California High Speed Rail Authority
Rail Delivery Partner
Statement of Qualifications Book 1 of 2 March 2015
RDP
Rail Delivery Partnership A Partnership Connecting California Parsons Brinckerhoff | Network Rail Consulting with LeighFisher
Table of Contents Statement of Qualifications Book 1 of 2
01
Transmittal Letter, Forms & Certifications
Page ii
02
Executive Summary
Page 1
03
Firm Experience & Past Performance
Page 5
04
Key Personnel & Organizational Structure
Page 31
05
Delivery Approach, Understanding of the Project & Innovative Ideas
Page 59
06
Small Business Participation
Page 95
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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1. Transmittal Letter, Forms & Certifications
1. Transmittal Letter, Forms & Certifications
01 Transmittal Letter, Forms & Certifications Forms and Certifications All forms and certifications are included in Book 2 of 2: Forms and Certifications.
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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2. Executive Summary
2. Executive Summary
02 Executive Summary A Partnership that Starts With the End in Mind
The Partnership Will Deliver
High-speed rail has been a vision in the minds of Californians for decades – a rail system that connects the whole state, protects the environment, creates sustainable communities, and spurs economic growth. The message to Californians—and the world—with the groundbreaking of CP-1 is that California is moving from talking about high-speed rail, to building it.
Economic growth through connectivity for all Californians Successful concession agreements
But how the customers of California’s high-speed rail program will define success is a matter of perspective.
Program completion ahead of schedule
What do the customers expect? Passengers expect a fast, safe, clean, reliable and competitively priced journey. They want more choices on where to live and work. They want to get from San Francisco to the LA Basin in under three hours.
A modern operating high-speed rail system
Stakeholders and elected officials want a system that serves their local needs – connections to other parts of the state, economic development, projects that demonstrate early benefits of tax payer dollars, and job growth NOW. Concessionaires and investors need a sound business case that allocates risk appropriately, provides attractive returns on investment and is supported by a dependable contractual structure and transparent performance regime. The public wants the State to honor its commitments on service delivery, environmental benefits, tax payer value, and opportunities for job growth and small businesses. These are the customers of California’s high-speed rail system, and it is with their perspectives in mind that we assembled our team and our delivery model. The Partnership Parsons Brinckerhoff is pleased to introduce the Rail Delivery Partnership (The Partnership). The Partnership knows how far the California High-Speed Rail Program (Program) has come and where it needs to go, and infuses new, international perspectives on delivering world-class rail systems with the customer in mind.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
• Two decades supporting California’s HSR Program • International HSR experience across four continents • Transportation-focused from high level strategic advisors, to deepest technical Rail Delivery Partnership expertise
RDP
• Technical expertise from owner/operator of Britain's passenger rail network • Understands the operation of high-speed rail from a railway perspective
• Expertise in concessions, procurements and integration of HSR programs
PAGE 1 of 96
Executive Summary
Continuity reduces risk, maintains schedule Nine regional consultants, two project construction manager consultants, and two design-build contractors are engaged in hundreds of active negotiations and discussions involving a complex blend of program stakeholders, and simultaneously delivering high-speed rail segments and early benefits projects. Progress is rapid and the Authority cannot stop. The Partnership brings “brain trust” continuity that enables this rapid pace of progress to continue without interruption. Many of our key personnel serve the Authority now as part of the Program Management Team (PMT), including all three of our Regional Deputy Directors. This means continuity, not just of knowledge, but also of stakeholder relationships. We understand how the Authority and its peer agencies work, and the political and cultural sensitivities of the first high-speed rail program in California. We understand what’s important to you. High-speed rail experience delivers practical solutions The Partnership brings unrivaled experience from high-speed rail programs around the world—24 high-speed rail lines on four continents. Our team’s practical experience delivering high-speed train systems under unique operational, technical, and construction challenges is critical to developing a credible and sustainable system that will attract investors. All of The Partnership’s named key personnel have recent experience on high-speed rail projects, including experience from operating international systems. Our team as a whole delivers international highspeed rail experience in operations and testing and commissioning, maintenance, commercial, integration, and high-speed rail systems engineering. Powerful new leadership team, led by Program Director Gary Griggs At the helm of The Partnership is Gary Griggs, former president of Parsons Brinckerhoff’s infrastructure company and one of the country’s most well-respected project managers. He's spent much of his career shaping rail projects around the world and right here in California. In fact, Gary has worked on every major rail transit project in he state, including the SFMTA Central Subway and BART Warm Springs Extension. His high-speed rail experience include California, Florida, Taiwan and the US Northeast Corridor.
The Partnership Brings: • The expertise of three global leaders in highspeed rail delivery and operations • Innovations that will deliver the Program early, with a high degree of integration • A committed team of key personnel—all with highspeed rail experience, representing two-thirds of the world’s operating highspeed rail systems • A successful track record of program management on the world’s largest endeavors • The design and construction expertise to meet any challenge • The ability to keep moving forward with a team leveraging 20 years of experience shaping the Program • An innovative model for Program delivery and integration focused first on customers’ needs, then on operating and infrastructure strategies to meet them
As the former president of Parsons Brinckerhoff’s infrastructure company, Gary also brings a unique business perspective to the program director role—a strategic view of the commercial objectives of large infrastructure investments, and their long-term value to the communities they serve. To the Authority, Gary’s unique background translates to a leadership partner who is a strategic thinker and executive decision-maker, has the authority to bring the right resources to the program, and knows how to collaborate with federal, state and local stakeholders. PAGE 2 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
Executive Summary
An approach that focuses on meeting customer needs and fosters program-wide integration The Program is a complex enterprise, not just an infrastructure project. The Partnership has assembled our team and our delivery model around the “customer first” concept. This means thinking about the traditional project delivery process in reverse, and integrating the perspective of customers in all we do throughout the Program.
From Talking About It To Building It
Innovations to deliver the program benefits and manage risk Since its founding, the Program has been built on innovation, implementing countless ideas that had never been attempted before in the US. In our SOQ we introduce innovations that manage risks, reduce costs, improve quality and shorten schedules. Proven track record working with performance-based contract from both sides The Partnership embraces performance-based contracting, both for the Rail Deliver Partnership (RDP) base contract, and as a core management tool to align the entire High-Speed Rail Program. Parsons Brinckerhoff has performed large scale program management assignments like the Louisiana TIMED Program, the Qatar Roads and Drainage Program, and the UTA TRAX Program under performancebased contracts, and we have written performance-based measures into P3 and design-build contracts like Presidio Parkway. Network Rail brings the unique perspective of an owner/operator functioning exclusively under rigorous performance-based regimes. LeighFisher advises their clients on the development and implementation of performance-based regimes on high-speed rail and aviation programs. “Mentor 360” builds opportunity for California small businesses The Partnership takes diversity and our obligations to support the state’s broad economic objectives seriously. Parsons Brinckerhoff, building on our long history of partnering with small and disadvantage businesses to provide growth opportunities, has launched a new mentor-protégé program with four of our subconsultants to foster their ability to grow while working on the Program. A partnership for the future of California With an eye on the future, we have formed The Partnership to serve the Authority and California to deliver the expertise and experience you need to keep the program moving. We are honored to have been your partner in bringing the Program to where it is today, and look forward to continuing our partnership as we take on the future. Together we are invested in making your vision for California a reality.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Executive Summary
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
3. Firm Experience & Past Performance
3. Firm Experience & Past Performance
Table of Contents 03. Firm Experience and Past Performance
Building a Partnership for an Evolving Program
Page 5
Project Experience
Page 12
B.
Program Management Capabilities
Page 22
C.
Performance-Based Contracts Experience
Page 24
D.
Small Business Success
Page 29
A.
Icon Legend Look for these icons throughout our proposal to direct you to key RDP Partnership benfits, ideas and solutions Innovations Ideas to save time, money, enhance quality Schedule Opportunities to reduce schedule, reduce Authority workload
Global Perspective Ideas and lessons learned from international rail programs Operations Perspective Applying experiences from NRC’s owner operator perspective
California Connection Our long-standing commitment to the State’s rail program
Customer We consider the customers’ needs in all we do
Integrated Team “One Team” approach with the Authority’s best interest at heart
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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03 Firm Experience & Past Performance A. Building a Partnership for an Evolving Program On January 6, at the groundbreaking for CP-1 in Fresno, the California High-Speed Rail Authority signaled to the world that progress on highspeed rail in the US would now be measured by miles constructed and jobs created, rather than agreements signed and permits received. This change in focus brings with it demands for different resources, new ways of thinking and a drive to keep the “end in mind.” Vision is now quickly becoming reality. What does this mean for the Authority and its Rail Delivery Partner? It means looking ahead to that date in 2022—or sooner—when together, we are moving people and connecting communities. To get there, the Authority needs a delivery partner that understands your past, is helping you build your vision today, and is organized to help you make the key decisions that will deliver on the needs of tomorrow.
Connecting Communities California’s high-speed rail program is about connecting communities and economies from Palmdale to Burbank. It’s about jobs today—on connectivity projects like ARTIC and Caltrain, and in the Central Valley.
That partner is the Rail Delivery Partnership (The Partnership), an integrated team of Parsons Brinckerhoff, Network Rail Consulting (NRC) and LeighFisher. Together, The Partnership keeps the deep knowledge of where the Program has been and where it needs to go, and infuses new, international perspectives on delivering and operating rail systems designed and built with the customers in mind.
The Partnership Parsons Brinckerhoff
Network Rail
LeighFisher
Deep program management and technical expertise for HSR + Global commercial, procurement and rail specialists + 20+ years of California HSR knowledge
Global leadership and technical talent currently operating and maintaining Britain’s HSR system + Perspective of railway owner, infrastructure provider and operator
Strategic advice in procurement and implementation of international HSR systems + Strong technical knowledge of HSR systems and program integration
Benefits to the Authority
Continuity + Fresh Perspective. The Partnership builds on the institutional knowledge from the PMT with new ideas, new skillsets and new perspectives as the Program faces new milestones and new challenges. Keeping the End in Mind. With an owner/operator perspective on the team, the customers' needs will drive all of our decisions on how to operate, build and design the high-speed rail system. An Integrated Approach. The Partnership integrates our people, systems, business structures and practices so that we are harnessing the talents of all participants, optimizing project results, maximizing efficiency, and bringing a spirit of collaboration. Focus on Delivery and Operations. The Partnership will focus on new and better approaches to project delivery and operational best practices from a world perspective.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Firm Experience & Past Performance
The Partnership is Connecting the World
The Partnership’s work on the planning and implementation of new high-speed rail systems spans the globe, providing a unique ability to integrate the best of Asian, European and American high-speed rail technology and experience. Program management is our business. We can see our projects through the entire lifecycle, beginning with initial feasibility and conceptual engineering of new high-speed lines, and developed over time into full-scale planning, management and implementation of major rail networks. But what does our work mean for the communities we serve? It means we are delivering new connections for work and play, linking world class health care and universities to small communities, creating landmark stations that serve passengers and neighborhoods alike, encouraging economic development and forging new partnerships. Global High-Speed Rail Experience Delivers Global Connections
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20 21
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ASIA
UK/EUROPE
UNITED STATES
AUSTRALIA
16
California (PB)
1
HS1, UK (NRC, PB, LF)
17
Minnesota Twin Cities (PB)
2
HS2, UK (PB, NRC)
10 Taiwan (PB) 11 China (4 lines) (PB)
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Chicago-St. Louis (PB)
3
RAVE, Portugal (LF, PB)
12
Hong Kong Express Rail Link (PB)
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Phoenix-Tucson (PB)
4
HSL-Zuid, Netherlands (LF)
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United Arab Emirates (PB)
20
Tulsa-Oklahoma City (PB)
5
NS Hi Speed, Netherlands (LF)
14
Saudi Arabia (NRC)
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Houston-Dallas (PB)
6
New Rail Link Through the Alps,
15
India Hyderabad-Chennai (PB)
22
New York State (PB)
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Northeast Corridor (PB)
Austria, Switzerland (LE) 7
West Coast Main Line, UK (NRC, PB)
8
East Coast Main Line, UK (NRC)
9
Great Western Main Line, UK (NRC)
24 Australian High Speed (NRC)
LEGEND Parsons Brinckerhoff Network Rail Consulting LeighFisher Lombardi Engineering
PB NRC LF LE
Fig. 3-1: The Partnership brings experience with high-speed rail on four continents. To the Authority, this means a world of strategic leadership and best practices in all program functions from planning through operations.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
Firm Experience & Past Performance
Parsons Brinckerhoff: Transforming Cities, Connecting Communities
Parsons Brinckerhoff has had a leadership role in some of the most notable infrastructure programs of the 20th and early 21st centuries. Our clients come to us because they want help answering their most forward-thinking questions…How can we keep our cities and towns thriving and evolving decades from now? How do we protect our country-sides and our natural resources, and ensure we build a future that is sustainable, responsible and resilient? We draw on our long history of innovation, our global reach, and our experiences on projects large and small to find the right answers. We have built our professional reputation not only on the quality of our work delivered and ability to meet schedules and budgets, but also on our ability to anticipate challenges, overcome obstacles and solve problems. In virtually every state, city or region that has implemented a rail program in the last half century, Parsons Brinckerhoff has played a key role in making those projects a reality. Communities looking at rail as a means to support economic growth and improve mobility have turned to us to help them bring their visions to fruition. No other firm can match our work helping communities achieve their full economic potential.
ARTIC Connects 10 Modes of Transportation The LEED Platinum-certified ARTIC serves as the southern terminus for the first phase of the high-speed rail project. As design manager, Parsons Brinckerhoff directed 24 consultants in a range of specialized technical expertise. See more here: https://www.youtube. com/watch?v=SoqKY9cb91M
Connecting California The world’s most complex programs come with longterm investments and commitments from partners, stakeholders and communities. Parsons Brinckerhoff is a believer in long-term relationships, and the rail network in California is one of our best examples:
California HSR
BART
Caltrain
Los Angeles METRO
Program manager for 35-firm PMT since 2006 Technical guidance, specifications and design criteria Tiered EIS and 2 RODs 2012 and 2014 Business Plans Major construction underway
Trusted advisor since 1960s Planning, design and management of original system, including Transbay Tube Work continues today, on BART Extensions Program
Partner since 2004 to help manage capital and rehabilitation program Evaluated P3 options for converting diesel service to electrical power Evaluated cap and trade opportunities as a revenue generator
Supporting delivery of rail service since the 1980s Since 2008, supporting LA’s $40B program: Westside Extension, Regional Connector, Green Line Extension, Expo Line
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Firm Experience & Past Performance
Network Rail Consulting: The Owner/Operator Perspective Network Rail Consulting (NRC) is the international consultancy arm of Network Rail, the owner, operator and maintainer of Britain’s mainline rail network. As a fully accountable developer, owner, and operator of high-speed rail, the firm’s role in The Partnership is to ensure that once complete, the Authority has an operable rail system which is safe, reliable and efficient.
We understand that California must meet and exceed demanding customer and stakeholder expectations. Network Rail knows the challenges of integrating high-speed systems and aligning operations with existing rail networks because they’ve done it—on their own network in Britain. They have adopted cutting-edge approaches to asset management and maintenance, including remote condition monitoring and on-board track condition monitoring, which drive performance. Today, Network Rail is responsible for a multi-billion dollar upgrade of high-speed networks across Britain to accommodate more passengers and provide greater reliability and more frequent service. The organization is successfully executing complex capital rail projects in a live railway environment. They have delivered projects valued at $80B over the last 10 years and will deliver projects to the value of $30B over the next five years. NRC will provide expertise in safety, assurance, railroad planning, operations, railway commercial arrangements, maintenance, asset management, testing, commissioning and systems integration. Through NRC, the Authority has access to a deep pool of railway talent that is currently operating and maintaining high-speed rail in Britain. Their hands-on experience will help shape critical decisions, create an opportunity for current knowledge transfer and facilitate adoption of international best practice.
Digital Railway Initiative Enables Railway to be Responsive to Changing Needs Network Rail’s Digital Railway initiative is intended to significantly improve the capacity of Britain’s rail network through greater use of technology. Intelligent data platforms will capture asset information from disparate sources, providing Network Rail and its supply chain critical insight for operations, maintenance and upgrades across its enterprise.
An added value of NRC is the access the firm brings to Network Rail’s Digital Railway, a bold initiative intended to dramatically speed up the digital enablement of Britain’s railways, with an ambitious agenda focusing on signaling and telecoms but also affecting other aspects of the infrastructure and passenger experience.
St. Pancras International Station Network Rail’s upgrade of St. Pancras International Station creates a landmark station with improved connectivity to suburban and metro lines, retail facilities, and a new security-sealed area for trains to continental Europe.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
Firm Experience & Past Performance
LeighFisher: A Focus on Integration
LeighFisher’s global expertise in high-speed railways brings to the Authority an understanding of the big picture. The firm’s high-speed rail experience spans advice on project assessment, development and delivery of infrastructure, train protection systems, procurement strategies, asset management, safety systems, P3 contract development, creation and calibration of performance regimes, commercial management, risk management and preparation for commercial train operation. In the Netherlands, the firm supported the provision and maintenance of the superstructure of a new 62-mile high-speed rail link between Amsterdam and the Belgian border (the HSL-Zuid Line). The HSL-Zuid line was the Netherland’s landmark P3 high-speed rail project and the largest P3 contract ever awarded by the Dutch government. LeighFisher participated in the development and execution of the P3 contract, building systems engineering into the commercial management. LeighFisher also assisted the franchisee for HSL-Zuid with the preparation for commercial train operations. This had a focus on systems integration, driver training and performance improvement. Since opening in 2009, this international high-speed line has improved access and relieved constraints on existing road and air infrastructure. It provides excellent services for the seven million passengers now traveling the route annually. In 2010, LeighFisher and the Portuguese State Authority achieved financial close for a significant section of the Portuguese high-speed rail program. LeighFisher’s work on the Portuguese and Dutch highspeed lines involved highly complex physical and contractual interfaces between concessionaires, suppliers, infrastructure managers, safety regulators and train operators.
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Cambridge Systematics Supports Investor Confidence in Ridership & Revenue Forecasting Ridership and revenue forecasting continues to be a critical planning element even as we move into project delivery. With the continuity of Cambridge Systematics as part of The Partnership, the Authority can have confidence that the model will be maintained and will continue to serve as a valuable tool in the assessment of the Program.
LeighFisher also brings to the Authority the insights of the impact of design solutions and maintenance strategies and processes on the cost of operations, maintenance and renewals.
LeighFisher Manages Interfaces to Reduce Risk LeighFisher actively managed and reviewed designs for compliance to the interface specifications for the Dutch high-speed line, aided by an interface management database. Active management of interfaces reduced schedule and cost risk for the owner, the Dutch State Authority.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Firm Experience & Past Performance
International Expertise Minimizing Tunneling Risk
Tunneling has been a Parsons Brinckerhoff specialty since the founding of the firm and continues to be one of our greatest technical strengths. Our staff have developed many of the guiding tools of the trade, such as the Subway Environmental Design Handbook, and we have rewritten the U.S. Army Corps of Engineers’ Engineering Manual on Tunnels and Shafts in Rock. Also, Parsons Brinckerhoff's publications, the Tunnel Engineering Handbook and Seismic Design of Tunnels: A Simple Stateof-the-Art Design Approach are referenced worldwide for tunnel design and construction. Adding Capabilities in Seismic Design To bring breadth and depth of experience, and the perspective of international tunneling experts, The Partnership has added, exclusively, Gall Zeidler Consultants (GZ) and Lombardi Engineering (LE), both recognized as the top New Austrian Tunneling Method (NATM) engineering and “long high-speed” railway tunnel firms in the world. Gall Zeidler Consultants brings expertise in both NATM and conventional tunneling. GZ’s international experience includes HS1, the 68-mile stretch of high-speed railway between London and the UK end of the Channel Tunnel, where high-level engineering had to be performed to cross the tunnel through the environmentally sensitive and dense urban setting of south east England and central London. In California, GZ, working alongside Parsons Brinckerhoff, was instrumental in the success of the Caldecott Tunnel 4th Bore as well as in the upcoming construction of Chinatown Station on the Central Subway project in San Francisco. GZ also led the construction management effort on California’s Devil’s Slide project. Lombardi Engineering brings to the Authority recent experience from the Gotthard and Brenner Base Rail Tunnel, the core elements of the new rail link through the Alps and some of the most challenging tunneling projects of our times. The firm also brings to the team constructability and logistics experience gained on the Koralm Tunnel in the Austrian part of the Alps, comprising two mono-directional rail tunnels each over 20 miles long in technically challenging region crossing large complex fault zones. The Koralm Tunnel allows for train speeds of up to 156 miles per hour.
Seismic Tunneling Experience Provides Authority Unique European Experience The Gotthard Base Rail Tunnel pushed the limits of rail tunneling to the next level on a global scale, with its two one-directional tubes with 36 miles between the two portals with overburden up to 2,600 feet.
California-based SC Solutions has been an integral member of the PMT, developing the initial seismic criteria for coordination across disciplines. Efforts to date have included development of seismic performance goals, structure and seismic design criteria, implementation of track-structure interaction criteria, and evaluation of high-speed train dynamics on the system. PAGE 10 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
Firm Experience & Past Performance
2.2 Cost Management and Reporting 2.3 Safety and Security 2.4 Contract Procurement, Mgmt. and Administration 2.5 Contract and Regulatory Compliance 2.6 Engineering 2.7 Design and Construction 2.8 Environmental 2.9 Estimating and Forecasting
Functional Area of Responsibility
2.10 Land and Right-of-Way 2.11 Management Reporting 2.12 Operations and Maintenance 2.13 Program Integration 2.14 Program Scheduling 2.15 Project Management and Controls 2.16 Project Delivery, Planning and Solicitation 2.17 Project Strategy and Planning 2.18 Third-Party Agreement Management 2.19 Quality Management 2.20 Records and Document Management 2.21 Risk Management 2.22 Stakeholder Development/Communications Planning 2.23 Station Planning 2.24 Transportation and Commercial Planning 2.25 Consultant Workforce Strategy and Resource Mgmt. 2.26 IT Consulting Services and IT Project Mgmt. Support
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System Design and Specification Rolling Stock Systems Integration Railroad Systems Testing and Commissioning Seismic Tunneling
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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RAVE HSR, Portugal
HSL-Zuid, the Netherlands
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Great Western Main Line, Britain
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West Coast Route Modernization, Britain
Program Management
Taiwan HSR, Republic of China
Fig. 3-2: High-Speed Rail Experience
High Speed 1 (HS1), Britain
The range of services The Partnership brings the Authority spans the full lifecycle from early planning, through design, construction and operations & maintenance. On the following pages, we highlight The Partnership’s high-speed rail projects from around the world.
