management Plan........................................................114

12.2 Revisions to the CFCRT Management Plan....................................................114


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List of Figures

Figure 2-1 Regional Location Map......................................................................2

Figure 2-2 CFCRT Alignment..............................................................................3

Figure 3-1 CFCRT Functional Organization Chart............................................16

Figure 3-2 CFCRT Project Office Organization.................................................17

Figure 3-3 CFCRT Construction Management Organization............................18

Figure 3-4 Project Staff Loading.........................................................................19

Figure 4-1 Project Budget..................................................................................58

Figure 5-1 Procurement Packaging Matrix.........................................................68

List of AttachmentsAttachment A Project Master ScheduleAttachment B RsumsAttachment C Transition Team


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1 LIST OF ACRONYMS

AA......................................................................................................................................... Alternatives Analysis

AAR ................................................................................................................American Association of Railroads

AASHTO ................................................ American Association of State Highway and Transportation Officials

ADA ..................................................................................................................... Americans with Disabilities Act

AIT .....................................................................................................................................................Art-In-Transit

ANSI .........................................................................................................American National Standards Institute

APTA ...........................................................................................................American Public Transit Association

AREMA ................................................ American Railroad Engineering and Maintenance-of-Way Association

ASTM ...............................................................................................American Society for Testing and Materials

BOCA ...............................................................................................Building Officials and Code Administrators

CADD................................................................................................................Computer Aided Drafting Design

CCIP ...................................................................................................Contractor Controlled Insurance Program

CCNA ..................................................................................................Consultant Competitive Negotiations Act

CCTV..............................................................................................................................Closed Circuit Television

CDRL .......................................................................................................Contract Deliverable Requirement List

CEI........................................................................................................Construction Engineering and Inspection

CEO ..................................................................................................................................Chief Executive Officer

CFCRA ...........................................................................................Central Florida Commuter Rail Commission

CFCRT .................................................................................................... Central Florida Commuter Rail Transit

CFR ........................................................................................................................Code of Federal Regulations

CFRC ........................................................................................................................Central Florida Rail Corridor

CMAQ ........................................................................................................Congestion Mitigation and Air Quality

COO .................................................................................................................................Chief Operating Officer

COR ..............................................................................................................................Change Order Requests


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CPM.......................................................................................................................................Critical Path Method

CRSO................................................................................................................Commuter Rail Service Operator

CSP ...............................................................................................................................Construction Safety Plan

CSXT......................................................................................................................................CSX Transportation

D/B......................................................................................................................................................Design/Build

D/B/B........................................................................................................................................... Design/Bid/Build

DBC.................................................................................................................................Design Build Contractor

DBE ..............................................................................................................Disadvantage Business Enterprises

DMU .......................................................................................................................................Diesel Multiple Unit

DOT....................................................................................................................................Dept of Transportation

EA..............................................................................................................................Environmental Assessment

EEO ....................................................................................................................Equal Employment Opportunity

EIS .....................................................................................................................Environmental Impact Statement

ERP .......................................................................................................................... Emergency Response Plan

ESA ....................................................................................................................Environmental Site Assessment

FDOT .........................................................................................................Florida Department of Transportation

FEIS..........................................................................................................Final Environmental Impact Statement

FFGA ....................................................................................................................Full Funding Grant Agreement

FHWA.................................................................................................................Federal Highway Administration

FM......................................................................................................................................Financial Management

FONSI.....................................................................................................................Finding No Significant Impact

FPMS ...............................................................................................................Funded Project Master Schedule

FRA ....................................................................................................................Federal Railroad Administration

FTA .......................................................................................................................Federal Transit Administration

IEEE ............................................................................................ Institute of Electrical and Electronic Engineers

IOS ................................................................................................................................Initial Operating Segment


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ISO-RIMA..........................................................Insurance Services Office-Railroad Protective Insurance Form

ITN.......................................................................................................................................Invitation to Negotiate

J PA ........................................................................................................................ J oint Participation Agreement

LPA ..........................................................................................................................Locally Preferred Alternative

LRTP ..............................................................................................................................Light Rail Transit Project

LYNX......................................................................................................Central Florida Transportation Authority

MOU ..................................................................................................................Memorandum of Understanding

MPO .............................................................................................................Metropolitan Planning Organization

NBFU ...........................................................................................................National Board of Fire Underwriters

NEC ................................................................................................................................National Electrical Code

NEPA...............................................................................................................National Environmental Policy Act

NFC .......................................................................................................................................National Fire Codes

NFPA ...........................................................................................................National Fire Protection Association

NTP ..........................................................................................................................................Notice to Proceed

O&M .......................................................................................................................Operations and Maintenance

ORMC .............................................................................................................Orlando Regional Medical Center

OSHA ........................................................................................Occupational Safety and Health Administration

PE....................................................................................................................................Preliminary Engineering

PHA .........................................................................................................................Preliminary Hazard Analysis

PMC ..................................................................................................................Project Management Consultant

PMP .............................................................................................................................Project Management Plan

PMS ...............................................................................................................................Project Master Schedule

QA ............................................................................................................................................ Quality Assurance

QAPP.................................................................................................................Quality Assurance Program Plan

QC ..................................................................................................................................................Quality Control


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RAMP .........................................................................................Real Estate Acquisition and Management Plan

RE.............................................................................................................................................Resident Engineer

RFI ...................................................................................................................................Request for Information

RFP ......................................................................................................................................Request for Proposal

RMP..................................................................................................................................Risk Management Plan

ROW .................................................................................................................................................Right-of-Way

RR...........................................................................................................................................................Rail Road

SC.............................................................................................................................................Safety Certification

