libraryarchives.metro.netlibraryarchives.metro.net/RMC/18-672-Whitbred/18-459-AE...etro Systems Engineering and Suort Services o AE471E12 TOC-1 able of Contents Table of Contents Executive

Submitted by:

RFP No. AE47810E0128 Volume I – Technical Proposal Systems Engineering and Support Services

JANUARY 2018

Metro Systems Engineering and Support Services RFP No. AE47810E0128

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Executive Summary 1

Experience and Capabilities of the TeamProposed Roles and Experience of Firms on the Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Summary of Experience and Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Key Personnel’s Skill and ExperienceCommitment from the Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Management Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Leadership Team’s Personnel Experience and Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Resources and Availability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32

Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . R-1 (and Appendix)

Effectiveness of Management PlanIntegrated Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

10-Year Staffing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

Project Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42

Managing Multiple Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44

Effective Project Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

Understanding of Work and Appropriateness of Approach for ImplementationThe Right Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48

Understanding Metro Requirements and Expected Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52

Understanding Team Member Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54

Efficient Process of Work Allocation and Approach to Staffing Task Orders . . . . . . . . . . . . . . . . . . . . . . . . .58

Managing Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

Innovative Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Approach to Manage Schedules, Scopes and Cost of Contract Task Orders . . . . . . . . . . . . . . . . . . . . . . . . .69

Work Force Diversity and Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75

Statement of Work Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78

Administrative FactorsPast Performance – Current Projects (Pro Form 0554)

Past Performance – Completed Projects (Pro Form 055)

Experience/ Performance Questionnaire (Form V1 .0)

Objections to Contract Terms and Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . .separately sealed envelopein ‘ORIGINAL’ only, not in electronic copies


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Appendices separate binder

Resumes

Draft Task Order Proposals

1 . Gold Line Eastside Phase 2

2 – Sepulveda HRT

3 – East San Fernando Valley LRT

4 – West Santa Ana Branch LRT

5 – Standard Drawings and Metro Design Criteria

Proposal Letter

PROPOSAL LETTER

HONORABLE CHAIRMAN AND MEMBERS OF THE BOARD LOS ANGELES COUNTY METROPOLITAN TRANSPORTATION AUTHORITY ONE GATEWAY PLAZA LOS ANGELES, CA 90012-2952

SUBJECT: REQUEST FOR PROPOSAL CONTRACT NO. RFP No. AE47810E0128 Systems Engineering and Support Services

In response to the above referenced Request for Proposals (RFP) and in accordance with the accompanying Instructions to Proposers and Submittal Requirements, we the undersigned hereby offer to perform and complete the work as required in the Contract Documents.

If recommended for contract award, will provide to Metro all required Certificates of Insurance.

The proposal submitted in response to subject RFP shall be in effect for one hundred and eighty (180) days after the proposal due date.

Further, the undersigned agrees to execute the Metro prepared Contract within ten calendar days after receipt of Notice of Award and provide to Metro all required Certificates of Insurance. The Proposer represents that the following person(s) are authorized to negotiate on its behalf with Metro in connection with this RFP and will provide appropriate evidence of authorization upon request:

Lisa Maurath Power of Attorney 213-362-9470 Printed Name Title Phone

Printed Name Title Phone

Printed Name Title Phone

In addition to the formal certifications provided, the Proposer certifies that it has:

A. Examined and is fully familiar with all of the provisions of the RFP Documents and any amendment thereto;

B. Satisfied itself as to the requirements of the Contract;

C. Carefully reviewed the accuracy of all statements shown in this Proposal;

D. Examined the experience, skill and certification (if any) requirements specified in the Statement of Work and that the entities (Contractor, Subcontractor, Supplier) performing the work fulfill the specified requirements, and

E. Satisfied itself with respect to other matters pertaining to the RFP which in any way affect the performance of the Work.

METRO GA17-140 RFP NO. AE47810E0128 ISSUED: 11 .14.17

5-1 PROPOSAL LETTER

PRO FORM 53A REVISION DATE: 03.02.17

. F. Unless otherwise noted within this letter, the proposal has been submitted without exception and all Metro Contract Terms and Conditions are acceptable to the Proposer. Noted exceptions will be evaluated for responsiveness and significance, and may initiate discussions with the selected firm to clarify or resolve such exceptions. It is understood that if it is not in the best interests of Metro to accept proposed exceptions, notice will be provided to the Proposer to accept the Terms and Conditions as stated in the RFP, or be eliminated from further consideration.

Exceptions (if any):

Please refer to the Objections to Contract Terms and Conditions (separately sealed envelope), in accordance with the RFP.

Therefore, the undersigned hereby agrees that Metro will not be responsible for any errors and/or omissions in the Proposal.

The undersigned acknowledges receipt, understanding and full consideration of the following amendment to the RFP Documents:

Amendment No(s):

Amendment No. 1 and Questions and Answers No. 1, Dated 11 /22/17

Amendment No. 2 and Questions and Answers No. 2, Dated 12/5/17

Amendment No. 3 and Questions and Answers No. 3, Dated 12/22/17

METRO GA17-140 RFP NO. AE47810E0128 ISSUED: 11.14.17

5-2 PROPOSAL LETTER


The Proposer further certifies that:

A. The only persons, firms, corporations, joint ventures/partnerships, and/or other parties interested in the Proposal as principals are those listed as such in the Proposal Forms; and

B. The Proposal is made without collusion with any other person, firm, corporation, joint venture/partnership, and/or other party.