California High-Speed Rail, US
High-Speed Rail System
Firm Experience in Required Functional Areas of Responsibility
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Firm Experience & Past Performance
High Speed 1 (HS1), Britain
Dates of Service: 2003 - Present
Benefit to the Authority: Direct application of current high-speed rail technologies, systems and processes Offeror Team Members Involved Peter Koning, Simon Whitehorn, Martin Llewellyn, Gordon King, Mark Devereux, Matthew Savastano, Colin Weir, Paul Hebditch Reference: Graeme Thompson Chief Financial Officer, HS1 Ltd. +44 20 7014 2717
[email protected]
Scope of the Assignment • Start up and commissioning of HS1 and associated connecting infrastructure • Operations & maintenance of the high-speed route over a 40-year concession period • Provision of heavy maintenance and renewal services • Operation of London’s St. Pancras International station Summary Statement for Assignment Network Rail was the key partner in the planning, development and building of HS1. Since 2007, Network Rail has operated and maintained the route under contract to HS1 Ltd. The 44 yearcontract includes the application of a 50:50 future revenue sharing arrangement. It also provides for the operations of the iconic St. Pancras international station. HS1 is the 68-mile high-speed railroad between London St. Pancras and the Channel Tunnel and was fully completed in 2007. The line allows for operational speeds of up to 186 mph and a capacity of up to 20 trains per hour in each direction. The route is used by international and domestic high-speed passenger services and freight. Network Rail establishes robust high-speed operational delivery plans and constructs strong interface arrangements with the existing rail system. It uses advanced asset management processes to maintain system performance. As a consequence, Network Rail is able to deliver one of the safest, cost-effective and most reliable high-speed rail systems in the world with an average delay of less than six seconds per train. Network Rail ensures that the system is operationally available 365 days per year with only short windows allowed at night for maintenance activities. To do this, Network Rail deploys advanced work scheduling techniques, high performance asset information systems and close monitoring of asset condition. In addition, a 40-year maintenance and renewal plan has been established for the route to allow for the optimization of asset intervention strategies and will yield a 26 percent reduction in costs over the next five years.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
Role of Offeror: Operator and maintainer of HS1 Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Management IT Consulting Services & IT Project Mgmt. Support
RDP
Firm Experience & Past Performance
California High-Speed Rail Program Dates of Service: 2006 - Present
Benefit to the Authority: A Program “braintrust”—deep knowledge of the analyses, policies, requirements, specifications, regulations, negotiations, ideas, decisions and commitments Offeror Team Members Involved Greg Kelly, Gary Griggs, Thierry Prate, Rob Ball, John Popoff, Paul Neal, Sheila Dezarn, Lillian Hames, Mike Leonardo, Cecily Way, Teri Zink (key personnel)
Scope of the Assignment • Program manager responsible for a 35-firm PMT • Interface between the Authority and other transit, railroads, Caltrans, statewide and local jurisdictions • Investigate alternative program delivery and private financing opportunities • Developed criteria and technical requirements/standards that will define high-speed train systems and operations in California Summary Statement for Assignment Parsons Brinckerhoff is leading the PMT charged with providing guidance on project-level environmental documents, engineering, tunneling and seismic criteria, quality assurance, systems assurance, program delivery plans, strategy development, implementation, and oversight of regional consultant teams. The PMT has supported design-build procurements, legal challenges and legislative/Federal Railroad Authority (FRA) audits, travel time modeling, ridership, revenue forecasting, risk/hazard management and interface with international experts. The firm manages the National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) analyses and resource agency permitting, oversees and reviews engineering deliverables to procure infrastructure, rolling stock and system-wide design-build contracts. The firm drafted a Rule of Particular Applicability that led to an FRA Guidance document for high-speed rail service, supported rule-making for a new general order for 25 kV electric services to power high-speed trains and is developing requirements for an asset management system. Key milestones delivered to-date include: • • • • • • • • •
Programmatic Environmental Impact Statements (EIS) Technical guidance, specifications and design criteria Two Records of Decision (ROD) 2012 and 2014 Business Plans FRA and ARRA grant application Operations & maintenance model Two construction procurements; 20 procurements program-wide Development of first HSR train set procurement in the US Supported development of over 300 MOUs/Agreements
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Reference: To maintain impartiality we have not provided a reference. To remain in compliance, we have provided three other references Role of Offeror: Program Manager Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Cost Estimating Ridership/Revenue Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt, Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support PAGE 13 of 96
Firm Experience & Past Performance
Taiwan High-Speed Rail, Taiwan, Republic of China Dates of Service: 1989 - 2006
Benefit to the Authority: Insights on managing delivery and risk to balance needs of customers, private investors and safety Offeror Team Members Involved Gary Griggs, Farid Nobari, John Popoff, Wai-on Siu, Vinod Sibal Reference: James Wang, Manager of Service Procurement Dept, THSRC, 4th Floor, 109 HSIN-YI Road, Sec. 5, Taipei, Taiwan, R.O.C. +886-2-87892000 ext 75310
[email protected]
Scope of the Assignment • Program management to deliver domestic passenger railway that runs 214 miles between Taipei and Kaohsiung in 90 minutes, with speeds up to 186 mph • Design of tunnel environmental system, station building services and project management of main workshop and depots • Operations & maintenance support • Planning and environmental documents • Systems assurance service including risk management for Nangang extension line and three new stations (2014 to present) Summary Statement for Assignment Parsons Brinckerhoff has been involved with the development of the system since its original preliminary alignment study in 1990. The firm provided program management and design technical support services, along with specialty technical services. The line features Japanese-built trains and high-speed Shinkansen technology in its first application outside Japan. At the project’s peak, more than 250 multi-national employees worked on the project. The firm’s services included procurement reviews, station concept design, project controls support, configuration management, integrated testing and interface management, mechanical and electrical design support, civil benchmark design, seismic design standards, station design support, and construction management support. The seismic design criteria was prepared by a team of experts from California. The firm was subsequently awarded contracts for the design of the tunnel environmental system, station building services and project management of the main workshop and depots. Parsons Brinckerhoff provided system-wide assurance support and reliability, availability and maintainability (RAM) modeling services. Parsons Brinckerhoff provided support during revenue services for the high-speed rail system, including: • Maintenance organization for all rolling stock maintenance and facility management • Strategy for asset management and maintenance • Five-year budget for maintenance PAGE 14 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Role of Offeror: Program Manager Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
RDP
Firm Experience & Past Performance
High-Speed 2 (HS2) / Britain
Dates of Service: 2012 – Present
Benefit to the Authority: Application of latest international technical solutions, including innovations in design and sustainability Offeror Team Members Involved Paul Neal, Peter Koning Reference: Prof Andrew McNaughton FREng, Technical Director , HS2 Ltd., 5th Floor, Sanctuary Buildings, 20 Great Smith Street, London, SW1P 3BT +44 (0) 207 944 0773
[email protected]
Scope of the Assignment • Preliminary designer, design integrator and construction planner, implementing a “whole systems” approach • Lead role across all designers for system-wide design and operational and maintenance issues • Support to designers on specific geographical issues Summary Statement for Assignment HS2 will link London with Birmingham, Manchester and Leeds by new 250 mph high-speed rail service. It will connect in London with the existing London-Paris/Brussels high-speed rail line and the rest of the European high-speed rail network. Work includes a new stop at Heathrow Airport and significant improvements to the existing West Coast Main Line to upgrade capacity for conventional train service and enhance interface between the two systems. Parsons Brinckerhoff serves as the preliminary designer, design integrator and construction planner, implementing a whole systems approach to optimize the overall rail systems design and provide the appropriate balance of functionality, safety, sustainability, cost and value. Parsons Brinckerhoff is also providing HS2 strategic advice for the development of asset information management requirements to be implemented during construction and handover. Specialists are combining systems integration and operational management expertise to define the asset information management processes that will allow easy access to a comprehensive database of information. Parsons Brinckerhoff is also developing its Dynamo calculation tool to calculate potential heat recovery mechanisms such as embedded liners and tunnel cooling pipes and assess viability of heat recovery. Network Rail is also a key player in the delivery of HS2 and its subsequent operations and has responsibility for managing the interface between Network Rail’s “classic” system and the new ultra high-speed line. These interfaces include major terminal stations, junctions, depots and other physical connections with the network.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Role of Offeror: Preliminary designer, design integrator and construction planner Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
PAGE 15 of 96
Firm Experience & Past Performance
Great Western Main Line Upgrade / Britain Dates of Service: 2010 - Present
Benefit to the Authority: Best practices for building and installing new rail systems while other segments are in service Offeror Team Members Involved Peter Koning, Peter Allen, Phil Doughty, Paul Hebditch, Gordan King, David Milburn, Matthew Rice, Jonathan Scott, Colin Sims, Simon Whitehorn, Mark Devereux
Scope of the Assignment • Operation and maintenance of the 250-mile Great Western highspeed route between London and Wales • Complex multi-system upgrade of existing high-speed infrastructure, including track and station enhancements • Integration of new rolling stock, power and control systems • Integration of Crossrail services into main line rail network Summary Statement for Assignment Network Rail is accountable for the $7.5B upgrade of the Great Western Main Line (GWML) route and ongoing operations and maintenance. The route currently accommodates the world’s fastest high-speed diesel service operating at speeds of up to 125 mph and has an annual growth in passenger volume of six percent. Network Rail is upgrading the whole network to accommodate new high-speed rolling stock, electrification and cab based signaling. Network Rail is delivering this complex multi-site and multi-project program so as to minimize disruption to existing services and to ensure efficiency of construction and installation. Throughout the program, Network Rail is subject to the provision of the network user agreements which penalize Network Rail for any unplanned service disruption arising from the redevelopment projects. Network Rail has introduced new onboard, factory technologies to reduce installation costs and to maximize delivery outputs. Network Rail uses these systems today to enhance safety, and to balance between the use of route outages and disruption to existing rail services. Network Rail also deploys advanced scheduling techniques and stakeholder engagement strategies to achieve support for network enhancement activities being undertaken and consequential service changes.
PAGE 16 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Reference: Stuart Baker Project Director, Rail Executive, Department for Transport, Great Minster House, 33 Horseferry Road, London, SW1P 4DR, UK +44 788 763 3731
[email protected] Role of Offeror: High-speed route owner, operator and maintainer Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
RDP
Firm Experience & Past Performance
West Coast Main Line Upgrade / Britain Dates of Service: 2004 - 2009
Benefit to the Authority: Customer and operator driven-approach to design-build of network Offeror Team Members Involved Peter Allen, Steve Crocker, Phil Doughty, Paul Hebditch, David Milburn, Matthew Rice, Jonathan Scott, Colin Sims, Mark Sturgess, Paul Sutherland, Colin Weir, Simon Whitehorn
Scope of the Assignment • Increase route capacity and reduce journey times between London, Birmingham and the North West of England • Introduce new power, control and rolling stock technologies including tilting trains • Reconstruct sections of rail route including major junctions • Provide full redevelopment of principal stations, including Birmingham and Manchester Summary Statement for Assignment Network Rail delivered the $14B high-speed West Coast Main Line (WCML) upgrade to demanding timescales. Network Rail was required to work within a regulated cost and target output framework which was subject to performance review. The upgrade program covered 430 miles of route and made possible the introduction of tilting train technology throughout. The successful completion of the program has delivered a 20 percent reduction in journey times and a 75 percent increase in overall system capacity. Network Rail adopted a system output and operator-led approach to defining program deliverables. Journey time, reliability and route capacity objectives were used to establish the technical characteristics of the systems. Change control processes ensured that alterations to business requirements or system technical specifications were vigorously managed and were subjected to a review process through independent sponsor authorizations for each new stage as the old one succeeded. Network Rail delivered this challenging program upgrade through the application of integration strategies and advanced “whole of network” planning using a systems engineering approach. Network Rail established a requirements management process, which reflected multiple stakeholder needs, system integration challenges and change management process controls.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Reference: Stuart Baker Project Director, Rail Executive, Department for Transport, Great Minster House, 33 Horseferry Road, London, SW1P 4DR, UK +44 788 763 3731
[email protected] Role of Offeror: Owner, operator, maintainer of West Coast route; accountable for delivery of route upgrade Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support PAGE 17 of 96
Firm Experience & Past Performance
Northeast Corridor FUTURE Tier 1 NEPA, Washington DC - Boston Corridor, US Dates of Service: 2012 - Present
Benefit to the Authority: Our significant interaction with FRA and USDOT staff offers the Authority peer access and insights into expedited NEPA, blended service corridor planning, and studies on customer perspectives Offeror Team Members Involved Greg Kelly, David Carol, Gary Griggs (NECIP)
Scope of the Assignment • Development of service plans and required infrastructure to enable the Northeast Corridor to accommodate growth in demand for intercity and commuter passenger rail service through 2050, including planning for a new high-speed (220 mph) right-of-way to support high-speed rail • Tier 1 Environmental Impact Statement (EIS), a Service Development Plan (SDP) Summary Statement for Assignment Parsons Brinckerhoff's analysis and planning of high-speed rail for the Northeast Corridor will identify the service and underlying infrastructure required to meet future demand. The work performed by Parsons Brinckerhoff includes: • Development of phasing strategies to accelerate implementation and achieve early benefits • Extensive collaboration with railroads operating, including Amtrak, eight commuter railroads and five freight rail operators • Development of detailed service plans for intercity and commuter rail on the NEC for the horizon year 2040 • Operations modeling and train performance calculator (TPC) simulation of the existing NEC (carrying over 1200 daily trains and 240 million trips) and of each of the 2040 alternatives • Development of the infrastructure components necessary to accommodate future service plans, including alignment and conceptual engineering for a new two-track high-speed rail corridor running 460 miles from Washington to Boston • Expedited NEPA process • Benefit/cost analyses to assess the financial impact of the service plan alternatives on rail operations and on the regional economy • Extensive public outreach and involvement, including briefings of Federal and state agencies, negotiations with environmental agencies and meetings with public officials and organizations
PAGE 18 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Reference: Rebecca Reyes-Alicea, Project Manager, FRA 1200 New Jersey Avenue, SE Washington, DC 20590 (202) 493-6348
[email protected] Role of Offeror: Program Manager Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
RDP
Firm Experience & Past Performance
HSL-Zuid Infrastructure Delivery / The Netherlands Dates of Service: 1998 - 2008
Benefit to the Authority: Access to experience developing and delivering performance-based P3 contract for high-speed rail operations Offeror Team Members Involved Paul Bews, Xaf Utberg, John Boss Reference: Hans Peter Voorhoeve, Director - Prorail, Moreelsepark 3 3511 EP Utrecht, The Netherlands +31 (0)88- 231 4924
[email protected]
Scope of the Assignment • Financial and economic business case development from prequalification through financial close and implementation, including identification of P3 and private sector opportunities • Development of system performance and technical and operating specifications and performance regime • Project management and project delivery support for the commercial introduction of new high-speed V250 rolling stock Summary Statement for Assignment LeighFisher was fully integrated with the Dutch State Authority and delivered in the following areas: • Definition and assessment of procurement options and processes for new rail infrastructure and train operations, and determination of system performance and operating requirements • Development of infrastructure performance-based payment regime, incentivizing the concession consortium to take a “whole life” view of the project and deliver a high level of performance • Management of infrastructure procurement process from market consultation through financial close • Management of performance-based contracts, balancing commercial stewardship in the project controls and contractual dealings with the concession consortium • Within the area of technical management, assisting the execution of the innovative approach to securing the functional and performance characteristics of the high-speed railway, including overseeing the technical scope and compliance management, development of methodologies for managing design authorization and design review under a P3 contract • Systems integration for the whole HSL-Zuid transportation system, including advising the Dutch State Authority on the integration of the civil works, railway infrastructure systems and rolling stock delivery programs • Coaching and facilitation support to the State Authority project organization in the formulation and implementation of a risk based due diligence approach and process for the acceptance of all technical and safety issues
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Role of Offeror: Developing and managing P3 contract for the delivery of high-speed rail services Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
PAGE 19 of 96
Firm Experience & Past Performance
HSR Procurement and Security Strategy / Portugal Dates of Service: 2007 - 2009
Benefit to the Authority: LeighFisher and Parsons Brinckerhoff supported optimal risk allocation between the six P3 contracts Offeror Team Members Involved Kimmo Oostermeijer, Paul Bews, John Boss, Adam Brownson Reference: Hans Peter Voorhoeve, Director - Prorail Alameda Roentgen, n.2A - Esc.18 1600-759 Lisboa, Portugal +351 210130390
[email protected]
Scope of the Assignment • Support to the Portuguese High-Speed Infrastructure Company (RAVE) to develop key parts of the P3 contracts for a proposed new high-speed line from Lisbon to Madrid • Development of an availability model and operational requirements for part of the tender specification • Development of a performance-based payment regime • Development of procurement and acceptance strategies • Safety and security strategy and requirements • Tender documentation and management Summary Statement for Assignment LeighFisher developed a performance-based payment regime that is central to calculate payments to the concessionaire. Payments are based on the fee proposed by the concessionaire, less any deductions for reduced performance of the infrastructure assets. The first of a series of six P3s was successfully let in 2010. The transparency of the performance payment regime in relation to risks was instrumental in achieving 39 percent price against the public sector comparator. The firm also developed a full set of safety and security requirements for the infrastructure providers, the operator and the trains. The safety and security strategy provided input for the optimal risk allocation for the various P3 contracts. It also defined the approval and acceptance process for the railway to enter passenger service. LeighFisher developed parts of the contract documentation and developed a bidder’s version of the availability model to allow the bidders to calculate their own expected availability. LeighFisher assisted RAVE in evaluation of bids. Parsons Brinckerhoff had an earlier role on the RAVE project, providing advice on risk management and value engineering. The firm evaluated strategic level financial risks, identifying potential savings of $3B (reducing estimates by up to 70 percent) through implementation of mitigations within the control of RAVE’s project team. *Due to the financial crisis in Portugal, the full high-speed rail program has been postponed.
PAGE 20 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Role of Offeror: Development of performance-based payment regime and safety and security acceptance strategy and requirements Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
RDP
Firm Experience & Past Performance
High-Speed Rolling Stock Integration and Performance Improvements – The Netherlands Dates of Service: 2009 - 2014
Benefit to the Authority: Hands on experience in achieving commercial readiness of train operations Offeror Team Members Involved John Boss Reference Name: Lex Frunt, Head of Rolling Stock - NS Hispeed, Laan van Puntenburg 100 3511 ER Utrecht, The Netherlands +31 302354249
[email protected]
Scope of the Assignment • Development and delivery of performance improvements for existing high-speed rolling stock • Introduction of new high-speed rolling stock into commercial service Summary Statement for Assignment NS Hispeed retained LeighFisher to create the technical and operational conditions that would accommodate the start of the commercial Thalys high-speed service. This work then extended into the management of a performance improvement program for commercial cross border highspeed operations. The firm’s efforts were instrumental in creating the technical and operational conditions to allow the Thalys transfer 2009. The performance improvement program that included daily performance analysis and prioritization of the issues rapidly enhanced the Thalys service performance. For domestic services and international services to Brussels, NS Hispeed and the Belgium Railways (SNCB) procured a new 155 mph train series. LeighFisher was retained by NS Hispeed to manage the introduction of the new high-speed rolling stock for commercial service. Working as part of a fully integrated client team, LeighFisher: • Prepared the NS Hispeed organization and its partners for taking delivery of the first rolling stock units • Provided practical and strategic input during the logistic planning process of the NS Hispeed test program, aimed at preparing and realizing a high level of reliability • Managed and compiled the training program for train crew, with a special focus on planning and logistics • Worked together with the infrastructure manager in resolving specific train-track interfacing issues • Created and managed effective cooperation among stakeholders and partners, taking full account of the political interests and issues for this high-profile international high-speed train service
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Role of Offeror: Development of performance-based contract; ensure commercial readiness of train and operator Features Significant to the RDP Program Management Program Delivery Asset Management Cost Mgmt. & Reporting Safety & Security Contract Procurement, Mgmt. & Administration Contract & Regulatory Compliance Engineering Design & Construction Environmental Estimating & Forecasting Land & ROW Management Reporting Operations & Maintenance Program Integration Program Scheduling Project Mgmt. & Controls Project Delivery, Planning & Solicitation Project Strategy & Planning Third-Party Agreement Mgmt. Quality Management Records & Document Mgmt. Risk Management Stakeholder Development / Communications Planning Station Planning Transportation & Commercial Planning Consultant Workforce Strategy & Resource Mgmt. IT Consulting Services & IT Project Mgmt. Support
PAGE 21 of 96
Firm Experience & Past Performance
B. Program Management Capabilities No two programs are the same, but our experience working around the globe on complex transportation programs reminds us that there will be many technical and engineering challenges at the project level, so at a program level, experience, understanding, and the ability to frame creative engineering and organizational solutions will be vital to overcoming the challenges. Below, we highlight just a few of our major transportation program management assignments of similar size and complexity.
Scheduling Document Control Cost Estimating Budget/Cost Control Financial / Funding Analysis Right Of Way Procurement Value Engineering Constructability Review Risk Management QA/QC Construction Contract Pkg Third Party Agreements Stakeholder Coordination Public Outreach / Involvement Communications Planning Integration and Coordination Operation and Maintenance Procure and Manage Construction
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Performance-based Contract PAGE 22 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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BART Extensions Program GEC San Francisco-Oakland, CA
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MARTA GEC, Atlanta, GA
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UTA Frontlines 2015 Program Salt Lake City, UT
• • • • • • • •
FasTracks Program Management Denver, CO
I-15 Corridor Reconstruction Salt Lake City, UT
Louisiana (TIMED) LA
Palm Jumeirah Infrastructure Dubai, UAE
Taiwan High-Speed Rail Taiwan
I-10 Katy Freeway Reconstruction Houston, TX
Fort Washington Way Expansion Cincinnati, OH
West Coast Mainline Route Modernization, Nationwide, England
Presidio Parkway San Francisco, CA
• • • • • • • • • • • • • • •
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LA Engineering Management Consultant, Los Angeles, CA
Consultant Coordination
• • • • • •
Central Artery/Third Harbor Tunnel Boston, MA
Integrated Delivery
BART Warm Springs Extension GEC Fremont, CA
Major Program Experience Brings Creative Global Solutions Fig. 3-3
California High-Speed Rail Program Management Team, CA
Major Program Experience
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RDP
Firm Experience & Past Performance
Leading the Way in Program Management Delivery Systems
The Partnership’s Program Management Information System (PMIS) is already providing the Authority access to real time data on Program and project progress. Today, the PMIS includes a wide range of individual applications deployed to support the unique functional requirements of the Program—primarily focused on records management and data integrity. Below, we highlight our experience developing PMIS for other mega-programs, and the unique value each system offers the owner. Gay Knipper led the project controls element for the highlighted projects. Qatar Local Roads and Drainage Project Kick-Off Defines PMIS needs Parsons Brinckerhoff is the Program Manager for the ambitious $30B Qatar Roads and Drainage Program, which included the development of a comprehensive web-enabled PMIS system with operability on mobile devices. The PMIS development kicked off with a 2-day workshop to bring project team members into alignment and establish a working relationship in developing the Project Management Delivery System (PMDS). The workshop established the basis for a partnering relationship built on trust and cooperation. Louisiana TIMED Drives Innovation through SCORE Louisiana Transportation Infrastructure Model for Economic Development (TIMED) provided $4.6B in funding for the addition of new and upgraded roadways within the state of Louisiana over a 15 year period. Parsons Brinckerhoff implemented the Schedule Cost Operations Reporting Evaluation (SCORE) system, designed to coordinate the many disparate program efforts. The PMIS system tied to a project GIS interface streamlined the ability to perform project audits by establishing common work breakdown structures (WBS) among all projects. The SCORE system reduced transmittal time and allowed the maintenance of an electronic database of all project data and submittals. WMATA PMIS Facilitates Transparency Parsons Brinckerhoff implemented a PMIS to provide capital project and program management for improvements and maintenance of both WMATA’s Metrorail and Metrobus transit endeavors. The PMIS allows management to quickly access information about their projects and project portfolios, while also allowing project managers to easily update information about their projects on a monthly and quarterly basis. The business areas tracked and managed by the PMIS include project schedule, planned activities, project delivery, project risk, project budget, project costs/expenses and project obligation schedules. The robust reporting feature was included to provide both WMATA Management and project managers with a way to quickly run reports about any single project or portfolio of projects.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
PAGE 23 of 96
Firm Experience & Past Performance
C. Performance-Based Contracts Experience Alignment. Integration. Performance. Accountability. These are necessary ingredients for successful delivery of large, complex infrastructure programs. On large, complex programs around the world, The Partnership has both developed/managed and operated under myriad performance-based compensation schemes incorporating feeat-risk, completion bonuses, key performance indicator (KPI) pools, incentive/disincentive plans, schedule achievement bonuses and painshare/gainshare payment measures.
KPI's - Targets and Current Performance - June 2014 - Dollars with further Potential gain
$9m $8m $7m $6m $5m $4m $3m $2m $1m
0
Current position
-$1m
Target
-$2m
Meeting Target
-$3m
On the way
-$4m
In pain
-$5m -$6m
Pain/Gain Range
-$7m -$8m -$9m
1.1 0 0 0 0
1.2 0 0 0 0
2.1 0 -$ 446,250 0 0
3.1 $3m $3.00m 0 0
4.1 $3m $1,739,346 0 0
4.2 $500k -$290,000 $0 0
5.1 $2m $362,400 $0.0-0.150m $75,000
6.1 $9m $9m 0 0
6.2 $3m $3m 0 0
0
Partnering with our clients, we have identified key success areas and determined meaningful performance indicators for each of these that align program participant outcomes and behaviors with client objectives. From our experience developing/managing these schemes as well as operating under them, we know the most effective schemes include: • A limited number of easily measurable, predominantly outcome based, performance indicators • Selected behavioral based indicators (e.g. when collaboration is required for delivery) • The means of achievement lie within the span of control of the party being measured • Beneficial outcomes that are transparently and proportionally shared by the participants • Caps that prevent run-away risk and windfall profit • Rigorous measurement and regular assessment and reporting of performance • Both upside and downside compensation potential
0
-$0.446m
$826k
$3m
$1.739 m
-$290k
$0.437m
$9m
$3m
1.227m
Harm
Rail Safety
Environment
Sustainability
Whole of life savings
Rail Disruption (PWM)
Rail & Road Commuters
Community & Stakeholders
Time (FDP Project)
Time (RRL Project)
Cross-Package Co-operation
-$10m
KPI Target Current Potential Ave Potential Expected
Regional Rail Link Footscray – Deer Park
2.2 $600k $ 532,382 $120 - 468k $294k
7.1 $4m $25,100,000 $1,152,000 $18,049,878 $0.0 - 150k $0.120m -0.768m $75k $0.444m $18.49m Range $18.17 - 18.82m
Page 8 of 33
Performance-Based Contract Regimes Create Accountability As a member of the design-build Alliance team for the Regional Rail Link in Melbourne, Parsons Brinckerhoff operates under a performance-based contract regime. Key result area (KRA) champions are assigned to provide the leadership necessary to create the culture necessary to achieve exceptional performance.
Our US public sector experiences have complied with the Federal Acquisition Regulations (FAR) and have been designed to include metrics for measuring performance and standards for agencies to use in evaluating the proper incentive fee amount. Generally, the US plans established a base fee that would be paid for completing the job in a satisfactory manner, as a minimum, and then defined the percentage of the award fee that the firm could earn based on the agency’s performance rating. In private sector work and outside the US our experience includes negotiated schemes with gainshare/painshare of cost under/overruns, bonus pools for KPI achievement, early delivery compensation events, availability payments, etc. We’ve worked with railway owners, contractors, designers and operators to design and implement nearly every variation of performance-based regime and we can draw on our experience with similar schemes we’ve developed and managed in other infrastructure market sectors to the benefit of the Authority. The following pages highlight several major programs where we have advised owners on suitable performance-based regimes, or have ourselves operated under performance based contracting regimes. PAGE 24 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
As program manager for the Qatar Roads & Drainage Program, Parsons Brinckerhoff developed and now manages the performance-based contract regime. Payment-linked KPIs are in place for health and safety, cost, schedule and construction quality.
RDP
Firm Experience & Past Performance
Project
Performance Regime
Performance Measurement
Company: Parsons Brinckerhoff
The performance regime provided the Alliance with incentives to exceed Minimum Conditions of Satisfaction (MCOS). KPIs were not weighted, each had its own risk/ reward value. Three levels of achievement were determined from performance against each KPI:
Owner-defined Key Result Areas linked Alliance’s compensation to measured performance against agreed targets. Alliance developed management plans aligned with KPIs. The regime included:
Project Name: Regional Rail Link, Footscray to Deer Park Location: Melbourne, Australia Client: Department for Transport Role: Parsons Brinckerhoff was a member of a design/ build Alliance team for the design and construction of 7.5 km of rail line including civil works, overhead traction, track, supply, fit-out, testing and commissioning. OPERATED UNDER
Company: Parsons Brinckerhoff Project Name: Qatar Railway Programme Location: Qatar Client: Qatar Railway Company Role: Parsons Brinckerhoff is Strategic Program Manager for Qatar’s railway network including 130 mile/100 station Metro, 30 mile/32 station Light Rail System and the 300 mile long distance rail network. Initial elements must be complete prior to 2022 World Cup. Later phases include completion of the Metro system by 2032 and long distance network by 2052. DEVELOPED AND MAINTAINED
RDP
• Exceptional – performance exceeds MCOS: Owner paid performance reward to Alliance • MCOS – performance expected by the Alliance: No risk or reward by either party
• • • • •
Safety Environment Quality and Functionality – Disruptions Community
Schedule Overall performance risk and reward value was capped to prevent both runaway risk and windfall profit scenarios.
Failure – performance fails to achieve MCOS: Alliance paid performance risk to Owner This 2022 ‘fixed’ end date means schedule is the project’s overriding success driver. The performance scheme developed by QRC and Parsons Brinckerhoff recognized timely completion of the overall program relied heavily on each contractor achieving the planned interface dates completion and acceptance/ handover of its scope of work. Contractors are incentivized through bonus payments for achievement of key interface events and against final acceptance of the works by QRC. Payments are factored by performance against nonschedule KPIs to assure contractor schedule performance does not compromise safety and environmental practices.
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Each contractor’s schedule contains Interface Dates and a Taking Over Date. Up to 2% of the contract value is available as a Bonus for early achievement of these dates as follows: Weeks Early Earned 0-3 4-6 7-9 10-12 13-15
Portion of Bonus 0% 25% 50% 75% 100%
All bonus is forfeited if the contractor fails to meet the Taking Over Date or a fatality or major injury occurs. The bonus is further modified by performance against KPIs covering Accident Frequency Rate, Environmental Incidents, and interim milestones achieved.