SCRC ......................................................................................................Safety Certification Review Committee

SFBC .................................................................................................................... State of Florida Building Code

SIS ...........................................................................................................................Strategic Intermodal System

SSC ....................................................................................................................Safety and Security Certification

SSMP ......................................................................................................Safety and Security Management Plan

SSPP ......................................................................................................................System Safety Program Plan

STP ...................................................................................................................Surface Transportation Program

UL ...............................................................................................................................Underwriter's Laboratories

USC.........................................................................................................................................................US Code

VE ............................................................................................................................................Value Engineering

VOTRAN ..............................................................................................................Volusia County Transit System

WBS ..........................................................................................................................Work Breakdown Structure

YOE ...................................................................................................................................... Year-of-Expenditure


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2 INTRODUCTION

FDOT, in cooperation with the Central Florida Regional Transportation Authority (LYNX),METROPLAN Orlando, and Volusia, Seminole, Orange, Osceola Counties and The City ofOrlando is proposing to introduce commuter rail transit service in the four-county corridor thatextends north and south of Orlando, Florida.

The Central Florida Commuter Rail Transit (CFCRT) corridor generally parallels Interstate 4 andUS 17/92, and contains some of the areas most intensely and densely developed land use. Thewidth of the study area generally includes the major north-south arterial roadways servingdowntown Orlando and other major activity centers, principally Interstate 4, US Route 17/92, andSR 434/Forest City Road in the northern portion of the corridor and State Routes 421, 441, 423,527, and the Florida Turnpike in the southern portion of the corridor.

The CFCRT project uses an existing and active Class IV freight CSXT A-Line railway right-of-way (ROW) for rail operations and property adjacent to the ROW for station site parking, park nride and bus circulation. The new commuter rail service will be implemented in three phases.

The first phase is the 31 mile long north corridor and the second phase is the south corridor thatwhen combined are 49 miles long and referred to as the Locally Preferred Alternative (LPA). Thethird phase is a twelve mile extension of the LPA further north which defines the 61 mile long FullBuild Alternative. The first phase is also known as the initial operating segment (IOS) and isproposed to be operational by 2012 and the second phase operational by 2014.

The Full Build Alternative extends from the Deland Amtrak station in Deland in the north toPoinciana Industrial Park in the south. A total of seventeen (17) stations are in the Full BuildAlternative (of the Environmental Assessment) shown on the next page. The proposed serviceplan would provide 15-minute bi-directional service during morning and evening peak periodsand 60-minute service in the mid-day, Monday through Friday. The primary infrastructureimprovements include a new railway operations signal system and 40 miles of new 2nd track

bringing the total double track to approximately 58.3 miles in the 61 mile corridor. The Full Buildwas evaluated in the Environmental Assessment.

The LPA north terminus would be the DeBary station and the south terminus will be PoincianaIndustrial Park. A total of sixteen (16) stations are in the LPA. The route length is 49 miles withapproximately 31 new miles of 2nd track and a new railway operations signal system. Theproposed service plan is for 15-minute bidirectional service during the morning and afternoonpeak periods and 60-minute midday service, Monday through Friday.

The IOS is 31 miles long with 12 stations between DeBary station and Orlando Sand Lake Roadstation. The IOS has approximately 18 miles of additional 2nd track being added to the existing11 miles of double track. The south corridor would extend the IOS from the Sand Lake station to

Poinciana Industrial Park station. There are approximately 5 miles of existing double track in thesouth with 13 new miles proposed.


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Figure 2-1 Regional Location Map


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Figure 2-2 CFCRT Alignment


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The PMP is recognized as a living document, one that must evolve as progress is madeby FDOT on its Program and on the Project in particular. The description of the Project,the phases of development, the tools for project management, control, and the bases ofdesign and operation evolves. The PMP must be updated as the Project develops.Updates to the PMP will be reviewed and approved in the same manner as the original

version.

2.1 CFCRT Description

A Full Funding Grant Agreement (FFGA) between FDOT and the FTA establishes thefunding for the IOS. Preliminary Engineering Design began in March, 2007 andConstruction for the Project is scheduled to begin by September 2009. The estimatedrevenue operation date for the IOS May 2012 within an accelerated target date in2011and for the south segment of the LPA the estimated operations date is 2014.

This 49 mile LPA Project is expected to be designed and constructed using standardFDOT procurement methods and contracts. Track, signal and station construction will be

coordinated closely with the other principal users of the corridor (CSXT and Amtrak).

The Construction scope of the 49 mile LPA Project entails:

The installation of 31.3 miles of second mainline track positioned within the existingright-of-way (existing sidings will be incorporated into the track design). This includes16 new #20 crossovers and 4 new #20 turnouts and 7 miles of existing trackreconstruction;

Replacement of the existing wayside signal system throughout the entire 49 miles,plus 19 new interlockings (control points) and radio controlled communicationssystem;

Design and construction of 16 new stations (eleven with parking lots and five withoutparking lots). A standard station includes two 300 x 14 concrete platforms withcanopies and amenities, Bus bay parking and circulation, a kiss-and-ride drop offareas, entrance/egress, etc all vary by station site;

Upgrades to the existing at-grade crossings at potentially 110 locations.Approximately 54 will be impacted by the addition of the 2nd track;

Vehicle Storage and Maintenance Facility and Dispatch/Control Center at Rand Yard,as well as end of the line midday storage and layover facilities at DeBary Station,Poinciana Industrial Park Station and Sand Lake Road Station;

Construct a total of 900 of new trestle bridge for 2nd track spread over 7 locationsplus replace approximately 300 of the existing timber trestle.

Procurement of rolling stock, which will be accomplished through separateprocurement.

