Project Management Plan

Project Management Plan
(Final Draft) August 28, 2008
Roaring Fork Transportation Authority VelociRFTA Bus Rapid Transit Project
TABLE OF CONTENTS
PREFACE.................................................................................................................................................... 1 PROJECT OVERVIEW ............................................................................................................................ 2 Project Vision and Objectives .................................................................................................................. 2 Project Description ................................................................................................................................... 3 Project Schedule ....................................................................................................................................... 6 Project Budget .......................................................................................................................................... 6 Project Stakeholders ................................................................................................................................. 8 ORGANIZATION AND STAFFING........................................................................................................ 9 Proposed Project Organization ................................................................................................................. 9 Agency Involvement............................................................................................................................... 12 Other Participants ................................................................................................................................... 13 Consultant/Contractor Services .............................................................................................................. 13 Training Plan .......................................................................................................................................... 14 PROJECT MANAGEMENT AND CONTROLS.................................................................................. 15 Work Breakdown Structure .................................................................................................................... 15 Schedule Control .................................................................................................................................... 15 Cost Control............................................................................................................................................ 17 Configuration Management.................................................................................................................... 18 Project Accounting ................................................................................................................................. 18 Records Management ............................................................................................................................. 19 PLANNING AND PRELIMINARY DESIGN PHASE MANAGEMENT.......................................... 20 Planning Studies ..................................................................................................................................... 20 Environmental Clearance ....................................................................................................................... 21 Site Investigations................................................................................................................................... 21 Design Standards .................................................................................................................................... 21 Preliminary Design ................................................................................................................................. 21 Agency Agreements and Permits............................................................................................................ 22 Financing ................................................................................................................................................ 22 REAL ESTATE......................................................................................................................................... 23 FINAL DESIGN PHASE MANAGEMENT .......................................................................................... 24 CONSTRUCTION PHASE MANAGEMENT ...................................................................................... 25 CLOSEOUT PHASE MANAGEMENT................................................................................................. 26 Operational Testing and Start Up ........................................................................................................... 26 QUALITY MANAGEMENT................................................................................................................... 28 FTA QA/QC Guidelines......................................................................................................................... 28 RISK MANAGEMENT, SAFETY AND SECURITY........................................................................... 31 Risk Management ................................................................................................................................... 31 Safety and Security................................................................................................................................. 31 PROCUREMENT AND CONTRACT ADMINISTRATION .............................................................. 33 COMMUNICATION................................................................................................................................ 34 Vision and Strategy ................................................................................................................................ 34 Project Team........................................................................................................................................... 34
LIST OF TABLES
Table 1: Proposed BRT Stations.................................................................................................................. 3
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LIST OF FIGURES
Figure 1 Proposed BRT Route ................................................................................................................... 5 Figure 2 VelociRFTA BRT Project Schedule ............................................................................................ 7 Figure 3 RFTA Organization Chart (2008).............................................................................................. 10 Figure 4 VelociRFTA Internal Project Management Organization ......................................................... 11
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PREFACE
A Project Management Plan (PMP) is required by the Federal Transit Administration (FTA) for projects funded under the Section 5309 discretionary grant program known as New Starts. The Roaring Fork Transportation Authority (RFTA) is seeking funding for the VelociRFTA Bus Rapid Transit (BRT) development project under the Very Small Starts provisions of Section 5309. This PMP was prepared in conformance with FTAs Project and Construction Management Guidelines: 2003 Update, and in conjunction with the requirements identified in Title 49 United States Code 5327 and 49 Code of Federal Regulations 633 Project Management Oversight. This document is the initial version of the PMP and it reflects the current status of the project. Preliminary feasibility studies have been completed and RFTA is seeking permission from FTA to enter Project Development. The PMP will be refined as the project proceeds through the Project Development process and more details regarding the design of the elements of the project become available. Modifications to the PMP will be undertaken in response to comments received from FTA and as required during the life of the project. Apart from meeting the obligations of FTA, the PMP update process has aided the VelociRFTA BRT project team to identify the steps needed for successful implementation of the BRT project, the management resources needed and the communications necessary to complete the tasks. The PMP also serves as a tool to communicate the project purpose as well as the roles, responsibilities and authorities assigned to each member of the project team. RFTA is committed to updating the PMP to reflect the development status of the project, significant changes in the project organization, administrative policies and procedures, contracting conditions, budget, scope and schedule, as well as other significant matters affecting management of the VelociRFTA BRT project.
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PROJECT OVERVIEW
In 2000 voters in seven jurisdictions approved the formation of the Roaring Fork Transportation Authority (RFTA) as a regional transportation authority under Colorado law. RFTA provides transit service within portions of Garfield, Eagle and Pitkin counties in western Colorado and serves the communities of Rifle, New Castle, Glenwood Springs, Carbondale, Basalt, Aspen and Snowmass Village. Much of RFTAs existing service and transit ridership is focused on the State Highway 82 (SH82) corridor between Glenwood Springs and Aspen, Colorado. Travel in this corridor has increased with the growth of employment opportunities in the resort areas of Aspen and Snowmass Village combined with a lack of affordable housing. In addition to long-distance transit services connecting the communities in its service area, RFTA also provides services under contract to the municipalities of Aspen and Glenwood Springs for travelers within these cities. RFTA also operates skier shuttle service between Aspen and the major skiing destinations of Aspen Mountain, Buttermilk, Aspen Highlands and Snowmass under contract to the Aspen Ski Company. RFTA is one of the largest transit operators in the State of Colorado, operating a fleet of more than 100 buses. RFTA has been planning for improved transit service in the SH 82 Corridor since the initiation of a Corridor Investment Study (CIS) in 1998. Completed in 2003, the CIS analyzed three alternatives for investment in transit, including rail transit along the former right-of-way of the Denver and Rio Grande Railroad (now owned by RFTA), BRT, and a combination of BRT in most of the corridor with a rail transit connection from Buttermilk to Aspen at the east end of the corridor. The preferred alternative from the CIS was BRT, combined with a multi-use trail along the railroad right of way. The study assumed the Entrance to Aspen