C. Joint ventures/partnerships are to provide a signed copy of their agreement with their Proposal.


Proposer's Name: Systems Delivery Partners Joint Venture

Business Address: 444 South Flower Street, Suite 800

Los Angeles , CA 90071

Contractor's License No.: N~

License Expiration Date:

Classification Type:

Phone: 213-362-9470 Fax: 213-362-9480

[email protected] e-mail address

Lisa Maurath, PE

Type or Print Name

Power of Attorney

Title

1 /2/18

Date

5-3 PROPOSAL LETTER


ACKNOWLEDGMENT

A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California

County of Los Angeles _______ _

On ~n,w;. !G.13 2.0l '3' before me, Susan Lopez, Notary P_u_b_lic _____ _ J 1

(insert name and title of the officer)

personally appeared Ll-'51; Prnn-<- Xv\~ v-cc_:±h~-~---------who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENAL TY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature ~ ~ (Seal)

SUSAN LOPEZ Notary Public - Calilornia

j Los Angeles County l z Commission# 2178913 -

). 0 4 0 0 4Ml gogi~-Jx£ia9sjtn}J~21(

Executive Summary


1

Execut

ive

Summary

Executive SummaryThe joint venture of WSP, Mott MacDonald (MM) and Auriga Corporation (AC), along with our major subconsultant, Parsons Corporation, brings Metro a Los Angeles-based systems team with unmatched local resources and a long-term commitment to the City we call home . We have further strengthened our team by selecting Disadvantaged Business Enterprise (DBE) partners, demonstrating our continued commitment to local businesses and our support of Metro’s goal of bringing in new DBE firms from outside the region to help deliver the Measure M program .

Since 1980, key team members of Systems Delivery Partners (SDP) have worked in unity with Metro in delivering every transit corridor in Los Angeles . The unique value of SDP lies in our unsurpassed understanding of how to implement and integrate new technologies to ensure systems design is consistent and compatible with new lines and existing lines, and how to provide seamless and efficient testing and start-up without impacting existing operations . Crucially, with up to nine corridors planned for concurrent preliminary engineering, there isn’t time to train new consultant designers on the Metro system . Our team has worked together on many Metro projects; we are committed to continued collaboration to deliver systems design for the critical Measure M program and accomplishing Metro’s goal of Twenty-Eight in ‘28 .

To help Metro achieve its mission and deliver consistent and compatible systems across your growing transit network, SDP provides the following benefits:

Committed Los Angeles-Based Management Team: Our proposed management team, composed of Program Manager Michael Harris-Gifford, Deputy Project Manager Jeff Goodling and Systems Integration Lead Guido Eyzaguirre all live in Los Angeles, and stand ready to serve Metro starting on day one . They are committed to staying in Los Angeles and working in an integrated project office in downtown Los Angeles once the need arises .�� Michael Harris-Gifford, Program Manager has played a major role in nearly

every Measure R, Measure M and systems-related capital improvement project in the last decade . With 30 years of experience, 17 with Metro, no one brings a broader understanding of Metro’s operations and systems design; a greater ability to collaborate with Metro staff on systems integration; or the skill set to ensure consistency of systems for new and existing line improvements . Over the past eight years, Michael’s leadership and collaboration skills were a key success factor in his work on all 12 Metro lines, involving management of as many as 250 Metro and consultant staff .

�� Jeff Goodling, Deputy Project Manager has 35 years of experience in program management and alternative delivery for multi-billion-dollar transit systems around the world . Jeff brings a unique perspective as both an owner and a consultant and will work side by side with Michael to develop and implement this complex systems design program involving multiple corridors, concurrently in various stages of development .

�� Guido Eyzaguirre, Systems Integration Lead has 36 years of systems engineering experience, including extensive knowledge of systems integration and rail transit start-up testing and commissioning . Guido understands the criticality of focused and diligent management of systems interfaces throughout the project life cycle to avoid costly delays in the approach to revenue operation . Guido is able to leverage his deep understanding of Metro systems’ design in his engagement with systems integration to ensure a smooth transition to revenue service for multiple concurrent workstreams .

�� Ashok Kothari, Principal-in-Charge will provide executive oversight of the team’s performance, including frequent check-ins with Metro management . He will facilitate access to the best resources within SDP and our teaming partners as warranted to address unanticipated needs for specialized expertise .

We have dedicated 147 highly skilled personnel to this contract—74 of them located right here in Los Angeles, who possess exceptional experience on Metro’s system. Additional resource depth and national lessons learned lie within our more than 600 systems design professionals across the country.

74 LA-Based Systems Designers

Our team of 74 committed systems designers located in Los Angeles makes SDP the largest local systems design team available . We are prepared to build on the partnership we’ve established with Metro for almost 40 years . In selecting his team, Michael wanted to bring Metro people he knew and trusted to deliver . After reviewing more than 300 resumes, Michael hand selected 147 staff, all of whom are dedicated and committed by their companies to support this project . More importantly, Michael has personally worked with more than 60 percent of our staff to deliver Metro projects . Should additional capacity be required, SDP can seamlessly engage over 600 system designers in the U .S .

Environmental

Current Rail and Busway

SystemsEngineering Experience

14774

Future Rail

Integrated Testing & Rail

Preliminary Engineering

Design-Build Procurement

Final Design & Construction

Team Resources

Committed systemsdesign staff

Los Angeles-basedsystems designstaff $35 BILLION

CAPITAL COST PROJECTS BY SDP TEAM MEMBERSIN U.S. TRANSIT PROJECTS SINCE 2000

The Systems Delivery Partners (SDP) team has supported the successful delivery of every Metro transit rail line (existing, in planning, and under construction), as well as the Orange Line BRT through all phases.