The Project estimated cost for the IOS is $357, 223,000 (YOE) at the revenue operationsdate, May 2012.


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2.2 FDOT History and Overview

This section provides a brief history and overview of FDOT, describes the financing ofoperating costs and capital improvements, identifies capital improvement priorities, andaddresses implementation of various segments of FTA funded capital improvementProjects.

This section establishes the basis for the classification of the Project, based on theproject cost and responsibilities identified and assigned to FDOT. Project classification isused throughout the PMP to reference the policies and procedures to be used in themanagement of projects.

2.2.1 History

The development of CFCRT service along this corridor has been the topic of severalstudies. The Project Feasibility Report (1992) by the Central Florida Commuter RailAuthority (CFCRA), and the Regional Systems Plan adopted by LYNX in 1994 examinedthe feasibility of providing transit service via various technologies in several corridors

around the Central Florida area. Based on these and other studies, the Central FloridaNorth-South Commuter Corridor Alternatives Analysis, completed in 2004, identified thecommuter rail alternative and various end points for the project within the north-southcorridor, and evaluated the potential impacts of such a project.

Notable measures taken during more than a decade of planning in the corridor include:

Project Feasibility Report, finalized in March of 1992 by the CFCRA, and theRegional Systems Plan, adopted by LYNX in 1994. The Regional Systems Planincluded approximately 52 miles of Light Rail Transit, 105 miles of Commuter Rail

Transit, an increase to a bus fleet of 600 vehicles, and implementation of sevenactivity center circulators.

Commuter Rail project given Federal authorization in 1998 as a component of theCentral Florida Rail System in the Transportation Equity Act for the 21st Century(TEA-21).

Volusia County Preliminary Rail Feasibility Study in 1999 looked at the potential ofCFCRT service between downtown Orlando and DeLand. Subsequently, LYNX staffprepared a technical assessment on the potential of extending the service south tothe Kissimmee and Celebration areas.

A proposed 14-mile segment of LRT was rejected by the Orange CountyCommission in J anuary 2000. Work began on the CFCRT component of the CentralFlorida Rail Transit System as the CFCRT project.

Central Florida North-South Commuter Corridor Alternatives Analysis completed inmid-2004, identified Full Build CFCRT between DeLand and Poinciana Boulevardand recommended LPA between DeBary in Volusia County and Poinciana Boulevardin Osceola County.

The CFCRT project was included in the METROPLAN ORLANDO Year 2025 LRTPlan adopted in J une 2005.

Volusia County MPO 2025 Cost Feasible LRTP includes commuter rail from SaxonBoulevard Extension to Downtown Orlando November 2005.


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These major planning studies have provided the basis for the development of thecommuter rail system from DeLand to Poinciana Industrial Park.

The CFCRT project, the regions top transit priority project, runs parallel to Interstate 4,which is Central Floridas Main Street and US 17-92, the regions primary north-southarterial, and contains the regions most intensely and densely developed land use. This

project connects the regions primary residential communities of Volusia, Seminole andOsceola Counties, to the urban core in Orange County and the City of Orlando. Thisproject is being sponsored by the Florida Department of Transportation, in associationwith the regions two MPOs, two transit agencies, four counties, and the City of Orlando.

In December 2004, CSXT officials presented to FDOT executives a Strategic Plan, whichvoluntarily proposed designating the A-line as primarily for passenger service, and the S-line to the west of central Florida and in the middle of the state, for freight service. CSXTintends to complement this shift with the strategic location of intermodal rail villages insouth Florida, central Florida (Lakeland/Auburndale), and north Florida (J acksonvillearea).

The CSXT proposal is to gradually shift a portion of the freight trains on the A-line over tothe S-line, as capacity improvements are made to the S-line and as passenger useincreases on the A-line from commuter rail and, in the future, intercity passenger rail. Insupport of the CSXT Strategic Plan and the Central Florida Commuter Rail TransitProject, FDOT and the project sponsors have had regular meetings with CSXT and havebeen sharing information in support of refining the Build Alternative for the proposedCFCRT Project.

During 2005, CSXT allowed FDOT consultants access to their right-of-way to collectenvironmental field data, and conduct inspections. CSXT supplied existing freightoperations data, track charts, railway signal drawings, right-of-way, utilities, bridge plans,etc. and fully participated in the development of an enhanced combined CFCRT and

freight operating plan for the corridor. At the end of 2005 the two parties begannegotiating freight traffic density and train operating patterns on the A-line. A fundamentalcomponent of these negotiations was a Memorandum of Understanding (MOU) thateliminates freight traffic during the proposed CFCRT peak periods, consistent with theproposed CSXT Strategic Plan.

FDOT has completed negotiations with CSXT for the purchase of 61 miles of the CSXTA-line in central Florida for passenger rail use, consistent with the CSXT Strategic Planand the CFCRT Project. The foundation for this negotiation is a Term Sheet signedAugust 2, 2006, by Governor Bush and the President of CSXT which provides aframework to complete the transaction in which the FDOT will own, operate (commuterrail), maintain and dispatch (freight and passenger) over the 61 mile A-line CSXT right ofway. The commuter rail peak period service will be conducted during exclusivecommuter service windows.

2.2.2 Overview

The Central Florida Commuter Rail Transit (CFCRT) Locally Preferred Alternative (LPA)is a 49 mile, 16 station project which will utilize an existing Class IV freight CSXT A-linerailway. The project will utilize Federal Railroad Administration (FRA) compliant vehiclesto operate bi-directional 15 minute headway peak hour, 30 minute off-peak and 60


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minute evening and weekend service. The weekday morning peak period is from 5:30am to 8:30 am and the evening peak period is from 3:30 pm to 6:30 pm. There would bea maximum of 56 trips per weekday The Vehicle Storage and Maintenance Facility willbe at the existing Rand Yard Facility.