PAGE 25 of 96
Firm Experience & Past Performance
Project
Performance Regime
Performance Measurement
Company: Parsons Brinckerhoff
To reflect the importance of timely delivery in line with expected population growth and to assure value for money delivery, the performance based compensation scheme provided an incentive fee to be earned against:
The performance measures for the incentive fee were determined annually based on the needs of the program. The incentive scheme KPIs by phase changed over time.
• Delivering projects on time • Keeping projects within budget • Delivering ROW acquisitions on schedule • Hitting percent complete targets • Retaining key staff • Meeting UTA board goals
• Preliminary engineering milestones • New Starts process • Design & bidding phase: • Design completion • Negotiating the CM/GC procurement within budget • Construction phase: • Completion of the works as scheduled • Quality of project controls Since 2005, Parsons Brinckerhoff’s performance was awarded with ratings between 80%-95% each of the incentive fee years. All program projects were completed and operational in 2013, two years ahead of schedule.
Project: Frontlines 2015 Program Location: USA Client: Utah Transit Authority Role: Parsons Brinckerhoff is the Program Manager for 70 miles of rail that make up UTA’s $2.8B FrontLines 2015 commuter rail program including the FrontRunner commuter rail between Salt Lake City and Provo and four light rail lines— the Mid-Jordan Light Rail Line, the West Valley Light Rail Line, the Airport Light Rail Line and the Draper Light Rail Line. To meet expected population growth travel demands, the initial stages of the program had to be operational by 2015.
The fee-at-risk model put 2% fee at risk and UTA provided an additional 3% fee to form a 5% performance-based incentive pool.
OPERATED UNDER Company: Network Rail Consulting Project: High Speed 1 Location: UK Client: HS1 Ltd Role: Network Rail is the Infrastructure Operations and Maintenance Contractor for over 60 miles of HS1 railway infrastructure and three of its stations (St Pancras International, Stratford International and Ebbsfleet International) since its full opening in 2007. In 2012, the agreement was extended to at least 2025. OPERATED UNDER
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Network Rail is required to deliver exceptional standards of operational performance, drive value for money and in addition, facilitate network growth. HS1 is also obligated under a Concession Agreement with the Secretary of State for Transport to provide minimum standards of network availability and to ensure that asset stewardship practices are executed in a timely, effect and economic manner. Network Rail advised London and Continental Railways on the structure of the access performance regime and as network operator, has been subject to its provisions. In addition, Network Rail was at the center of implementation negotiations with all parties including train operators.
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Start-up phase:
HS1 maintains an operating capability of 20 trains per hour in each direction at a top speed of 186 mph and an operational performance of no less that 87% of all trains being without delay in any one year. In the 2014 report on HS1 performance, the industry regulator (ORR) stated: “HS1 Ltd has performed very well in the previous year, and we are pleased with the progress made – particularly with regard to the completion of the 2014 Periodic Review of HS1 Ltd”. Key indicators include: • Trains delayed by HS1 Ltdattributable incidents in 2013/14 was 0.30% • Track access charges were 12% lower than the previous control period.
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Firm Experience & Past Performance
Project Company: LeighFisher Project: HSL-Zuid Netherlands Location: Netherlands Client: Dutch State Authority Role: LeighFisher developed a performance payment regime which is ensuring that the infrastructure provider is incentivized to take a ‘whole life’ view of the project and deliver a high level of performance throughout the contract term. DEVELOPED AND MAINTAINED
Company: Parsons Brinckerhoff Project: Local Roads and Drainage Program Location: Qatar Client: Ashghal (Public Works Authority) Role: Parsons Brinckerhoff is the Program Manager for the $25B to upgrade road and drainage infrastructure. Parsons Brinckerhoff manages the work of five GECs, the interfaces between Ashghal and its government and public stakeholders and Ashghal’s supply chain for construction materials. The program will ultimately comprise approximately 200 projects.
Performance Regime In conjunction with the client, LeighFisher developed a performance-based payment regime for the Netherlands high-speed rail infrastructure concession. Performance is at the heart of the P3 contract. Achieving high availability is a primary State objective and also important to lenders. The performance model incentivizes the infrastructure provider to provide safe availability of the infrastructure at a level above 99%. There is no guarantee that the full performance payment is received.
The program manager, each GEC and the contractors are incentivized to earn a ‘KPI amount’ that is separate from the Agreement Price. Parsons Brinckerhoff developed and regularly updates a KPI Scorecard which tracks each participant’s position throughout the year. The KPI amount earned is determined and paid on an annual basis. This incentive scheme is capped at the KPI amount.
DEVELOPED AND MAINTAINED OPERATED UNDER
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
Performance Measurement The performance payment depends on availability delivered to the State. In the event availability falls below 99%, penalties apply. The infrastructure provider could lose up to 80% of the performance payment for poor performance. Performance is not measured in real time. Events are recorded and the performance is determined using a simulation model developed and calibrated by LeighFisher.
Two categories of KPIs were developed for the performance of professional services: Payment Linked KPIs cover: • Health and safety • Cost • Schedule • Construction quality Non-Payment Linked KPIs cover • • • •
Lessons learned Lessons applied Project data sharing Steering Committee involvement
Each contractor will be assessed under a similar scheme in five areas: • • • • •
Health and safety Quality Schedule Stakeholder management Sustainability/Environment
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Firm Experience & Past Performance
Project
Performance Regime
Performance Measurement
Company: Parsons Brinckerhoff
To align the program manager with LADOT’s need to accelerate project delivery Parsons Brinckerhoff’s contract included a performance-based compensation scheme for its services on the program. Program management fees associated specifically with the design, ROW, utilities, and construction were tied to specific project milestones within the overall program.
Schedule: A state-of-the-art, web-based scheduling system was developed to track the 200-plus monthly activities on each TIMED project segment including design milestones and the progression of segments into the contract letting and construction stages.
Project: Transportation Infrastructure Model for Economic Development Program Location: USA Client: Louisiana DOTD Role: As Program Manager Parsons Brinckerhoff provided program and financial management, design management, CM and public outreach services for $5B program covering 500 miles of road widening, port and airport improvements, widening of the Huey P. Long Bridge, the new John James Audubon Bridge over the Mississippi River and replacement of the Florida Avenue Bridge in New Orleans.
The fee-at-risk compensation program consisted of a 20% (of base fee) incentive and or disincentive depending on the successful delivery of over 96 separate project components of the TIMED Program based on schedule, budget and quality.
OPERATED UNDER
Company: Parsons Brinckerhoff Project: Roy Hill Mine Location: Australia Client: Roy Hill Holdings Role: Parsons Brinckerhoff is the Program Management Consultant for a $10B mine development program including mine, process plant, roads, airstrip, a 200 mile railway, port facilities and corporate facilities. OPERATED UNDER
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The performance scheme bases PMC’s payment on performance in five Strategic Focus Areas. The PMC and Client agree a 100 Day Plan and KPIs for each quarter including performance targets aligned with the Client’s requirements. The PMC’s performance assessment is agreed between the PMC and the Client and determines the payment of the at-risk portion of the PMC fee. The PMC’s performance is also assessed against competencies and behaviors covering teamwork, knowledge, leadership, and sustainability.
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Cost: Significant cost savings relative to target budgets were achieved in right-of-way acquisition, utility relocation and environmental mitigation. After completion of the design phase, two projects were not carried through to construction due to funding constraints. Under the performance based compensation program Parsons Brinckerhoff achieved approximately 50% of the available incentive and all ten of the remaining projects in the program were completed by 2013, eighteen years earlier than was projected in 2000. The Alliance’s compensation is linked to performance: • • • • •
Project Delivery Operational Effectiveness Processes and Systems Community License to Operate
The program is 70% complete and remains within budget and on schedule.
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Firm Experience & Past Performance
D. Small Business Success The Partnership takes our commitment to diversity seriously. It is not enough to simply assign small businesses to roles on the team. Rather, our approach is to match capabilities, interests and opportunities for growth with meaningful roles. The Partnership is enthusiastic about continuing its strong relationship with Padilla & Associates as our SBE liaison. Below, we highlight Padilla & Associates experience developing SBE plans.
Experience Developing Meaningful SBE Plans
The Padilla Team wrote the Authority's SB/DBE Program Policy and Plan, adopted in 2012 after an extensive outreach and public comment period. The firm is currently working with the Authority to update the small business/disadvantaged business (SBE/DBE) Program Plan. In January 2014, the Padilla Team assisted Parsons Brinckerhoff in developing the small business policy and performance plan for the PMT. Additional major projects for which Padilla & Associates prepared diversity plans are listed below. • • • • •
Riverside Community College District (RCCD), June 2010 to Present, ($1.5B Infrastructure Bond Program) Los Angeles Community College District (LACCD), March 2004 to Present, ($6B Infrastructure Program) City of San Fernando, February 2006 to Present, ($20M Infrastructure Projects) City of Long Beach, 2006 to Present, (Capital Construction & Modernization Contracting Program) California Department of Transportation- Toll Bridge Program San Francisco- Oakland Bay Bridge, February 2008 to May 2014, (Multi-B Dollar Bay Bridge Replacement Project) Representative Large Projects and SBE/DBE Experience
Project/Location
$ Const.
$ Value
Year
# S/DBE
California High-Speed Rail Program, CA
$68B
$55.8M
2030
23
MTACC East Side Access Project, NY
$10.8B
$39.2M
2021
27
NJ TRANSIT Trans-Hudson Express (THE) Tunnel, NJ
$8.7B
$46.8M
2010
36
Westside Subway, Los Angeles, CA
$6.2B
$29.5M
2035
32
WMATA CIP Program Management, Washington, DC
$6B
$24.0M
2016
10
Baltimore Red Line, Baltimore, MD
$2.5B
$50.1M
2021
28
Baltimore Purple Line, Baltimore, MD
$2.2B
$23.7M
2020
20
NYCT No. 7 Line Subway Extension, NY
$2.1B
$34.6M
2014
16
Central Phoenix/East Valley LRT, AZ
$1.4B
$12.7M
2008
35
MUNI Central Subway Stations Contract, San Francisco, CA
$700M
$12.2M
2020
19
Los Angeles EXPO Line II Design-Build, CA
$600M
$10.3M
2015
17
MUNI Central Subway Tunnel Contract, San Francisco, CA
$230M
$2.3M
2015
11
Parsons Brinckerhoff Helps Small Businesses Grow “The relationship with Parsons Brinckerhoff hasn’t just been about a single project or the short-term growth of our business. It’s a longterm relationship that helps create jobs, builds sustainable businesses, and gives us the opportunity to serve our community.” — Guillermo Garcia, Principal/CEO, GSC Consultants, Inc.
Fig. 3-4: Parsons Brinckerhoff has a strong track record of assigning small/ disadvantaged business enterprises meaningful roles on major programs
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Firm Experience & Past Performance
Helping Small Businesses Grow
Below, we highlight success stories of our mentor-protégé relationships. BART Extensions Program Phase 2, San Francisco Bay Area, CA Small Business: Kal Krishnan Consulting Services (KKCS) When BART board members expressed interest in seeing more Small/MinorityOwned Business Enterprise (S/MBE) take prime roles, Parsons Brinckerhoff made it happen. For one of the BART Extensions general engineering consultant (GEC) contracts, we brought together three S/MBE firms to form a joint venture, led by KKCS. With Parsons Brinckerhoff as a subconsultant, the S/MBEs and BART could have confidence that a large firm was showing KKCS best practices by serving as a prime firm and providing additional technical support as needed. KKCS has since pursued and won another BART GEC contract as a prime consultant. KKCS now has a total of six offices throughout the US, and has worked on more than 200 transportation projects worth more than $20B. Various Projects - Dan Ryan Red Line Track Renewal & Station Improvement Illiana Tier 1 EIS, Chicago Small Business: GSG Consultants In Chicago, Parsons Brinckerhoff has a strong mentor-protégé relationship with GSG, a certified M/DBE. The firms have teamed up for the Dan Ryan Red Line rehab, the Illiana Corridor, and the Jane Addams Tollway project. To achieve knowledge transfer, GSG task leaders co-located with Parsons Brinckerhoff mentor staff in their Illinois office. As a result of the mentorship, GSG has added more than 25 new full-time positions, was assigned its own section of the Illiana Corridor project and achieved prequalification in six new Illinois Department of Transportation (DOT) categories. Noted John Trotta, regional manager of Parsons Brinckerhoff’s Central Division, “This partnership with GSG is a two-way street, where both firms are learning from each other. These projects have led to job growth and skill set improvements that enhance GSG’s ability to pursue larger, more diverse infrastructure projects as a prime firm.” South Bus Bridge Looking West
95th Street Terminal
Various Projects - Central Subway, San Francisco, CA, and Taiwan High-Speed Rail (THSR), Republic of China Small Business: SC Solutions After being introduced to SC Solutions and its many innovative practices, Parsons Brinckerhoff recognized the talent and potential of the firm, and the value the firm would bring to our client, the Taiwan High-Speed Rail Corporation (THSRC). As part of the contract, THSRC requested a design that would allow for continued operation in the case of a seismic event. While many thought this was impossible, SC Solutions was successful in finding a solution, and even held a seminar for design-builders pursuing work on the project to demonstrate how this could be accomplished. This successful collaboration launched a string of future opportunities for SC Solutions with Parsons Brinckerhoff, including the Port of Oakland Wharf Seismic Strengthening project, BART Warm Springs Extension, California HighSpeed Rail PMT, Seismic Retrofit of the Transbay Tube Seismic Joint, and the Central Subway. SC Solutions has since continued to grow on its own, and has an impressive portfolio of projects within the industry.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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4. Key Personnel & Organizational Structure
4. Key Personnel & Organizational Structure
Table of Contents 04. Key Personnel & Organizational Structure
Organizing to Achieve a Bold Vision
Page 31
Getting to Know Your Program Director
Page 34
B.
Key Personnel
Page 36
C.
Approach to Delivering the Organization Management Plan
Page 41
D.
Organizational Management Approach
Page 42
E.
Approach to Delivering Staffing Plan
Page 55
A.
Icon Legend Look for these icons throughout our proposal to direct you to key RDP Partnership benfits, ideas and solutions Innovations Ideas to save time, money, enhance quality Schedule Opportunities to reduce schedule, reduce Authority workload
Global Perspective Ideas and lessons learned from international rail programs Operations Perspective Applying experiences from NRC’s owner operator perspective
California Connection Our long-standing commitment to the State’s rail program
Customer We consider the customers’ needs in all we do
Integrated Team “One Team” approach with the Authority’s best interest at heart
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04 Key Personnel & Organizational Structure A. Organizing to Achieve a Bold Vision High-speed rail has been a vision in the minds of Californians for decades—a vision of connecting California, encouraging economic development and job creation, improving the environment and protecting our land and natural assets. The California High-Speed Rail Program has crossed an important threshold, moving from a primarily planning effort to one focused on the delivery and operations of a safe and reliable operating railroad. This change in focus brings with it demands for different resources, new ways of thinking, and a drive to keep the “end in mind.” What does this mean for the Authority and its Rail Delivery Partner? It means looking ahead to that date in 2022—or sooner—when together, we are moving people and connecting communities. To get there, the Authority needs a delivery partner that understands your past, is helping you build your vision today, and is organized to help you make the key decisions that will deliver on the needs of tomorrow. That partner is the Rail Delivery Partnership (The Partnership), an integrated team of Parsons Brinckerhoff, Network Rail Consulting and LeighFisher.
Greatness Going Forward “….we still have greatness going forward… we’ve been able to build things… what’s important is the connection… and the high-speed rail links us from the past to the future… This is truly a California project bringing us together today.” – Governor Jerry Brown, January 6, 2015, Fresno, CP-1 Groundbreaking
• Two decades supporting California’s HSR Program • International HSR experience across four continents • Transportation-focused from high level strategic advisors, to deepest technical Rail Delivery Partnership expertise
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• Technical expertise from owner/operator of Britain's passenger rail network • Understands the operation of high-speed rail from a railway perspective
• Expertise in concessions, procurements and integration of HSR programs
Fig. 4-1: The Partnership is a delivery partner that looks ahead to the day when, together, we are moving people and connecting communities.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Key Personnel & Organizational Structure
A New Program Partnership, Aligned with the Authority’s Goals
Align with the Authority and deliver as an integrated team. Our organization encourages collaboration and coordination, and facilitates delivery of people, perspectives and capabilities across the organization. • Maintain continuity. We’ve brought in new talent to address changing Program needs and a fresh perspective, but we’ve also kept the Program Management Team (PMT) talent that’s been consistently delivering for the Authority. Bring an operator’s perspective to all we do. The addition of Network Rail Consulting and LeighFisher imbue our organization with an international perspective on the delivery, operation, and maintenance of high-speed rail projects covering three continents. • Support the Authority in its broader regional goals. Our staff have deep regional and inter-city relationships so we stay attuned to the intent of the State Rail Modernization Plan. With our new organization in place, the Authority will benefit from: Greater expertise in international high-speed rail operations. Network Rail Consulting (NRC) brings the operator’s perspective to the Authority, so The Partnership is always keeping the customers in mind. Network Rail is the infrastructure provider and manages the operation of more than 20,000 miles of passenger railroad in Britain, including the 68-mile HS 1 Corridor, and serves 1.6 billion passengers per year traveling more than 37 billion miles. • More access to strategic thinkers who can help Authority executives make key decisions. Access to global rail industry peers, nationally respected policy experts, and renowned program management and technical specialists who can help the Authority think through the most challenging questions from their Washington, DC perspectives, their mega-project delivery lessons learned, and their own experiences delivering complex high-speed rail projects around the globe. • Forward-thinking experts in commercial operating concession agreements. LeighFisher (LF) brings international expertise in developing and procuring the operating concession agreement for the high speed rail line in the Netherlands. This new level of advice from the world’s experts in rail concession agreements will help the Authority define the parameters of the concession agreement early, giving greater confidence to potential investors.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
Customers-Operations-Build-Design (COBD)
Customers
Operations
Integration
The Partnership organization recognizes the shift from a focus on the early technical issues to the strategic and commercial decisions that are needed to make this system a reality. We’ve designed our organization to:
Build
Design
Fig. organization Fig.4-2: 4-2:The ThePartnership Partnership keeps the end in mind -the organization keeps the end in customer. mind -- the customer.
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Key Personnel & Organizational Structure
The Partnership includes 23 certified small businesses who will perform in excess of 30 percent of the work on the RDP contract. We value the firms we work with today, and will seek even greater opportunity for them within the RDP contract. We have also added new skillsets needed to deliver an operating railroad. Firm/SBE Status
Area of Expertise
Abtahi Engineering Management Consulting (SB [micro])
Engineering, project and technical interface/ integration
AllTransit Consultants, LLC (SB [micro], DVBE)
Systems integration, architectural review
Alta Vista Solutions (SB, DVBE)
Quality support and communication analysis
Construction Engineering Consulting Group, Inc. (SB [micro], DBE)
Cost estimates, constructability review
Cordoba Corporation (DBE)
Program management
Dan Hoyt (SB)
Planning
D.C. Agrawal Consulting LLC (SB)
Management consulting
D.R. McNatty & Associates, Inc. (SBE)
PMIS development
Fukuji Architecture & Planning (DBE, SBE, MSBE)
Planning
Gibson & Skordal, LLC (SB [micro])
Environmental (biological resources and regulatory permitting)
Intueor Consulting, Inc. (DBE, SB)
IT services
LKG-CMC, Inc. (DBE, SB)
Configuration management and document control
Luster National, Inc. (DBE, SB)
Program and construction management, workforce development
Natoma Technologies, Inc. (SB)
IT Services
Oliveira Advisory Services LLC (SB [micro])
Public policy advisory and socioeconomic services
Padilla & Associates, Inc. (SBE, SB, DBE)
SBE/DBE/CBA and labor compliance
SC Solutions (SB)
Structure and tunnel engineering, construction support
Stephen J. Thoman Consulting, Inc. (SB [micro])
Design/build management tasks
TEC Management Consultants, Inc. (SBE)
Third-party coordination management
Turner Engineering Corporation (SB [micro])
Systems and rolling stock, reliability, availability and maintainability (RAM)
Urban Ecos LLC (SB [micro])
Environmental consulting
Veridico Group, Inc. (SB [micro], DBE)
Project management and environmental services
Zoon Engineering, Inc. (SB [micro])
Project controls, scheduling, estimating, construction management
Fig. 4-3: The Partnership's commitment to local growth is demonstrated through participation of 23 small businesses.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Key Personnel & Organizational Structure
GETTING TO KNOW YOUR PROGRAM DIRECTOR
Gary Griggs will bring his executive management and major program management experience to the California High-Speed Rail Program. We took the opportunity to sit down with Gary to talk with him about his management approach and his thoughts about the Program.
Q
Why is now a good time for you to come in as the program director for the RDP? Well, the California High-Speed Rail Program is transitioning—until now, the team has been very focused on the planning and design to get us where we are today. Now, there’s a real need to look much longer term at strategic issues, like how operations planning fits in; how we attract private investment; and what’s the right delivery strategy for each of the operating segments. That’s where I come in—as the program director, my job is to make sure we’re keeping a strong management focus, but integrating the strategic and commercial considerations, too. That’s what I like to do—work with integrated teams to develop strategy, and be proactive to deliver successful programs.
Q
What perspective do you bring from having worked in executive management, academia and technical leadership roles? With my background, I can help the team to grow, adapt and evolve into what is needed as the Program changes. The roles I’ve had have taught me how to empower, teach and lead. If you take my previous role as president of Parsons Brinckerhoff’s Infrastructure company as an example, that was a large organization of nearly 3000 people. I set the vision and strategy for the organization and made
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
sure we had excellent, empowered leaders to deliver on our clients' visions and exceed their expectations. Just as important, I made sure our organization was always looking ahead, for better ways of supporting our clients and communities. Academia also keeps me on the toes. I’ve always maintained involvement in academic endeavors to continue to advance our knowledge in areas of practice and to help bring forward the next generation of industry leaders. I’ve been very fortunate to have the best of both worlds—talking about it in the classroom and doing it in the field. One of the drivers for me in industry and academia is that we are facing a global infrastructure crisis that we need to address with more sustainable solutions, such as public transportation in urban environments and high-speed rail connecting our cities.
Q
What global experience can you bring to the Program? I have worked on almost every continent leading major projects, which allows me to bring insights on best practices from rail projects around the world. But maybe even more importantly, I’ll be leading a very international team—my global experiences have helped me understand how to get the best out of all my team members, embrace diversity, capture innovation, and make new ideas a reality.
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Q
What do you see as the biggest challenge facing the Program? I always say, “the three biggest challenges for any project are communication, communication and communication.” We must build broad stakeholder trust and understanding of the essential benefits high-speed rail brings to California. We do this through constant communication and stakeholder engagement at the political, resource agency, and business and community levels. A key ingredient to success is having champions of the project and we are fortunate to have them at the highest level possible for the Program.
Q
You talk about a risk-based management approach. What does this mean and how does it apply to the decision-making process? Our role on projects is in large part to manage risks on behalf of our clients. We must implement risk management systems that identify potential risks and mitigation measures early. With tools like Monte Carlo analysis, we are able to consider many combinations of risks and their probabilities and severities to allow us to better identify and manage them.
“
I BRING BEST PRACTICES FROM RAIL PROJECTS AROUND THE WORLD.
”
Q
What are some of the things you will do to create a successful and fully integrated team? Partnering is absolutely key to the success of any Program. Partnering with our client organization, along with the many other participants in the Program will be essential to our success as a truly integrated team. My approach to our own team is that individual company identities don’t exist once we become a project team. I also enforce a high standard of ethics, professional conduct and cooperation. My motto is, “When in doubt, do the right thing.”
Q
How do you manage staff from many firms and many disciplines as an integrated team to drive innovation? That’s easy — establish the right culture, provide the right environment, set goals as a team, and be accessible and approachable as a mentor and leader.
It is important to set clear roles and responsibilities, especially with such a large team. Our team has a lot of subconsultants, but they’re all there for a reason—either they bring a working knowledge of the Program, or they have unique experience to help drive innovation and execute the work.
Q
What’s your personal perspective on the Program? I’ve spent my entire career in public transportation, delivering rail systems around the world that provide people with safe, clean, efficient and affordable alternatives to the automobile. It is a contribution to our communities around the world that I feel very good about as we try to address the issues of global warming, pollution and overuse of non-renewable energy sources. Coming from this perspective and background, I can categorically state that I believe in the California High-Speed Rail Project and want to do everything possible to make it a reality.
“
I LIKE TO EMPOWER, TEACH AND LEAD.
”
The Partnership team leaders meet in San Francisco From left to right: Gary Griggs, Nigel Ash, Peter Koning and Kimmo Oostermeijer
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Key Personnel & Organizational Structure
B. Key Personnel The Partnership has named 12 individuals as key personnel. These individuals are responsible for the delivery of all 26 Functional Areas of Responsibility identified in the RFQ, as well as several additional disciplines we have identified as necessary to deliver on the Authority’s vision. Continuity Maintains Project Momentum The Authority is moving quickly toward delivery. Nine regional consultants, two project construction manager consultants, and two design-build contractors are carrying out hundreds of active negotiations and discussions involving a complex blend of program stakeholders, and simultaneously delivering high-speed rail segments and early benefits projects.
The Partnership’s key personnel have experience working on two-thirds of the world’s operating high-speed rail systems.