Preferred Alternative was in placeeither a new light rail line or exclusive busway was added to a reconfigured highway alignment from Buttermilk into Aspen. Working from the conclusions of the CIS, RFTA initiated the BRT Project Development project in 2007. The studys purpose was to define the elements of a BRT project that could be implemented within available resources and that could significantly improve the quality of transit service and the capacity of the transit system to serve long-distance commuter trips in the SH 82 corridor. The study assumed that transit would be operated on existing roads but that the future implementation of an exclusive busway or other transit connection between Buttermilk and Aspen would not be precluded. Project Vision and Objectives The BRT project development process was initiated by RFTA to determine the best approach to achieving the following vision for transit in the Roaring Fork Valley: By 2017, our region will significantly reduce dependence on oil through a resource efficient, climate friendly, multimodal transportation system with a regional express line unimpeded by traffic and weather, competitive with the private vehicle in terms of convenience, travel time and quality. The following important needs to be fulfilled by the project serve as objectives by which the success of the project will be measured: Reduce Highway 82 corridor congestion and related noise, pollution, delays, economic and quality of life impacts Serve multiple key destinations in corridor Increase access to jobs from affordable housing Reduce environmental/climate impacts of travel Reduce dependence on foreign/fossil fuels Support community development goals and objectives
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Address RFTA organizational capacity Provide flexibility in implementation
Project Description The VelociRFTA BRT project will establish enhanced transit service targeted at long-distance commuters to the communities of Aspen and Snowmass Village who travel along the SH 82 corridor between Glenwood Springs and Aspen, Colorado. Branded BRT service operating every 10 minutes in peak periods and every 15 minutes in off-peak periods will travel from the Roaring Fork Marketplace in southern Glenwood Springs to Rubey Park in downtown Aspen, a distance of approximately 40 miles. A fleet of 14 new, low floor buses will be acquired to provide the BRT service. The project will take advantage of bus/high occupancy vehicle (HOV) lanes that exist between Basalt and Buttermilk ski area a distance of approximately 16 miles. New exclusive bus lanes are currently under construction from Buttermilk ski area to the Maroon Creek roundabout just outside Aspen, representing an additional mile of fixed guideway for buses. In addition, the City of Aspen dedicates the curb lane of the outbound lane of SH 82 in the downtown area as an exclusive bus lane during the afternoon peak period. To further enhance the operating speed and reliability of transit service, traffic signal priority treatments and queue jump lanes for buses will be implemented at the following locations: SH 82/Brush Creek (in Pitkin County) SH 82/Basalt Avenue (in Basalt) SH 82/Two Rivers (in Basalt) SH 82/Willits (in Basalt) SH 82/El Jebel Road (in Eagle County) SH 82/Blake Avenue (in Glenwood Springs) The project includes the development of nine BRT stations, including the Rubey Park Transit Center, with enhanced passenger waiting areas, shelters, real-time bus arrival information, and efficient bus access to and from the adjacent highway. Expanded parking will be provided at two locations and grade separated pedestrian crossings of the highway will be provided at three locations, as listed in Table 1. Table 1: Proposed BRT Stations Transit Stop Name Rubey Park Transit Center Buttermilk Airport Business Center (Aspen) Brush Creek Road Basalt Willits (New Stop) El Jebel (Relocated Stop and Parking)
Carbondale Roaring Fork Marketplace
Type of Improvement Rehabilitate existing station, Next Bus Sign Shelters, Benches, Next Bus Sign, Route Map Kiosk Shelters, Benches, Next Bus Sign, Route Map Kiosk Pedestrian Tunnel, Parking Spaces (existing) Shelters, Benches, Next Bus Sign, Route Map Kiosk 100 New Additional Parking Spaces; Shelters, Benches, Next Bus Sign, Route Map Kiosk Shelters, Benches, Next Bus Sign, Route Map Kiosk, joint use parking with retail center 200 New Parking Spaces; Improvements to Existing Pedestrian Underpass Shelters, Benches, Next Bus Sign, Route Map Kiosk Shelters, Benches, Next Bus Sign, Route Map Kiosk, Parking Spaces (existing) Joint Use Parking with Retail (existing), Pedestrian Overpass Shelters, Benches, Next Bus Sign, Route Map Kiosk
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As shown in Figure 1, the proposed BRT service will operate primarily along SH 82, with short diversions off the highway to serve the Carbondale park and ride and the Rubey Park transit center in downtown Aspen. The VelociRFTA BRT project also includes the implementation of Intelligent Transportation System (ITS) technology to support real-time information on bus arrivals at stations and computer aided dispatching to improve the ability of RFTA managers to respond to traffic congestion and other sources of delay. The project budget includes funding for the central computer system, the required on-board equipment (automatic passenger counters, global positioning system [GPS] and radios) on the new BRT buses and the existing RFTA fleet, and electronic signs showing arrival times for buses at the nine proposed BRT stations. RFTAs existing bus fleet is larger than the capacity of its two existing maintenance facilities in Aspen and Glenwood Springs. RFTA has initiated plans to renovate its Aspen facility and expand the Glenwood facility. The 14 new BRT vehicles proposed as part of the VelociRFTA BRT project will increase the required capacity for the planned expansion of the Glenwood Springs maintenance facility. As a result, a portion of the cost of proposed maintenance facility expansion has been attributed to the BRT project. The project has completed the conceptual planning and design stage and is ready to enter FTA Project Development under the Very Small Starts program. The capital budget for the project in year of expenditure dollars is $48.1 million. The target date for beginning revenue service is May 2013. For the purposes of project management and project delivery, the overall BRT program will be divided into the following components: BRT Fleet Acquisition 14 vehicles BRT Stations 9 locations (including Rubey Park Transit Center) Rubey Park Transit Center Bus Priority Treatments 6 locations ITS System, including CAD/AVL, vehicle on-board equipment, passenger information signs, and communication system upgrades Maintenance facility expansion
The project components will be managed independently, with coordination provided through a BRT project development committee composed of RFTA Management staff. RFTA is also considering engaging a Consultant Project Manager to assist with the coordination of the different elements of the project (to be determined).
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Figure 1 Proposed BRT Route
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Project Schedule An overview of the BRT project schedule is shown in Figure 2, on the next page. As shown, approval to enter project development is anticipated in early 2009. The design and construction of the project will be managed by major project element with an overall consultant project manager to be determined. During preliminary design, RFTA will evaluate options for project delivery, including design-bid-build and design-build options, for each element of the project. Different delivery strategies could be used for individual elements of the project. For example, the maintenance facility expansion might be implemented through a design-build contract, while the transit priority treatments are implemented through a design-bid-build strategy due to the need for close coordination of the design with the Colorado Department of Transportation (CDOT). National Environmental Policy Act (NEPA) documentation (in the form of a Documented Categorical Exclusion) is expected to be completed within 12 months of entry into Project Development. Preliminary design of the project will be completed in parallel with the draft NEPA documentation. Depending on the project element, Preliminary Engineering is expected to be completed within five to seven months of FTA approval to enter project development. The current project schedule assumes design-bid build delivery of all elements of the project. Final design and construction documents for the project are expected to be completed within 12 months of completion of preliminary engineering, with construction scheduled to be completed for all elements by Fall 2012, assuming a Project Construction Agreement is executed in late 2010 after the completion of final design. The schedule will be refined during the initial stages of the Project Development process to reflect the selected project delivery strategy for each element of the project. Project Budget The total capital cost of the VelociRFTA BRT project is estimated at $48.1 million in year of expenditure dollars. This estimate includes the vehicles, stations, the Rubey Park transit center rehabilitation, transit priority treatments, ITS equipment and a portion of the cost of expanding the Glenwood Springs Maintenance Facility. The costs of the major elements of the project in year of expenditure dollars are: Vehicles - $6.88 million ITS Central Control - $2.21 million ITS On-board Equipment - $3.31 million BRT Stations (including Rubey Park) - $26.17 million Federal Portion of Maintenance Facility Expansion - $2.69 million Transit Priority Treatments - $2.27 million (YOE)
The costs are based on conceptual design of the improvements and RFTAs experience with vehicle purchase costs. The cost estimates for constructed facilities include a 30% contingency and approximately 27% for design and construction administration. Year of expenditure cost estimates assume a 5.0 % rate of inflation for capital costs.
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Figure 2 VelociRFTA BRT Project Schedule
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Project Stakeholders The primary stakeholders in the VelociRFTA BRT project are RFTA and its member jurisdictions, which include: City of Aspen Town of Basalt Town of Carbondale Eagle County City of Glenwood Springs Town of New Castle Pitkin County Town of Snowmass Village In addition, CDOT will be a major stakeholder because many of the improvements will be located in or adjacent to state highway rights of way. Another stakeholder is FTA, which is expected to be a major funding partner for the project.