The 49 mile project will be constructed in two phases. The 31 mile IOS will be

constructed first and will initially function as a maintenance-of-traffic measure during thereconstruction of I-4 in the Orlando metropolitan area.

FDOT will operate and maintain the CFCRT for the foreseeable future (at least the firstseven years of operation) through a third-party contract operator and will fund anyshortfalls in the operating budget during this period. Negotiations are concluded with thefour county governments and the City of Orlando to take ownership of the CFCRT afterthis period.

2.3 Legal Authority and Requirements

Florida Statutes Chapter 343, Part 1, authorizes FDOT to "plan, develop, own, purchase,

lease, or otherwise acquire, demolish, construct, remove, relocate, equip, repair,maintain, operate, and manage a commuter rail system and facilities; to establish anddetermine such policies as may be necessary for the best interest of the operation andpromotion of a commuter rail system; and to adopt such rules as may be necessary togovern the operation of a commuter rail system and commuter rail facilities."

The statutes further authorize FDOT to, among other things, own and dispose of real andpersonal property, borrow money via revenue bonds, impose and enforce fees, enter into

joint development agreements, develop feeder transit services, and cooperate andcontract with Federal, State, and local government entities.

2.4 Requirements for Interagency and Master Agreements, Approvals & Permits

FDOT, Volusia, Seminole, Orange, and Osceola County Governments, and the City ofOrlando have entered into Interlocal Agreements for this project. The purpose of theseInterlocal Agreements is to establish the ownership and management structure for theCFCRT on an interim basis and to set the foundation for a permanent ownership andmanagement structure. Because the CFCRT will initially function as a maintenance-of-traffic measure during the reconstruction of I-4 in the Orlando metropolitan area, FDOTwill operate and maintain the system for the foreseeable future (at least the first sevenyears of operation) through a third-party contract operator and will cover any shortfalls inthe operating budget during this period. At the end of this initial period of seven years ormore, the four counties and the City of Orlando to be served by the CFCRT will fundoperating deficits forecasted in the cash flow projections from general revenues.

Further, this Interlocal Agreement sets forth the commitments of the Signatory MemberAgencies in relation to financing, planning, designing, engineering, constructing,operating, maintaining and managing the CFCRT.

The Signatory Member Agencies to these Interlocal Agreements hereby agree to plan,develop, finance with assistance from the federal government, and implement acommuter rail transit system that will serve the Central Florida area, including VolusiaCounty, Seminole County, Orange County, and Osceola County and the City of Orlando.


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FDOT as a railroad operator will also be subject to review by the Federal RailroadAdministration.

2.4.1 Federal Transit Administration

As a recipient of Federal Transportation Grants, FDOT is subject to the oversight

requirements of the FTA, particularly as they relate to budgeting, local share of funding orresources, contracting and procurement procedures, environmental protection, qualityassurance and quality control, labor relations, Equal Employment Opportunity (EEO),Americans with Disabilities Act (ADA) requirements, ethics, documentation and recordretention, accounting, and auditing. These requirements are articulated in the FTAMaster Agreement, which is incorporated as part of the FFGA.

2.4.2 Florida Department of Transportation

FDOT and CSX Transportation, Inc., 500 Water Street, J acksonville, FL 32202(hereinafter referred to as CSXT) Inc. have entered into a Non-Binding Consolidated

Term Sheet between the Parties dated August 2, 2006, that contemplates FDOT

acquiring from CSXT the railroad corridor known as CSXT's A-Line between MilepostA749.7 near DeLand, Florida and Milepost A814.1 near Poinciana, Florida, a distance ofapproximately 61.5 miles, (the property to be acquired is generally depicted in the mapshown in 2-1) for the use of the CFCRT. As an agency of the State of Florida, FDOT isrequired to follow the State laws, in addition to FTA guidelines, for procurement andcontracting procedures.

2.4.3 Volusia, Seminole, Orange and Osceola Counties, and the City of Orlando

In 2006, FDOT proposed to enter into a multi-year Inter-local Agreements with Volusia,Seminole, Orange, and Osceola Counties and the City of Orlando for operating fundsand other assistance. This Inter-local agreements were executed in July/August 2007

with the five local jurisdictions.

2.5 Operating and Capital Financing

The CFCRT financial plan assumes a phased completion schedule, with the IOS (NorthSegment) entering revenue service by 2012 and the south segment of the LPA enteringrevenue service in 2014. The year-of-expenditure (YOE) capital construction costs are$602.1 million for the LPA in 2030 and $357.2 million for the IOS on Opening Day, 2012.

There are three primary revenue sources assumed in the financial plan to construct theLPA for the CFCRT FTA Section 5309 Federal Funds, State funds, and Local Fundsources.

2.5.1 Federal Funding

Federal discretionary grants under the Section 5309 New Starts Program are assumed toprovide 50% of the funding required for the LPA. Based on the outlays required for theCFCRT alternatives, approximately $301 million (YOE) in Section 5309 New Startsassistance will be required for the LPA. The Florida SIB would advance any fundsneeded to match the construction draws with Section 5309 New Starts appropriations.


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2.5.2 State Funds

State funding of 25% or approximately ($150.5 million YOE for the LPA and $89.3 millionfor the IOS) is available from a variety of sources, including: Public Transportation Office(PTO), Intermodal, Surface Transportation Program (STP), Strategic Intermodal System(SIS), and Congestion Mitigation and Air Quality (CMAQ) transfers to public transit. In

addition, a Growth Management Initiative has been established that will bring funds fromFloridas General Revenues into the FDOT capital program, and an annual allocation of$75 million has been made to Floridas state new starts program (FDOT Project FM No.4192651).