RedLine

PurpleLine

BlueLine

GreenLine

YellowLine

ExpoLine

OrangeLine

Crenshaw/LAX Line

RegionalConnector

AirportConnector

600 National systemsdesign resources


Execut

ive

Summary

2

Orange Line Light Rail Transit (LRT) Conversion/Bus Rapid Transit (BRT) Improvements

Key Challenge: Minimizing existing service disruptions .SDP Solution: Keep existing Bus Station Communication Cubicles in service and use spare fibers for LRT facility communications . Provide independent power drops for LRT facilities .

East San Fernando Valley (ESFV) LRTKey Challenge: Establishing efficient communications to ROC . Limited and aged fiber from North Hollywood to 7th & Metro .SDP Solution: Link to SOGR project for Metro Red Line fiber network . Alternative route via Sepulveda project . Potential upgrade of Metro Orange Line CTS equipment to FJ9500 .

North Hollywood–Pasadena BRTKey Challenge: Improved communications connectivity .SDP Solution: This corridor provides opportunity to solve a key system bottleneck; the lack of spare fiber along the Gold Line . By providing a direct link from Sierra Madre station to North Hollywood, a new communications route would effectively by pass the existing Gold Line fiber .

Sepulveda Pass Corridor & Airport Extension

Key Challenge: No existing facilities for rolling stock delivery and commissioning .SDP Solution: Early completion of minimal yard and shop facilities and minimal 1-mile track test segment ensures vehicles are ready for revenue service .

Crenshaw Line Northern ExtensionKey Challenge: Extension of tunnel fire/life safety systems .SDP Solution: Analyze need for existing system upgrades and make them early work packages . Develop a full set of cutover and interface plans, dealing with CTS, FDS, F&EM/EMP, GDS and tunnel ventilation .

Emergency Security Operations Center (ESOC)

Key Challenge: Maintaining command and control during cutover .SDP Solution: Parallel operation, similar to WSP's implementation on the Red Line Segment 3 .

Gold Line Eastside Phase IIKey Challenge: Cutover of track, signal and power at Atlantic .SDP Solution: “Enabling Works” early construction package, including new crossover to enable East LA Civic Center station to be used as a temporary terminus .

Vermont Transit Corridor BRTKey Challenge: Provision of communications to ESOC/BOC .SDP Solution: Use Expo Line fiber, which has plenty of spare capacity . Consider coordination with replacement/upgrade of Expo I CTS nodes to FJ9500 .

West Santa Ana Branch LRTKey Challenge: Construction at Union Station may impact existing Gold Line operations .SDP Solution: Develop detailed construction phasing plan . Design new terminal station to have facilities independent from existing Gold and Red Line stations .

Green Line Extension to Norwalk Metrolink Station/South Bay Extension

Key Challenge: Extension of proprietary Ansaldo/Hitachi train control .SDP Solution: Devise procurement plan to minimize cost . Liaise with Rail Fleet Engineering for carborne equipment modifications . Ensure adequate time for combined wayside and vehicle ATP and ATO testing .

LegendCurrent Metro lineUnder constructionIn planning

LAX

12

3

4

5

6

8

7

9

10

11

N

Exhibit 01: Challenges associated with Existing-New Corridor Tie-Ins and SDP Solutions

= These issues and proposed solutions are discussed further in draft Task Order Proposals, summarized on page 50 and provided in Appendices 1–5.

In-Depth Knowledge of Metro, Measure M and Metro Systems Design: The SDP Team’s history supporting Metro spans almost four decades . Our team has completed systems design for every operating Metro transit line, and we are currently working on those under construction (Regional Connector, Purple Line 1-3 and Crenshaw/LAX Transit Rail Corridor) . Why is this important to Metro? It means our team understands every system in existence today, we understand Metro’s operating system and design criteria, and we understand how to efficiently tie-in new corridors to the existing system cost effectively and with minimal risk to operations, as illustrated in Exhibit 01 . Simply put, SDP allows Metro to get to revenue start-up quickly and safely .

Unmatched experience working hand in hand with Metro to build the current rail system.

1985Parsons

first workswith Metro

1993Red Line(MOS 1)

WSP, Parsons

1996Purple Line

Wilshire/ WesternWSP, Parsons

2000Red Line

North HollywoodWSP, MM, Parsons

2009Gold LineEastside

WSP, MM

2012Expo LinePhase 1

MM, Parsons

2019Crenshaw/ LAX

LineWSP, MM

2023Airport

ConnectorWSP, MM

2026Gold Line Foothill 2B

WSP, AC, ParsonsPurple Line Westside (Section 2)

WSP

TBDWSAB

Transit CorridorWSP

TBDOrange Line

LRT ConversionWSP

WSP, MMfirst work

with Metro1980

Blue LineWSP, Parsons

1990

Green LineWSP1995

Red LineHollywood

WSP, Parsons1999

Gold LinePasadena

WSP, Parsons2003

Aurigafirst workswith Metro

2010

Expo Line Phase 2WSP, MM

Gold Line Foothill 2AWSP2016

RegionalConnectorWSP, MM

2021

Purple LineWestside (Section 1)

WSP, Parsons2024


WSP, MM2035

ESFVTransit Corridor

WSPTBD

Completed Projects Future Projects MOS = Minimum Operable Segment Dates shown reflect line openings (source: metro.net)

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 20283Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q