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ORGANIZATION AND STAFFING

RFTAs existing organization chart is shown in Figure 3. RFTA is governed by an eight-member Board of Directors representing each of the member jurisdictions. All contracts related to the design and implementation of the VelociRFTA BRT project will need to be approved by the Board of Directors based upon the recommendation of the Chief Executive Officer (CEO). Eight Directors report to the CEO and are responsible for management of the operations of the agency. Proposed Project Organization Each element of the BRT project will be managed independently by a team of RFTA managers, with coordination through a BRT Project Development Committee (PDC). The individual elements of the project represent relatively small projects that are similar to projects recently implemented by RFTA using an approach similar to that proposed for the BRT project. The project elements will be managed within the existing RFTA Organization as follows: Vehicle specifications and procurement managed by the Director of Maintenance, who has been responsible for 54 bus purchases by RFTA over the past four years (fourteen in 2005, ten in 2006, twenty in 2007 and ten in 2008). Vehicle features and specifications will be developed in coordination with the Co-Directors of Operations and the Director of Information Technology and will be approved by the CEO. Vehicle specifications will be shared with the station and maintenance facility design teams. ITS Systems and Equipment managed by the Director of Information Technology. The Director of Information Technology is responsible for RFTAs existing computer systems, as well as data collection for existing services. On-board ITS elements will be coordinated with the vehicle procurement manager, the CAD/AVL system will be coordinated with the Operations Department, and the passenger information equipment will be coordinated with the station design manager. BRT Stations and Transit Priority Treatments co-managed by the Director of Property and Trails and the Project Engineer (a new position). The construction of two recently-completed park and ride projects were managed by the Director. The station projects will be coordinated with the Co-Directors of Operations and with the ITS project manager. The transit priority treatment projects will require close coordination with CDOT. Maintenance Facility Expansion co-managed by the Director of Property and Trails and the Director of Vehicle Maintenance. The design and construction of the existing Glenwood Maintenance Facility was managed by the Director of Vehicle Maintenance. Service planning, start-up and testing and route scheduling will be managed by the Co-Directors of Operations, with support from the Director of Information Technology. Project-wide activities, including planning and NEPA compliance, budget and finance, real estate acquisition, project controls, and public and agency relations also will be managed through the existing RFTA organization. The Director of Planning will lead the NEPA documentation and public and agency relations for the project. The Director of Finance will be responsible for budget and finance, project controls and real estate acquisition.
Figure 4 shows the organization proposed for the management of the BRT project. RFTA plans to add two staff positions during the Preliminary Engineering phase of the project to provide technical and administrative support. A Project Engineer position will be filled by a professional engineer with at least 7 years of experience who will coordinate the design work for the stations, maintenance facility expansion and transit priority treatments. A Project Controls and Procurement Specialist position will be created for a technical specialist with expertise in cost, schedule and document control. This position will assist in administering the contracts.
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Figure 3 RFTA Organization Chart (2008)
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Figure 4 VelociRFTA Internal Project Management Organization
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Agency Involvement Several federal, state and local agencies will be involved in the development of the VelociRFTA BRT project, including the agencies listed below: FTA - FTA is an agency of the U.S. Department of Transportation. FTA has the responsibility for granting and overseeing the expenditure of federal funds for mass transit projects. RFTA is seeking project approval and funding assistance from FTAs Very Small Starts program for the VelociRFTA BRT project. CDOT CDOT is an agency of the State of Colorado and is responsible for the planning, development, construction and maintenance of state highways, including SH 82, which is the location of the BRT project. CDOT operates and maintains the traffic signals along SH 82 and will have approval authority over all facilities and operational changes implemented on the highway by the project. In addition, the majority of the BRT station improvements are located within CDOTs SH 82 right-of-way. CDOT has been an active participant in the planning and conceptual design of the project to date. The VelociRFTA BRT project is included in the Statewide Transportation Improvement Program which is administered by CDOT. Certain elements of the project may be funded by statewide transit funding administered by CDOT. City of Glenwood Springs One of the BRT stations is located in the city, the Roaring Fork Marketplace station. RFTA expects to work with the city public works and planning staff members and with adjacent property owners on the design features of the station. As a member jurisdiction of RFTA, the city will be represented on overall project issues and policy by its RFTA Board member. City of Aspen The Rubey Park Transit Center and the Buttermilk BRT stop are located in the city limits. RFTA expects to work with the city public works, transportation and planning staff members on the program requirements and design features of the Transit Center. As a member jurisdiction of RFTA, the city will be represented on overall project issues and policy by its RFTA Board member. Town of Basalt Two of the BRT stations and the expansion of the existing park and ride are located within town boundariesthe station at the Basalt Park and Ride and a new station in the Willits development. RFTA expects to work with the town public works and planning staff members on the design features of the stations. As a member jurisdiction of RFTA, the town will be represented on overall project issues and policy by its RFTA Board member. Town of Carbondale One of the BRT stations is located in the town (at the Carbondale Park and Ride). RFTA expects to work with the town public works and planning staff members on the design features of the station. As a member jurisdiction of RFTA, the town will be represented on overall project issues and policy by its RFTA Board member. Eagle County One of the BRT stations is located within unincorporated Eagle County (at El Jebel Road and SH 82). It is adjacent to a county service center and Crown Mountain open space and regional park. RFTA expects to work with county public works and planning staff along with CDOT and the Crown Mountain Recreational District on the design features of this station. As a member jurisdiction of RFTA, the county will be represented on overall project issues and policy by its RFTA Board member. Pitkin County two of the BRT stations are located in unincorporated Pitkin County (the Airport and the Brush Creek stations). RFTA expects to work with county public works and planning staff on the design features of the three stations. As a member jurisdiction of RFTA, the county will be represented on overall project issues and policy by its RFTA Board member.
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Town of Snowmass Village Snowmass Village is not located on the SH 82 project corridor. However, some of the bus routes operating in the corridor travel to Snowmass Village, and BRT riders may transfer to and from bus routes serving the village at Brush Creek park and ride. Providing easy accessibility to BRT via the Snowmass to Aspen shuttles is a major priority for the continued success of transit operations in the Upper Valley and timed transfers between services will be coordinated to ensure a seamless connection. Town officials are expected to continue to be interested in the progress of the BRT implementation project and as a member jurisdiction of RFTA, the town will be represented on overall project issues and policy by its RFTA Board member. Town of New Castle New Castle is located adjacent to Interstate 70 (I-70) west of Glenwood Springs. Although the town is not in the project area, some town residents may ride the BRT system by transferring to and from services operated along I-70 transferring to the BRT system in South Glenwood Springs. As a member jurisdiction of RFTA, the town will be represented on overall project issues and policy by its RFTA Board member.
Other Participants Other interested parties will include private and public utilities and land owners and businesses that may be affected by the development or operation of the BRT project. An extensive public outreach program has been conducted during the planning phase of the project and a contact list of interested parties has been developed. During project development, this list will be maintained and an outreach program will be conducted to inform affected individuals, companies and agencies about the project. Consultant/Contractor Services RFTA plans to procure the services of design consultants for each of the major BRT project elements. In addition, the services of a consultant project manager may ultimately be procured that would serve to oversee and coordinate on a macro scale the activities of various BRT elements (to be determined). Separate consultant selection processes will be conducted under federal guidelines for the following services: NEPA Compliance, including preparation of Documented Categorical Exclusion and definition of permitting requirements Design Support Services (may be multiple contracts) including topographic surveys, geotechnical investigation, real estate services and project controls Concept Design and Design Development for BRT Stations Site Programming, Concept Design and Design Development for Rubey Park Transit Center Preliminary Engineering for Bus Priority Treatments Site Programming, Concept Design and Design Development for Glenwood Springs Maintenance Facility Expansion ITS System Development, including: System Validation Plan, System Requirements Definition and System Design
The contracts will include options to extend the services to include final design/construction documents. During the preliminary design phase, RFTA will evaluate project delivery strategies for each element of the BRT project. If a design-bid-build delivery method is selected, the relevant preliminary design contracts may be extended if the consultant has performed adequately. If a design-build delivery method is selected, a new contract will be advertised for the
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combined design and construction work. Similarly, the ITS system development contract will have an option to extend the project to include subsequent elements: System Design, Equipment Specification, System Integration, System Testing and Acceptance Plan and Operations and Maintenance Plan. Training Plan RFTA will undertake a training program for staff involved with the VelociRFTA BRT project to include federal contracting regulations and other requirements. All BRT project activities will be conducted in accordance with the relevant FTA regulations and circulars. The Procurement Specialist will oversee and ensure all activities adhere to FTA requirements.