2.5.3 Local Funds

In order to facilitate the local 25% financial participation ($150.5 million YOE for the LPAand $89.3 million for the IOS of the four counties served by the CFCRT Volusia,Seminole, Orange, and Osceola and the City of Orlando) for the capital costs, the FloridaSIB is available to advance the funds for the non-federal, non-state share of capital costs.Repayment of these advances would commence upon the start of revenue operations.

Interest would be assessed at an annual rate of 1.50%. The SIB loan would be repaidover a 10-year period from the general revenues of the Counties and the City of Orlandowho pursue this financing option.

At this time, the local governments have agreed with FDOT regarding an appropriatemethodology to allocate capital, as well as future operating costs. The financial analysisassumes that capital costs will be allocated to the governments based on each countysand citys share of the total station construction costs and of the length of the CFCRTwithin each countys borders. Volusia, Seminole, Orange, and Osceola Counties and theCity of Orlando signed agreements to financially commit to the project.

2.5.4 Operating Expenses

The operating revenue and expense projections for the LPA are derived from theestimates provided from the patronage forecasting and operations and maintenance coststudies performed as part of the Alternatives Analysis. These studies follow themethodologies proscribed by the FTA to derive the 2030 factors applied in the financialplan. In order to make the intervening year calculations, a set of interpolation factors wasdeveloped for each of the line items considered.

The operating and maintenance costs associated with the feeder bus service for thecommuter rail system is assumed to be absorbed by LYNX and VOTRAN and will notrepresent incremental costs to the transit agencies.

Factors pertaining to specific CFCRT operating and revenue line items include:

2.5.5 Fare Revenue

For this stage of analysis, a $1.25 plus a $1.00 per county fare per boarding (2006dollars) is applied to forecasted LPA ridership projections to derive farebox revenue. Thisassumption generates annual farebox recovery ratios of approximately 32 percent overthe forecast period. The operating budget reflects assumptions for 2030 of an average


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weekday ridership of 7,265 and an annual ridership of 2,106,850 for the LPA. For the IOSweekday ridership is 4,300 and an annual ridership of 1,247,000.

2.5.6 Ancillary Revenue

The financial plan assumes an estimated $1,040,000 (2008 dollars) in annual ancillary

revenue throughout the analysis period. This estimate is derived from a separateanalysis undertaken of strategies to maximize ancillary revenue in the CFCRT Corridor.

2.5.7 Section 5307 Preventive Maintenance

In accordance with FTA guidelines, CFCRT will establish a preventive maintenanceprogram. The financial projections assume that preventive maintenance allocationsincrease over time, generally in proportion to inflation and the rate of growth in the federalformula apportionments. Section 5307 formula apportionments are calculated using themethodology described in the Financial Plan. Soft match available through FDOT will beused to provide the non-federal share of the preventive maintenance program.

2.5.8 State and Local Operating Assistance

FDOT will operate and maintain the CFCRT for the foreseeable future (at least the firstseven years of operation) through a third-party contract operator and will fund theoperating expense during this period not covered by farebox and ancillary revenue, FTASection 5307 Urbanized Area Formula Funds for Preventive Maintenance, interestearnings and other revenue. Thereafter, Volusia, Seminole, Orange, and OsceolaCounties and the City of Orlando will make up the shortfall according to a formula.Because the counties will contribute only those funds required to close the operatingdeficit, no cash balances will accumulate. Arrangements will be made with the countiesto ensure sufficient working capital is advanced.

2.5.9 Operating Expenses

The total operating and maintenance cost assumptions for commuter rail services is$30.3 million for the LPA and $23.2 million for the IOS (2007).

2.5.10 Before and After Study

In accordance with FTA requirements, a Before and After Study will be performed bythe FDOT. FDOT will retain the necessary information required for this study at thefollowing project milestones: conclusion of Alternatives Analysis; Preliminary Engineering;Final Design; signing of the Full Funding Grant Agreement; start of Revenue Service; andtwo years after project opening.

The CFCRT Project Manager, with assistance from the PMC, will be responsible forcollecting the required information during Project Development and Construction, and theCFCRT CEO will be responsible for collecting the required information during initial andfirst two years operations. The FDOT Director of Transportation Support will beresponsible for receiving and maintaining the information at the noted milestones, and forgenerating the Study at the required time.


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2.6 Purpose and Scope of the Project Management Plan (PMP)

FTA considers the PMP to be the primary resource document to assist FDOT indeveloping management structures and work programs to effectively plan and implementthe Project being developed through the FFGA. The FTA requires that FDOT develop aPMP, which will be reviewed by the Project Management Oversight Consultant (PMOC).

The FDOT Director of Transportation Development has primary responsibility formaintaining and controlling the PMP. The work of updating and maintenance will beassigned to the Director of Transportation Development, who in turn will draw from otherFDOT departments and the Project Management and Design Consultants for assistance.

The PMP is developed in accordance with the requirements of Federal Transit Laws:Title 49 CFR, Chapter 53-Mass Transportation, Section 5327-Project ManagementOversight. This reference requires that recipients of funding for major capital Projectsmust establish and maintain an approved PMP. Regulations for the implementation ofSection 5327 and the PMP are contained in Title 49, Part 633 (49CFR633).

The PMP has been developed to include the six phases of the Project as follows: (1)Planning, (2) Preliminary Engineering, (3) Final Design, (4) Construction, (5) Testing andStart-up, and (6) Revenue Service. The PMP will be reviewed and revised when majorchanges in policies and procedures including the FFGA will affect the successfulcompletion of the Project. The responsibility, authority, and procedures for maintainingand updating the PMP are detailed in Section 12.0, PMP Control and Revisions.