East San Fernando Valley LRT EIR Preliminary Engineering

ProcurementFinal Design & Construction

ActivationEastside Phase II EIR

Preliminary EngineeringProcurement

Final Design & ConstructionActivation

West Santa Ana Branch EIR Preliminary Engineering


ActivationSepulveda EIR



South Bay EIR Preliminary Engineering


Crenshaw North EIR Preliminary Engineering


Standard Drawings Task Order

ENVIRONMENTAL

PRELIMINARY ENGINEERING

DESIGN/ BUILD PROCUREMENT

FINAL DESIGN & CONSTRUCTION

INTEGRATED TESTING & RAIL

While traditionally the SEC is not involved during this phase, we believe that a modest level of involvement may pay dividends in reducing the probability of requiring Supplementary EIR/S. Items we believe we can provide tangible benefit include: ▪ Review of alignment for compatibility with Metro operations and TC ▪ Review of TP substation locations, with possible simulation to verify

adequacy ▪ Verification of property needs for signal and communications houses and

cases

▪ Verification that the planned yard and shop support for Metro O&M needs ▪ Operations simulation to verify runtime and fleet size assumptions ▪ Conceptual-level cost estimate for systems

Additionally, and where appropriate, we can commence work on some long-lead items such as opening discussion with utility companies regarding tunnel alignment power. + Recognition that a modest, but early, start on some

systems engineering elements can help Metro deliver an EIR/S with less risk of needing subsequent Supplementary EIR/S. =

There are many elements to this phase of our work, which are discussed in more detail in this Section. Broadly, the systems PE includes: ▪ Develop a systems basis of design ▪ Review and coordinate with facilities and MEP engineering ▪ Develop systems design drawings, specifications, calculations, analyses

and reports ▪ Perform operations analysis

▪ Develop O&M plan ▪ Develop cutover and existing system interface plans ▪ Develop system safety and security plans ▪ Develop safety certification plan ▪ Conduct preliminary hazards analysis ▪ Develop cost estimates

Working with Metro and the Facilities Designer, we will assemble a complete set of Contract technical documents, including: ▪ Scope of services ▪ Technical specifications ▪ Project definition drawings ▪ Reports and analyses ▪ Reference documents (including existing system as-builts)

In addition, and throughout the procurement process, we will provide the following support services: ▪ Drafting of addenda ▪ Provide responses to clarification questions ▪ Technical review of proposals ▪ Assistance with BAFO negotiations ▪ Production of conformed contract documents

Our plan and approach is to provide efficient and effective oversight, management and support to the project. In that task, we see our key roles to be: ▪ Review of contractor deliverables for compliance, together with making sure

relevant Metro departments are fully engaged in the process ▪ Response to contractor RFIs and requests for inspection of existing Metro

facilities

▪ Management/ oversight of existing system interface and cutover development and construction activities, including Metro operations support

▪ Oversight and reporting on Metro-furnished project support activities (such as rolling stock and rail operations control)

▪ Inspection of factory and field construction and testing ▪ Support to Metro- and contractor-initiated changes

Our plan and approach is to help Metro complete the final tasks to project completion and successful transition to revenue service. In that phase, our key responsibilities: ▪ Set up the rail activation group comprising Metro, contractor, SEC and

relevant third parties ▪ Management/oversight of any remaining existing system cutover activities ▪ Integrated testing and rail activation oversight and contractor/Metro support ▪ Scheduling contractor training with Metro O&M departments ▪ Scheduling emergency response drills

▪ Scheduling and supporting fire department inspections and tests ▪ Scheduling, conducting, and supporting final inspections by SEC and Metro ▪ Safety certification support and review, including workarounds ▪ Punchlist management ▪ Spare parts and test equipment delivery and acceptance ▪ O&M manuals review and delivery ▪ As-built documentation review and tracking ▪ Assistance with contract close-out

SDP PROGRAM ENHANCEMENTS

APPROACH GOALS

Support a solid, realistic and comprehensive environmental impact analysis.

+ =+ =+ =+ =

An independent integration review team to keep the project on-track for successful project delivery.The SDP team personnel, led by Michael Harris-Gifford, with a deep, abiding, and personal relationship with staff throughout Metro.We Know Metro: We know the Metro personnel; who needs to review what; how to steer a path through differing Metro department priorities.

Develop a solid systems design that supports successful DB or P3 procurement towards a goal of successful project delivery.

The SDP team commits to performing design with the solicitation in mind. This means the documents we will produce during PE will be ‘ready to go’ for DB solicitation. More specifically, we will ensure all our engineering documents, drawings and specifications are clearly developed, identified, and classified as Contract and Reference.

Assemble a complete set of contract documents to effectively and efficiently convey Metro’s requirements as a means to successful project delivery.

We have staff who have worked for Metro and for Metro DBCs. We know what drives both sides of the contractor-client relationship and can help steer Metro through and into an effective relationship.

Review, oversee, supervise and manage the contractor’s efforts towards on-time, under-budget and successful project delivery. To organize, drive and manage Metro’s review, oversight and support to the project.

Staff who have managed and worked through rail activation for Metro projects. We know your needs. We know who needs to be engaged for successful project delivery.

Take Metro through this critical and last phase into successful project delivery.

PHASE

Deliverable(s)

Phase Environmental Preliminary Engineering DB Procurement Final Design & Construction Integrated Testing & Rail Act.