The Partnership brings the important continuity of the “braintrust” we have built for the Authority over the past seven years. Ten of our key personnel have experience on the California’s high-speed rail program, including all three of our regional deputy directors. This brings to the project not only technical knowledge, but also stakeholder relationships, a clear understanding of how the Authority and its peer state agencies work, and stakeholder sensitivities at a state and local level. High-Speed Rail Experience Contributes to an Integrated, Operating Railroad Understanding the unique operational, technical, and construction challenges inherent in very high-speed train service is critical in developing a system that will attract competitive investors. All of our key personnel have recent experience on high-speed rail projects; half bring international experience from operating systems. Our team delivers international high-speed rail experience in operations & maintenance (O&M), commercial, integration and high-speed rail systems engineering. Program Director Gary Griggs is responsible for the performance of The Partnership. Gary is one of Parsons Brinckerhoff’s most senior executives and a well-respected project manager. As former president of Parsons Brinckerhoff’s infrastructure company, Gary was responsible for nearly 3000 employees in 85 offices, delivering more than 1500 projects. He brings extensive experience on rail and transit projects from around the world, including high-speed rail experience in Taiwan, California, the Northeast Corridor and Florida. Gary has been project manager on some of the firm’s most high profile, transformational projects from New York to Washington State, including major rail projects in the California. His approach to project management is based on empowerment, mutual respect and trust, and collaboration and open communication. PAGE 36 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Gary Griggs, Program Director
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Key Personnel & Organizational Structure
In addition to his work for Parsons Brinckerhoff, Gary is a consulting professor in the graduate-level construction program of the Stanford University Civil and Environmental Engineering Department, where he teaches a series of courses in infrastructure development and delivery. His role in academia keeps him at the forefront of new approaches and technologies in the industry, and ensures we are mentoring and developing the next generation of industry leaders. To the Authority, Gary’s unique background translates to a leadership partner who is a strategic thinker, an executive decision-maker, and wellplaced in the organization and community to bring the right resources and collaborate with the right federal, state and local stakeholders. North Regional Deputy Director, Lillian Hames has made significant contributions to progress of the high-speed rail program in Northern California, addressing the implementation of a blended statewide rail network, station area planning, visual and aesthetic rail design criteria, transit connectivity, and joint development opportunities. As North Regional Deputy Director for the PMT for the past three years, she has leveraged her extensive rail project development experience and her relationships with regional partner agencies to facilitate the coordination and analysis required to maintain maximum rail capacity on the peninsula corridor. This has contributed to the success of Caltrain interoperability with high-speed rail operations in Northern California, a key component of the State’s Rail Modernization Program. Central Regional Deputy Director, Mike Leonardo has been influential in achieving key milestones to allow construction to begin for onschedule delivery of the Program’s initial operating segment (IOS) as Central Regional Deputy Director for the PMT. This includes attaining the Record of Decision (ROD) for the Fresno-Bakersfield segment, and providing leadership and direction to advance the first two segments of the Program into construction. Mike’s success stems in part from significant stakeholder relationships in the Central Valley, developed over a 30-year career in the public sector, including serving as public works director for the City of Clovis, as well as a district director for Caltrans. South Regional Deputy Director, Cecily Way is managing three Phase 1 Regional Consultants (with a fourth now selected and starting soon) with the goal of environmental clearance by the end of 2017. She is also instrumental in coordinating with local and regional stakeholders on a wide variety of strategic issues, including shared corridors, and a co-located station facility at Los Angeles Union Station. As South Regional Deputy Director, Cecily brings the unique combination of experience in both technical management and policy and planning. Her seven years of experience working on the Program includes leading the transit network integration task, which involved extensive coordination with the Federal Railroad Administration (FRA) and stakeholders on blended operations as well as delivery of early benefits projects. She also conducted station area planning and developed the initial guidelines for station design.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
Lillian Hames, North Regional Deputy Director
Mike Leonardo, Central Regional Deputy Director
Cecily Way, South Regional Deputy Director
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Key Personnel & Organizational Structure
Deputy Director, Program Management and Controls, Gay Knipper will lead the program management activities and will deliver a webenabled Project Management Information System (PMIS) tailored to fit the Program and reporting needs of the Authority. As Parsons Brinckerhoff’s most senior program controls director, she has delivered systems for programs of similar complexity, including the $30B Qatar Roads and Drainage Program, the $5B Louisiana TIMED infrastructure development program, and $5B WMATA’s capital improvement program. Both projects were delivered through performance-based contract regimes.
Gay Knipper, Deputy Director, Program Management and Controls
Gay is currently working with the Authority to establish key foundation documents and systems for the PMT, including a workplan standards guide with supporting components and a reporting structure. Deputy Director, Operations, Peter Koning will give early confidence to potential investors by bringing his strong understanding of customer needs and comprehensive understanding of operating a high-speed railroad. Peter helped build HS 1 in Britain and was instrumental in defining the operating specifications for the new domestic Javelin trains. He also led the network capability accreditation process and assumed leadership for the delivery of the commercial strategies, focusing on operational delivery and systems maintenance. Since then, he has advised on high-speed rail projects in the Baltic States and Portugal, and was the principal operations advisor to Australia’s high-speed rail study in 2012. Peter was part of the reform team tasked with delivering the privatization of the British Rail network, and has subsequently advised the European Union and a number of Member States on reform options.
Peter Koning, Deputy Director, Operations
Deputy Director, Strategy and Innovation, Thierry Prate stimulates strategic thinking throughout The Partnership, with the aim of bringing innovative solutions to the biggest delivery hurdles. He has been working with the PMT since 2011 and has been instrumental in development of both 2012 and 2014 business plans. Thierry has served as strategic advisor on high-speed rail lines in five countries (France, Spain, Italy, UK and the US—California), applying his expertise in business planning, transport privatization and concessions, strategy and risk analysis for high-speed, long distance and regional rail systems. His long history advising international high-speed rail owners, investor and operators brings the Authority experience from successful implementation of the Eurostar (UK), Victoria-Dax high-speed rail line from Paris to Madrid, LGV Perpignan-Figueras high-speed rail line from Paris to Barcelona, and LGV Lyon-Turin between France and Italy.
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Thierry Prate, Deputy Director, Strategy and Innovation
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Key Personnel & Organizational Structure
Deputy Director, Commercial, Paul Neal has been providing commercial oversight planning, operations planning, and strategic procurement planning for the Authority since 2011. He is an expert in international finance and concessions for high-speed rail and other major economic development initiatives around the world, and has had lead roles in the delivery and start-up of three international rail systems, including serving as the customer service and operations director for the Heathrow Express. Paul was a significant contributor to the phased construction and service implementation strategy for the 2012 Business Plan.
Paul Neal, Deputy Director, Commercial
Deputy Director, Policy, Planning, Environment, Sheila Dezarn has been advising the Executive Team of the Authority on strategy and public policy since 2012, when she managed the development of the Revised Business Plan. She also managed the development of the 2014 Business Plan, and most recently managed an analysis of the Central Valley economy and the potential transformative effects of high-speed rail for the region. A key component was an assessment of ways in which the Authority could engage with state and local stakeholders to advance economic development and revitalization objectives. Prior to joining Parsons Brinckerhoff, Sheila served as the director of policy and planning for Sound Transit where she oversaw the development of the Phase 2 master plan for the agency, and developed a $10.9B capital investment program that was approved by the voters as part of a complex ballot measure. Deputy Director, Design and Construction, Rob Ball oversees all engineering for the Program, including facilities and high-speed rail systems. In this role, he coordinates with eight regional consultants operating in all three regions, and advises the Authority on project development strategies, right-of-way (ROW), railroad negotiations, and procurement. As part of the PMT, Rob has been working with the Authority to develop IOS strategies, including early projects that could accelerate the Program, such as the first construction segment and potential P3 segment. Rob’s experience includes delivering a wide range of domestic and international transit projects through design-build, P3, construction manager/general contractor (CM/GC) and conventional project delivery methods from both the public and private sector viewpoints. Most recently, he was deputy executive officer for Los Angeles Metro (LAMTA) responsible for the $2B Crenshaw/LAX Project.
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Sheila Dezarn, Deputy Director, Policy Planning, Environment
Rob Ball, Deputy Director, Design and Construction
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Deputy Director, Integration and Coordination, Paul Bews’ international experience and success in integration and coordination spans the delivery of high-speed rail in the Netherlands and Portugal, operational planning and assurance of the London Olympics Transport Program, and the first driverless light rail system in the UK. His unique combination of strategy, program integration, system safety, assurance and risk management expertise allows him to focus on the end-result of successful operations and the customer experience. As the infrastructure acceptance advisor for the start-up and operations of the Dutch State Authority’s P3 high-speed rail link, Paul implemented a risk-based due diligence approach and process for the assurance, acceptance and certification of all technical and safety elements. The line is one of the first truly interoperable high-speed lines linking Amsterdam to Paris and London.
Paul Bews, Deputy Director, Integration and Coordination
Technical Advisor, John Popoff brings the Authority insight on delivering high speed rail projects, from the perspective of a consultant as well as the owner. He currently leads the PMT’s rail operations and planning efforts, and has been a key member of the Procurement Strategy Task Force. Earlier, he was seconded to the Taiwan High Speed Rail Authority, responsible for planning, delivery, testing and commissioning, and implementation of the rail aspects of the system. John Popoff, Technical Advisor
Palm Jumeriah Parsons Brinckerhoff provided program management and engineering services for the infrastructure on Palm Jumeirah, one of three man-made, palm-shaped islands off the coast of Dubai.
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C. Approach to Delivering the Organization Management Plan Our Organization Management Plan (OMP) will establish how The Partnership organization will function—how we are structured, how roles and responsibilities are assigned, how activities will be executed, how we will address the Functional Areas of Responsibility (FAR), how the Modes of Support will interact, how we will interact with Authority counterparts, and the systems and processes we will use to manage our resources and the work. The Partnership will provide a draft of the OMP to the Authority within 30 days of notice to proceed. Once approved by the Authority, the OMP will be a living document, updated as the team grows and adapts to the Program's needs. Given the fast-pace and changing nature of the Program—accelerating environmental clearances and acquiring rights of way, developing future consulting, design-build, and concession-type contracts—our initial OMP will focus on points of interface and alignment among The Partnership, the Authority, other major consultants and contractor teams. To address this, we will hold a partnering and alignment session in July 2015 with the key staff of The Partnership and the Authority, and other key consultants such as KPMG and Nossaman.
Partnering Achieves Alignment Our partnering sessions will be facilitated by Sue Dyer, founder of the International Partnering Institute and author of Partner Your Project.
After this initial high-level partnering session, we may conduct focused partnering/alignment sessions specifically on the organizational structures of the Authority and The Partnership to achieve: • Alignment with Authority on organizational approach, decision making processes and team culture • Alignment with other consultants contracted by Authority • Consistency with administrative needs of the Authority and State of California • Alignment with anticipated scope of work through transition period and into first year Our partnering sessions will be facilitated by Sue Dyer, president of OrgMetrics and founder of the International Partnering Institute. Sue works primarily in the engineering and construction business and is considered a pioneer in new methods for the partnering process.
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Key Personnel & Organizational Structure
D. Organizational Management Approach
The Partnership has a two-pronged organizational management approach: First, we will maintain a relatively flat organization, with an Executive Leadership Team (ELT) responsible for establishing the direction of the team and directing the Functional Areas of Responsibility (FAR). Our flat organization structure, depicted in Figure 4-4, keeps Program Director Gary Griggs directly involved with team activities, with clear lines of accountability and communication. Second, we will keep the focus on resources and support needed in the regional organizations where the work of delivering the project is taking place. Within the regions, we will add new staff and capabilities as the workload increasingly shifts from a statewide focus to regional project delivery. Our corporate support functions in Sacramento are also structured to address the need to be more responsive to the regions, as execution and delivery of projects becomes front and center. We accomplish this not by building a large, unwieldy team, but by assigning the most qualified, competent managers to support the Authority’s Regional Directors.
Principal-in-Charge Greg Kelly Regional Business Manager Teri Zink
Program Director Deputy Director, Strategy and Innovation
Technical Advisor
Thierry Prate
John Popoff
Gary Griggs
Safety and Security Management * John Cockle
Quality Management * Pat Lowry (Alta Vista)
Risk Management * Noel Berry
North Regional Deputy Director
Central Regional Deputy Director
South Regional Deputy Director
Lillian Hames
Mike Leonardo
Cecily Way
Sustainability Meg Cederoth
Program Management * Deputy Director
Operations & Maintenance * Deputy Director
Commercial Deputy Director
Policy, Planning and Environmental Deputy Director
Design and Construction * Deputy Director
Program Integration * and Coordination Deputy Director
Gay Knipper
Peter Koning (NRC)
Paul Neal
Sheila Dezarn
Rob Ball
Paul Bews (LF)
Color Legend Executive Leadership - strategy and integration Corporate Support - program delivery and technical support Implementation - project delivery and contract operations * Functional Areas of Responsibility
Fig. 4-4: The Partnership organization structure is flat, to maintain clear lines of coordination.
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1. Executive Leadership Team
The Partnership’s ELT comprises 12 executive-level professionals, all of whom are full-time, and located on-site either in Sacramento or at a regional office. Collectively, the ELT is directly responsible and accountable for the full scope of services to be provided by The Partnership, and is directly responsible for planning and executing the work, as well as setting the tone and accountability for the culture of the entire organization. The ELT also provides high-level assistance and advice to the Authority’s executive leadership, as related to planning and strategy development for the overall enterprise. The ELT includes our Regional Deputy Directors (RDDs) and our Sacramento-based executive staff, to facilitate greater communication between Sacramento and field-based staff, and to promote an integrated team approach. Half (six out of 12) of the ELT have international high-speed rail experience.
2. Regional Implementation Teams (Fig. 4-5, 4-6 and 4-7)
The Partnership has established support teams in each of the three regional offices, under the direction of the Authority’s Regional Directors (RDs). These organizations are responsible for the management and oversight of all projects, including planning, environmental, design, construction, construction management, systems, rolling stock, and concessions (infrastructure and operations). The Regional Implementation Teams are tightly integrated with Authority staff, with The Partnership’s RDDs reporting directly to their RD. Teams focused on managing Regional Consultant (RC) contracts are led by a Regional Manager (RM). Teams focused on managing Project Construction Manager (PCM) contracts are led by a Project Manager (PM).
Executive Leadership Team Functional Areas of Responsibility Key Objectives
• Achieve early alignment with the Authority
• Drive culture to embrace • • • • • • • •
accountability, transparency, and communication Oversee development of responsive management reporting through enhanced PMIS Incorporate customer needs and operations concept early, in all work Deliver high-caliber management and technical resources to the regional offices Collaborate with Authority and KPMG to develop and implement commercial strategies Enhance communication throughout Program Accelerate Program schedule, whenever possible Control and reduce project costs, proactively Incorporate higher standards for quality (performancebased, not process-based)
RMs and PMs both supervise teams focused on actively managing projects, including any consultant resources dedicated to their area of responsibility. They monitor performance of the contractor teams for compliance with contract terms, including responding to requests for information (RFI), tracking project cost and schedule, and maintaining records and documents. These teams may include a Project Controls Engineer, as well as technical specialists with experience relevant to the scope they are managing (e.g. environmental, engineering, planning, outreach, construction management). Within the Partnership’s organization, RDDs have shared accountability for the delivery of all FARs within their region, as well as interface and integration between contracts and between regions.
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Key Personnel & Organizational Structure
North Regional Director
Ben Tripousis
Regional Manager
Wai-on Siu Support Staff
Regional Manager
Will Gimpel Support Staff Lead Electrification Eng
Peter Valentine Support Staff Project Coordinator
Anna Harvey Support Staff
Program Director
Gary Griggs North Regional Deputy Director
Lillian Hames Project Managers Regional Managers Support Staff
Projects Sacramento - Merced Altamont Corridor
Projects S.F. - Merced Transbay / Downtown Extension
Projects Caltrain Electrification
Projects Caltrain State of Good Repair
Central Regional Director
Support Staff
TBD
Project Manager CP - 4
Project Manager CP - 2 & 3
Support Staff
TBD
Project Manager CP - 1
Diana Gomez
Project Manager CP - 5
Regional Resources
Planning
Support Staff
Bob Brannan
Engineering Environmental TBD
Regional Manager
Melissa Bittencourt Support Staff
Program Director
Gary Griggs Central Regional Deputy Director
Mike Leonardo Project Managers Regional Managers Support Staff
Projects CP1
Projects CP2-3
Projects Fresno - Bakersfield
Regional Resources
Planning Environmental Engineering Project Controls Third-Party Agreements ROW SB Compliance
South Regional Director
Michelle Boehm
Regional Manager
Juan Carlos Velasquez Support Staff
Regional Manager
Support Staff
Melissa De La Peña (CORDOBA)
Regional Manager
Gary Griggs
Program Director
Cecily Way
South Regional Deputy Director
Project Managers Regional Managers Support Staff
Projects
Palmdale - Burbank
Projects
Burbank - L.A. L.A. - Anaheim
Projects
L.A. - San Diego
Projects
Bakersfield - Palmdale
Regional Resources
Environmental
ROW
Planning
Construction Planning
Third Party Agreements
Engineering
Project Controls
Fig. 4-7: South Regional Implementation Team
Support Staff
Support Staff
Regional Manager
Sandra Cuevas (CORDOBA) Gary Kennerley
Regional Manager
Projects
TBD
Project Manager CP Bakersfield
Support Staff
Central Valley WYE
Support Staff
Gordon Clark Projects Design / Build
Fig. 4-6: Central Regional Implementation Team
Support Staff
Steve Thoman
Regional Manager
Support Staff
TBD
Project Manager CP WYE
Support Staff
ROW Project Controls Construction Planning
Fig. 4-5: North Regional Implementation Team
consultants and contractors
• Implement new performance-based contracts with Authority’s
Authority’s contractors
• Accept greater accountability for performance of
operations and concession contracts
• Transition from primarily planning and permitting to construction,
new PMIS system
• Implement stronger management controls and reporting through the
and Sacramento
Key Objectives • Enhance coordination and communication between regions
Functional Areas of Responsibility: Regional Implementation Teams FARs Accountable for all FARs in North Region
Key Personnel Lillian Hames, North Regional Deputy Director
Accountable for all FARs in Central Region Accountable for all FARs in South Region
Mike Leonardo, Central Regional Deputy Director Cecily Way, South Regional Deputy Director
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Key Personnel & Organizational Structure
3. Policy, Planning & Environment (Fig. 4-8)
The functions of environmental, planning, communications, and business plans have all been included under shared leadership in our Policy, Planning & Environment organization to maximize the synergies among these disciplines. The primary goals of this organization are to: Build broader, deeper and more sustained statewide support. We will work closely with the External Affairs team and other key Authority staff, such as the RDs, to facilitate development of a comprehensive strategic communications plan and stakeholder strategy.
Sheila Dezarn, Policy, Planning and Environmental Functional Areas of Responsibility 2.8 Environmental, 2.22 Stakeholder Development/ Communications Planning, 2.23 Station Planning Key Objectives
• Environmentally clear Phase •
•
1 program and secure necessary permits on schedule Conduct corridor and alignment planning efforts in a way that allows environmental reviews to be more focused and can advance more efficiently Build and sustain broad, statewide support through an effective communication and outreach effort Advance planning, design and development of stations and station areas Submit clear and compelling business plans to the Legislature that continue to make a strong case for the program
Program Director
Gary Griggs Policy, Planning & Environmental Deputy Director
Sheila Dezarn Planning Barbara Gilliland Transportation and Commercial Planning * Barbara Gilliland Stakeholder Development/ Communications Planning * Jim Bourgart Station Planning * Paul Sedway (SA) Economic Impact Studies Ira Hirschman
Environmental Dana McGowan Environmental * Dana McGowan Permitting/Mitigation Stephanie Parsons Environmental Planning Bryan Porter Andrew Bayne Dave Shpak Lorraine Ahlquist Don Smith Karl Fielding
• Business Plans Matt Henley Advance through the environmental process efficiently • and expeditiously. We will also Fig. 4-8: Policy, Planning & Environmental work closely with the Planning and Integration group and the Environmental Services teams to identify and help operationalize a range of strategies to move much more quickly through the environmental review process and achieve the Authority’s schedule objectives. This will include implementing a range of steps and strategies to accelerate the process, such as establishing a “NEPA strategy” for each section to identify the major issues up front; establish executivelevel leadership teams to address elevated issues and solve problems; create process/decision roadmaps and actively use them to anticipate and prepare for critical path decisions including those that involve consultation or negotiations with partners or stakeholders; and identify a preferred alternative in the Draft Environmental Impact Statement (DEIS). We will also bring in our strategic advisors, such as John Porcari, to share strategies effectively used on other major capital programs and advise on ways to engage effectively with federal and state agencies. Build on and deliver the Authority’s sustainability program, policies, and commitments and confirm the use of Greenhouse Gas Reduction Funds (GGRF) for the Program (SB 852 and 862). This is also a critical time to engage with renewable energy generators in the Central Valley, explore partnering opportunities with generators and finalize a request for proposals for sufficient renewable energy capacity, so that high-speed rail operations deliver on the Authority’s renewable energy policy for operations. This includes specific feasibility studies to use innovative solar technologies at transmission interconnection points at high-speed rail substations, including, potentially, solar installations in the high-speed rail right-of-way (ROW). Anticipating and making effective decisions. To achieve its objective to accelerate the program and deliver early benefits, it will be critical that the Authority is well-positioned to make timely, well-informed decisions. We will draw on the policy experience of Deputy Director for Policy, Planning and Environment Sheila Dezarn.
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Key Personnel & Organizational Structure
4. Design and Construction (Fig. 4-9) High-Speed Rail Infrastructure Engineering, Systems Engineering and Right-of-Way have been combined under Design and Construction, bringing all of the supporting design disciplines together under one manager. Design and Construction is an integrated team of technical experts from Parsons Brinckerhoff, NRC and other subconsultants, such as SC Solutions. One of the main engineering challenges in the next seven years is the mountainous gap sections, requiring long tunneled sections through areas known to have high groundwater and seismicity. These tunnels will also likely be served by complex structures, also requiring a high level understanding of seismic design.
Rob Ball, Design and Construction
Program Director
Functional Areas of Responsibility 2.6 Engineering, 2.7 Design and Construction, 2.10 Land and ROW Key Objectives
Gary Griggs
• Integrate operations and • •
• • •
maintenance knowledge into engineering to consider customer needs Support responses to RFIs and analyze alternative technical concepts (ATCs) for construction contracts Increase accuracy of cost estimates through independent reviews, value engineering, and constructability reviews Respond to increased demand for support in regions Improve project integration by applying recent international high-speed rail systems expertise Address technical issues around very long tunnels in regions of high seismicity and high groundwater
To address this, The Partnership has expanded its organization to address tunneling and seismic engineering. As described in Chapter 3 of this SOQ, Parsons Brinckerhoff is the industry leader for tunneling in California, including groundbreaking work in the construction of rail tunnels crossing major faults. The addition of international tunneling consultants Lombardi and Garr-Zeidler allow us to help anticipate some of the specific issues we expect to encounter based on their recent and relevant experience.
Design and Construction * Deputy Director
Rob Ball Engineering * Infrastructure John Chirco Land and ROW * Richard Frankhuizen Brice Paris Stations/Facilities/ Architecture Virginia Tanzmann Civil/Structures Gene Lusherovich Silvia Militello Farid Nobari (SCS) Tom Cooper PY Lin
Engineering * HSR Systems Dave Bell (NRC) Rolling Stock Frank Banko Communications Brad Banks Traction Power Vinod Sibal Mark Devereux (NRC) Overhead Contact System Phil Doughty (NRC)
Track/Alignment Matthew Savastano (NRC)
High Voltage Utility Coordination Rick Schmedes
Geotechnical John Horne
Train Control Ibrahim Muftic
Hydraulics, Hydrology, Utilities Afshin Abtahi (Abtahi)
Central Control Stephen Crocker (NRC)
Tunneling Jimmy Thompson Tunneling/Tunnel Aerodynamics/ Ventilation/Fire Life Safety Jimmy Thompson Ken Harris Colin Sims (NRC)
RF Spectrum Acquisition Brad Banks EWA (subconsultant) Electromagnetic Compatibility David Turner (TENCO) Corrosion Control Mike Berman
Seismic Design/ Earthquake Engineering/Modeling Joe Wang Farid Nobari (SCS)
Value Engineering The highly technical nature of underground construction in seismically Charles McDuff Ramesh kalva Kaalua active areas calls for a truly expert panel of specialists. The Partnership Constructability recommends empanelling a technical advisory group, staffed with Randy Stone international experts from industry and academia, and focused on the areas of tunneling and seismic design. The benefit to the Authority Fig. 4-9: Design and Construction will be an added level of quality, potential cost savings, introduction of innovations, and an enhanced focus on safety. This panel can either be contracted directly by the Authority, or through The Partnership.
We recommend the following as members of the Panel: Tunneling Advisory Panel • Gregg Korbin – Independent Tunneling Consultant • Dana J. Rogers – Independent Construction Consultant • Toby Wightman – Independent Construction Consultant • Tom O’Rourke – Cornell University, Seismic Engineering Expert
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Also new to our engineering team are high-speed rail systems engineering experts from NRC. These individuals bring a combination of design and operations expertise, which will enhance the project’s technical integration by applying the knowledge of an owner / operator. Engineering Team Leader Dave Bell will be supported by staff with expertise in high-speed rail communications, traction power, overhead contact systems, train control, central control systems, and trackwork. All of our systems engineering staff have recent high-seed rail experience, the majority of whom bring international high-speed rail experience.
Customers Operations
Build
Design
Integration Customer-Operations-Build-Design (COBD) When creating a entirely new railroad, everything should begin with the customers' needs in mind.
5. Operations and Maintenance (Fig. 4-10)
When creating an entirely new railroad, everything should begin with the customers' needs in mind. Customer needs feed into a concept for how the railroad will operate, which informs how we should construct it before confirming design. The Partnership calls this process COBD (CustomerOperations-Build-Design). COBD begins with our O&M group, which is staffed entirely with veterans from Network Rail, the owner/operator of Britain's passenger rail system. The O&M group is charged with making the emerging high-speed rail system capable of meeting its service level and customer expectations from the day of opening. Being accountable for the planning of efficient operation of rail services is a complex task and requires early stage and continuous involvement in the planning, design, testing and delivery of the highspeed rail system.
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Peter Koning, Operations & Maintenance
Program Director
Gary Griggs
Functional Areas of Responsibility 2.1 Asset Management, 2.12 Operations & Maintenance Key Objectives
Operations & Maintenance * Deputy Director
Peter Koning (NRC)
• Establish the needs of riders
Operations Paul Hebditch (NRC)
Maintenance Jonathan Scott (NRC)
•
Service Operations Simon Whitehorn (NRC)
Asset Management * Jonathan Scott (NRC)
Service Development Matthew Rice (NRC)
Maintenance Standards and Planning Mark Sturgess (NRC)
•
• • •
and other customers to inform operations planning and design Develop and maintain operations plan Represent viewpoint of an owner/operator within project team before procuring the infrastructure provider and operating concessionaire Assist in development of infrastructure provider and operating concession contract procurements Assist in developing asset management system from the perspective of an owner Provide O&M advice in developing designs and specifications
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Network Capability Peter Allen (NRC) Operations Planning Colin Weir (NRC) Track Access Management Martin Llewelleyn (NRC)
Interface Management Gordon King (NRC) Entry Into Service Manager Paul Sutherland (NRC) Testing and Commissioning David Milburn (NRC)
Fig. 4-10: Operations and Maintenance
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Key Personnel & Organizational Structure
6. Program Management and Controls (Fig. 4-11)
The Partnership has established a control center for the entire construction enterprise—the Program Management Team, to address the increased complexities that arise as the program evolves from planning to construction and on to operations. The Partnership is enhancing our organization with a Deputy Director of Program Management, Gay Knipper. One of Parsons Brinckerhoff’s most successful program managers, Gay brings to this position an astute ability to integrate delivery teams through program management delivery systems—governance, procedures, a master program, and knowledge management (innovation and continuous improvement) with a PMIS at the core. Gay has a proven track record for developing tailored PMIS systems for major programs around the world.