2.6.1 Referenced Documents

The following documents have been referenced in the development of this PMP:

Federal Law and Policies

Federal Transit Laws: Title 49 Code of Federal Regulations

Americans with Disabilities Act

Brooks Act, 40 USC 541

Occupational Health and Safety Act

OSHA Construction Industry Standards 29CFR I926\1910

Project and Construction Management Guidelines, FTA DTUM60-91-C-41027

Quality Assurance and Quality Control Guidelines, FTA-MA-90-5001-02.1

FTA Master Agreement

Florida Law and Policies

Florida Statutes, Chapter 343, Part 1

Florida Administrative Code Rule 12A-1.094

Florida Consultant Competitive Negotiations Act (CCNA) 287.055, Florida Statutes


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FDOT Regulations and Policies

FDOT Standard Specifications for Road and Bridge Construction, 1999 as Amended

Quality Assurance Handbook (FDOT)

Construction Project Administration Manual

Procurement Policies and Procedures

CFCRT Plans and Policies

Project Management Plan

Quality Assurance Program Plan

Construction Safety Plans Pending

Safety and Security Management Plan (SSMP)

System Safety Program Plan, (FDOT)

Operations & Maintenance Plan, (FDOT)

Project Public Involvement Plan

Project Documentation Control Procedure

Rail Fleet Management Plan (RFMP)

Before and After Study Work Plan

System Safety Management Plan

Real Estate Acquisition and Management Plan (RAMP)

Preliminary hazardous Analysis Plan/Threats and Vulnerability Analysis Plan


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3 ORGANIZATION and STAFFING

This section describes the FDOT organizational structure, key management and staffpositions, internal and external interfaces as they relate to capital projects and personnelpolicies.

The overall responsibility of FDOT is to successfully, and safely complete the Project andto institute a planned revenue operation on schedule within budget and with quality.Among the more significant responsibilities of FDOT are:

Complete an evaluation of background requirements for the Construction Contractorsand develop a plan for procurement;

Complete an evaluation of procurement strategies for the various capitalimprovements required by the projects, evaluate the availability of contractors andadopt a comprehensive procurement strategy implementing the project

improvements Finalize the FFGA with the FTA and secure Federal and state funds by other

agreements, contracts, resolutions and funding commitments;

Establish the basis of design, operations and maintenance;

Maintain the staff and assemble the consultant resources for project management,control, design, construction, procurements, quality assurance, safety andenvironmental compliance, related administration, start-up and testing;

Reach agreement with each agency where their facilities or operations are impactedtemporarily or permanently by the Program such that means of resolving suchconflicts become formally agreed to in all respects;

Execute the Project Management Consultant (PMC) and Design Consultant WorkOrders for management, design, construction and procurements;

Oversee the ongoing Project work of the PMC, the Design Consultant andConstruction Contractors, other contractors, suppliers and other Project participants;

Develop the plan of integrated transit service in the service area, including changesto the bus network caused by the advent of increased revenue service over theCFRC;

Manage risks inherent in the Program along the CFRC and in its on-going operation;

Provide the planned levels of public transit service, including the adopted levels ofsystem assurance, safety and security;

Maintain an effective program of public information pertaining to the Program;

Conduct a public information program;

Establish and maintain liaison with local, state and Federal agencies;

Enter into agreements with developers and other private sector entities to effect theirparticipation in Project implementation;


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Acquire real estate property for the Project including station locations and parcelsalong the corridor for alignment purposes, including imposition of powers of eminentdomain, and obtain temporary or permanent easements as required;

Monitor annual cash flow requirements and manage fund commitments andexpenditures on a day-by-day basis;

Protect FDOT rights and interests and defending same for the public good; and Review, test, approve and accept work products, equipment and items furnished by

all consultants, contractors and suppliers.

3.1 Specific FDOT Responsibilities

Despite the allocation of certain Project tasks to consultants, contractors, third parties, orother agencies, FDOT remains responsible for the successful implementation of theProject. Figure 3-1 shows organizational structure for the Project. FDOT has organizedand staffed to maintain control of the Project and to oversee any work formally allocatedto others. FDOT has established various policies and procedures to ensure that prudentdecisions are made in a timely manner.

Figure 3-1 has been expanded to show the future Rail Office Organization and the futureOperations and Maintenance Contract Organization that FDOT will implement as theymove forward in acquiring the CSXT A-Line and startup a new commuter rail service.

The future Rail Office Organization will be responsible for implementing all rail policy andprocedures for the new CFCRT Corridor, capital planning, customer service, regulatorycompliance, and financial management. The day to day operations of the commuter railservice and the maintenance of the railroad system on the corridor will be contracted outto an Operations & Maintenance Contractor which will be managed by the Rail OfficeOrganization.

Figure 3-2 shows the Project Team organization for the final design phase with reporting

relationships. Personnel shown as internal resources provide occasional support to theproject team from within FDOTs standard organization.

Figure 3-3 depicts FDOTs proposed Construction Management Organization during theconstruction phase. A Construction Engineering Inspection (CEI) consultant is currentlybeing selected and will mobilize just before construction starts. The CEI consultant willprovide day to day construction contract management, coordination and QA/QC for theproject under the direction of a FDOT Construction Project Manager.

FDOT has established an Executive Oversight Team consisting of the FDOT District FiveSecretary, the three FDOT District Five Transportation Directors, and the FDOT CentralOffice Assistant Secretary for Intermodal Systems Development. The purpose of the

Oversight Team is to maintain good communications with the funding partners and toensure that all participants remain informed of the current status of work, the bases ofdesign and construction and to focus attention on evolving problems.