Responsible Party(ies) SEC PEC DBC CPUC SEC PEC DBC CPUC SEC PEC DBC CPUC SEC PEC DBC CPUC SEC PEC DBC CPUC

Basis of Design

Design Criteria Update ● ● ● ● ●

Basis of Design Report ● ●

Design Deviations/RFSC/ FSC ● ● ● ● ● ● ● ● ● ●

Lessons Learned Exercise ● ● ● ● ● ●

Standard Drawings and Specifications Update ● ● ● ● ● ●

Systems Design

Location of TPSS and Crossovers ● ● ● ● ● ●

Systems Design ● ● ● ● ● ● ● ● ●

Procurement Documents ● ● ● ● ● ●

Design Services during Construction ● ● ● ●

Change Control ● ● ● ●

Operations & Maintenance (O&M) Manuals/ Training ● ● ● ● ● ● ● ●

Asset Management● ● ● ●

As-Builts● ● ● ●

Operations Planning

Operations Simulation ● ● ● ● ● ●

OMP ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Rail Activation & Start-Up Plan ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Testing, (SOP, and Maintenance Plans ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Risk Management

RMP ● ● ● ● ● ● ● ● ● ● ● ● ●

Final Risk Report● ● ● ●

Cutover Construction Phasing and Cutover Plan ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Construction Work Plan and Schedule ● ● ● ● ●

Cut-Over Testing● ● ● ● ●

RAMS RAMS Analysis and SAPP ● ● ● ● ● ● ● ● ● ●

Reliability Testing/ Maintenance Demonstration ● ● ● ● ● ● ● ● ● ● ●

Interface Management

Interface Plan and Matrix ● ● ● ● ● ● ● ● ●

Configuration Control ● ● ●

Safety Certification

SSPP ● ● ● ● ● ● ● ● ● ● ●

SCPP ● ● ● ● ● ● ● ●

SCIL ● ● ● ● ● ● ● ●

PHA and TVA ● ● ● ● ● ● ● ●

Design Safety Certification ● ● ● ● ● ● ●

Construction Safety Certification ● ● ● ● ●

Testing and Training Certification● ● ● ● ●

LEGEND: Lead Role | Support Role | Metro | SEC Systems Engineering Consultant | PEC Preliminary Engineering Consultant | DBC Design-Build Contractor | CPUC California Public Utilities Commission | Critical Path


3

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Ready to Mobilize on Day 1: Michael and his team have held numerous workshops over the past eight months to develop a thorough understanding of Metro’s systems needs over the next 10 years, and how our team can best collaborate with Metro’s staff and other consultants to deliver success . We’ve developed a 10-year living staffing plan to project needs for each corridor over the life of the contract . Our approach to the scope of services, provided in section Understanding of Work and Appropriateness of Approach for Implementation, is based on the results of the team’s analysis . In an effort to be ready to mobilize on Day 1, Michael and his team have already developed five draft task order proposals complete with scope, staffing plans and schedule, ready for Metro’s review (See Appendices 1-5) . The team is eager to continue our partnership with Metro in delivering Measure M projects to Los Angeles County .

10-Year Living Staffing Plan

3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028

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147 SYSTEMS DESIGN STAFF COMMITTED TO THIS CONTRACT n Standard Drawings

n Crenshaw Northn South Bayn Sepulvedan WSABn Eastside PhIIn ESFV

Commitment to Work Force Diversity and Mentoring: SDP is committed to helping prepare tomorrow’s transportation leaders to accept the mantle of infrastructure development in Los Angeles . SDP is a registered partner in Metro’s WIN-LA program and our member firms are strong supporters of growing the bench of women in the work force, and SBE/DBE subcontractors . Our team includes nine DBE firms, all of which have worked with our team in the past . Our commitment to Metro’s DBE program is further demonstrated by the composition of our joint venture, which includes DBE firm Auriga . �� Mentor Protégé Pioneer: WSP was a pioneer in proactively and voluntarily establishing a

mentor protégé program with multiple small businesses, providing them with leadership and training to grow their businesses while at the same time having meaningful roles on the Westside Purple Line contract . Protégé firm D’Leon Consulting has been added to our systems engineering team for additional mentoring in this expanded role . Mott MacDonald recently began a mentor protégé program with their joint venture partner, Cornerstone, on Purple Line Phase III CM . Cornerstone has also been invited to become a mentor protégé firm for this systems contract . To round out our mentor protégé program, we have included two firms committed to expanding their practices and bring resources to Los Angeles: Auriga and Rani Engineering . We have worked with both firms and are committed to helping them grow in Los Angeles .

�� Educating Leaders of Tomorrow: WSP is partnering with entities such as California State University, Los Angeles (CSULA) School of Engineering and Los Angeles Unified School District’s (LAUSD) Girls’ Academic Leadership Academy (GALA) to foster the education of transportation engineers, planners and others who help bring transportation services to the residents and visitors of the County . Mott MacDonald’s Cambridge Education group presents an opportunity for SDP to grow the work force in Los Angeles through a program called the “Calculus Project”, which is actively exposing more than 50 middle and high schools to STEM skill development .

» Recently, Monica Born led a team of WSP professionals from Los Angeles in a presentation to GALA. The Los Angeles WSP team will be making monthly presentations to the seventh-grade class throughout the 2017–2018 school year.

Experience and Capabilities


4

Environmental

Current Rail and Busway

SystemsEngineering Experience

14774

Future Rail

Integrated Testing & Rail

Preliminary Engineering

Design-Build Procurement

Final Design & Construction

Team Resources

Committed systemsdesign staff

Los Angeles-basedsystems designstaff $35 BILLION

CAPITAL COST PROJECTS BY SDP TEAM MEMBERSIN U.S. TRANSIT PROJECTS SINCE 2000

The Systems Delivery Partners (SDP) team has supported the successful delivery of every Metro transit rail line (existing, in planning, and under construction), as well as the Orange Line BRT through all phases.