Gay Knipper, Program Management and Controls Functional Areas of Responsibility 2.2 Cost Management and Reporting, 2.4 Contract Procurement, Management, and Administration, 2.5 Contract and Regulatory Compliance, 2.9 Estimating and Forecasting, 2.11 Management Reporting, 2.14 Program Scheduling, 2.15 Project Management and Controls, 2.18, Third-Party Agreement Management, 2.20 Records and Document Management, 2.25 Consultant Workforce Strategy and Resource Management, 2.26 IT Consulting Services and IT Project Management Support
Key Objectives
• Enhance coordination and • • • •
• • •
communication between regions and Sacramento Develop third-party contracting process Implement stronger management controls and reporting through enhanced PMIS system Expand PMIS tools into construction and concession contracts Establish a single source for program delivery information through full integration of PMIS – input, processing and output of data from source to consumer Integrate PMIS with existing Authority systems for cost Accept greater accountability for performance of Authority’s contractors with limited control Implement new performancebased contracts with Authority’s contractors
The Program Management Team works closely with Authority staff, providing both Sacramento and the RDs a platform for collaboration, information and control. The Program Management Team will function as the hub of the entire organization, interfacing and integrating with each entity, and tracking and reporting on performance. Clearly defining performance requirements in contracts and proactively managing the contract parties to meet those requirements is key to exceeding performance objectives. The Program Management Team provides the expertise and resources including those on the PMT today—Terry Marcellus, Dane Hudson, and Olivia Fonseca—to drive the strategy, procurement, preparation, execution, contract management and compliance. Within the four corners of each of these contracts are the details that define the responsibilities, accountabilities and performance commitments. The Partnership will take a programmatic approach to contracting—leveraging consistency to provide familiarity and certainty to industry in both contractual terms and conditions and contract management practices. The programmatic approach includes driving innovation in contracting processes and terms and conditions to perform—clear right of way parcels, relocate utilities, install IT systems as just a few examples-- ahead of the critical path. Within the Partnership’s organization, the Program Management Deputy Director has accountability for delivering contract documents necessary for delivery (third-party, IT, construction, etc.), contract compliance, project and program delivery information and overall program control. PAGE 48 of 96
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Program Director
Gary Griggs Program Management * Deputy Director
Gay Knipper Project Management and Controls * Tom Willoughby Program Scheduling * Alex Doyle Cost Management and Reporting* Ric Clark Management Reporting * Rolando Amaya Records and Document Management * Kris Livingston
Program Services Third Party Agreement Management * Gus Chung (Cordoba) IT Consulting Services and IT Project Management Support * Sreeni Malireddy (Intueor) Contract and Regulatory Compliance * Olivia Fonseca (Padilla)
Estimating and Forecasting * Jim Baig
Contract Procurement, Management, and Administration* Terry Marcellus
Project Management Information System Gay Knipper
Consultant Workforce Strategy and Resource Management * Laura Luster, PhD (Luster)
Business Systems Solutions (VDC, GIS. CADD) Andrew Nunes
Construction Management Dane Hudson Procurement Gus Chung (Cordoba)
Fig. 4-11: Program Management and Controls
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Key Personnel & Organizational Structure
7. Commercial (Fig. 4-12)
Recognizing the significance of commercial planning and delivery to the success of the program, the Partnership has introduced a significantly enhanced commercial function within our team. The Partnership’s Deputy Director of Commercial, Paul Neal, will lead our commercial team, working closely with key agencies and consultants such as the Authority’s financial adviser KPMG, to formulate and deliver a commercial strategy – the Program's commercial and business plan. This plan will set the path forward for commercial aspects of delivery and will be the “heart beat” for the entire program.
Paul Neal: Commercial
Program Director
Functional Areas of Responsibility
Gary Griggs
2.16, Project Delivery, Planning and Solicitation, 2.17 Project Strategy and Planning Key Objectives
Commercial Deputy Director
Paul Neal
• Develop the Program's • • • •
commercial strategy – the commercial and business plans Continue to develop the optimal delivery model for infrastructure, systems, etc Assist in developing a credible funding and finance plan, including P3 options Develop and implement procurement of the infrastructure and train operating concessionaires Coordinate seamlessly with Authority, KPMG & Nossaman staff Maximize value capture from station concession and station area development Coordinate and manage Cambridge Systematics to provide demand and revenue reports, and seeking timely outputs from model runs, all the time looking for opportunities to maximize revenue Coordinate with the demand and revenue peer revenue panel
Stations Commercial Strategies * Andrew Williams (NRC) Project Delivery, Planning and Solicitation * John Popoff Operating Concessionaire Planning John Boss (LF) Operating Strategies and Implementation Model Paul Neal P3 Initiatives Alistair Sawers
Branding • Brent Oppenheimer (O+CO) The core elements of the commercial function will include Fare Policy Ira Hirschman continuing to work with the • Authority to define the optimal Project Finance and Funding Alistair Sawers delivery model (for example Insurance/Risk separating train operations from Stephen Dale infrastructure operation and Ridership/Revenue Forecasts maintenance – in a horizontally David Kurth (CS) integrated model), developing • strategies for the optimal Fig. 4-12: Commercial procurement of construction and systems contracts in accordance with the preferred delivery model, the associated funding and financial plan, ridership demand and revenue forecasting, the strategy for the appointment of the infrastructure provider and train operating concessionaire, and methodologies for maximizing revenues through third-party activities such as station development and commercial concessions.
The funding and finance plan is a key deliverable. The plan must take account of the existing public funding, future cap and trade, and anticipated contractor-provided financing through design, build, finance, and maintenance contracts with operations as an option. As the plan is established, the Partnership must be flexible, and able to adapt to new and changing circumstances. For example, responding to, and accommodating unsolicited bids from major international high-speed rail development consortia, or looking to include new sources of federal capital, such as a Railroad Rehabilitation & Improvement Financing (RRIF) loan. All of this work must be carefully integrated with the other functional areas because it essentially drives the program - availability of funding and financing dictates the pace of development, the procurement options will contribute to both in which direction to build first (north or south), and the timing of infrastructure and operator involvement.
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Key Personnel & Organizational Structure
8. Program Integration and Coordination (Fig. 4-13) The Partnership has established an Integration and Coordination group, under the leadership of Deputy Director Paul Bews from LeighFisher. The group will take responsibility for the program integration and coordination to achieve the following strategic goals: • • • • •
Program integration Affordability On time delivery Operational service excellence Minimization of business risk to the Program
Paul Bews, Program Integration & Coordination Functional Areas of Responsibility 2.3 System Safety, 2.13 Program Integration Key Objectives
• Integrate construction,
engineering, operations and customer needs to achieve a fully operational railroad • Effectively manage interfaces without stifling design freedom and innovation • Multiple infrastructure providers with different business models
This group will provide a systems integration and coordination function across the Program and will establish and implement the integration processes and oversight mechanisms needed to achieve these strategic goals, better, faster and more cost effectively. Work in this area will be from a senior international team drawing on our detailed knowledge in systems integration, interface management, configuration management, and coordination of high speed rail projects from across the world. We will draw on our in-depth understanding of the critical success factors for dealing with systems engineering requirements to mitigate delivery risks. In doing so, the group will provide progressive assurance for the program, the Authority and stakeholders of a successful program delivery.
Program Director
Gary Griggs Program Integration * and Coordination Deputy Director
Paul Bews (LF)
System Safety * John Cockle Interface Management Xaf Utberg (LF) Requirements Management Oliver Hoehne Requirements Compliance/ Verification and Validation Jennifer Russell RAMS Ibrahim Muftic Operational Security Adam Brownson (LF) Operational and Maintenance Requirements and Procedures John Cimperman Regulatory Approvals John Cockle System Certification Paul Bews (LF) Configuration Management Paul Bews (LF) Systems Assurance Mike Gillam
Fig. 4-13: Program Integration and Coordination
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Key Personnel & Organizational Structure
9. Strategy and Innovation (Fig. 4-14)
We have named Thierry Prate as Deputy Director for Strategy and Innovation. In this role, Thierry will lead special projects at the direction of the Authority and will also coordinate three strategic advisory teams to advise the Authority: 1. Rail Executive Advisory Team. This team of senior executives from global peer rail organizations will meet with Authority executive several times each year to advise Authority to share ideas on key strategies such as engaging the private sector, effective governance structures and organizational strategies, and performance based contracting. Proposed panelists include Rob Holden (HS 1), Robin Gisby, (Network Rail), Dieter Schneiderbauer (consultant to DB/SBB), Richard Bullock (World Bank), Paul Amos (EBRD) and Michel Leboeuf (SNCF). 2. Union Internationale des Chemins de fer (UIC) Peer Panel. This team of technical experts will provide advice on program delivery topics such as ridership models and forecasts, station area planning, operating and maintenance models, station policy, and asset management. UIC contributed valuable advice to the Authority through the current PMT contract, and are enthusiastic to continue on the team. Proposed members includes Jean-Pierre Loubinoux, Inaki Barron and Michel Leboeuf. 3. Internal Strategic Resources. As our “strategic ambassador” to the Authority, Thierry will seek contributions on key topics from Parsons Brinckerhoff’s senior staff such as John Porcari, former US Department of Transportation (USDOT) Deputy Secretary; Karen Hedlund, former FRA Deputy Administrator; Cliff Eby, former FRA Deputy Administrator; Roy Kienitz, former USDOT policy lead, and Eric Beightel, who managed USDOT's environmental streamlining program. Program Director
Gary Griggs
Thierry Prate, Strategy and Innovation
Deputy Director, Strategy and Innovation
Functional Areas of Responsibility
Thierry Prate
2.17 Project Strategy and Planning Key Objectives
• Bring innovative operations
models to develop the most attractive procurement strategy and capture private sector appetite • Identify and clear road blocks between the Authority and the ribbon cutting ceremony--that means accelerating and meeting environmental deadlines • Develop the most relevant station strategy to enable those involved in the station planning to create the best possible entry door to the system and maximize ridership and revenue to the future operator
Executive Rail Advisory Team
UIC Peer Panel
Program Advisory Team
Rob Holden (HS-1)
Jean-Pierre Loubinoux
Greg Kelly
Robin Gisby (Network Rail)
Inaki Barron
David Earley
Michel Leboeuf
David Carol Stuart Sunshine
Dieter Schneiderbauer (DB/SBB)
Teri Zink
Richard Bullock (World Bank) Michel Leboeuf (SNCF)
Paula Hammond Kimmo Oostermeijer (LF) Nigel Ash (NRC)
Paul Amos (EBRD)
Internal Strategic Resources John Porcari, Karen Hedlund, Cliff Eby, Roy Kienitz, Eric Beightel Fig.4-14: Strategy and Innovation
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Key Personnel & Organizational Structure
10. Technical Advisor
The Partnership has named an overall Technical Advisor, John Popoff, to have input into all Program elements, with an eye toward ensuring each element is planned, designed, and constructed in a way that is integrated with the rest of the Program. Technical Advisor John Popoff has responsibility and accountability for Program-level integration, applying his significant experience developing and delivering highspeed rail systems internationally. John will also continue to serve as a strategic advisor to the Authority’s executive team, and complete special projects, as necessary.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
John Popoff, Technical Advisor Functional Areas of Responsibility 2.13 Program Integration Key Objectives
• Address regulatory
requirements with FRA and others • Establish and enforce technical criteria throughout the program • Assist with delivery strategies • Incorporate technical innovations
RDP
Key Personnel & Organizational Structure
11. Consolidated Organization Chart of The Partnership (Fig. 4-15)
The following is our consolidated Team Organizational Chart, demonstrating our organizational structure to deliver all services required under the Scope of Work in the RFQ. Our organization is functionally similar to the Authority’s organization, provides clear lines of accountability and communication, and identifies the key staff identified to oversee the provision of every FAR.
Color Legend Executive Leadership - strategy and integration Corporate Support - program delivery and technical support Implementation - project delivery and contract operations * Functional Areas of Responsibility
Principal-in-Charge Greg Kelly Regional Business Manager Teri Zink
Program Director Deputy Director, Strategy and Innovation
Technical Advisor
Thierry Prate
John Popoff
North Regional Deputy Director
Commercial Deputy Director
Policy, Planning and Environmental Deputy Director
Design and Construction * Deputy Director
Program Integration * and Coordination Deputy Director
Gay Knipper
Peter Koning (NRC)
Paul Neal
Sheila Dezarn
Rob Ball
Paul Bews (LF)
Program Scheduling * Alex Doyle Cost Management and Reporting* Ric Clark Management Reporting * Rolando Amaya Records and Document Management * Kris Livingston
Mike Leonardo
SUPPORT
Estimating and Forecasting * Jim Baig
Project Managers Regional Managers Support Staff
Project Management Information System Gay Knipper Business Systems Solutions (VDC, GIS, CADD) Andrew Nunes
South Regional Deputy Director
RDP
Third Party Agreement Management * Gus Chung (Cordoba) IT Consulting Services and IT Project Management Support * Sreeni Malireddy (Intueor) Contract and Regulatory Compliance * Olivia Fonseca (Padilla) Contract Procurement, Management, and Administration* Terry Marcellus Consultant Workforce Strategy and Resource Management * Laura Luster, Ph.D (Luster)
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Planning Barbara Gilliland
Operations Paul Hebditch (NRC) Service Operations Simon Whitehorn (NRC)
Stations Commercial Strategies * Andrew Williams (NRC)
Transportation and Commercial Planning * Barbara Gilliland
Service Development Matthew Rice (NRC)
Project Delivery, Planning and Solicitation * John Popoff
Stakeholder Development/ Communications Planning * Jim Bourgart
Project Strategy and Planning * Thierry Prate
Station Planning * Paul Sedway (SA)
Operating Concessionaire Planning John Boss (LF)
Economic Impact Studies Ira Hirschman
Network Capability Peter Allen (NRC) Operations Planning Colin Weir (NRC) Track Access Management Martin Llewellyn (NRC)
Maintenance Jonathan Scott (NRC)
Construction Management Dane Hudson
Asset Management * Jonathan Scott (NRC)
Procurement Gus Chung (Cordoba)
Maintenance Standards and Planning Mark Sturgess (NRC)
Entry Into Service Manager Paul Sutherland (NRC)
SUPPORT
Project Managers Regional Managers Support Staff
Program Services
Interface Management Gordon King (NRC)
Cecily Way
Sustainability Meg Cederoth
Operations & Maintenance * Deputy Director
Project Management and Controls * Tom Willoughby
SUPPORT
Central Regional Deputy Director
Risk Management * Noel Berry
Quality Management * Pat Lowry (Alta Vista)
Safety and Security Management * John Cockle
Program Management * Deputy Director
Lillian Hames
Project Managers Regional Managers Support Staff
Gary Griggs
Testing and Commissioning David Milburn (NRC)
Operating Strategies and Implementation Model Paul Neal P3 Initiatives Alistair Sawers
Business Plans Matt Henley
Environmental Dana McGowan
Branding Brent Oppenheimer (O+CO)
Environmental Dana McGowan
Fare Policy Ira Hirschman
Permitting/Mitigation Stephanie Parsons
Project Finance and Funding Alistair Sawers
Environmental Planning Bryan Porter Andrew Bayne Dave Shpak Lorraine Ahlquist Don Smith Karl Fielding
Insurance/Risk Stephen Dale Ridership/Revenue Forecasts David Kurth (CS)
Engineering * Infrastructure John Chirco
Engineering * HSR Systems Dave Bell (NRC)
Land and ROW * Richard Frankhuizen Brice Paris
Rolling Stock Frank Banko
System Safety * John Cockle
Communications Brad Banks
Interface Management Xaf Utberg (LF)
Traction Power Vinod Sibal Mark Devereux (NRC)
Requirements Management Oliver Hoehne
Stations/Facilities/Architecture Virginia Tanzmann Civil/Structures Gene Lusherovich Silvia Militello Farid Nobari (SCS) Tom Cooper PY Lin Track/Alignment Matthew Savastano (NRC) Geotechnical John Horne, PhD Hydraulics, Hydrology, Utilities Afshin Abtahi (Abtahi) Tunneling/ Tunnel Aerodynamics/ Ventilation/Fire Life Safety Jimmy Thompson Ken Harris Colin Sims (NRC) Seismic Design/Earthquake Engineering/ Modeling Joe Wang Farid Nabari (SCS)
Overhead Contact System Phil Doughty (NRC)
Requirements Compliance/ Verification and Validation Jennifer Russell
High Voltage Utility Coordination Rick Schmedes
RAMS Ibrahim Muftic
Train Control Ibrahim Muftic
Operational Security Adam Brownson (LF)
Central Control Stephen Crocker (NRC)
Operational and Maintenance Requirements and Procedures John Cimperman
RF Spectrum Acquisition Brad Banks EWA (subconsultant)
Regulatory Approvals John Cockle
Electromagnetic Compatibility David Turner (TENCO)
System Certification Paul Bews (LF)
Corrosion Control Mike Berman
Configuration Management Paul Bews (LF) Systems Assurance Mike Gillam
Value Engineering Charles McDuff Ramesh kalva Kaalua Constructability Randy Stone
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Key Personnel & Organizational Structure
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Key Personnel & Organizational Structure
E. Approach to Delivering Staffing Plan (Fig. 4-16)
The Partnership will submit to the Authority a draft staffing plan within two weeks of NTP. The staffing plan will reflect the staffing levels and locations agreed to during contract negotiations. The staffing plan will be a living document, updated annually, or more frequently as necessary. Fig. 4-16 indicates the anticipated level of staffing, including anticipated location. Fig. 4-17 identifies the necessary positions to accomplish the scope of work based on the Functional Areas of Responsibility. 250
Staffing Plan (FTEs)
200
Program Director 150
Technical Advisor Strategy & Innovation Integration/Coordination Design & Construction Program Mgt & Controls Commercial Operations & Maintenance
100
Policy, Planning & Env. RDD North RDD Central RDD South 50
0 H
N
C
FY 15/16
S
H
N
C
FY 16/17
S
H
N
C
FY 17/18
S
H
N
C
FY 18/19 Fiscal Year (FY)
S
H
N
C
FY 19/20
S
H
N
C
FY 20/21
S
H
N
C
FY 21/22
S
H - Headquarters (Sacramento & San Francisco) N - North (San Jose) C- Central (Fresno) S - South (Los Angeles)
Fig. 4-16 indicates the anticipated level of staffing, including anticipated location. Staff in North, Central and South regions are co-located with the Authority.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Key Personnel & Organizational Structure
Functional Areas of Responsibility (FAR) Accountable For
Key Staff/Responsibilities 1. Program Director • • • •
Project Performance Client Liaison Advice and Strategic Planning Overall Leadership
2. Strategy and Innovation • •
All FARs In Program 2.10 Quality Management 2.21 Risk Management 2.3 Safety and Security Management
Support Positions Executive Leadership Team, Quality Manager Risk Manager Safety Manager Sustainability Manager
2.17 Project Strategy and Planning
Strategic Planning Promotes Culture Of Innovation
3. Technical Advisor
2.13 Program Integration
4. Regional Deputy Directors
All FARs Within Region
Regional Managers Project Managers Technical Specialists
5. Program Management
2.15 Project Management and Controls
•
2.2 Cost Management and Reporting 2.11 Management Reporting 2.20 Records and Document Management 2.9 Estimating and Forecasting 2.18 Third Party Agreement Management 2.26 IT Consulting Services and IT Project Management Support 2.4 Contract Procurement, Management and Administration 2.5 Contract and Regulatory Compliance 2.25 Consultant Workforce Strategy and Resource Management 2.14 Program Scheduling
Project Controls Specialists Procurement and Contract Management Specialists IT Specialists Geospatial Data Specialists (GIS, VDC, CADD) Construction Management Specialists Third Party Agreement Specialists
• • •
• • •
Managing Consultant Contracts Stakeholder Coordination Meeting Schedule and Budget Requirements Accurate, Timely Management Reports Accurate Cost Estimates Implementing Performance-Based Contracts Throughout Team Tracking Performance To Contract Terms
6. Operations and Maintenance • • •
Representing Customer Needs Developing Operating Concepts Enhancing Program Integration Through Operations Experience
7. Commercial •
Assisting In Developing Alternative Funding Strategies
8. Policy, Planning and Environmental • Meeting Environmental Clearance Schedules
2.12 Operations and Maintenance 2.1 Asset Management
Financial Specialists Travel Demand Specialists Branding Specialists Management Consultants 2.24 Transportation and Commercial Planning Transportation/Land Use Planners Communications Specialists 2.22 Stakeholder Development/Communications Environmental Specialists Planning 2.23 Station Planning 2.8 Environmental 2.23 Station Planning (Commercial) 2.16 Project Delivery, Planning and Solicitation 2.17 Project Strategy and Planning
9. Design and Construction
2.7
•
2.10 Land and ROW 2.6 Engineering
Developing Specifications and Criteria
10. Program Integration and Coordination • Systems Integration • Program Integration • Interface Management • Validation and Verification
Operations Specialists Maintenance Specialists Asset Management Specialists
Design and Construction
2.13 Program Integration* 2.3
Engineers Architects
Systems Engineers Engineers
System Safety
Fig. 4-17: identifies the necessary positions to accomplish the scope of work based on the Functional Areas of Responsibility. PAGE 56 of 96
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Key Personnel & Organizational Structure
1. Organizational Similarities Encourage Closer Integration
Integration between the Authority and The Partnership staff is enhanced by the similarities between our organization structures. Fig. 4-18 identifies how elements of our project organization align with Authority’s divisions and departments. The intent of our organizational structure is to create alignment with the Authority and encourage integration and closer coordination. The result is that the Authority remains lean, and receives seamless support from its RDP.
Authority Organization
The Partnership Organization
Transportation/ Commercial Planning Division Operations and Maintenance Division
Policy, Planning and Environmental
2. Reducing Interface and Delivery Risk. The Partnership’s
Environmental Planning Division
Environmental
Right of Way Division
Land and Right of Way
Design and Construction Division Contract Compliance Division
Design and Construction
Regional Directors/ Stakeholder Outreach
Regional Deputy Directors
organizational structure for program delivery, including program management, operations and maintenance, commercial, planning, design and construction, and program integration, and support to the regional teams is described earlier in this section, with organizational charts included. Managing Interface Risk. The Partnership’s organizational structure for program delivery, including program management, O&M, commercial, planning, design and construction, program integration and support to the regional teams is described earlier in this section, with organizational charts included. To assertively manage interface risks, The Partnership has structured Integration as a core organizational building block throughout its organization. This is best observed in four areas: technical integration, contracts integration, organizational integration, and program integration.
Operations and Maintenance
Contract and Regulatory Compliance
Fig.4-18: Similarities between The Partnership and Authority organization structures encourage close coordination
• Technical Integration has been identified as a core discipline in our organizational structure. Led by Paul Bews of LeighFisher, and described earlier in this section, our integration management team will follow a structured approach to confirm that technical interfaces are identified and managed appropriately. • Integration within and between contractors is the responsibility of our Regional Deputy Directors and their contract support teams. • As the organizational element directly tied to the support and oversight of contracts, Regional Deputy Directors hold core accountability for identifying and managing interfaces between contracts. We have also structured our organizational approach around forcing attention to interface points, forcing the organization to become more aware of key interface points. • Lastly, we have created the position of Deputy Director, Integration and Coordination. This is a high level position that sits on the Executive leadership Team, and holds the responsibility of identifying integration and related risks throughout the Program. Reducing Interface and Delivery Risk In Section A. Innovations, we describe two key innovations that will significantly reduce integration and delivery risk to the Authority: early involvement of the operator, infrastructure provider, and contractor; and using an integrated form of agreement (IFOA).
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Key Personnel & Organizational Structure
Delivery risk to the Authority could be further reduced by requiring the operator, infrastructure provider, and contractor to accept risk directly through their contracts with the Authority. Interface risk would be reduced through the use of an IFOA. The IFOA binds the delivery consultants and contractors into one team with the express purpose of sharing accountability and responsibility for delivery of the program. This approach encourages collaboration and improves quality of program deliverables, since both the risk and reward are shared among the team members. Of course, the key to successful risk management is to allocate the risk to the parties best able to manage it.
3. Our Organization and Management Plan Evolves with the Program
Our Organization and Management Plan will be a living document, updated regularly. We will conduct a thoughtful review of the plan with senior managers of the Authority on an annual basis to identify opportunities to improve the structure of the organization or to modify it to anticipate changes in the program expected in the following years. Specifically, our organization was developed to anticipate two changes to the organization based on the current direction of the program: Built-in flexibility to support contracts. Teams structured to support the RDs will be growing as the Authority adds construction contracts. This will include project managers, project controls staff, engineering and environmental support. Anticipating scope change. We have included several positions on our organizational chart that anticipate future needs of the Authority, and will make these individuals available immediately to consult and plan for a future larger-scale effort. These positions include O&M, operating concessionaire planning, commercial planning and fare policy.
Resumes
Resumes of key personnel and personnel with specialized technical expertise are provided in the Appendix.
References
References are provided in the Appendix.
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5. Delivery Approach, Project Understanding & Innovative Ideas
5. Delivery Approach, Project Understanding & Innovative Ideas
Table of Contents 05. Delivery Approach, Project Understanding & Innovative Ideas
A.
A Journey of Innovations
Page 59
B.
Approach to the Scope of Work
Page 65
C.
Performance-Based Contracting Strategies
Page 85
D.
Required Plans
Page 90
E.
Small Business Plan
Page 95
Icon Legend Look for these icons throughout our proposal to direct you to key RDP Partnership benfits, ideas and solutions Innovations Ideas to save time, money, enhance quality Schedule Opportunities to reduce schedule, reduce Authority workload
Global Perspective Ideas and lessons learned from international rail programs Operations Perspective Applying experiences from NRC’s owner operator perspective
California Connection Our long-standing commitment to the State’s rail program
Customer We consider the customers’ needs in all we do
Integrated Team “One Team” approach with the Authority’s best interest at heart
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PAGE viii of clxxviii
05 Delivery Approach, Project Understanding & Innovative Ideas A. A Journey of Innovations Since its inception, the California High-Speed Rail Program has been driven by innovation. As your partners on this journey, The Partnership embraces the need to continue bringing forward major innovations that will help transform the Program into a more delivery and operations focused enterprise. We have developed a suite of innovations which, if implemented by the Authority and The Partnership, would improve the overall efficiency of the combined organization, and help to deliver the Program under budget and ahead of schedule. This section describes five innovative strategies we propose to implement.