Although FDOT will retain consultants to oversee the day-to-day management of theProject, there are Program requirements and responsibilities that cannot be delegated bycontract or agreement to entities beyond FDOT itself. These include:

Adopting the Long-Range System Plan for service and facilities;


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Adopting a specific Project Financial Plan;

Submitting the environmental documentation to the FTA;

Oversight of consultants;

Approval and control of consultants work;

Preparing various senior staff-level policies and procedures in furtherance of FDOTpolicies;

Applying for, receiving, and administering state and Federal funds for Projectimplementation;

Establishing and staffing an organizational structure supportive of the design andconstruction of the Project;

Ensuring control over the Project;

Establishing the bases of design and construction including the goals and standardsfor operations, maintenance, reliability, safety, security, dependability and quality ofthe finished works;

Quality Assurance and Quality Control oversight;

Entering into agreements with other agencies and third-parties which permit changesto their facilities and operations necessary for implementation of the Project;

Entering into agreements with other carriers of the region by which coordinatedtransportation services will be effected;

Establishing risk management programs and related insurance coverage;

Preparing and adopting annual budgets for operations and capital expenditures;

Ensuring quality of system development;

Certifying safety and security of the system;

Grantee responsibility for other Segments of the Program;

Training of employees during start-up; and

Setting of fares, fees, tariffs, and user rates.

Project staffing for management of the CFCRT Project from the third quarter of 2008 tothe forecast ROD in May of 2012 is included in Figure 3 4 PROJ ECT STAFFLOADING. This chart includes full time equivalents for key management positionsrequired for design, construction and startup of the new commuter rail. The resourcesloaded will be provided from a combination of FDOT employees and consultants.


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FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01

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FINANCIAL IDENTIFICATION NUMBER 412994-2-22-01 CENTRAL FLORIDA COMMUTER RAILTRANSIT PROJECT MANAGEMENT PLAN

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3.2 Delegated Duties

Listed below are duties and tasks for which FDOT may engage consultants, contractors,and suppliers. The FDOT has established a Program Management Consultantorganization and engaged a number of firms to assist with the technical oversight andmanagement of this project. The firms will provide Program Management Services withindividual firms taking the lead in Stations; Systems Signals and Communications, Civil,Structural, Track work, Rolling Stock and the Vehicle Storage and Maintenance Facility.

Project Management Consultant Organization

Review a unified set of Design Criteria for FDOT;

Review and finalize the Preliminary Engineering Documents to assure agreementwith Design Criteria;

Review design and contracting packages

Recommend Project Delivery Strategy for all elements of the project

Review scope of work and selection criteria for the Construction contracts;

Review Construction Contractor pre-qualifications package;

Participate in the Construction Contractor pre-proposal conferences;

Participate in the Construction Contractor qualifications evaluations;

Review commercial terms and conditions of the Construction Contractor contracts;

Review addenda to terms and conditions;

Evaluate proposals/bids;

Participate in negotiations with Construction Contractors;

Provide quality assurance and quality control oversight; Provide construction management and oversight;

Provide CFCRT Operations Assistance

Provide value engineering;

Provide technical assistance for FDOT to acquire permits;

Develop specification for rolling stock;

Provide on-site review of vehicles during fabrication;

Review and log shop drawings and change orders;

Monitor and control schedule and budget; Monitor construction adherence to Project requirements;

Witness testing of the Project work

Prepare performance specifications; and

Manage and maintain the CFCRT Project Document Control System


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Design Consultant

Prepare unified set of Design Criteria for FDOT;

Prepare and finalize the Preliminary Engineering Documents to assure agreementwith Design Criteria;

Prepare design and contracting packages

Perform advanced preliminary engineering as directed;

Prepare scope of work and selection criteria for the Construction contracts;

Prepare Construction Contractor pre-qualifications package;

Participate in the Construction Contractor pre-proposal conferences;

Participate in the Construction Contractor qualifications evaluations;

Prepare commercial terms and conditions of Construction contracts;

Prepare addenda to terms and conditions;

Evaluate proposals/bids; Participate in negotiations with Construction Contractors;

Provide quality assurance and quality control oversight;

Provide construction management and oversight;

Provide value engineering;

Provide technical assistance for FDOT to acquire permits;

Assist with the specification and vehicle criteria for rolling stock;

Provide on-site review of vehicles during fabrication;

Maintain and log shop drawings and change orders; Prepare Supplemental Agreements recommendations

Monitor and control schedule and budget;

Monitor construction adherence to Project requirements;

Witness testing of the Project work

Prepare performance specifications

D/B Contractors

Prepare detailed final design and construction plans;

Prepare Project Work Plan that adheres to FTA approved schedule and budget;

Implement design criteria;

Conduct Partnering workshops; (as required)

Prepare required environmental documentation;

Establish detailed alignment and station arrangement;

Prepare working drawings for construction;


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Participate in Safety and Security Programs;

Responsible for construction safety;

Prepare methods for handling hazardous waste, utilities and environmental impactmanagement plan;

Prepare final specifications; Provide all design support for FDOT to acquire all permits;

Construct facilities and systems per approved designs;

All Contractors

Provide quality assurance and quality control;

Provide all construction surveys;

Provide for relocation of all utilities;

Construct fixed facilities/systems (excluding rolling stock);

Supervise and inspect construction; Maintain record documents;

Prepare as-built drawings in electronic format and hard copy;

Provide for system safety, and integrity;

Provide integrated functional testing and commissioning;

Comply with FDOT operations and safety plan requirements to assure minimumconstruction-related disruption of service for all corridor users; and

Provide Operations and Maintenance (O&M) procedures and manuals for all fixedfacilities/systems

3.3 FDOT Organization

The FDOT District Five organization consists of a District Secretary, three DepartmentDirectors, a Public Information Office and Legal Counsel. The Project duties andresponsibilities of each Department are clearly established and delineated as describedbelow. (Resumes included in Attachment B.)