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PROJECT MANAGEMENT AND CONTROLS

Work Breakdown Structure All project information will be integrated through the use of a Work Breakdown Structure (WBS). The WBS will provide a systematic framework for defining and organizing the entire project into manageable elements in terms of scope, schedule and budget. The WBS for the VelociRFTA BRT project will provide a common language to be used by all project members so that information is shared in an orderly, organized fashion at each level of the project implementation process. The WBS will allow for orderly collection and retrieval of project information. The structure for the project will be defined in detail at the outset of Project Development. A preliminary concept for the WBS, following the structure of the project development schedule is described below. Level One of the WBS represents the total capital project. At this summary level, information from all lower levels can be combined and used to track the progress and cost of the entire project. This would be a single alpha or numeric code common to all tasks at all levels of the project (i.e. 1). Level Two defines the major elements of the project, including: NEPA Compliance Design Support Services BRT Stations Rubey Park Transit Center Bus Priority Treatments Maintenance Facility Expansion ITS System Transit Bus Procurement Items at this level are identified as a single alpha-code in the second position of the WBS code structure (e.g. A.). Level Three identifies the major deliverables within each element of the project. Items at this level are identified as a single alpha-code in the third position of the WBS code structure. These items represent the major summary schedule milestones in the process of project completion, for example: 1.A.A Draft Documented Categorical Exclusion, 1.A.B Agency Reviews 1.A.C., Final Documented Categorical Exclusion. Additional levels of WBS will be defined at the outset of Project Development. Up to six levels may be defined to support effective analysis of the project schedule and control of the project costs, with Level Four representing task groups, Level Five representing individual tasks and Level Six identifying subtasks that together represent the major activities that must be completed in each task. Schedule Control Schedule control is the process of recording and updating progress, evaluating actual progress with the baseline schedule, identification of high priority activities, as well as planning and implementing corrective actions. The Baseline Schedule for the VelociRFTA project will be developed during the preliminary design phase and will become the foundation for the Project
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Master Schedule. The schedule presented in this version of the PMP represents a high-level approximation of the overall schedule. The Project Master Schedule will encompass all components and work efforts of the project and will be a compilation of numerous sub-projects, sub-schedules and milestones into a single critical path network. The project controls and procurement specialist, supported by design support service contractor staff, will maintain the Project Master Schedule during the design and construction phases of the project. All proposed changes that may affect the Project Master Schedule will be subject to analysis and recommendation by the project controls specialist and the RFTA management team. Schedule status reports will be prepared and submitted to the PDC. Executive project milestones will be established and require approval of the PDC prior to official modification of these milestones. Upon approval of executive milestone changes by the PDC, a new baseline schedule will be adopted and become the basis for evaluation of project progress. The appropriate Director will be responsible for the schedule corresponding to his respective activity. The Chief CEO, or Consulting Project Manager if procured, will manage the schedule for the larger BRT project overall. This section describes the processes and procedures necessary to meet project objectives by the utilization of sound methods of monitoring, reporting and schedule control. Scheduling System. RFTA uses Microsoft Project scheduling software tools. These tools will continue to be used for schedule analysis and control during the preliminary design phase of the project. Prior to initiating final design/construction documents, the project schedule may be transferred to Primavera Project Planner (P3). This PMP will be updated to reflect the greater degree of schedule control required in later stages of project development. The Baseline Schedule will become the foundation of the VelociRFTA BRT project and will be the means by which past performance, current progress and future projections are monitored. The Baseline Schedule will be developed, revised and updated per direction from the PDC, the CEO and input from FTA staff and other project participants. The Baseline Schedule will be the basis for establishing major milestones and the project completion date. The Baseline Schedule will be used as a target for progress evaluation and schedule control. The PDC and the project controls specialist will evaluate the need for changes in the schedule based upon a recommendation by members of the individual project teams. The project controls specialist and the PDC will present any recommended milestone change(s) to the CEO for review and approval. Prior to the submission of a recommendation to change milestones, alternatives must be investigated and evaluated to achieve the most cost effective and timely solution. The Project Master Schedule will encompass all elements and phases of the project into a single critical-path network. It will integrate all other schedules, reflect all project elements, and include all known or anticipated ties and constraints between project elements, and major milestones. The Project Master Schedule will include sub-schedules for work performed by RFTA staff, design consultants, outside agencies, vendors and construction contractors. The project controls specialist will maintain the Project Master Schedule during all phases of the project. The Project Master Schedule will be updated at least once a month or as frequently as necessary because of project activity. Prime consultants and contractors will prepare, maintain and update monthly a detailed Critical Path Method (CPM) cost-loaded contract schedules (CPM Schedule) for their activities. The CPM Schedule will permit the orderly planning, organization, and execution of the work, and will include sufficient detail to accurately depict all the work required by the contract. Prime consultant and contractor schedules will be designed to be efficiently incorporated into the Project Master Schedule.
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Schedule Progress Monitoring and Reporting. Schedules will be monitored to ensure that the project teams of the individual BRT elements meet the design and construction requirements, budget and schedule. The monitoring process will consist of two major elements: schedule updates and sub-team technical meetings. Schedule Updates Schedule updates and evaluations will be conducted on two levels. The first level consists of monitoring project sub-team schedules by the appropriate task manager. Task managers, managing consultants and contractors will be required to submit a baseline schedule for approval. The baseline schedule must outline the consultant or contractor plan to perform the work specified in the contract documents. The baseline schedule will be reviewed by the appropriate task manager and evaluated for compliance with the contract documents. Each CPM Schedule shall represent a practical plan to complete the work within the required time(s) for completion, as defined in the contract documents. A schedule found to be impractical due to nonconformance with the contract documents or any other reason shall be revised and resubmitted. Once the baseline schedule has been approved, it will be forwarded to the project controls specialist for incorporation into the Project Master Schedule. The second level of schedule updates and evaluation examines the Project Master Schedule. The Project Master Schedule will be maintained by incorporating approved, updated sub- schedules. A critical element of schedule control is tracking actual performance against the Baseline Schedule. Reports will be identified and used by the PDC to monitor the schedule. The evaluation of current progress to the Baseline Schedule allows for detection of any adverse trends and changes in activity constraints in the major work areas which may delay the project or increase cost. Upon completion of the baseline schedule for the construction phase of the project, schedule-to-complete reports will be prepared and submitted to the FTA for review. The schedule-to-complete reports will be generated every quarter and coordinated with cost-tocomplete reports. In the event that sub-schedule updates are found to be inconsistent with the performance time stated in the contract documents, the consultant or contractor will be required to identify the reasons for the deviations. Additionally, the consultant or contractor will be required to prepare and submit a corrective action plan. The corrective action plan will be reviewed and, upon acceptance, incorporated into the Project Master Schedule. Sub-Team Technical Meetings These will be conducted routinely during the Design and Construction phases of the project. The meetings will involve all members of each team responsible for individual elements of the project. The meetings will provide a forum for project staff to discuss and inform each other of the progress of their respective activities relevant to the project. Generally, activities discussed cover those that are ongoing or will be performed in the next quarter. Action items are identified and monitored to ensure completion. Cost Control Cost Control is the system that provides a mechanism for managing project budgets, cost estimates, expenditures and cost trends. Controlling capital costs in addition to quarterly budgeting and tracking of expenditures for non-capital items is very important in maintaining an up-to-date project cost status. Cost Tracking. The Current Working Estimate (CWE) is a continuously maintained forecast of the project cost at completion. The CWE will be utilized as the primary cost management tool within an on-going cost control process. The CWE is continuously updated to give the CEO and PDC a forecast of the projects financial status. The CWE will be the basis for all project cost estimates that are issued.