1. Early Infrastructure Provider and Operator Involvement Benefits: Accelerated Schedule, Reduced Construction Costs, Enhanced Program Integration, Increased Management Efficiencies, Increased Investor Confidence Early involvement of a contractor has been proven to accelerate the schedule, reduce the final constructed cost, and increase project quality. Even greater savings occur when the project operators are involved early in the delivery process in establishing business and operational goals for the project. By implementing the following actions, the schedule will be significantly accelerated, construction costs reduced, and the project will be more attractive to investors with key business decisions implemented early. • Immediate infrastructure provider perspective through Network Rail Consulting (NRC) functioning as an early “shadow provider” to establish the framework and structure to attract and secure the infrastructure providers and operator/concession contractor • Early owner perspective (through NRC) of the O&M enterprise • Development of the business case, operating scenarios, and procurement structure for infrastructure providers and operator/ concessionaire at the earliest and optimal time • Structure the concession procurements to maximize early funding and financing
High Speed Rail in California: A String of Firsts • The formation of its own state agency, outside of the State Department of Transportation • Completion of one of the Nation’s first tiered EISs, in order to address the complexity of a truly state-wide construction program. • The first voter-approved funding mechanism for a High-speed train project • Achieving the first two Records of Decision for true high speed rail in the Nation • Creation of an entirely new national Safety Criteria for High Speed Rail that has been adopted by the FRA • Creation of a new California Public Utilities Commission
The Partnership will continue to work with the Authority and its financial advisor, KPMG, to evaluate the optimal timing and staging for the delivery of the Program, through a P3 approach. The objective will be to approach the delivery of the Program in such a way that the early benefits of passenger operation could be achieved by sizing and packaging the delivery of infrastructure, high-speed rail systems, rolling stock, and the train operating partner with the available public funding and available private financing. Tremendous benefits will result from the input of the infrastructure provider during the design and construction phase of the project.
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Delivery Approach, Project Understanding & Innovative Ideas
Based on the premise of early provider/operator involvement in the Program, The Partnership has developed a fundamental delivery model that we reference throughout this document called COBD (CustomerOperations-Build-Design), which places an understanding of customer and operational needs before construction and design. Through this early operator involvement, greater integration and reliability of the final constructed system will result.
Customers-Operations-Build-Design (COBD)
Customers
Operations
Integration
Early operating input significantly increases the ability to address system interfaces for a fully compatible and operational rail system and reduces design, construction and operating risks. Early identification and resolution of operations issues also reduces risks to a future operator during the concession period, increasing investor confidence in the program. With NRC facilitating the process as a shadow infrastructure provider, and developing performance-based system standards that allow for different operating technologies, the opportunity for a full and open competition for the infrastructure provider and operations concession contracts is maintained.
Build
2. Accelerated Delivery of Major Tunnel Contracts Benefits: Accelerated Schedule, Reduced Construction Costs The critical path for delivery of the entire program includes three key tunnel sections: • Bakersfield to Palmdale, through the Tehachapi Mountains • Palmdale to Burbank, under the Angeles National Forest • Gilroy to Merced
Design
Fig. 5-1: TheThe Partnership's delivery model Fig. 4-2: Partnership keeps the end in mind - the customer.
organization keeps the end in mind -- the customer.
Tunnels involve high construction costs, as well as high risks associated with the unknowns of underground construction. Because tunnel construction includes long-lead schedule items that are inflexible (e.g. geotechnical data collection, TBM procurement), it is essential that work begins as early as possible to preserve the option for an accelerated schedule as funding becomes available. The Partnership recommends a progressive design-build delivery approach with a possible P3 element depending upon availability of funding. This preserves the option of accelerated delivery without committing the Authority to a full construction contract until funding is available. Under progressive design-build, the design-build team is selected on a best value basis with price initially based on factors such as general conditions, design cost and fee. Once the design has progressed to an appropriate level, a guaranteed maximum price would be negotiated with the contractor team. Although this introduces uncertainty regarding cost at the beginning of the project, experience has shown that there are significant lifecycle cost savings in taking such an approach as a result of reduced contractor contingencies at time of bid and a reduction in the number of change orders as compared to a traditional design-build approach. PAGE 60 of 96
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The East Side Access project will bring eight tracks of Long Island Railroad service to a newly constructed station space at Grand Central Terminal on the East Side of Manhattan. Parsons Brinckerhoff is the managing partner of the joint venture designing the project as well as providing design services during construction.
RDP
Delivery Approach, Project Understanding & Innovative Ideas
The progressive design-build approach will allow time during the preconstruction phase to secure additional funding, or if necessary, implement a P3 approach to construction funding based on availability payments. Critical Paths to Program Completion
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
FCS Operable between Madera and Wasco FCS Operable stretched Madera and Bakersfield Geotech Investigations of Tunnel Segments Tunnel Segment PE with Risk Assessments SF to Merced SF to Gilroy Gilroy to Merced Progressive DB - NTP 1 (CM & Design/Env Suppt) Progressive DB - NTP 2 (Design/TBMs Procure) Progressive DB - NTP 3 (Construction) Gilroy to Merced Systems Installation & Testing
54 Mos.
PDB Procure P3 (if req.)
Bakersfield to Burbank Bakersfield to Palmdale Progressive DB - NTP 1 (CM & Design/Env Suppt) Progressive DB - NTP 2 (Design/TBMs Procure) Progressive DB - NTP 3 (Construction) Bakersfield to Palmdale Systems Instl & Testing
54 Mos.
PDB Procure P3 (if req.)
Palmdale to Burbank Progressive DB - NTP 1 (CM & Design/Env Suppt) Progressive DB - NTP 2 (Design/TBMs Procure) Progressive DB - NTP 3 (Construction) Palmdale to Burbank Systems Instl & Testing
54 Mos.
PDB Procure P3 (if req.)
Burbank to LAUS to Anaheim Burbank to LAUS LAUS to Anaheim Merced to Bkfld.
Integrated Testing & Pre-Ops Demonstration
2029 Test Track Ops
Key:
2027 Full Ops.
= Environmental clearance and ROW acquisition in support of construction = Procurement = Schedule improvement with the use of "DB Progressive" delivery method for tunnel segments = Business Plan 2014 baseline
Fig. 5-2: Progressive design-build preserves the option of accelerated delivery without committing the Authority to a full construction contract until funding is available.
3. Faster Environmental Process Benefits: Accelerated Schedule, Reduced Planning Costs The Administration is considering establishing a single point of contact for all federal resource agencies to avoid repeating common supporting evidence and documentation. In addition, there should be continued efforts to prepare the Authority and its partner agencies for a potential preemption of CEQA. The Partnership recommends consolidating within the Program the number of environmental studies being undertaken. Separate studies and documentation require repetitive work that could be avoided. The consolidation could be as simple as combining some of the existing section consultants that would also bring forth efficiencies within the consultant teams, resulting in a net decrease in the number of staff involved. Consolidation should be balanced against contract packaging and staging so specific contract sections are not delayed.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Delivery Approach, Project Understanding & Innovative Ideas
Resource agencies are often constrained by the number of staff available to perform the necessary reviews, approvals and processing, especially given the number of projects under review. The Authority should be prepared to help budget additional resources within the agencies who would be dedicated to the Program and allow for priority and expedited reviews and approvals.
Integrated Form of Agreement
4. Fully Integrated Program Team Benefits: Increased Management Efficiencies An additional key success factor for integrated project delivery is to have a program team that works in a fully integrated manner and shares in the risks and rewards of the overall program. We recommend that the Authority and The Partnership consider combining our professional staffs into a fully integrated organization. This will help to remove the “us” and “them” from the organization and allow the team to work in the most efficient way possible. It will speed decision-making and result in reduced overall staffing requirements and associated cost savings. The Partnership recognizes that the Authority's executive level staff will need to retain overall control. In addition to implementing a fully integrated team, The Partnership recommends an Integrated Form of Agreement (IFOA) to bind the various project participants together in sharing of risks and rewards. An IFOA will facilitate teams working together in a cooperative way for the better good of the overall Program. The approach involves combining a portion or all of contingencies and profits of the various program participants and then sharing in the combined pool in proportion to the percentage participation levels. The Authority, RDP, Regional Consultants, Regional Construction Managers, and contractor teams could be included in the IFOA. Fig. 5-3 provides a schematic representation of the approach and the sharing mechanism. The use of a fully integrated team and IFOA can significantly improve quality, cost and schedule performance, as well as reducing overall risk to the program. The Partnership also recommends implementing an Owner Controlled Insurance Program (OCIP) including professional liability, to further bind the parties together and limit claims between the program participants and provide for small business coverages.
OWNER
CONSULTANTS
CONTRACTORS
• The parties are bound • • • • •
together by a single agreement or an umbrella agreement The agreement creates a temporary, virtual or formal organization Processes are tailored to support the team environment Decisions are arrived through consensus and seek “best for project” outcomes Some portion of compensation is tied to project, not individual, success Roles are assigned to the person or entity best capable of performing
Fig. 5-3: An IFOA facilitates teams working for the good of the overall Program (AIA).
5. Virtual Design and Construction Benefits: Reduced Cost, Improved Integration, Reduced Risk The Partnership proposes using Virtual Design and Construction (VDC) processes broadly to realize program management goals as part of the overall process, including improving internal integration, external communications, leaner program delivery, quality, and risk management. PAGE 62 of 96
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A key component of this VDC approach will be the implementation of Building Information Modeling (BIM) guidelines and BIM execution plans currently being developed by the PMT. These BIM guidelines will drive the level of design and information modeling that will be provided by the Regional Consultants.
Collaboration
Coordination
Communication
Cost
Schedule
Risk
Construction Data
Analysis Programs
QA/QC
Documentation Planning
Planning
Centralized Project Data
Data Sharing
Rapid Concepts
High Level Estimates
Instant Visualization
Evaluations of Alternatives
Model Based Proposals
Improved Project Delivery
Design
VDC/BIM
Asset Management
Maintenance Planning
Centralized FM
Evolving Facility Model
Operations Planning
O&M
Construction
Fig. 5-4: VDC provides a workflow for integrating project elements.
As shown in Fig. 5-4, VDC provides a workflow for integrating project elements and provides a process that supports the collaboration of the planners, designers, builders, and operators and maintainers to deliver the Program. One of the main challenges of delivering such a complex program is setting consistent guidelines to managing the flow of data to ensure information accuracy, consistency, and appropriate level of detail for each audience for their particular purposes. The Partnership will use information models for a variety of VDC applications over the entire lifecycle of project development and delivery including for planning and stakeholder engagement, for design and construction, and ultimately for use by the facility operator. This initial commitment to using project information models early will result in far greater savings over the course of the project, particularly in construction when the greatest cost risks occur. Parsons Brinckerhoff has established relationships with Autodesk and the Stanford Center for Integrated Facility Engineering (CIFE) which are the leading organizations in the VDC field and will be available to assist with the CAHSR Program.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Delivery Approach, Project Understanding & Innovative Ideas
Innovations At Work The Partnership views innovation broadly. We value both incremental innovation and breakthroughs that will create fundamental change for the Program. On the previous pages we have described five “big ideas” that can bring about transformational change in delivering the Program. On this page, we highlight innovations we are working on around the world. Using Waste Heat to Save Communities Energy
Improving the Value of the Global Rail Network
Designing in 3D to Evaluate Solutions Early
Parsons Brinckerhoff created Dynamo, a calculation tool for transfer from heat recovery mechanisms such as embedded liners and tunnel cooling pipes. It is being used on HS2 to determine whether a heat recovery scheme would benefit nearby residences and businesses.
Parsons Brinckerhoff parent company and part of The Partnership, WSP has just prepared a white paper on how the UK railway system could be used in a different way to add widespread, longer-term value.
Parsons Brinckerhoff used Autodesk BIM solutions, to design and construct the $1B Presidio Parkway virtually. The solution enabled the design team to analyze earlystage design alternatives, evaluate construction plans, and help speed the approval process and build public support.
For the full white paper visit: http://ow.ly/KrQJ9
No Idea is Too Small Over the past few months, The Partnership has been reaching out across our firms to capture ideas and innovations for all aspects of the Program. Below, we highlight just a handful of the ideas we’ve been thinking about. Some are already being considered, some are new ideas worthy of further evaluation. No idea is too small. We will continue to conduct innovation workshops over the course of the Program.
• Early approach to blended service
• Create a “media bar” to share materials
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• Share information from rolling stock
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integration and coordination A station advisory group of transport urban planning and real estate professional to maximize development potential Detailed book of knowledge of relevant P3 deals globally, focused on risk allocation, performance regimes, payment mechanisms Establish a culture of data capture, data sharing and data access through paperless work Partner with Hiring our Heroes for D/VBE, or partner with Travis AFB
CHSRA Rail Delivery Partner | RFQ HSR#14-66
with the media and public
supplier with the train operating company early, so the operator can prepare • Set up field “tiger teams” for schedule and budget—could be a mix of talent needed to help get ROW clearance, environmental clearance, agency permits • Implement a public tour program for visitors on to construction sites
RDP
Delivery Approach, Project Understanding & Innovative Ideas
B. Approach to the Scope of Work 1. Understanding of the Project
The Partnership is dedicated to collaborating with the Authority and ushering in a new era of mobility. The system is not an end unto itself, but is a means to link California’s mega regions, create jobs and educational opportunities, improve the environment, promote sustainable communities and establish California as a global leader in high-speed rail technology, delivery and operations. The Authority intends to deliver the system as quickly as possible to support these broader public goals and objectives. This requires working on multiple fronts to deliver early benefits to customers through investments in bookend and connectivity projects and to begin high-speed rail revenue service on the initial operating segment (IOS) by 2022 – or sooner. With the infusion of cap and trade funds into the Program, the Authority is positioned to accelerate delivery of Phase 1 (San Francisco to Los Angeles/Anaheim). The March 1, 2015 Report to the Legislature identified that environmentally clearing all of the remaining Phase 1 sections concurrently in 2017 will provide the Authority with maximum flexibility to advance the system and potentially allow for early connection with the XpressWest high-speed rail line to Las Vegas. Hurdles: The Challenge of Being the First The California high-speed rail system is the first to be planned, designed, built and soon-to-be operational in the nation. In taking on this monumental challenge, the Authority will continue to break new ground and set a precedent for other high-speed rail systems in the US. This presents challenges atypical of other complex, controversial infrastructure projects that have been delivered under more developed state and federal regulatory guidelines and mature technical standards. The good news is the Authority, supported by the Program Management Team (PMT), has successfully cleared several major hurdles, including preparing a solid concept of operations consistent with international best practice and customer expectations for performance and capacity of the network. The concept of operations then guided development of technical standards that define a worldclass high-speed rail system that will deliver on customer expectations and has been accepted by two key regulatory agencies: the FRA and the California Public Utilities Commission (CPUC).
The Partnership has Helped CA HSR Achieve One of the
1st tiered EIS's
in the nation
1st & 2nd RODs for HSR in the nation
New
FRA Regulations for High Speed Rail Trainsets Construction procurement
117 miles; more than 20 total procurements for
$1 Billion in cost reductions
New CPUC general order
25
allowing kv electrification Parsons Brinckerhoff has been actively assisting in the development of the California High-Speed Rail Project for 20 years, giving us a deeper understanding of the Program than any other firm.
However, there are more hurdles ahead, most immediately, schedule and cost risk. The schedule and cost drivers are funding and financing, environmental clearances, third-party agreements and right-of-way (ROW) acquisition. The Partnership’s approach to mitigate these risks are highlighted on the following page in Fig. 5-5.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
PAGE 65 of 96
Delivery Approach, Project Understanding & Innovative Ideas
Hurdles
Mitigation Approach
Funding & Financing
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Environmental Clearances
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Third Party Agreements
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Right-of-Way Acquisition
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Confirming program feasibility and costs of a large, dynamic, and complex undertaking Building political and investor confidence Uncertain federal funding sources
Leverage cap and trade funds Attract private investment Consider innovative funding and financing strategies
Multiple segments cleared simultaneously across a • large geographic environment • Evolving and changing mitigation requirements based • on subjective criteria with cost implications Legal challenges
CEQA pre-emption Environmental acceleration specialists Develop a concurrent workshop review process to accelerate reviews and issuance of documents
Many public and private entities • Each agreement requires one-on-one negotiations • and attract betterments Complex agreements are time consuming and require • attention from many parts of the organization
Assign coordinators by region Focus role and purpose of legal review on decision support Refocus and manage ROW consultants with performance based incentives
Defined, but significant regulatory and legal requirements per Public Acquisition law Large volume of parcels to be acquired for design-build contracts Possible contractor delay costs
Real-time monitoring Prioritizing to minimize/eliminate impacts to contractor Develop construction work-arounds Form ROW Team including affected state agencies
• • • •
Fig. 5-5: Together, the Authority and The Partnership can address all anticipated hurdles to the Program's success.
2. Providing Strategic and Commercial Advice: Organization Provides a Conduit
The Authority recognizes there will be many more unanticipated hurdles – and opportunities – in the future and has adopted as a key principle to “evaluate new opportunities and adapt to changing circumstances to deliver to California a cost-effective, high quality system as quickly and efficiently as possible.” In support of this principle, The Partnership has created the position of Deputy Director of Strategy and Innovation, which serves as a conduit for strategic advice from The Partnership to the Authority. As described in Section 2, Key Personnel and Organizational Structure section of this SOQ, we have also formed teams of strategic thinkers and experts in delivering and operating high-speed rail systems internationally to provide regular and ad hoc strategic, commercial and operational advice. Two key areas of advice will be associated with delivering sound commercial strategies, and building support through strategic communications. Developing Commercial Strategies Sound commercial planning and delivery is critical to the success of the Program. The Partnership has created a robust commercial function within our team, headed by Deputy Director of Commercial Paul Neal. The function includes expertise in station commercial planning from Network Rail Consulting (NRC), and operating concessionaire planning from LeighFisher. The team will work with the Authority, and other key PAGE 66 of 96
CHSRA Rail Delivery Partner | RFQ HSR#14-66
International Examples Thierry Prate, Paul Neal and Boris Lipkin drew on international examples in an article assessing the roles played by the private sector, the type of contract put in place as part of P3s, and the early decisions that must be made in the design of a high-speed rail program to facilitate private sector participation.
RDP
Delivery Approach, Project Understanding & Innovative Ideas
agencies and consultants such as the Authority’s financial adviser KPMG, to formulate and deliver a commercial strategy – the Program’s commercial and business plan. This plan will set the path forward for commercial aspects of delivery and will be the “heart beat” for the entire Program. Building Support with Strategic Communications/Stakeholder Engagement Success on mega projects requires building, broadening and sustaining stakeholder support. The Program must have active champions, in the form of political, civic, business, environmental and labor leaders. To secure and sustain a higher and broader level of support across the state, we will help the Authority develop and implement a strategic engagement plan that is designed to generate broad and deep political support, strong and visible advocacy by champions and wide public engagement.
Strategic Leadership Positions We have augmented our team’s leadership structure to include positions responsible for working with the Authority to solve strategic, business planning and commercial issues. •
•
3. Alignment and Integration with Milestones
The 2012 Business Plan laid out a roadmap for delivering the Phase 1 high-speed rail system in phases and through a blended implementation strategy in concert with the Authority’s transportation partners. As depicted in the schedule below, the schedule targets start of revenue service for the IOS in the Central Valley by 2022, to connect San Jose/San Francisco and Merced to the San Fernando Valley (Burbank) by 2026 and to complete the extension to Los Angeles/ Anaheim by 2029.
Fig. 5-6: Program Schedule (2012 Business Plan)
Our organizational approach aligns our organization with the Authority’s and facilitates our functioning as your partner in achieving the major program milestones.
•
Strategy and Innovation: Thierry Prate will serve as deputy director for strategy and innovation. He has been working alongside Authority leadership on such key issues as commercial and financial strategy for business planning, and potential P3 opportunities. Commercial: Paul Neal serves as the deputy director for commercial, bringing his experience for delivery and startup of three international rail system including as customer service & operations director for Heathrow Express airport rail and operations director for Manchester Metrolink. Communications: Sheila Dezarn, deputy director of policy, planning and environmental will oversee communications/ stakeholder outreach support, drawing on her background in strategic communications and government relations, and her deep knowledge of the program. Supporting Sheila is Jim Bourgart, who has developed and implemented strategic communications plans while in his position as deputy secretary for transportation and infrastructure for the California Business Transportation & Housing Agency.
We highlight critical activities and approaches to achieve the Authority milestones for the Program, in Fig. 5-7 on the next page.
RDP
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Delivery Approach, Project Understanding & Innovative Ideas
Aligning The Partnership’s Approach to the Authority’s Business Plan Milestones Secure Additional Funding and Financing • • •
Explore commercial structuring options to incentivize innovative financing Drive early RRIF loan process and support efforts to leverage cap and trade funding Increase visibility with funding agencies and legislators
Secure Private Investment • Drive a customer-and operations-focused program delivery strategy • Pursue creative investment opportunities such as operations and TOD • Benchmark global supply chain experience on risk allocation and financing Advance a Credible and Reliable Business Model and Procurement Strategy • • •
Execute robust commercial scope to support risk and procurement strategy Optimize bundling/unbundling business models integrating risk and financing constraints Adapt demand forecasting tools to revenue, commercial, economic and operations risks
Maximize System Integration, Connectivity, Ridership and Revenue • • •
Engage Xpress West in a joint project development partnership Assess Los Angeles - Las Vegas market operating and customer needs Develop joint commercial approach (branding, pricing, service level, stations, etc.)
Enhance Communities with Stations that Improve Quality of Life and Economic Development • • •
Leverage NRC experts to maximize station economic potential Empower stakeholders to achieve their objective (e.g. development, connectivity, etc.) Engage the real estate development market
Create Seamless Statewide Rail Network • •
With NRC & LF interoperability approach, enhance PMT-defined standards and interfaces Maintain effective relationships with other rail operating agencies
Make Sustained, Concurrent Progress on All Sections • • •
Capture early social/economic benefits in all regions and communities Execute risk-based communications plan to build support for Program Integrate effectively with the Authority’s regional teams
Implement System Faster and at Lower Cost than 2014 Business Plan • • •
Drive value through functional specifications and performance-based contracts Pursue innovative technical and commercial solutions to mountain gap sections Proactively seek innovations and alternate solutions to construct the system
Ensure Successful Start-Up of Service for Every Phase • •
Leverage NRC’s operational experience Access global benchmarking of LeighFisher and UIC experts
Develop and Implement Nation’s First Operable High-Speed Rail Segment by 2022 • •
Start with the end in mind Remain focused on program’s cost, schedule and quality goals
Fig. 5-7: Critical activities that directly impact the achievement of the Authority's milestones.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
Delivery Approach, Project Understanding & Innovative Ideas
4. Program Delivery Strategy The Framework for Developing a Strategy The Authority’s program delivery strategy captures its intentions with regard to project phasing, procurement and contracting packaging, financial models, and private sector engagement strategies tied to the Program’s cost, schedule and quality objectives. The program delivery strategy establishes: • What you plan to build • How you will procure it • How you will pay for it In support of the procurement strategy and decision-making process, The Partnership will continue to work with the Authority and its financial adviser, KPMG, to identify the optimal solution for delivery of the highspeed rail program, given the known funding constraints and likely appetite of the private sector to contribute financing through a P3 approach.
•
What to Build
• •
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How to Procure
• •
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How to Pay
• •
Considerations
International HSR Lessons Learned
High-speed rail system with international best practice for performance, safety, and reliability Connect mega-regions, spur economic growth Construction phasing approaches that lead to early connectivity benefits
Planning starts with a customer-oriented approach including the passengers, elected officials, investors and concessionaires and other stakeholders.
Developed to maximize opportunity with available public funds Recognizable by the private sector as a best practice to build political and investor confidence Designed to leverage private financing to take advantage of available capital Business model drives the Program’s technical and organizational integration requirements
Solutions that ‘’bundle” similar responsibilities where it makes contractual sense, reduces risk for the Authority, and accelerates delivery (i.e. the approach for rolling stock bundles design and manufacture with a maintenance program and heavy maintenance facility providing a single contract that transfers risk appropriately and is consistent with industry practices).
SB 1029 approved $9B in federal and state funds enabling construction to start SB 1029 funds regional rail modernization projects elsewhere in the state Cap and trade auction proceeds Additional funds needed for rail systems, rolling stock for IOS, and high-speed rail system beyond the Central Valley
Leverage public funding sources to attract private capital to the program. The Partnership’s agency, commercial and financial expertise allows us to guide and support the Authority to manage funding uncertainty and accelerate the business case for attracting private capital.
The considerations and experience The Partnership brings from Fig. 5-8: Lessons learned from intentional HSR projects inform the process for other high-speed rail programs developing a delivery strategy. to development of the program delivery strategy are shown in Fig. 5-8. Implementing the Delivery Strategy As part of the program delivery strategy, The Partnership will assess project delivery alternatives for each contract, based on funding considerations, stakeholder engagement, location, project type and complexity, cost schedule and risk considerations. An expert panel will be convened to provide input based on their expertise and relevant project experience. Next, The Partnership will determine contract packaging, including consideration of the scope of work involved, contractor capacity, specialties services and small business involvement. We will develop a work breakdown structure around the contract packaging and consistent with our standardized PMIS.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Delivery Approach, Project Understanding & Innovative Ideas
5. Approach to Scope of Work
The Partnership has created an organizational structure to support the Authority that defines clear lines of accountability and responsibility for the scope of work. Our approach confirms the scope of work required to deliver an operating high-speed rail system within the California political environment and state and federal regulatory framework. Lastly it identifies how integration and coordination is achieved across the Program organization, and provides systems integration across the technical elements to be designed, constructed, installed, operated and maintained. The Partnership Organization is Structured to Deliver Our approach for assigning work responsibilities across the Functional Areas of Responsibility (FAR) categories is shown in Fig. 5-9, including additional activities (shown in italics) that we consider significant elements of work to support Program delivery. Program Management Program Intergration & Coordination
Program Delivery
15. Project Management and Controls 11. Management Reporting 2. Cost Management and Reporting 25. Consult. Workforce Strategy/Resource Management 20. Record and Document Management 26. IT Consulting Services/ IT Project Management Support
17. Project Strategy and Planning 23. Station Planning 24. Transportation and Commercial Planning 8. Environmental 16. Project Delivery Planning and Solicitation 4. Contract Procurement, Management and Administration 10. Land and ROW 7. Design and Construction 12. Operations and Maintenance
Program Management Information System
5. Contract and Regulatory Compliance 22. Stakeholder Development/ Communications Planning 13. Program Integration 6. Engineering 9. Estimating & Forecasting 14. Project Scheduling 18. Third Party Agreement Management 1. Asset Management 3. Safety and Security 19. Quality Management 21. Risk Management Sustainability
Permitting and Mitigation Fare Policy Operating Concessionaire Planning Testing and Commissioning
Fig. 5-9: Functional Areas of Responsibility Organized by Program Management, Program Integration, and Program Delivery.
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RDP
Key Personnel & Organizational Structure
Integrating and Coordinating Across Program Organization to Deliver the Scope of Work Program integration and coordination are achieved by identifying the interfaces within the organization and establishing management processes to support formal communication between the affected managers and team.