RedLine

PurpleLine

BlueLine

GreenLine

YellowLine

ExpoLine

OrangeLine

Crenshaw/LAX Line

RegionalConnector

AirportConnector

600 National systemsdesign resources

SECTION ROAD MAP

Proposed Roles and Experiencepage 5

Summary of Experience and Capabilities page 9

Challenges and Lessons Learned page 9

Record of Satisfactory Performance and Ability to Manage Personnel Changes pages 6 to 24

Experience and Capabilities of the TeamThe joint venture of WSP, Mott MacDonald (MM) and Auriga Corporation (as Systems Delivery Partners), along with our major subconsultant, Parsons Corporation, brings Metro a Los Angeles-based systems team with unmatched local resources and a long-term commitment to the City we call home. Since 1980, key team members of the Systems Delivery Partners (SDP) have worked with Metro in delivering every transit corridor in Los Angeles. The unique value of SDP lies in our unsurpassed understanding of how to implement and integrate new technologies to ensure systems design is consistent and compatible with new lines and existing lines, and how to provide seamless and efficient testing and start-up without impacting existing operations. Our team has worked together on many Metro projects; we are committed to continued collaboration to deliver systems design for the critical Measure M program and accomplishing Metro’s goal of Twenty-Eight by ‘28.


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5

PROPOSED ROLES AND EXPERIENCE OF FIRMS ON THE TEAM

WSP + MOTT MACDONALD + AURIGA CORPORATION JOINT VENTURESDP was brought together specifically to deliver this contract. WSP and MM have worked on the systems of every Metro line, and both have a deep bench of proven systems experts. AC has been working with Metro for 10 years and we are ready to help AC grow into the next phase of its business. Together our firms are responsible for delivery of the overall contract—working as one team with a shared commitment to its success.

We have strengthened SDP by adding Parsons as a major partner, rounding out our Los Angeles-based team and providing additional depth of systems design resources. WSP, MM, and Parsons have successfully worked together over the past few decades to deliver transit projects to Metro and transit agencies across the United States. Collectively, this team has worked for every major transit agency in the United States.

In addition, SDP has selected strong SBE/DBE firms that demonstrate our continued commitment to local businesses and our support of Metro’s goal of engaging firms from outside of the region.

We are committed to providing quality service on every Metro project we undertake and every product we deliver. Our Program Manager Michael Harris-Gifford is personally committed to maintaining the reputation of our team, and his own reputation for quality work on each and every task order.

PROVEN, LOCAL AND COMMITTED TEAMIn creating our team, Program Manager Michael Harris-Gifford reached out to firms that he knows and trusts and that have proven their value to Metro, year after year. Our team brings 74 systems professionals in Los Angeles, and direct knowledge of Metro’s staff and systems design needs. This local competency means we offer Metro consistency in systems design and construction, civil infrastructure interface, and the ability to minimize impacts to operations during systems testing and rail activation. Through meetings with Metro over the last eight months, we have listened and built our team to accomplish the following goals:

�� Immediate access to local systems resources�� Consistency and continuity in systems design�� Risk-free rail activation with minimal impact to rail operations�� Systems integration strategy to get to revenue operation quickly�� Efficient systems design to meet accelerated schedules promised in Measure M

SDP’S MENTOR PROTÉGÉ COMMITMENTWe are taking our mentor protégé program to the next level by including AC as a joint venture partner. There are currently no DBE-certified full service systems firms in Los Angeles. AC is a full service systems firm that has been supporting Metro from their northern California location. Being part of our joint venture team delivering this high-profile contract for Metro provides them with an opportunity to grow their presence in Los Angeles while bringing additional systems resources to Los Angeles to help Metro in the future. Our goal is to help AC establish their practice to a level sufficient to open an office in Los Angeles.

COMMITMENT TO MEASURE M AND TWENTY-EIGHT BY '28Michael’s strong management and communication skills are necessary to deploy multi-discipline resources for concurrent activation of simultaneous task orders. Michael and his team will function as an integrated extension of Metro's staff; team member firm affiliations will take a back seat to a shared vision of executing Measure M’s ultimate goal of expanding the transit system in Los Angeles County.


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6

ABILITY TO MANAGE PERSONNEL CHANGES AND OTHER WORK UNRELATED TO METROThe SDP Team members routinely work on complex transit programs for Metro, requiring a sizeable work force and committed personnel in a range of disciplines. Michael understands how crucial effective resource management is to ensure quality and timely delivery for a multi-year program with concurrent task orders and task order teams. Michael has selected 147 committed personnel, chosen based on their experience with Metro as well as their availability for this program, providing Metro with confidence that our team can manage multiple task orders simultaneously by distributing and balancing our staffing resources against the needs of multiple projects. Our pool of local task order managers and technical leads also provides redundancy in every discipline and specialty to easily manage personnel changes which could arise during this 7-10 year program.

Tools that Michael will use to ensure our continued commitment to quality and efficient resource management include:

Staffing Plans: Michael has developed a staffing plan for systems engineering services required for every Metro corridor over the next 10 years (Exhibit 13 on page 40). Over the next 10 years, our analysis shows up to six corridors going through systems engineering concurrently, and our staffing plan allows us to support all six with different corridor leaders/task order managers. Michael will update this staffing plan based on current and projected work and provide it to Metro on a quarterly basis. In addition to the programmatic staffing plan, Michael has already identified corridor managers and task order teams for the first four task orders expected under this contract, based on conversations with Metro. These draft task order proposals, as well as an additional task order recommendation are included in our Appendices. Each draft task order proposal includes an organization chart, a schedule, and a staffing plan, ready for Metro’s review.

Succession Planning: Michael is personally committed to managing this contract throughout its duration, as well as his corridor leads/task order managers and technical leaders. Michael will, however, conduct proactive annual reviews to assess the team’s continued commitment to this program and plan for a smooth staffing transition should the need arise.