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The Baseline Cost Estimate (BCE) is a project management tool that is used to compare actual and anticipated costs to the initial target costs of the project. The BCE will be based on the project Opinion of Probable Construction Cost (OPCC) prepared during preliminary design. The BCE will not be modified without the approval of the CEO and RFTA Board of Directors. The CWE will be a cost management tool within an on-going cost control process that involves three basic steps. Step One entails forecasting cost-at-completion by continuously updating the CWE. During design, the Project Controls Specialist will be responsible for organizing cost distributions contained in the consultant or contractor cost loaded CPM. Step Two involves the detailed comparison of the CWE to the BCE, the identification of variances (positive and negative), and the description of the contributing cause of the variances. On a monthly basis, this information will be reported by the Project Controls Specialist to the CEO and PDC and summarized in a standard report format for appropriate distribution. Step Three involves the evaluation of variances and development of corrective actions required to bring the CWE in conformance with the BCE. Cost Performance Evaluation. Schedule and cost elements are combined to form a base that is used in Cost Performance Evaluation. This measures actual performance against planned performance to create a snapshot of the current status and provide insight on the cost-atcompletion and the final completion date. Requirements of consultant and construction contracts will specify that a cost-loaded CPM will be submitted and maintained throughout the project. The comparison of actual performance to plan is a critical and recurring step in the control process. Actual performance must be compared to planned performance on a task-by-task basis. The effectiveness of the cost control system is a direct function of the level of detail established and the frequency, accuracy and realistic approach of reviews. The earned value concept will be used to determine whether the project is over or under budget, as well as ahead or behind schedule. Earned value is a measure of the value of work actually performed to date. Configuration Management The monitoring and documentation of significant changes to the project configuration comprise the systematic control process known as Configuration Management. The objective of configuration management is to ensure that the overall configuration of the project is established at a predetermined point in the project development process and, thereafter, is not changed without a systematic review to assess the impact of the proposed change on all other aspects of the project. If a configuration change requires modification to an existing contract, change order policies and procedures will be followed. A detailed configuration management plan will be prepared during the preliminary design phase of the project after the initial concepts for the elements of the project are confirmed. This PMP will be updated with a detailed description of the change control process that will be used to implement configuration management for the project. Project Accounting The financial accounting system for the project will be managed by the RFTA Director of Finance with the support of the accounting supervisor. RFTA uses the Caselle accounting system. The accounting system allows individual project tracking and reporting to meet RFTA, State, and Federal requirements. RFTAs Director of Finance will be responsible for entering all of the projects financial data into FTAs database. The responsible staff will attend FTAs financial training course when scheduled.
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Records Management RFTA currently controls project documents and maintains the record-keeping system with a wellestablished system which includes procedures for labeling, storing, cataloging and distributing documents, records, drawings, reports, and other written and electronic materials. RFTA will prepare a Quality Assurance Plan (QAP) for the VelociRFTA BRT project for FTA approval. The QAP will include a project-specific plan for document control and records management. Control of drawings and specifications will be primarily the responsibility of the design consultants and contractors for each project element, under the direction of the project controls specialist. Internal procedures will be addressed in the Quality Control Plan for the project. Documents related to procurement are retained by the RFTA Finance Department. Real estate documents will also be retained by the Finance Department. Any legal documents or documents requiring RFTA Board of Directors approval are retained by the General Counsel. At the completion of the BRT project, consultant and contractor records will be turned over to RFTA as required in the contracts. These records, with the RFTA-generated records, will be retained in accordance with a records retention schedule, which, at a minimum, will comply with applicable laws and State, and Federal/FTA requirements.
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PLANNING AND PRELIMINARY DESIGN PHASE MANAGEMENT

RFTA has developed the concept for the VelociRFTA BRT project through several years of alternatives analysis and conceptual planning work. The CIS was completed in 2003 and recommended enhancement of transportation service and capacity in the SH 82 corridor through the implementation of BRT. A vision statement, calling for the implementation of BRT by 2017 was adopted in 2007, guiding the subsequent planning and conceptual design work. The current concept was defined through a 16-month BRT Project Development and Engineering Services contract with a consulting firm. This PMP and other materials to support an application to enter Project Development under the Very Small Starts provisions of the new Starts Program were completed as part of that contract. With approval to enter Project Development from FTA, the project would enter the Preliminary Design Phase. This section discusses RFTAs approach to managing this initial phase of the Project Development process. The preliminary design of the project will be conducted independently for each of the primary project components identified in the Project Description using common design standards and management techniques. The design of the components will be coordinated through the PDC. Planning Studies Communities in the Roaring Fork Valley have been actively planning for transportation improvements in the SH 82 corridor since the 1990s. A major improvement to the existing highway was completed in 2004. The project resulted in a four lane roadway between Basalt and Buttermilk ski area, with one lane in each direction designated as a bus-HOV lane. The section of the corridor from Buttermilk to downtown Aspen was evaluated in the Entrance to Aspen EIS between 1994 and 1998. The Record of Decision (ROD) from that study called for roadway improvements, including a new connection from SH 82 at the Maroon Creek roundabout to Main Street that would by-pass a set of S-curves that currently disrupt traffic flow and limit capacity. A portion of this new road connection would be in a tunnel. The ROD also called for a light rail transit line to be constructed paralleling the SH82 roadway and the new roadway connection, including a portion in a tunnel section. The ROD states that the transit connection could initially be provided by an exclusive busway if funding and support for the rail connection were not available. RFTA conducted the CIS from 1998 to 2003 to address transit needs throughout the SH 82 corridor. The CIS did not incorporate an official environmental clearance document (EIS or EA) and represented an Alternatives Analysis. The recommended alternative included BRT for the corridor incorporating an exclusive busway from Buttermilk ski area to downtown Aspen because it was apparent that adequate funding for a rail transit connection would not be available. The Entrance to Aspen was re-evaluated in 2007. The Re-evaluation confirmed the findings of the original EIS and the preferred alternative that included light rail transit with exclusive bus lanes as a potential interim improvement pending the identification of funding for the rail transit component. Using the CIS as a starting point, RFTA initiated the BRT Project Development and Engineering study to further define the components of a BRT system that could serve travel needs throughout the SH 82 corridor. The study assumed that the BRT system would need to operate effectively without the improvements proposed in the Entrance to Aspen Re-evaluation, because no funding has been identified to implement the Entrance to Aspen recommendation in its entirety. (A large portion of the Entrance to Aspen will be completed by end of 2008 exclusive bus lanes from the Aspen Airport to the Maroon Creek bridge.) The BRT system will be able to use the new
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exclusive bus lanes. The BRT Project Development and Engineering effort has led to the recommended BRT project that RFTA is seeking approval from FTA to take into Project Development. Environmental Clearance Because most of the proposed improvements included in the VelociRFTA BRT project are located within or adjacent to state highway rights of way and because of the small scale of the individual improvements, the required environmental clearance for the project is expected to be a Documented Categorical Exclusion. A single clearance document will be prepared for all components of the project. The required NEPA documentation will be prepared at the outset of the Project Development process. An extensive public and agency outreach and involvement process was conducted during the BRT Development and Engineering study, meeting the FTA requirement that Scoping be conducted prior to the initiation of Project Development. The environmental clearance work will be conducted by a consultant team under the management of the RFTA Director of Planning. Site Investigations RFTA has extensive mapping for portions of the SH 82 corridor adjacent to the former Denver and Rio Grande Railroad right of way, now owned by the agency. Preliminary site investigations have been initiated for the potential expansion of the Glenwood Springs maintenance facility. Substantial additional data collection and site investigations will be required to support project development activities. This work, including topographic surveys, utility investigations and geotechnical surveys will be conducted during the initial stages of Project Development. Design support services, including site investigations will be conducted by one or more consultants under the direction of the Director of Property and Trails. Design Standards Design standards for the BRT Project will be developed during the preliminary design phase of the project. It is anticipated that facilities located within the state highway right of way will be designed in accordance with adopted CDOT design standards. Design standards will be determined for the maintenance facility expansion and for station elements drawing on RFTAs experience in construction of the Glenwood Maintenance Facility and two park and rides. Design standards will be proposed by the consulting teams assigned to each component of the project and will be adopted by the PDC. Preliminary Design Preliminary design of the components of the BRT Project will be conducted under the direction of the RFTA Directors as follows: ITS Systems and Equipment Director of Information Technology BRT Stations and Rubey Park Transit Center Director of Property and Trails and Project Engineer Maintenance Facility Expansion Directors of Property and Trails and Vehicle Maintenance Transit Priority Treatments Director of Property and Trails and Project Engineer BRT Vehicles (specifications) Director of Maintenance
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Consultants will be retained to prepare preliminary design work for each component of the project. The preliminary design work will be coordinated through the PDC. As part of the preliminary design process for each component of the BRT Project, a recommended delivery strategy will be identified that will determine how final design and construction will be managed and conducted. A contract packaging plan also will define how final design and construction elements of the project will be coordinated, including the possible combination of components. Agency Agreements and Permits RFTA has consulted with potentially affected agencies on an individual basis and through a series of stakeholder meetings during the BRT Development and Engineering study. RFTA will be the lead agency for securing formal agency agreements during the Project Development process. RFTA will seek to execute agreements at the completion of preliminary design so that unanticipated design changes due to agency concerns do not occur during final design or construction. Required agency permits will be identified during the early stages of project development and will be tracked as part of the project controls process. Financing Details of the financing for the VelociRFTA BRT project can be found in the Roaring Fork Transportation Authority Bus Rapid Transit Financial Plan, BBC Research and Consulting, August 2008. RFTA is seeking capital funding for the project in the amount of $21.3 million from the FTA Very Small Starts program. RFTA plans to finance the capital construction elements of the project through the issuance of bonds and use accumulated capital reserves. The bonds would be paid back from the proceeds of a proposed increase of 0.4% in the sales and use taxes collected in each of the member jurisdictions that will be the subject of a ballot initiative in November 2008.