By definition, integration requires that there are two parties or entities involved. The chart shows where the scope of work activities of Corporate intersect with the scope of work activities for Implementation and represent the need for integration of the two activities with an orange dot in the chart. This dot identifies both the scope of work activities to be integrated as well as the assigned Task Managers and Deputy Directors responsible and accountable for integration. This approach emphasizes Corporate support to the Regional Teams (Authority Regional Director and Rail Delivery Partner (RDP) Region Deputy Director) as having front line responsibility for the implementation of the deliverables within their geographic boundaries with the support of the Authority’s consultants and contractors. The Scope of Work Integration Chart also shows that the Regional Teams are supported by the Corporate (Program Management) and Implementation (Integration/Coordination and Program Delivery) teams throughout the project phases of planning, environmental approvals and preliminary design, final design and construction, testing and commissioning, and into operations & maintenance.
The Authority The Partnership
RDP
The Partnership
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Scope of Work
Lam Nguyen
Mark McLoughlin
Don Grebe
Ofelia Alcantara
TBD
Deputy Director Paul Bews
Sheila Dezarn
Sheila Dezarn
Paul Bews
Gay Knipper
Sheila Dezarn
Rob Ball
Rob Ball
Peter Koning
Paul Sedway Andrew Williams
Barbara Gilliland
John Popoff
Terry Marcellus
Dana McGowan
Richard Frankhuisen
Rob Ball
Peter Koning
17. Project Strategy & Planning
23. Station Planning
24. Transportation & Commercial Planning
16. Project Delivery Planning & Solicitation
4. Contract Procurement, Mgmt & Admin
8. Environmental
10. Land & ROW
7. Design & Construction
12. Operations & Maintenance
Authority Consultants & Contractors
Program Mgmt
The Authority
Scott Jarvis
Program Delivery by Region North Region - Ben Tripousis Central Region - Diana Gomez South Region - Michelle Boehm
Regional Directors
North Region - Lillian Hames Central Region - Mike Leonardo South Region - Cecily Way TBD
TBD
Gay Knipper Olivia Fonesco
5. Contract Regulatory Compliance
Bob Mangussen
Sheila Dezarn Jim Bourgart
22. Stakeholder Development/Comms Planning
•
•
Scott Jarvis
Paul Bews Paul Bews
13. Program Integration
•
•
TBD
Rob Ball John Chirco, Infr Dave Bell, Sys
6. Engineering
•
•
Lam Nguyen
Gay Knipper Jim Baig
9. Estimating & Forecasting
•
Rizwan Tanvir
Gay Knipper Alex Doyle
14. Project Scheduling
•
Rachel Taylor
Gay Knipper Gus Chung
18. Third Party Agreement Management
Scott Jarvis
Peter Koning Jonathon Scott
1. Asset Management
John Tapping
Paul Bews John Cockle
3. Safety & Security
Mark Robinson
Gary Griggs Pat Lowry
19. Quality Management
John Tapping
Gary Griggs Noel Berry
21. Risk Management
Frank Vacca
Gay Knipper
T&C Operations Maintenance
Design/Const/Install
Melissa DuMond
Deputy Regional Directors
Acceptance and implementation of this approach provides transparency for both responsibility and accountability to meet program integration and program delivery goals.
Environmental Approval
Melissa DuMond
Scope of Work
Jose Camarena
Program Delivery Approach
Authority Staff Jeff Morales
Task Manager Thierry Prate
Program Delivery
Organized around the project lifecycle (shown along the top in white) and aligned with the FAR structure (shown along the left side in dark gray), the Chart highlights shared accountabilities across the scope of work with Implementation (Program Delivery) activities across the top and Corporate support functions (Program Management and Program Integration/Coordination) along the left side.
System Definition
Project Lifestyle
Program Integration and Coordination
The following Organizational and Scope of Work Integration Chart, Fig. 5-10 uses color to illustrate our approach to organizing and integrating the Authority (dark blue) and The Partnership (light blue) across the scope of work (orange).
Corporate Team Roles and Responsibiltiies across the Program Lifecycle System & Commercial Planing
Scope of Work
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Financial
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SBE
RCs
PCMs Contractors Concessionaires
PCMs Contractors Concessionaires
Concessionaires
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15. Project Management Controls 11. Management Reporting 2. Cost Management & Reporting 25. Consultant Workforce Strategy/Resource Management 20. Record & Document Management 26. IT Consulting Services/IT Project Management Support
Fig. 5-10: Organizational and scope of work integration chart.
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Key Personnel & Organizational Structure
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Delivery Approach, Project Understanding & Innovative Ideas
Regional Scope Issues Requiring Integration Support from the Corporate Team Drawing on the PMT’s seven years of work with the Authority bringing the Program from concept to its first construction contract for infrastructure, The Partnership knows the challenges facing each of the regions. Each of the regions is in a different phase of the lifecycle: the North Region is focused on supporting implementation of Caltrain Electrification and blended service requirements, the Central Region is gearing up for a second construction contract and the South Region is pushing forward with tunneling options and shared use corridors into Los Angeles Union Station. Each presents diverse political, funding, organizational and technical issues to address and coordinate, an effort requiring attention by the full Corporate team. In Fig. 5-11, we highlight the key challenges that will be our focus in the near-term. North
Central
South
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Implementation of level boarding for all Caltrain/Authority-shared platforms Embedding RDP personnel in Caltrain Electrification Project Office in San Mateo Achieving ROD by December 2016 through new regional consultant for San Francisco to Merced Identifying ROW requirements for overtake tracks, maintenance facilities, shared stations, and other track upgrades Identifying location, staging and potential shared use of new northern maintenance facility Refinement and implementation of Caltrain funding and operating agreements Preparing and working with Caltrain to implement a list of “State of Good Repair” Caltrain Corridor upgrades to Class 6, 110 mph track speeds Developing a long-term strategy for upgrading 43 at-grade railroad crossings and one pedestrian at-grade crossing along the Caltrain Corridor Maintaining project development coordination and support for Transbay Joint Powers Authority (TJPA), and interim station requirements for 4th & King facility
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Completion of CP1, CP2-3, and CP4 Award CP5 (Rails & Systems), CP Wye, and CP Bakersfield, Central Valley stations, and heavy maintenance facility and maintenance of infrastructure facility(s) Deliver Right of Way for CPs 1-5, CP Wye, CP Bakersfield, stations, maintenance facilities Overall completion of the ICS Complete third party agreements on CP1-5, CP Wye, CP Bakersfield and Stations plus BNSF agreement Transitioning from RC contracts to full ownership by the DB contracts Maintaining the fragile consensus in Bakersfield on the F Street Alignment Coordination with the Southern California team on the ties-ins between sections Implementation of the IOS Subsidence; Red Top (CV Wye) and Pixley (CP2-3, 4) SR152 Freeway conversion as a part of the CV Wye
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Achieving ROD for all 4 Southern California Phase 1 sections by December 2017 Implementation of management and funding agreements for MOU/early investment projects Developing and implementing standards and agreements for shared corridors with passenger and freight rail owners and operators Negotiating a fully integrated approach at Los Angeles Union Station to optimize capital investment, operations and opportunities for connectivity Strategic acquisition of station property near Burbank Airport Strategy for shared maintenance facilities in proximity to Los Angeles Union Station Obtaining permit and approvals for potential alignment under the Angeles National Forest and San Gabriel National Monument Technical approaches for long and deep tunnels Positioning Southern California sections to be attractive and flexible for private investment, including furthering relationship with XpressWest
Fig. 5-11: Primary focus for regional implementation terms.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Delivery Approach, Project Understanding & Innovative Ideas
Fundamental to The Partnership’s delivery plan for the scope of work is a risked-based management approach. The complexity and scale of the delivery phase of the program requires the Authority’s delivery partner to build upon the solid risk management foundations, strategies and procedures already established on the Program by bringing additional specialist skills and experience that will exceed current best practices and take risk management to the next level.
Customers-Operations-Build-Design (COBD)
Customers
Operations
Integration
Integrating Rail Operations Throughout the Scope of Work California’s high-speed rail program is a complex enterprise not made up of only bridges, tunnels and trains. It is primarily a business venture that is successful because it satisfies its customers. This is why Californians will support it. This is why investors will invest in it. The Partnership has developed a philosophy for project development that distills this basic tenet into a process that requires the integration of customer needs and operating strategies before the traditional project development process begins. It requires that we begin with the end in mind. It begins with the customer.
Build
Design Effective risk reporting by The Partnership allows project participants to quickly grasp key concerns and recent changes, identify who has the prime responsibilities for actions as well as the status of priority actions. The information that The Partnership will provide the Authority’s executive management on a regular basis will include: Fig. 5-12: Meeting the needs of customers Fig. our 4-2:entire The model Partnership drives for project organization keeps the end in delivery. • Key risks/showstoppers that will impact the program and what is mind -- the customer. being done to manage them • Risks that currently have ineffective mitigation responses and the actions being taken to improve each situation • Changes since the last reporting period • Actions we are taking to continually reduce the Authority’s risk exposure
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RDP
Delivery Approach, Project Understanding & Innovative Ideas
6. Approach to Key Activities requested in the RFQ
This section includes The Partnership’s approach to scope items as specifically requested in the RFQ. a. Approach to ROW and Opportunities to Save Time and Money With over 70 steps and five public agencies involved in the ROW acquisition process, appropriate resourcing, organizational alignment, and effective tracking and reporting tools are necessary to manage delivery of parcels on time. The process below, (Fig. 5-13), developed by the PMT, illustrates the key milestones and activities required to complete the acquisition of a property for contractor access. As each segment is environmentally cleared, The Partnership will initiate the ROW acquisition process following the planned delivery strategy. The PMT initiated development of process flows and reporting tools for data management and reporting in the Central Valley segment. Creating a centralized data file and unified weekly reporting has enabled the ROW team to give regular and consistent progress and snapshot status of performance to Authority management and Board. Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Design Change
Prepare and submit engineering drawings
Address agency comments
Issue geometric approval
Inter-authority review
Design approval
Appraisal
Submit draft appraisal maps
CHSRA issues task orders
NODA letter distributed
CHSRA reviews appraisal
DGS sets just compensation
Acquisition
Issue First Written Offer
Owner signs ROW contract, Consultant P&U and ROE prepares MOS agreement
DOF executes agreement
Open escrow, secure funds, close escrow
Legal possession
Resolution of Necessity
Prepare RON request package
CHSRA and legal review
DOF issues notice to owner
PWB meeting to adopt RON
Eminent Domain
Prepare suit request, submit to legal
Prepare declaration of value
File eminent domain suit and order of possession
Issue condemnation funding request
Hearing for prejudgement possession
Obtain effective order
Relocation Assistance
Issue 90 day general information notice
Establish relocation assist. eligibility
Provide relocation benefit
Issue 30 day notice to vacate
Verify property is vacant
Transfer to DB
Prepare ROW certificate
Submit package to design and construction
Design and construction approve package
Physical possession to contractor
approves Submit final PWB site selection appraisal map list CHSRA, DGS review and recommend approval
Fig. 5-13: Approach to ROW acquisition process.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Delivery Approach, Project Understanding & Innovative Ideas
Linear Scheduling and Geographic Information Systems Tools The Partnership will continue to assess ways to accelerate the ROW process. As an example, the PMT has implemented web-based geographic information systems (GIS) support to accelerate the ROW appraisal and acquisition process. Using GIS, overlaid with linear schedules, has been instrumental in managing ROW resources and mitigating the risk of delays and delay claims and has provided alternative approaches to construction related challenges. While we have identified many opportunities for improvement, success can be achieved by taking several key actions, including:
977 Appraisals Complete 786 Just Compensation Approved 695 First Written Offers Made 99 Delivered to Contractors Status of the 1263 Central Valley Parcels
• Partnering sessions with the five state agencies involved in the supply-chain of ROW delivery to find innovative solutions, facilitate alignment and integration, and create a unified ROW team. • Finalizing the performance reporting snapshot to provide regular, transparent and credible reporting on segment and Program status, with key performance indicators (KPI) for stakeholders and the public. • Integrating ROW staff into the design-build process and the regions to facilitate critical land purchases, and explore options to avoid or settle condemnation cases. • Initiate a ROW communication plan oriented at public and landowner education on the ROW process and citizens’ rights to facilitate negotiations and settle purchases sooner. b. Approach to Environmental Clearance and Permitting, and Opportunities to Save Time and Money The Partnership will focus on accelerated delivery of the environmental documents and permits, including mitigating strategies to facilitate construction. At the same time, quality and legal sufficiency must be maintained to manage risk to the Program’s schedule and budget. The Partnership has identified several strategies to improve and expedite the environmental review and compliance process.
Accelerating the environmental schedule requires leadership that optimizes the preparation of environmental documents for expedited NOD/ROD and permitting.
Deploy Staff Programmatically to Integrate Document Production, Permitting and Compliance Organize environmental staff to more actively manage the regional consultant teams using a program approach rather than a section-by-section approach. • Assign a senior RDP environmental manager to each region to: ෮෮ Establish and implement regional priorities to advance the preparation, review and approval of environmental documents. ෮෮ Oversee the work of The Partnership and regional coordinator section-specific environmental teams providing timely and effective regional interdisciplinary coordination. ෮෮ Manage the work consistently and efficiently across the entire Program.
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Delivery Approach, Project Understanding & Innovative Ideas
Leverage the Federal Infrastructure Projects Dashboard Program • Designate California High-Speed Rail as a high priority infrastructure project on the Federal Dashboard allowing The Partnership and Authority access to the Transportation Rapid Response Team. • Facilitate interagency coordination with the express purpose of expediting federal environmental compliance and permitting for the program. • Accelerate document reviews by executing interagency agreements to add regulatory agency staff members dedicated to the Program.
Mitigation costs will be reduced by relying on an assessment of actual project impacts rather than on predicted resource data.
Create Dedicated Environmental/Engineering Integration Manager and QA/QC Manager Roles • Create both cross-regional and cross-section working groups to collaborate on difficult technical areas and achieve program-level consistency for documentation, permitting and mitigation. • Create a position that integrates environmental evaluation and design/engineering activities across the program. Position should have expertise and clear responsibility for managing interactions between design changes and the environmental documents, and for managing design changes and minimizing rework for environmental analysis. Develop Concurrent Workshop Process for Document Review and Revision • Convene a document review team consisting of RDP, Authority, legal and FRA staff to refine documents in real time as well as address conflicting comments common on large and complex environmental documents. Support the Authority and FRA to Implement Political Objectives with Key State and Federal Agencies to Provide an Avenue to Elevate and Resolve Policy Decisions • Assess NEPA-only environmental compliance process due to possible Surface Transportation Board (STB) preemption of CEQA for potential to significantly streamline the environmental approval process, reduce the level of analysis for legal adequacy, and reduce the number of agencies engaged in the process. • Obtain permits to enter (PTE) for access to private property on more parcels earlier to improve the precision in the environmental documents and shorten environmental compliance prior to project construction, thus expediting construction schedules. • Rely on assessment of actual project impacts rather than on predicted resource data, potentially reducing mitigation costs. • Develop comprehensive parcel studies to ensure resource issues are managed prior to issuing a notice to proceed to the contractor and to reduce the time needed to begin ground disturbing investigations, such as geotechnical studies, that are critical-path precursors for construction procurement documents and final design.
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Primary environmental compliance should be assigned to the party most likely to successfully complete the work.
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c. Integration and Coordination The Californian High-Speed Rail Program is a complex “system of systems,” and successful deployment requires that a systems engineering approach be applied in conjunction with strong oversight to provide: • A vigorous approach to the development and management of system requirements and specifications. • The coordination of contracts, individual projects and third parties. • A systematic technical basis to integrate infrastructure and rail systems. • The effective roll-out of operational strategies. The PMT has already applied the tenets of a systems engineering approach, allowing The Partnership to validate and move forward with further enhancements to bring a fully integrated project delivery approach to the Program. International best practice in integrating systems on complex rail programs. The PMT has applied international best practices for systems engineering, integration and coordination, including development of inputs to meet the business benefit and rail system requirements. These foundational documents have helped define the Program, including high-level performance objectives, preliminary timetable, concept of operations, operational and ridership scenarios and the maintenance concept. These documents have also supported development of the federal and state regulatory requirements for operating a high-speed rail system in the US, which must be adhered to during the design, construction and operations of the system, including:
A Brave New World “I am delighted to inform you that your paper, Entering a Brave New World ‐ Applying Systems Engineering to American Infrastructure Projects ‐ Case Study: The California High‐Speed Train Project has been selected as a recipient of the 22nd Annual International Symposium Best Paper Award by INCOSE Technical Operations.” Jean‐Claude Roussel, Technical Director, INCOSE
• Guidance Document of Required Safety Elements Necessary for FRA Regulatory Approval for the California High-Speed Train, Rev 0, Nov 2012. • CPUC Proposed General Order - Rules for Overhead 25kV AC Railroad Electrification Systems for a High-Speed Rail System. Integrated Infrastructure Provider/Operator Approach. Through NRC, The Partnership brings the Authority an operator’s perspective in implementing an integrated project delivery approach. This operator perspective allows us to review and validate past efforts and further define the design, construction, and subsequent operation and maintenance of the railway through operationally driven requirements. Reviews and updates will further address lifecycle costs, system safety, operational security, and reliability, availability, maintainability, safety (RAMS). Specific activities related to integration and coordination of the Program are highlighted in Fig. 5-14. PAGE 78 of 96
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High Level CHSRA Objectives
Operational Scenarios
Concept of Operations
Maintenance Concept
Strategic Life-cycle Cost Concept
Requirements
Commercial Planning & Timetable
System Safety & Operational Security
RAMS Specification & Apportionment
Schedule & Cost
Others
What is Systems Engineering?
An interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem. Systems Engineering integrates all the disciplines and specialty groups into a team effort forming a structured development process that proceeds from concept to production to operation. Systems Engineering considers both the business and the technical needs of all customers with the goal of providing a quality product that meets the user needs. INCOSE International Council on Systems Engineering
Fig. 5-14: Systems Integration.
Management of system requirements and specifications. The delivery and future operational risks of high-speed rail must be controlled through robust systems engineering processes. Our approach to systems engineering is to build on the achievements made by the Program to date. The Partnership will: • Establish processes to review technical requirements for highspeed rail systems alongside current and emerging technical requirements. • Reinforce the systems engineering approach already in place to translate business requirements into rail functional specifications. • Validate, and, in some cases, further develop key control documents that inform functional and system requirements, including: ෮෮ Network capability statement including journey time objectives, route capacity, route service mix, system availability and reliability standards. ෮෮ Service commercial requirements including stopping patterns, service standard levels and objectives for normal and perturbed working. ෮෮ Operations concepts describing the delivery of network and service objectives.
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LeighFisher’s systems integration of the HSL-Zuid Transportation system includes advising on the integration of the civil works, railway infrastructure systems and rolling stock delivery programs. These programs had to be woven into existing densely used railway system within the Netherlands.
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෮෮ Asset maintenance strategies defining how system availability and reliability targets will be achieved and asset functionality maintained • Develop and deploy standard requirements management processes and systems to manage delivery and to control change during each stage of the Program • Introduce decision-making support that uses improved modeling techniques which integrates information by considering the whole railway system Management of infrastructure systems integration. The integration of a high-speed rail system takes into account a number of requirements: physical characteristics, dynamic interactions, electrical characteristics, electromagnetic characteristics and control command and signaling. The Partnership manages these interfaces such that compatibility between the infrastructure assets and the train is achieved and maintained, with the objective that all systems come together as a whole and seamlessly function together. We achieve this by: • Managing the schedule between rolling stock delivery and infrastructure delivery as an essential program element • Developing a clear set of operational infrastructure configurations that align with the schedule for program operational milestones and the program infrastructure systems delivery strategy • Establishing infrastructure systems interface agreements where requirements are shared between a number of partners and use these interface agreements to enforce dependent conditions between infrastructure elements to confirm ensure that the agreements include normal and degraded mode conditions • Manage the testing and integration of communication of the onboard systems with the way-side systems and ensure the various systems in operation do not have adverse and unforeseen effects on one other • Proactively manage and track the integration and interface management requirements between the myriad of contracts and third-party agreements Commercial integration. A variety of commercial and operational interfaces exist within railway stations themselves, in particular between the station operators, train operator(s), and retail and food and beverage concessions. The Partnership will develop a retail strategy that creates a mix of products and services that are complementary rather than competing and eroding value, including: • Timely planning and management for recruiting and training of operations staff, commissioning of facilities in the stations, development/testing/publishing of timetables and organizing ticket sales and marketing • Confirm appropriate accommodation by the station operators for train operator requirements including adequate facilities for crew rooms, operations rooms, and equipment storage PAGE 80 of 96
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The award-winning $1.7 billion East London Line Extension project was delivered three weeks early and on budget. Parsons Brinckerhoff was integrated seamlessly with the client organization to focus on key milestones and the application of progressive assurance practices. Under intense public scrutiny, this was the first project to be completed by Transport for London (TfL) to Network Rail standards.
The Partnership’s regional managers support the Authority’s regional director and are responsible for: • • • •
Communication with Regional Director of activities relating to their contracts Performance of the regional consultants Coordinating with Authority and The Partnership regarding integration of contracts Managing interfaces with other contracts
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Rolling out operational strategies. On day one of operation, successful service delivery will depend on early adoption of operational codes, standards and plans. We manage operational business risks through detailed planning, including: • Introducing frameworks for operations and maintenance organizations and identify resources, including staffing, which are required on the opening day of operation • Establishing required operational plans, rules, training plans and strategies for the introduction of a safe, secure and reliable highspeed system that is consistent with state and federal regulations • Developing a strategy for the entry into service which includes: ෮෮ Operational rules and operability ෮෮ Consultation processes ෮෮ Safety, emergency planning, fire and security ෮෮ Training requirements ෮෮ Infrastructure maintenance ෮෮ Engineering design deliverables • Develop asset management policies, strategies and plans such that future system operators are required to ensure that the Authority’s rail assets are maintained and renewed to reflect the whole lifecycle objectives d. Procurement and Management of Authority Contracts The majority of the environmental, technical and construction oversight work involved in the planning and delivery is being accomplished through consultant contracts. The Partnership will manage these contracts and be held accountable for the day-to-day responsibility as the Authority’s agent or contract manager. The contracts to-date fall primarily under the following categories: • Regional consultants working on multiple environmental corridors • Project construction managers working on CP-1, CP2-3 and upcoming CP-4 • Eight ROW consultant teams working in Central Valley • Design-build contractors in place on CP-1, CP2-3 with award of CP-4 by year’s end In order to effectively manage a consultant who is under contract with the Authority, it is critical that the Authority and The Partnership are in alignment on a number of key performance issues so The Partnership’s authority to enforce the contract terms is clear. This will be achieved through a facilitated partnering/alignment session that will include the following items: • • • •
Roles and responsibilities The Partnership contract management authority Identification of accountability Training requirements
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Approach to Procuring and Managing Authority Contracts Overarching: Support the Authority's Procurement Process • • • • • •
Work with the Authority on consultant scope, budget and schedule, and assume responsibility for managing the contracts Include program requirements and planned implementation schedules as KPIs for future regional consultant procurements Develop the overall RFQ/RFP structure based on an established process Work with the Authority to develop performance-based contracts Assemble the procurement documents for release by the Authority Respond to RFIs and manage the workflow
Overarching: Fulfill the Authority's Vision of a Partnership Founded on the Achievement of Performance Goals • • •
Include performance-based fee structures on all future consultant contracts. Amend existing consultant contracts to include performance-based fees Influence a consultant's fee by enforcing the KPIs in the contract
Overarching: Align Quality Standards Programwide to Improve Integration • •
Establish a standard quality management program through The Partnership to make verification and auditing simpler Improve project performance and allow comparison across regional consultant contracts with a consistent set of quality control procedures
Regional: Achieve Performance Through Regional Consultant Contracts •
Adjust regional consultant contracts and scope of work to conform to a Program approach rather than individual contracts.
PCM: Keep PCM Teams Knowledgable and Current on Program Requirements • • • • • •
Establish core teams integrated with Authority regional staff located in proximity to the work that know Authority policies and procedures, and with knowledge of available resources across the organization Assign an experienced construction manager to oversee the PCM for each contract to concur that verification and validation (V&V) procedures are implemented Include a project engineer and project controls specialist on PCM oversight teams to provide program level input and improve consistency Place a construction manager and PCM oversight team under the regional organizations, ultimately reporting to the Authority's regional directors Train PCMs on interface management and how project level decisions can influence programmatic issues Structure PCM contracts with performance based incentives
ROW: Expand Resource Pool and Develop More Efficient Processes for Third-party/ ROW Consultants • • • • •
Create key management positions with extensive experience in working with third parties and real estate acquisition Assist the Authority in the development of contract management policies and procedures that are geared to the Program, including interaction and steps for Public Works Board Develop and document policies and procedures for the full third-party agreement process Assign experienced coordinators to work with the regional directors and to provide third party staff in Sacramento to work with legal staff to move agreements forward to Manage the current real estate consultants through incentive-based contracts for process improvements and priorities consistent with work planned by contractors
Fig. 5-15: Approach to procuring and managing contracts.
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7. Approach to Other Key Activities
In addition to providing our approaches for scope of work activities requested in the RFQ, we identified two other activities that continue to be key to the continuing success of the Program: private investment and cost estimating. Developing the Business Case to Attract Private Capital. This requires closing the gap between the large infrastructure construction costs, feasible private sector risk levels, and available revenue streams. There is an interrelationship between technical solutions and the commercial and financial business case for P3 involvement, including: • Cap and trade funding provides a revenue stream estimated at $250+ million per year through 2022. Further work is required to define and develop financing strategies to advance, increase, or extend this critical public funding source • The private investment business case will rely upon ticket sales and ancillary revenue streams such as retail concessions, commercial development on station property and utility ROW access • Potential future revenue streams from integration with Xpress West, through revenue sharing agreements (additional ticket sales) or from track access agreements
d C o n tr
li v a ct D e
eB
nc
e li
ve
P The a or m f r e P ar
n
as e
rs hip
Authority Authority
tne
N os s a m a
Risk A s ses se d D
ry
er y
st Practice al Be b o Gl KPMG
Mo
d el
Business Case Operating Models
Concessionaires Train Operator Infrastructure Provider TOD Stations
Operators Contractors Manufacturers Suppliers
Attracting Private Capital Fig. 5-16: Input from global market informs business case development.