Preparing Future Leaders: SDP is committed to helping Metro prepare future leaders to deliver Measure M. Our team’s internal leadership development programs allow us to identify future leaders and develop their management and leadership skills, mentoring them for growth opportunities. Michael will stay engaged with the Joint Venture (JV) board, Lisa Maurath, Dan Tempelis and Parkash Daryani, to identify new talent to bring to this program.

Work Force Development and Mentor Protégé Program: SDP’s proposed work force development and Mentor/Protégé program provides Metro a double advantage. Not only does it provide training and development of local and upward rising professionals and businesses, but it also prepares them to assume larger roles as vacancies may occur on such a long program. We will also leverage our team members’ internship program to develop new talent for the long-term implementation of Measure M.

OUR 10-YEAR STAFFING PLANSDP has developed a 10-year staffing plan to deliver systems engineering for as many as six simultaneous corridors and our recommendation of Metro Standard Drawings. Draft task order proposals for four of these corridors are included in Appendices 1–4.


















150

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This chart not only demonstrates SDP has the resources to support Metro’s accelerated Twenty-Eight by ‘28 program; it also demonstrates that we have the resources to support Metro’s SOGR program without constraint

n Standard Drawingsn Crenshaw Northn South Bayn Sepulvedan WSABn Eastside Phase 2n ESFV

147 SYSTEMS DESIGN STAFF COMMITTED TO

THIS CONTRACT

ADDITIONAL CAPACITY FOR FURTHER WORK

UNDER THIS CONTRACT

ENSURING THE RIGHT RESOURCES ARE AVAILABLEMichael will be supported by Principal-in-Charge Ashok Kothari, bringing a focus on ensuring resources are available for this important contract. Our commitment to Metro is demonstrated by corporate-level support to quality delivery and resource allocation. For instance, during the Westside/Purple Line delivery, the designated project manager for the preliminary engineering phase retired. WSP enlisted the support of our CEO to commit Ashok to lead the Purple Line.


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A TEAM BUILT ON COLLABORATION AND PARTNERSHIP Since 1980, WSP and MM have worked together to successfully deliver transit projects for Metro. Most recently, our Program Manager Michael Harris-Gifford and Systems Integration Manager Guido Eyzaguirre have been working together to provide solutions to Metro on the Regional Connector. The excellent working relationship our two firms have developed on the Regional Connector project, particularly in systems design, rail activation and startup, led to our decision to establish the SDP joint venture.

Engaging our DBE mentor/protégé partner, AC, was a natural extension of the collaboration and partnership teaming concept. AC has been providing Metro with systems services and striving to establish a more robust local presence to further their efforts. This contract is a perfect opportunity to integrate their experience with the proven collaboration of WSP and MM.

SDP and our Los Angeles-based team of 74 staff are eager to partner with Metro to deliver the systems design of major transit corridors as part of the Measure M and Twenty-Eight by '28 program and to support Metro's robust State of Good Repair Program (SOGR). We have developed a deep understanding of, and respect for, the staff and capabilities of each other’s systems engineering teams. Many of the staff we are proposing for this solicitation have worked together, and more than half with Michael. Additional examples of our shared team experience are shown in Exhibit 02.

PROPOSED ROLES AND EXPERIENCE OF FIRMS ON THE TEAMExhibit 03 on the following page provides a summary of the full SDP team qualifications, their role, the reason they have been added to the team and their Metro experience.

Working Together: Metro Regional Connector – a Case Study in CollaborationBoth WSP and MM are working on Metro’s Regional Connector project. While MM is the design-build (DB) contractor’s engineer-of-record, WSP is one-half of the Connector Partnership Joint Venture, acting as Metro’s representative for engineering and program management issues.

Our collaboration on Regional Connector demonstrates our view for successful delivery of your SES contract - regardless of our role on your projects through task orders, our goal is to provide what’s best for the project and for Metro operations. Through the leadership of Michael Harris-Gifford and Guido Eyzaguirre, the WSP and MM systems engineers have worked collaboratively to push the project forward. Some examples of this collaborative effort are shown below.

Existing System InterfaceThe WSP team developed an existing system interface tracking matrix. This has helped foster an open dialogue on how to interface the project with Metro’s existing system to the mutual benefit of Metro and the contractor. For example, the original plan for the transfer trip interface to Union TPSS was to pull new cable, but problems with the existing ductbank meant that an agreement was reached to splice into the existing cable to reduce risk to both Metro and the contractor.

Rerouting Eastside CTSThe MM team raised concern with maintaining operation of the Eastside fiber network during construction of the Little Tokyo Wye. A team of WSP and MM engineers, together with Metro Engineering and Wayside personnel, developed an alternative strategy to reroute the Eastside network via the Red Line Yard. This had the benefit of eliminating temporary work and reducing the risk of losing Metro communications.

Ventilation System IntegrityDuring design development of the station emergency management panels (EMPs), it became clear that the operation of seven existing fans at the 7th & Metro station could impact the operation of the project ventilation systems. WSP and MM collaborated in developing a modified fan plan to add fans to their ventilation scenarios to ensure integration of the new and existing systems.

Together, WSP and MM have successfully collaborated to address project issues as they arise and advance the Regional Connector project development.

Exhibit 02: Summary of the SDP Team’s Experience Working Together on Metro Rail and Busway Lines

Rail and Busway Line Projects Firm(s) Involved

Phase(s) of Work

Prog

ram

Mgm

t.