3.3.1 Departments

FDOT has three departments each headed by a Director; Director of TransportationSupport; Director of Transportation Operations; and the Director of TransportationDevelopment.

Director of Transportation Support

The Director of Transportation Support reports directly to the District Secretary and isresponsible for providing administrative support for other departments. Areas of supportinclude accounting and finance, facilities management, human resources, professionalservices, programming and work program development, and information systemssupport.


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Accounting and FinanceSpecific Project responsibilities include:

Ongoing management and control of Project related revenue and expenses;

Payment of Construction Contractors and PMC invoices; The administration of Project related government funds including all reports

associated with their receipt.

Professional Services OfficeThe Professional Services Office is responsible for contract administration andprocurement of materials, equipment, fabricated products, construction, and services inaccordance with approved requisitions, and specifications.

Specific Project responsibilities include:

Contract administration for the PMC, other consultants and the ConstructionContractors;

Review and approval of Contractors Certified Wage Rate Reports;

Overseeing the preparation of the Construction contract documents;

Management of the formal solicitation and award of the contract for the Constructionprocurements; and administration and management of the solicitation andprocurement and award documents for the acquisition of rolling stock.

Overseeing compliance with the FDOT Procurement Policies and Federalprocurement requirements, including requirements of the Master Agreement betweenthe FTA and FDOT.

Director of Transportation Operations

The Director of Transportation Operations position reports directly to the DistrictSecretary and is responsible for executing all capital projects. The Directors dutiesinclude project management and control; monitoring safety compliance; environmentalcompliance; value engineering; and quality assurance/quality control.


Overall Project success and completion;

Maintain project management and control;

Guiding the Project through, construction, and Start-up and Testing phases;

Participation in Value Engineering Studies;

Participation, review and approval of logistical modeling of railroad operationsthrough the phased construction of the Project;

Participation in the solicitation process for the Construction Contractors;

Participation in the partnering workshops;

Review and approval of the Construction Contractors' schedules;


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Participation in weekly construction progress meetings;

Review and approval of construction progress estimates;

Review and approval of supplemental agreements;

Review and approval of change orders and claims;

Monitoring safety and environmental compliance;

Monitoring the implementation of Quality Assurance; and

Upholding applicable FTA guidelines.

Director of Transportation Development

The Director of Transportation Development reports directly to the District Secretary andis responsible for executing all capital projects. The Directors duties include projectplanning, engineering, management and control; environmental compliance; valueengineering; real estate actions, intergovernmental coordination and qualityassurance/quality control.


Performing all Project related planning activities;

Facilitating all activities involving the acquisition of real estate and easements;

Coordinating all Project related funding and grant applications;

Preparation of reports on funding grants and progress; and

Administering the FDOT Equal Opportunity Program and the DisadvantagedBusiness Enterprise Program.

Review and approval of engineering studies, reports, drawings and other designdocuments produced for the Project;

Preliminary Engineering

Final Design

Overall Project success and completion;

Maintain project management and control;

Guiding the Project through Preliminary Engineering,

Participating in the D/B, and Start-up and Testing phases;

Conduct Value Engineering Studies;

Prepare, review and approval of logistical modeling of railroad operations through the

phased construction of the Project; Participation in the solicitation process for the D/B, O&M, Design/Bid/Build,

Commodity, and vehicle Contractors;

Participation in the partnering workshops;

Review and approval of the D/B, GC and CM@Risk Contractors' schedules;

Participation in weekly construction progress meetings;


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Monitoring safety and environmental compliance;

Monitoring the implementation of Quality Assurance; and

Upholding applicable FTA guidelines

Public Information Office

The Public Information office reports directly to the District Secretary and is responsiblefor the development of marketing and customer information in order to encourageincreased ridership. This office is also responsible for communications with public andprivate customers, development of customer information materials, media relations, anddissemination of schedule information.


Assisting the public with routing and scheduling information, as impacted byconstruction;

Maintaining all Project media relations;

Promoting new services upon Project completion. Leading the Project Community Outreach Program

Chief Executive Officer

The Rail office Chief Executive Officer, CEO, reports directly to the District Secretary andis responsible for ensuring the safe, on-time and courteous delivery of commuter railservice. The CEO will be supported by a Chief Operations Officer and a small staff. TheRail Operations Department is divided into seven areas of responsibility which aretransportation operations, rail facilities maintenance services, safety, security, CFRCCoordination office, and marketing. The Department will draw upon the FDOT DistrictFive Directors for support and technical assistance as needed. The COO Position will berecruited and filled during Q1 and Q2-2008. The CEO position will be filled by the District

5 Secretary.

Specific Project responsibilities of the Rail office will include:

Working with the contract operator and CSXT dispatch management to ensurecoordination with freight train and inter-city passenger train service on the CFRCduring construction;

Overall responsibility for technical management of rolling stock procurement;

Coordination of operations concerning any Project related construction involving theRand Yard or the CFCRT Vehicle Storage and Maintenance Facility;

Responsibility for coordinating the maintenance of track, fixed facilities, and systemswith construction activities;

Review and concurrence of engineering studies, reports, drawings, and other designdocuments produced for the Project;

Participation in Value Engineering studies;

Participation, review, and approval of logistical modeling of railroad operationsthrough the phased constru