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Our approach to accelerate private sector engagement in the program and establish a comprehensive program-wide financial strategy includes: • Integration of The Partnership with Authority staff, financial advisor KPMG and legal adviser Nossaman on financial strategy • Early perspective of NRC as the operator’s conscience will provide the Authority an accurate and experienced commercial perspective • Frequent contact with operator, contractor and equipment supplier markets to get input and assess opportunities, who in turn are likely coordinating opportunities with potential concessionaires • Integrate risk-based assessment of delivery models to determine the optimal allocation of risks between the parties to improve the business case • Apply a performance based contract strategy throughout the program as a means to measure accountability for program delivery and project execution • Accessing global best practices, innovation and strategic thinking through our advisory panels and our team’s global network • This approach results in a sound strategy that brings new capital to the program, accelerates delivery, prompts innovation and optimally allocates or transfers risk Cost Estimating in a Dynamic Environment and Progressively Complex Program Response by bidders provides an important opportunity to refine and improve the accuracy of cost forecasts. To provide an independent review of estimates for either contract procurements or major changes, The Partnership will bring in outside estimating expertise to provide a true “contractor’s” perspective estimate to support the Authority during procurement and/or change order negotiations, while incorporating information from past procurements. Actions to provide more accurate and comprehensive estimates the PMT has taken, or that The Partnership recommends for future consideration include: • Analyze CP-1 and CP 2-3 bid results, as well as future bids, to compare to the current estimate and establish a database for processing future estimates as an ongoing exercise • Contract with two independent estimating firms to perform engineer estimates followed by reconciliation with RDP estimate. • Contract, when appropriate and with contractors who are not conflicted, to prepare independent shadow bids • Implement an internal value engineering process with regional consultants at least two months prior to bidding with an emphasis on cost reduction and preliminary alternative technical concept (ATC) development • Engage the thinking of the full organization to assist the ATC evaluation process during procurement to identify and mitigate
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potential complications due to ROW, environmental, and permitting • Develop new technical memoranda for engineer’s estimates scope and responsibility for the RDP and regional consultants. Current procedures are established to support preliminary engineering and thus reflect planning level estimates • Revise bid evaluation process to use a uniform base bid approach for the project design and include ATC’s as deductive alternates eliminating the wide spectrum of bids and design solutions that are difficult to compare • Assign The Partnership estimating team members to augment RC staff during quantity development phase to improve quantities estimates for engineer and planning estimate processes • Monitor bids for other recent similar type projects as a basis for answering market conditions and the competitive environments
C. Performance-Based Contracting Strategies 1. Creating the Right Environment for Performance-Based Contracting
The Partnership is dedicated to collaborating with the Authority and all Program participants who will provide consulting, management, design, construction, installation, commissioning and operating services to deliver Phase 1 of California’s high-speed rail system by 2022. To align performance of all participants to this objective, the Partnership will work with the Authority to create a procurement and contracts environment in which participants’ compensation is tied to the Authority’s success. The Partnership will tying its compensation to performance by placing a significant portion of its fee-at-risk. Because each team member’s success will depend on the contributions of the entire team, all Partnership team members will participate in the fee-at-risk regime. To gain commitment and buy-in, The Partnership will charter an agreement with all team members documenting alignment and establishing transparent management processes.
2. The Partnership’s Performance-Based Contracting Strategy: A Two-Pronged Approach
The Partnership’s performance-based contracting strategy starts with the rail delivery partner agreement and then expands to cover contracts managed by The Partnership. In the following section, we review The Partnership’s approach to the annual performance regime, including our recommendations to ramp up the regime. Next we review our recommendations to apply a performance-based approach to the contracts The Partnership will manage.
3. The Partnership’s Performance Regime
The performance regime, illustrated in Fig. 5-17 will link The Partnership’s compensation to its performance. The Partnership’s at-risk fees will be earned only through performance against specific
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Performance Regime Authority Objectives Cost
Base Fee
Fee@Risk
Schedule
Quality
Salary + Fringes + Overhead + General Admin = Costs Base Comp = Costs + Fixed Fee (%) Fee@Risk (%) Allocated to performance measures linked to objectives
Guidelines • • • • •
Measures and targets established in each performance plan Levels of performance established for each measure Fee-at-risk varies by measure reflecting priority and risk profile Entire RDP team member participates in performance regime Deviations from regime permitted by mutual agreement
Fig 5-17: At-risk fees will be earned through performance against measures and targets linked to the Authority’s cost, schedule and quality goals. PAGE 85 of 96
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Alignment of Performance Regime to Scope of Work Modes of RDP Support
Functional Areas of Responsibility
Performance Measures
Executive Leadership
Program Management
Corporate Support
Program Integration & Coordination
Implementation
Rail Delivery Partnership
Program Scheduling
Project Procurement Planning & Solicitation
Project Management Controls
Operations & Maintenance
Engineering Design & Const.
Program Cost Reporting
Construction Safety
Environmental
Contract Mgmt. & Admin
Utility & Local Gov’t Agency Agreement Mgmt.
Estimating & Forecasting
Land & Right-of-Way
Program Delivery
Regional Right-of-Way Project Consultants Consultants Management (11) (8)
Environmental Mitigation (8)
Construction Engineering Management (16) (3)
• Innovation • Communication • Leadership • • • • • • •
PMIS Implementation Management Reporting Project Strategy & Planning Innovation Commercial Planning Private Sector Involvement Stakeholder Development
• • • • • • •
Schedule/Budget/Quality Environmental Milestones Design Development Construction Milestones ROW Acquisition Claims Management Procurement
Fig 5-18: Performance measures and targets will span all modes of RDP support. Executive Leadership performance, for instance, is measured by innovation, communication and leadership.
measures and targets linked to the Authority’s cost, schedule and quality objectives. The performance measures and targets will span all modes of RDP support, illustrated in Figure. 5-18 above. Prior to each evaluation period The Partnership will document innovative performance measures and targets that are easy to understand and administer, linking The Partnership’s scope of work to the Authority’s objectives. The Partnership will also identify requirements needed to execute the regime such as the authority to make decisions, personnel and travel approvals and consultant contract terms. The assignment of targets and fee-at-risk for each specific measure will reflect the trade-off between degree of control and risk assessment. The performance targets will balance achievable performance, improvement objectives, and risk. For example, The Partnership expects a small amount of fee-at-risk for important but relatively routine items over which The Partnership will have a high level of control such as timely preparation of work plans. Conversely, a high portion of the feeat-risk could be allocated to more challenging project delivery activities where The Partnership will need to work through others to achieve the desired outcomes. PAGE 86 of 96
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Rapid Start and a Plan for the Future The Partnership is ready to implement the performance regime from the contract outset. The following are ideas on suitable performance measures and targets that align to the scope of work and link to the Authority’s objectives. Our mobilization performance plan will focus on an accelerated transition to the RDP approach. Possible measures and targets for July to September 2015 are included in Fig. 5-19 below. Performance Measure
Target
Deliver all required plans for review and approval by Authority
NTP + 90 days
Locate all Key Personnel at appropriate locations
NTP + 90 days
Develop program-wide performance based contracting plan
October 1, 2015
Deliver approved Work Plan for next evaluation period
October 1, 2015
Subsequent evaluation periods will transition to 12-month periods aligned with California’s fiscal years. Potential measures and targets for the balance of FY 2016 could include: Performance Measure Target Achieve small business goals
30%
Reduce environmental review times
12 month reduction
Deliver Palmdale-Bakersfield Administrative Draft EIR/EIS
June 2016
Initiate procurement for track/power contract
January 2016
Initiate procurement of systems and communications contract
January 2016
Gain approval of 2016 business plan
Board approval
Creating Culture through Performance-Based Contracting The Partnership recommends the Authority consider subjective measures covering core competencies and behaviors such as:
• Teamwork - Collaborative
approach working in teams and across teams • Knowledge Attainment Application and transfer of knowledge and wisdom • Leadership - Commitment, alignment with Authority’s purpose and sense of urgency • Sustainable High Performance - Thinking, agile, manages risk, focused on delivering and exceeding targeted outcomes
Implement broad based performance-based contracting program Deliver against plan Implement VDC strategy for the program
Deliver against plan
Implement improvements identified in prior evaluation periods
Deliver against plan
Deliver an approved Work Plan for the next evaluation period
End of period
Fig 5-19: Possible 2015 Performance measures
The Partnership will assess its performance against the targets for the period including the provision of supporting evidence. The assessment, together with the Authority’s review, determines the payment of the at-risk portion of The Partnership’s fee. The Authority will be well-served by implementing proven performance regime procedures either from federal contracting or other infrastructure programs. Within that framework, options include: • The performance regime could exclude certain costs from the regime reflecting limits of The Partnership’s control on some activities • The regime could allow a portion of unearned fee at risk in any given evaluation period to be deferred to subsequent years as part of a pool of funds linked to broader program success (see our Thinking Bigger ideas below)
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Trend Analysis & Forecast Budget Input to Financial Mgmt. Reports Actions
Improvement
In the Program Success Regime, The Partnership would be eligible for success-based compensation tied to achievement of the Authority’s programmatic goals. Any long-term program success regime applying to the RDP contract should be self-funded from program savings with gains shared with the Authority and other program participants. Potential gains should be capped to prevent windfall profits.
Program Management Information System
Assessment
Moving beyond performance against a series of annual plans, the performance-based contracting strategy can be applied in bigger ways. In addition to the base annual performance regime, The Partnership also recommends the Authority consider a broader risk regime tied to overall long-term program successes such as initial high-speed operations or financial close for a concession.
Scope Budget Schedule Actual Costs Actual Progress Documents
Integration & Coordination
4. Thinking Bigger - A Program Success Regime
Rail Delivery Partner
Performance Plan
After establishing the framework, The Partnership will integrate the strategy into the PMIS through early development of metrics and reporting structures to track progress. The PMIS will facilitate trend analysis, input from multiple sources, allowances for innovation, and a clear reporting process with identifiable actions. Fig. 5-20 illustrates the PMIS process for tracking the program-wide performance plan.
PMIS Process for Tracking Performance Regime Objectives, Measures, Targets
RDP Managed Contracts Applying performance-based contracting across all phases of delivery will promote alignment between the Authority’s objectives and the performance of all delivery consultants. To drive the strategy across the program, The Partnership will establish a performance program using the same principles for all program delivery consultants under contract to the Authority and managed by The Partnership. All project delivery consultants managed by The Partnership will be required to participate. The Partnership will work to have performance-based compensation provisions into each contract within 12 months from NTP.
Fig. 5-20: PMIS will be used to track performance program-wide.
A Program Success Regime could increase acceptable fee-at-risk levels in the base performance regime while motivating the RDP to achieve better than baseline Authority outcomes. The broader program success regime would correspond to the implementation of the fully integrated team model discussed in the Innovation section of the SOQ.
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5. Start with the End in Mind - Performance Based Contracting for O&M and Concessions
Performance-based contracting, a core principle in O&M and concession contracts, dictates early consideration for future performance metrics to ensure system compatibility and alignment of participants’ motivations. The operator, O&M contractor and/or the concessionaire are all contracted using performance criteria such as track availability, equipment replacement cycle, safety, service and maintainability. The decisions and criteria established early in the delivery approach impact later phases of construction, operations, maintenance, and renewal; for example: • Design life impacts capital costs operating and/or maintenance performance metrics • Environmental mitigation measures impact construction and O&M project phases • Design build contracts’ maintenance access requirements impact future maintenance costs
Bottom Line The schedule, budget and quality gains resulting in a performancebased contracting strategy across the California High-Speed Rail Program could be significant. For instance:
• Time eliminated from
environmental or ROW processes will yield substantial cost savings. Each year saved can net tens or hundreds of millions of cost savings • Significant integration benefits are realized when operators and maintainers are involved in design and delivery processes • Applying a financial value to service delays connects them to customer impact and drives service improvements
Railway PerformanceBased Contracting Case Study The UK uses performance-based contracts for rail infrastructure and services. Network Rail is responsible for infrastructure and operators delivering rail services. Responsibility for train delays is allocated to either the infrastructure manager or operator. The robust data-backed contracting approach aligns behaviors, drives performance and encourages innovation. Above all, by connecting delays to customer impacts, it puts the customer at the heart of the decision making process.
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D. Required Plans 350
Within 30 days of notice to proceed (NTP), The Partnership will submit to the Authority a draft Mobilization Plan, Quality Management Plan, Staffing Plan, Organization and Management Plan (OMP), and Program Management Information System (PMIS) Plan. Within 90 days of NTP, we will submit a draft Program Management Plan (PMP).
300
Our plans will reflect a shared understanding of roles, responsibilities, expectations and culture. In Section 4. Key Personnel and Organizational Structure, we describe the partnering session we will hold in July 2015, and the smaller meetings focused on single topics such as decision making, RACI matrices and staffing. Holding these partnering sessions these meetings within the first 30 days will lead to earlier approval and implementation. Collectively, these plans form the frameworks for establishing, staffing, and managing the RDP for the next year and into the future. In Section 4 we also addressed our approach to completing the OMP and Staffing Plan. Below we describe our approach to the remaining four plans.
1. Mobilization Plan Sets the Strategy for a Successful Transition and Startup
Building on our PMT platform, much of The Partnership’s mobilization activities are already in place, thus reducing cost and performance risk to the Authority. During the mobilization period, we will optimize these elements to address the new demands and culture of the RDP. Specifically: • We already have offices in Sacramento and are co-located with the Authority’s staff at regional offices. Our Mobilization Plan will address reconfiguring the space or identifying expansion space for future needs • Our offices have all technical office equipment needed to fulfill the scope of work • IT and communications systems are installed in each of our offices and can easily expand. Our Mobilization Plan will address any necessary equipment modernization, including adding videoconferencing capabilities to facilitate greater communication between regional offices and Sacramento, and to support communication with our international team members • We will identify staff relocations and a schedule • Currently, we are planning to relocate five staff from other offices in the US, and 22 staff from international locations • Our understanding of past, current, and planned Program activities is unequaled, having worked on the Program since its inception. In all, 80 percent of our proposed key personnel bring recent experience working on the Program
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250
200
FTEs
150
100
50
0
FY 14/16 PMT FY 14/15
FYThe 15/16 Partnership FY 15/16
FY 16/17
Fig. 5-21: The Partnership anticipates an initial mobilization (FY 15/16) of approximately 40 additional positions in order to meet the RDP scope of work. Seventeen of those will be international relocations from NRC and LF (from The Partnership's staffing plan).
RDP
FY 17/18
Function Tota
Delivery Approach, Project Understanding & Innovative Ideas
2. Quality Management Plan
Parsons Brinckerhoff currently maintains a Quality Management Plan for the PMT, in accordance with our ISO 9001 certified Quality Program. We are currently updating that plan to align with the Authority’s January 2015 revision to it Master Quality Plan, which includes each of the eight required elements in the RFQ. As described below, The Partnership has developed an outline Quality Management Plan for the RDP contract incorporating best quality practices from around the world, including the NIST Malcolm Baldrige Criteria and Lean Management Principles. The Authority has adopted an innovative and forward-looking strategy to quality which focuses less on process and more on results, requiring a focus on quality that reaches all levels of the organization. Parsons Brinckerhoff’s PMT team has been an active partner in the development of this system, in particular through Pat Lowry of Alta Vista Solutions, who developed and currently maintains the Authority’s Master Quality Plan and is developing The Partnership’s quality management system (QMS). The Partnership’s QMS will extend the FTA and ISO guidelines for project compliance with NIST criteria for performance excellence. Parsons Brinckerhoff’s QMS and performance excellence model also incorporate best practices from around the world from some of the largest and most transformational projects. Our QMS produces results through a comprehensive program that incorporates six universally accepted Lean Principles and 43 actionable best practices (Lean Enablers) endorsed by the International Council on Systems Engineering (INCOSE) and the Project Management Institute (PMI). These same principles will be applied to our sub-consultants and the various consultants under contract with the Authority, using performancebased contract measures.
3. Enhanced Program Management Plan Creates the Foundation for RDP Work Plan
The Partnership’s guiding principle of the PMP is "Plan the Work and Work the Plan." Within 90 days of NTP, The Partnership will submit to the Authority a PMP that builds on the PMT plan, addressing planning, governance, internal and external communication strategy, stakeholder analysis, cost and schedule management, and risk management. Although the RDP contract requirements are different from the PMT’s, many elements of our existing PMP are still relevant, and can be used as the basis for a more comprehensive RDP plan. The following tables identify those areas of scope that will need to be modified to align with the RDP.
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Both the Authority’s Master Quality Plan as well as The Partnership’s Quality Management Plan will be developed and maintained by Pat Lowry of Alta Vista Solutions. The Partnership’s QMP will extend the FTA and ISO guidelines for project compliance with NIST criteria for performance excellence and Lean Management Principles.
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Scope Items to be added to PMP to align with RDP
Existing PMP Sections to be modified to align with RDP
Asset Management (RDP 2.1)
PMP 3.0 Organization
Accounting Policies (RDP 2.2.3)
PMP 4.0 Project Controls
Contract Procurement, Management, and Administration (RDP 2.4) Contract and Regulatory Compliance (RDP 2.5)
PMP 10.0 Communications
Design and Construction (RDP 2.7)
PMP 13.0 Regional Program Mgmt PMP 14.0 Program Planning
Management Reporting (RDP) 2.11
PMP 15.0 Integration
Project Strategy and Planning(RDP) 2.17 Third-Party Agreement Management (RDP) 2.18 Stakeholder development/Communications Planning (RDP) 2.22
California High-Speed Rail Program
October 2014
Land and Right-of-Way (RDP) 2.10
Program Integration(RDP) 2.13
PROGRAM MANAGEMENT PLAN 2014 Annual Update
PMP 16.0 Railroad PMP 23.0 Testing and Startup
Station planning (RDP) 2.23 Transportation and Commercial Planning (RDP) 2.24 Consultant Workforce Strategy and Resource Management (RDP) 2.25
PROJECT MANAGEMENT PLAN for the Program Management Team on the California High-Speed Rail Program REVISION 8.0 DECEMBER 2013
IT consulting Services and IT Project Management Support (RDP) 2.26
4. PMIS Plan is the Roadmap for Capturing and Reporting Project Information
Under the PMT contract, Parsons Brinckerhoff developed a PMIS for the Program focused primarily on records management, programmatic level scheduling and risk management. As we move into construction, systems integration, testing, commissioning and operations phase, enhancements to our PMIS will provide additional functionality.
Parsons Brinckerhoff created a PMP for the PMT contract in 2007 and updates it annually. The firm also wrote the Program’s PMP in response to FRA’s grant requirements in 2013, and updated it in 2014.
The Partnership’s approach to developing a PMIS is based on two premises: First, the PMIS is only one element of a broader Project Management Delivery System (PMDS) that includes web-based accessible components from the PMP addressing governance, project delivery procedures, the Program master schedule, the PMIS, and a knowledge management system. Second, the PMIS is custom-built, and internet accessible to meet the needs (short- and long-term) of the Program and the Authority, not an off-the-shelf system force-fit to the most immediate needs.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
Delivery Approach, Project Understanding & Innovative Ideas
SharePoint EMMA
Access to data in standalone applications is only done by direct access to standalone applications
GIS Project Wise Risk Analysis Timberline TILOS
Project Controls / Administration Staff
PMIS Current State
Fig. 5-22: The current PMIS being used by the PMT is primarily focused on records Management, program-level scheduling, and risk management. Contract Mgmt Primavera P6 SharePoint
Project Stakeholders
EMMA
Integrated PMIS Applications
Phase III – Development The Parsons Brinckerhoff led PMIS team is supported by subconsultants to provide specialized expertise for business analysis and software development resources. This team is further supported by vendors providing the commercial applications. Commercial tools are integrated, conforming to the WBS structure and business requirements. The PMIS portal comes to life and iterative deployments begin according the approved plan.
Project Stakeholders
iSMS
As Program Management Consultant for the $30B Qatar Local Roads and Drainage Program Parsons Brinckerhoff integrated with the Public Works Authority and managed five general engineering consultants and hundreds of individual construction projects. The firm designed, developed and deployed a PMDS and accelerated the migration of the PMIS to the client’s environment providing ready access to key information across all team members. Phase II – Design The system blueprint is created using standardized modeling techniques and the PMIS system is designed in conjunction with a fit into the program/project WBS and OBS structure. Dashboards and reports are defined and the PMIS project plan is submitted for approval.
Primavera P6
EcoSys iSMS
PMIS Portal Dashboards
GIS Map Interface
GIS Poject Wise Bluebeam
Projects / Location
Phase I – Discovery The PMIS team conducts PMIS workshops, captures requirements, and defines the overall PMIS deliverable. On the Louisiana TIMED program—these early efforts to document functional requirements, creating a reports register and mapping data accelerated the delivery of SCORE (Schedule, Cost, Operations, Reporting and Execution) System. The PB team was able to meet the goal to accelerate delivery of a statewide program through a regimen of innovation informed from the SCORE system. As program evolved over the course of the 12 years of PB led delivery—these early efforts facilitated any PMIS enhancements and training.
Contract Mgmt
EcoSys
Standalone Applications
Parsons Brinckerhoff as a delivery partner drives accelerated delivery in multi-billion dollar, multi-faceted programs around the world with a strong dynamic foundation of PMIS.
Integrated PMIS Applications
The Partnership will deploy a comprehensive program-wide PMIS to collect and incorporate information from a variety of sources including the RDP, the Authority, consultants, third parties and other government agencies. This enhanced PMIS will provide transparency and real-time access to information, thus fostering integration and trust. We will add to the current PMIS using industry standard tools that interface with the existing Authority applications. This broader PMIS application provides the rigor to capture the data, monitor, and report performance of each team member towards the fee at risk performance regime.
Data Risk Analysis
Time
PMIS Data Cube
Timberline TILOS VDC
PMIS Future State
Fig. 5-23: PMIS Future State
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
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Delivery Approach, Project Understanding & Innovative Ideas
Phase IV – Deployment PMIS is delivered in production in iterative cycles using proven deployment techniques. Users are trained as groups are brought into the production PMIS system. Phase V – Continuous Improvement/Maintenance Commercial systems are maintained by vendors. Upgrades to commercial systems are rolled into the PMIS portal and associated module with minimal effort.
Gay Knipper, Deputy Director for Program Management and Controls has participated in the development of fully tailored, web enabled PMIS systems for four major programs with a combined value of more than $80B. This experience includes the Louisiana TIMED Statewide Program, and the Qatar Roads and Drainage Programs mentioned above. Her successful delivery of these complex systems, as well as proven Program Management skills will foster a successful Program Controls and reporting function for the Program.
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CHSRA Rail Delivery Partner | RFQ HSR#14-66
RDP
6. Small Business Participation
6. Small Business Participation
06 Small Business Participation E. Small Business Plan Process to Ensure Goals are Achieved
For the RDP contract, The Partnership commits to exceeding the overall small business goal of 30 percent, including 10 percent for small businesses not specifically identified on the team today, but whose services will be needed as the program grows. To ensure the program is well-implemented and goals are met, we have continued our partnership with Padilla & Associates to update, implement and monitor our small business performance plan. Our plan will include a commitment to: • Provide small businesses with assistance to overcome barriers to participation • Provide ongoing analysis of the RDP work scope to determine opportunities to increase existing small business scope of work or foster new small business involvement • Through our PMIS, submit monthly, quarterly, annual and adhoc reports on small business program activity • Encourage major subconsultants to provide lower tier subcontracting opportunities • Provide business and program training to all subcontractors
As a founding member of the WTS Leadership Training Program at Rutgers University and an active member of the Conference on Minority Transportation Officials (COMTO), Program Director Gary Griggs takes the commitment to diversity personally.
Approach to Small Business Mentoring and Growth The Partnership is excited to introduce to the Authority “Mentor 360,” a mentor protégé framework designed specifically for the RDP contract that captures our small business partners’ long-term growth goals and aligns them with opportunities within the RDP contract. We have already launched the pilot Mentor 360 for the RDP contract. Through a survey and one-on-one process, we’ve asked four of our small business partners to summarize the new contributions their firms could bring to the project today, and what skills—both technical and business management—they would like to through their participation in the project. With this information, we can amend our staffing plan so we’re not only providing the most talented resources to the Authority today, but also helping our small business partners meet their program goals for tomorrow. Through Mentor 360, the Authority will benefit from local firms with more capability to do more types of work; the consulting community will benefit from stronger local firms with which to partner in the future; and Californians will see the benefit through more work remaining local—now, and in the future.
RDP
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Mentor 360 is Already Underway Through a survey process we are identifying how a mentor-protégé relationship on the RDP contract may help firms achieve their small business objectives.
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Small Business Participation
Mentor 360 in Action Mentor 360 offers formal and informal approaches to mentoring and training. • Formal on-the-job training: We offer the opportunity to enhance their our protégé’s skills by having them “shadow“ other task leads and managers. This is particularly valuable with the introduction of new capabilities and perspectives brought by our international partners, NRC and LeighFisher. Less experienced protégés gain experience under the direction of an expert, giving them experience to perform at a higher level. This creates added value for the Authority, and provides upward mobility and growth for the individuals. • Informal feedback: Some of the best mentoring happens informally—over coffee or during meetings. Acknowledging this, Mentor 360 commits to continued co-location of mentorprotégé candidates in the various offices throughout California. This approach promotes regular mentoring opportunities through increased access and participation with various team members. • PB University: Parsons Brinckerhoff maintains an extensive inhouse training program, delivered both online and through instructor-led programs. PB University allows Mentor 360 protégés to participate in mandated team training, as well as optional courses. Courses include project management (scope, schedule and budget management); design, planning and construction topics; plus a variety of desktop computer skills courses. Courses are even available around case studies of San Francisco’s Central Subway Station Design, and health and safety for the China rail system.
Mentor-Protégé Relationships Build Successful Businesses Parsons Brinckerhoff has teamed with San Engineering, a Minority/Woman Business Enterprise (M/WBE), on a number of projects in the Denver area, such as the Denver International Airport (pictured). They have built an extremely strong working relationship. Since partnering, San Engineering has continued to build on their impressive portfolio, with clients ranging from public agencies to design-builders and consultants. “I’m always happy working with Parsons Brinckerhoff because they don’t give us lip service. Some consultants will put you on a team, and once the job is awarded, you don’t hear back. Parsons Brinckerhoff is different. They commit to meeting and exceeding M/WBE goals.”
• Business to business mentoring: Some of our mentor-protégé candidate firms have expressed interest in interacting with a large, national firm to gain insights on business management. In these cases, Mentors will be senior staff and executive leadership within Parsons Brinckerhoff, NRC and LeighFisher.
- Eduardo San, managing partner of San Engineering
Mentor 360 Program Provides Far-Reaching Benefits Benefits to the Authority • • •
Qualified small business to participate in future contracts Potential new prime firms Demonstrated commitment to small business community
Benefits to the Protégés • • • • •
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New teaming opportunities Enhanced business capability Increased opportunities to perform as a subconsultant Ability to develop long-term business relationships Marketing tool for business capabilities
CHSRA Rail Delivery Partner | RFQ HSR#14-66
Benefits to The Partnership • • •
Alignment of team culture and integration Sharing of new ideas, technology and business practices Trusted partners for future teaming opportunities
RDP