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REAL ESTATE
The majority of the improvements included in the BRT project would be located within state highway rights of way. RFTA will work closely with CDOT during the design of the improvements and the definition of the required rights of way. At this time it is anticipated that CDOT will require right of way plans to be prepared as part of the project development process. These plans will be prepared in accordance with CDOT standards. Very few portions of the project may require the acquisition of private property or the negotiation of use agreements with land owners. No residential properties are anticipated to be needed for the project. Based on the current project design, private property would be required for the development of expanded parking facilities at the Basalt BRT station and the El Jebel BRT station. Joint use of parking and the potential location of passenger boarding facilities within an existing underutilized retail parking lot are assumed at Roaring Fork Marketplace. The required private property parcels will be acquired in conformance with the Uniform Relocation Assistance and Real Property Acquisition Act of 1970 as amended and the 40 CFR 24 implementing regulations (collectively the Uniform Act) and FTA circular 5011.1 C. Project improvements are located exclusively on vacant land and no major relocations are anticipated. RFTA will prepare a Real Estate Acquisition Management Plan (RAMP) in accordance with FTA requirements. This plan will be prepared during the preliminary design phase of the project, with the intent to: Provide an overview of the acquisition process Define roles for RFTA, project personnel, consultants, or sub-consultants involved in title reports, appraisals and appraisal review, acquisition and/or relocation services, property management services, and environmental assessment services Outline acquisition strategies and decision-making processes Identify coordination requirements and processes Define task and assign responsibility for those tasks Establish project controls and monitor the acquisition schedule, costs, and quality controls Monitor progress for completion and adherence to laws, regulations, and procedures. The RAMP will discuss the following policies and procedures to comply with federal and state requirements: Federal and state legislation that controls public acquisition and relocation activities and regulations that control public acquisition RFTA real estate process and procedures Acquisition, relocation and property management policies and procedures that have consolidated and integrated federal laws and regulations and provide the basic parameters for the RAMPs development and operation.
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FINAL DESIGN PHASE MANAGEMENT

The final design phase of the VelociRFTA BRT project will be conducted in accordance with the requirements of FTAs Very Small Starts program, including the recommendations from the FTAs Construction Management Handbook (2006) for Final Design. It is anticipated that improvements within the state highway rights of way will be designed in accordance with CDOT design standards. Design standards for other components of the project will be developed during the preliminary design phase. The management of the final design phase of the project will depend on the project delivery strategy selected for each project component. At this time, it is anticipated that the design and construction of the major project components will occur in an independent but coordinated fashion. Multiple components of the project could be packaged for more efficient design and construction (for example BRT station and bus priority treatments) depending on the outcome of the preliminary engineering phase. All design services will be conducted by consultants under the direction of the RFTA Directors with review and project controls being provided by RFTA staff as documented in the staffing plan. The culmination of the final design phase will be the development of construction bid packages and an updated assessment of the final capital costs and construction schedule. The final plans and specifications will include plans and profiles, sections, schedules, and detailed specifications. The final plans will also include detailed right-of-way requirements to accommodate the project and descriptions of work required by third parties and coordination efforts thereof. It is expected that the preliminary design phase plans will have been prepared to an approximate 30% level. It is planned to have the final design consultant submit design plans, project specifications and cost estimates to RFTA and FTA for formal review at the 60%, 90% and 100% design levels. The plans and specifications will be submitted for a review period culminating in review meetings with plan/specification reviewers providing written and verbal comments in a more formalized review and discussion setting. At the 60% design level, it may still be necessary to discuss design issues that could affect other design disciplines. For example, a utility issue affecting a retaining wall location. At the 90% design level, final design details and specification content would be reviewed for consistency. Minor design changes would be expected at this review level. The 100% review level would be used to assure that previous design and specification comments have been addressed and that the project plans and specifications reflect the construction phase of the project. Value engineering and constructability reviews will be incorporated into the design process. The methods for conducting the reviews will be specified as part of the contract packaging and project delivery plans prepared during the preliminary design phase of the project. Quality Assurance and Quality Control procedures for the design phase of the project will be documented in a Quality Management Plan to be developed at the outset of the preliminary design phase of the project. Quality audits will be conducted on a routine basis to confirm that the adopted quality procedures are being followed. RFTAs Finance Department, coordinating with Directors, will be responsible for management of the procurement package, advertisement and consultant selection process. The Procurement Specialist will lead these activities. The procurement packages will be structured to support the selected project delivery strategies and the contract packaging plan defined during the preliminary design phase of the project.
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CONSTRUCTION PHASE MANAGEMENT

A specific plan for oversight of the construction phase of the BRT Project will be prepared to meet the needs of the contract packaging plan and the delivery strategy selected for each component of the project. In general, management of construction will be the responsibility of the construction contractors performing the work. RFTA will be responsible for oversight of the construction and administration of the construction contracts. It is anticipated that RFTA will procure the services of a construction management consultant to develop the details of the construction oversight plan and to conduct oversight activities. All contracts related to construction will be administered through the RFTA Finance Department and the contract reporting process will be required to be consistent with the project controls system which will be administered by the project controls specialist within the Finance Department. The construction management consultant will generally be responsible for the following aspects of construction oversight and management: Pre-construction conferences and meetings Construction progress meetings Confirming construction is conducted in compliance with the Quality Management Plan Confirming contractor compliance with construction safety and security requirements Oversight and confirmation of the contractors risk management and insurance programs Schedule control Verifying construction progress and processing contractor payments Maintaining record documentation Field inspection to confirm adherence to contract requirements and to verify construction quality Coordination of third party construction and other activities Change order processing and management Dispute and claim resolution Coordination of construction and testing/start-up schedules
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CLOSEOUT PHASE MANAGEMENT

The closeout plan will consist of the requirements to provide a coordinated transition from construction to operation. This will include the roles and responsibilities of various project participants, including the contractors, construction management consultant, RFTA staff, CDOT and other agencies as appropriate. Specific plans for the closeout phase for the VelociRFTA BRT project will be developed during preliminary design or final design depending on the project delivery strategies selected for each component of the project. Closeout of the project will be completed in accordance with adopted and proven RFTA and FTA practices and policies. Operational Testing and Start Up RFTA will develop a testing program to ensure the project systems and materials comply with design standards and will be ready to perform properly upon completion. The objectives, methodology, control systems, milestones, and staff responsibilities to verify completion and readiness of the BRT components for full operations will be identified during the preliminary design phase and finalized during the final design or design/build phase. Maintenance/Repair Facilities. Maintenance and repair activities for the VelociRFTA BRT vehicles will occur at both RFTAs existing facilities located in Aspen and West Glenwood Springs. It is anticipated that the Glenwood Springs facility will be expanded to meet existing RFTA fleet maintenance requirements and the added requirements for BRT are being defined now and will be finalized during the preliminary design phase. Once the improvements are confirmed and design is completed, appropriate operational testing and start-up activities for the maintenance facility will be developed. Vehicles and Station Access. Vehicle and station access testing will consist of test movements of transit vehicles into and out of all station facilities prior to conducting a mock-up of service operations for a defined period prior to opening day. This period is referred to as the pre-revenue testing period. Tests will be conducted without passengers to determine whether the vehicles operate properly and have adequate clearance from fixed objects and each other and that all equipment along the route operates properly. Traffic Signal Systems. RFTA and CDOT will evaluate operation of modified traffic signals and other bus priority treatments along the corridor. Each traffic signal will be tested by CDOT as part of its adopted testing and safety verification process. In addition, the system will be tested during the pre-revenue testing period when the BRT line is fully operational but not carrying passengers to ensure that the entire BRT operating system is functioning properly and is a cohesive part of the SH 82 traffic operating system. Intelligent Transportation System Components. Each of the new buses will be equipped with AVL, APC, GPS and an announcement system. The existing RFTA bus fleet will be retrofitted with ITS equipment to support the operation of the next bus information systems at each BRT stop. The equipment for new buses will be installed at the factory and inspected as each BRT vehicle arrives. Retrofitted buses will be tested as the retrofitting process is completed. Fare Collection Systems. A final decision on fare collection technology, including the use of off-board fare collection equipment will be made during the design phase of the project. Each component of the selected fare system will be tested after installation and during the pre-revenue testing period.
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Emergency Response Systems. Operator and staff training will include emergency response and recovery in accordance with plans to be developed as part of the safety and security plan for the project. This training will occur prior to the pre-revenue testing period, during operator training. Operator Training. Vehicle operators will be trained in accordance with the latest RFTA Operator Training Manual. The most recent version includes training on radio procedures, fare collection, pre-trip inspections, defensive driving, driving maneuvers, and customer treatment. Vehicle Maintenance Program. Vehicle maintenance training will be conducted in accordance with RFTA maintenance procedures and recommended maintenance procedures supplied by the vehicle manufacturer. Routine maintenance of the BRT fleet will be programmed into RFTAs overall vehicle maintenance schedules. Contract Closeout. Contract closeout will be the responsibility of the project controls and procurement specialist in the RFTA Finance Department. The construction management consultant will be responsible for oversight and assistance required in evaluation of issues relevant to completion of all construction work and satisfaction of all contractual obligations. The construction management consultant will: Tabulate contract work that is either incomplete or requires remedial action for final acceptance Collect and organize records of material testing, inspection and certifications Assist with resolution of change orders Establish dates of substantial completion and final completion Participate in assessing liquidated damages, back charges or similar adjustment to the final contract value Review and approve final progress payment with required documentation Enforce manufacturer warranties Ensure as-built drawings are created and properly stored
Final contract closeout will be authorized by the CEO upon the recommendation of the Director of Finance.
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QUALITY MANAGEMENT
The PDC and the CEO will be responsible for overseeing the design and construction quality assurance system for the VelociRFTA project. A Quality Management Plan (QMP) for the project will be prepared at the outset of Project Development by a consultant. The QMP will assure that RFTA staff, design consultants and, ultimately, the contractor are continuously involved in delivering a quality product as the project progresses through design and construction. RFTA will prepare procedures for design changes, including sign-off and documentation, design reviews, and verification against the project scope. Quality reviews will be conducted by qualified personnel. In the future phases of the project, constructability reviews will be conducted to make sure the project includes sound construction principles consistent with operating and maintenance requirements and accepted engineering practices for safe, efficient, and economic construction. FTA QA/QC Guidelines RFTA will adhere to FTAs Quality Assurance and Quality Control Guidelines technical report and RFTA commits its organization to providing the highest quality product for the VelociRFTA BRT project. Controls necessary for preserving the integrity of quality-related activities and the required documentation of the results are identified in the FTA guidelines and categorized in the following areas: Management Responsibility Documented Quality System Design Control Purchasing Product Identification and Traceability Process Control Inspection and Testing Inspection, Measuring and Test Equipment Inspection and Test Status Nonconformance and Corrective Actions Quality Records Quality Audits Training Management Responsibility. RFTA management, including the CEO and all Department Directors, will commit to the delivery of a quality project and to follow the procedures in the adopted QMP. Documented Quality System. RFTA will prepare a QMP that will include the documentation and auditing process required to establish procedures that will assure a quality project and document that these procedures were followed in the design and construction of the project. The QMP will be prepared in accordance with FTA guidance and requirements. Design Control. The VelociRFTA BRT system design will be completed by major component under the direction of the relevant Department Directors and with coordination through the BRT PDC. The PDC will establish an organizational structure that assigns quality assurance responsibilities to RFTA staff or retained consultants for the design of each project component. A Design Review/QA Program will be implemented to assure that specific design criteria are met for individual design elements while processes that allow for crosselement reviews will be developed. A design verification procedure will be developed by
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RFTA to provide independent checks of design calculations, specifications, drawings and contract documents. Document Control. The project controls specialist will prepare procedures for document control that will ensure that relevant documents are current and available for use by those people who need them. This process will include having available the most current completed design plans for all personnel, followed by each level of review documents. Outdated plan sheets or specifications will be eliminated or identified as they are superseded. Purchasing. RFTA will follow its standard purchasing procedures as managed by the Finance Department consistent with FTAs Best Practices Procurement Manual. The Finance Department will identify lists of appropriate manufacturers/vendors for the purchase of products such as fare machines or the BRT vehicles. The purchasing requirements will clearly specify the expectations of the product relative to the drawings and product specifications. An inspection and testing procedure will be identified for authorized representatives to verify that the products meet the design intent and specifications of the product. RFTA also will define the means and methods of handling, storing and delivery of products as well as the procedures to receive, inspect, store and maintain the procured equipment. Product Identification. RFTA will identify products used on the project to assure that incorrect or defective items are not used. Process Control. The timing of construction sequences is typically left to the contractor as long as the resulting products meet the project intent. It will be the responsibility of the construction management consultant to verify that contractors and suppliers install and construct project components in the proper order. For example, ensure that earthwork is properly compacted before the placement of concrete or that utility modifications are complete before construction of above-ground facilities. Inspection and Testing. The construction management consultant will oversee and may participate in quality assurance for the inspection and testing of all project products and materials. The QMP will refer to detailed requirements for the inspection and testing requirements for numerous construction components including: soil testing erosion control utility trenching (including backfilling) structural concrete structural metals non-structural concrete concrete pavement hot mix asphalt utility components such as manhole or valve box adjustments traffic signals traffic signing and striping The inspection standards for many project components will cite the CDOT Standard Specifications for Road and Bridge Construction.
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Non-Conformance and Corrective Action. The disposition of nonconforming work will be documented using the procedures set forth in the project QMP. Rework or repair work will be required to be re-inspected in accordance with documented procedures. All non-conformance items will be resolved prior to final closeout of the project. The QMP will identify procedures to assure that the cause of non-conforming work is identified and recorded, and the corrective action needed to prevent recurrence is implemented and recorded. The construction management consultant will oversee the investigation of the nonconforming product or work and will take the necessary action to correct the work, prevent recurrence and issue, maintain, update and record the disposition of nonconformance reports. Quality Records/Quality Audits. The construction management consultant will be responsible for managing the documentation of quality for purchased products, construction materials, construction methods and practices, and the inspection of constructed products. Records of daily inspections of these items will be maintained. Periodic audits of quality records will be conducted during the design and construction phases of the project. If required, project staff will be retrained in quality procedures. An audit of the quality related files will be conducted to closeout the project. This audit will verify that the records of constructed materials are accounted for. Special attention will be given to assure that all records of deviations and deficiencies are identified, tracked, and the records of the resolutions are included in the files. A checklist of contract deliverables will be generated by the construction management consultant to include warranties, record drawings, operation and maintenance manuals, spare parts lists, keys and keying schedules, certificates of compliance, and all other items necessary to close-out the project.
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RISK MANAGEMENT, SAFETY AND SECURITY

Risk Management RFTA will initiate a Risk Management Plan for the BRT project at the outset of Project Development. Risk management measures range from reducing known risks (for example, purchase materials with volatile prices early in the process when possible) to preparing for unknown risks with insurance coverage and an adequate project contingency budget to account for unknown cost risks. Effective risk management requires RFTA to identify potential risks, measure the likelihood and consequences of the potential risk elements, and identify strategies to reduce or eliminate risks or reduce the consequences of risk events on the projects cost or schedule. Risks will be evaluated to assess which of the project participants (designers, contractors, suppliers, RFTA) are best able to manage the risk. Risk registers will be developed for the project and maintained throughout the design and construction phases. Risk mitigation measures will be specified for the identified risks and a monitoring process will be established to assess the effectiveness of the mitigation measures and identify the need for additional risk mitigation actions. The current capital cost estimate for the VelociRFTA project includes a 30% contingency. Conservative assumptions regarding cost escalation also have been included in the forecast of year of expenditure dollars. RFTAs contract documents will require consultants, contractors and subcontractors to carry adequate insurance coverage for their role in the project. Safety and Security RFTA and the construction contractors will develop a safety program for construction and operation to protect system users, RFTA employees, and contractors. Individual contractors will be responsible for the safety and security of their construction sites. RFTA will be responsible for the safety of staff and users of the system when it is operational. Management Commitment and Philosophy. RFTA management is committed to the development and operation of a safe and secure transit system through the VelociRFTA BRT project. The ultimate responsibility for the safety of the RFTA system rests with the CEO, supported by the Department Directors. Integration of Safety and Security into Project Development. Safety and security measures will be incorporated into the design of the project. Measures to maximize the safety and security for the public, passengers and employees include: Clearance set backs from roadways and bus lanes Station area lighting High visibility and open layouts Grade-separated pedestrian crossings at selected locations Pedestrian crosswalks Real-time messaging systems Assignment of Safety and Security Responsibilities. Integration of safety and security measures into Final Design/Construction will be the responsibility of the project design consultants under the direction of the relevant Department Directors. Safety and security during construction will be
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the responsibility of the contractor. Safety and security during BRT operations, including the prerevenue test period, will be the responsibility of the Co-Directors of Operations. Safety and Security Analysis. RFTA may hire a safety consultant to identify hazards and vulnerabilities, categorize their severity and probability, analyze their potential impact and provide recommendations on resolving them by design, engineering or warning devices. Safety and Security Design Criteria. Design standards and regulations adopted by CDOT for roadways and by the individual communities in the corridor for building, fire, electrical and plumbing will be adhered to as minimum design requirements. Other sources of design requirements include: Americans with Disabilities Act (ADA) Regulations (ABAAS) American Association of State and Highway Transportation Officials National Fire Protection Association American Society for Testing and Materials Process for Ensuring Qualified Operations and Maintenance Personnel. Operations and maintenance personnel will be trained in accordance with the latest RFTA Operator Training Manual. It is anticipated that experienced drivers from other RFTA service will have the first opportunity at VelociRFTA BRT driver positions. Training of all personnel will include a review of the Safety and Health Program Manual and an Emergency Preparedness Plan that will be developed by RFTA. Construction Safety and Security. Contractors will be responsible for initiating, supervising, observing and complying with all safety precautions and programs in connection with the work performed in accordance with all applicable federal, state and local laws, regulations, and ordinances.
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PROCUREMENT AND CONTRACT ADMINISTRATION

RFTA has been certified to receive FTA funding and implement FTA projects such as the proposed VelociRFTA BRT project. Procurements and contracts for the BRT project will be awarded in accordance with Titles 23 and 49 Code of Federal Regulations, FTAs Best Practices Procurement Manual, and with RFTAs existing purchasing procedures. RFTAs procedures comply with all federal, state, and local requirements. Design and Environmental Planning Services. RFTA requires contract awards greater than $5,000 for consulting services, including engineering and environmental analysis, be made through competitive proposal process. Selection of architect and engineering services for the BRT Project will be based on proposers qualifications and technical understanding and approach to the project. All consultants supporting the components of the BRT project will be selected using a Qualifications Based Selection (QBS) process. Design Contract Administration. The design phases of each component of the BRT Project will be administered by the relevant Department Director with the assistance of the staff engineer and the Project Controls and Procurement Specialist. Technical direction to the design contractors will be provided by the Department Directors. Contract administrative issues will be addressed by the Finance Department through the project controls specialist. The Project Controls Specialist will attend management meetings organized by the Department Directors and will process changes orders that may arise. The change order process will be similar to that described for construction. The Project Controls Specialist will be responsible for all file documentation in accordance with RFTA procurement policies. All invoices will be processed in accordance with current RFTA procedures. The relevant Department Directors will be responsible for all contractual issues and related correspondence, as well as closeout and audit, if necessary, of completed contracts and the release of any retainage with the assistance of the project controls specialist. The Department Directors will be responsible, with assistance from the RFTA General Counsel, for resolution of any contractual claims or disputes. Construction. The procurement and contract administrative procedures for construction will be defined at the conclusion of the preliminary design phase of the project. Vehicle Acquisition. Procurement of transit vehicles will be completed in accordance with RFTAs standard procurement process. RFTA may piggyback on another transit agencys contract to procure the vehicles to save both time and money.
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COMMUNICATION
Vision and Strategy RFTA is committed to effective communications with project stakeholders as a critical strategy to assure a successful project. An extensive public and agency outreach program was conducted during the planning and conceptual design phase of the project. Communication techniques included a project web-site, regular meetings of a stakeholder group, periodic general public meetings in the communities affected by the project and attendance at regularly scheduled meetings of member jurisdiction governing boards/councils. RFTA Board of Directors meetings are open to the public and the BRT project is routinely discussed as part of the agenda. A Communication and Involvement Plan will be developed as part of the NEPA compliance component of the project. Coordination will occur between the design phases for each of the components of the project and the communication program to assure that the public and affected agencies are informed regarding the progress of design. RFTAs goal is to maintain and implement the Communication and Involvement Plan to provide opportunities for learning and commenting on the VelociRFTA BRT project through each phase of the project: design, construction and operations startup. Once BRT service begins, communication and marketing responsibilities will be absorbed into RFTAs ongoing public information program. The Communication and Involvement Plan will be multi-faceted and designed to reach a variety of audiences including the general public, the business community, RFTA employees, and others. Tactics will include web-based information, public meetings and hearings as necessary, print and media advertising, newsletters, videos, and media relations. The Communication and Involvement Plan will remain flexible in order to respond to project needs and public interest and will be revisited on a routine basis. Project Team The Communication and Involvement Plan will be the responsibility of the Communications Manager under the direction of the Director of Planning. Effective communication and internal reporting among project participants is an essential element to successful completion of the project. RFTA will continue to deploy established and proven means of communicating reporting requirements and responsibilities, including archiving of formal communications, major decisions, and project changes.
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Project Management Plan

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Project Management Plan

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Project Management Plan

(Final Draft) August 28, 2008

Roaring Fork Transportation Authority VelociRFTA Bus Rapid Transit Project