Envi

ronm

enta

l

PE DB P

rocu

rem

ent

Fina

l Des

ign

&

Cons

truct

ion

Desi

gn S

ervi

ces

Durin

g Co

nstr.

Inte

grat

ion

Test

ing

& R

ail

Activ

atio

n

Deliv

ery

Met

hod*

Metro Blue Line WSP, PTG, DLCE, ISiS, IC, LKG, VAI DBB

Metro Red Line (MOS 1) WSP, PTG, DLCE, ISiS, IC, LKG, RFN DBB

Metro Green Line WSP, DLCE, LKG DBB

Metro Purple Line Wilshire/Western WSP, PTG, CTC, DLCE, IC, LKG, RFN DBB

Metro Red Line Hollywood Extension WSP, PTG, DLCE, LKG, RFN DBB

Metro Red Line North Hollywood Extension WSP, MM, PTG, DLCE, LKG, RFN DBB

Metro Gold Line Pasadena WSP, PTG, DLCE, ISiS, JLM, LKG DB

Metro Orange Line BRT WSP, MM, LKG, VAI DB

Metro Gold Line Eastside Extension WSP, MM, DLCE, ISiS, IC, LKG DB

Metro Expo Line Phase 1 MM, PTG, DLCE, ISiS, LKG, RFN DB

Metro Gold Line Foothill Extension 2A WSP, PTG, ISiS, JLM DB

Metro Expo Line Phase 2 WSP, MM, DLCE, ISiS, IC, JLM DB

Metro Crenshaw/LAX Transit Rail Corridor WSP, MM, DLCE, IC, JLM, LKG DB

Metro Regional Connector WSP, MM, CTC, DLCE, IC, JLM, LKG DB

Metro Airport Connector WSP, MM, DLCE TBD

Metro Purple Line Westside Extension (Section 1) WSP, PTG, DLCE, IC, JLM, LKG DB

Metro Purple Line Westside Extension (Section 2) WSP, DLCE, IC, LKG DB

Metro Gold Line Foothill Extension 2B WSP, AC, PTG, DLCE, ISiS, IC DB

Metro Purple Line Westside Extension (Section 3) WSP, MM, DLCE, IC, LKG DB

Metro Gold Line Eastside Extension Phase 2 DLCE, LKG DB

* Delivery Method: DBB: design-bid-build | DB: design-build | DBOM: design-build-operate-maintain | CMGC: construction manager/general contractor | P3: public-private partnerships


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Exhibit 03: Summary of SDP's Qualifications, Proposed Roles, and Metro Experience

Metro Systems Expertise Extensive Los Angeles-Based Resources Deep Bench of Metro Systems ExperienceJV

PAR

TNER

S

WSP USA Inc. WSP

systems engineering and support, systems corridor and systems program management

�� 40 years of experience supporting Metro through all phases of work�� Prepared final design contract documents for the first provider of design-bid-build (DBB) transit

projects in the Los Angeles Basin�� Developed Metro design criteria for all lines, which were subsequently streamlined for DB

project delivery�� Proven innovative solutions that have overcome technical challenges and improved efficiencies

Mott MacDonald, LLC MM


�� 40 years of experience supporting Metro�� Intimate knowledge of Metro’s systems and procedures�� Over 100 years of systems design experience, starting with the London Underground�� Resources to respond quickly and cost-effectively to any task order demand — MM has 16,000

staff worldwide, with 2,300 staff in 60 offices throughout North America

Auriga Corporation AC

traction power, train control and communications engineering

�� 7 years of experience providing communications and traction power to Metro�� For 25 years, AC has provided engineering services to Metro, SCRRA, OCTA, California High

Speed Rail Authority, BART, San Francisco Municipal Transportation Agency and VTA�� AC has supported WSP on its PM/CM services contract with Metrolink�� Top 50 Pan Asian American Business in 2012 (USPAACC)

DBE M/P

SUBC

ONSU

LTAN

TS

Parsons Transportation Group Inc. PTG


�� 70+ years delivering projects in greater Los Angeles�� 30 years developing LA transit, including several Metro lines with various delivery methods�� 60+ rail systems professionals in California�� Clients include Metro, RTD, DART, CTA and WMATA

Cornerstone Transportation Consulting, Inc. CTCsystems start-up and testing inspection

�� 7+ years of Metro experience�� 30+ years specializing in support for transportation and

municipal capital improvement projects�� Experience with similar systems projects with SFMTA

and WMATA

D’Leon Consulting Engineers DLCEengineering and CADD support

�� Specializes in engineering and development for major rail projects in Southern California�� Worked on many Metro projects, including Metro’s

first rail line

Rani Engineering, Inc. REtrain control engineering

�� Vast systems experience across the U.S., providing insight to overall program needs�� Design rail signal systems and systemwide electrical

engineering for LRT, HRT and commuter rail�� Rani is currently working with WSP on the Minneapolis

Blue Line LRT Extension

Enabled Consultants LLC ECsystems support - communications

�� Extensive work with Southern California public transit agencies, such as SCRRA, in various IT project management and technical roles in train control, communications and fare collection�� Comprehensive knowledge in traditional infrastructure

and operations strategy

Innovative Solutions in Signaling Consultants, LLC ISiStrain control engineering

�� 10+ years of experience providing train control services on Metro rail projects�� Expertise in signal system design, applications logic

writing for controllers, technical writing and estimating

Intueor Consulting, Inc. ICcommunications engineering

�� 10+ years working with Metro, including rail and busway transit �� Well known to Metro for communications, systems

support and CADD

JLM Strategic Talent Partners JLMas-needed staffing

�� 5+ years providing staffing services to numerous Metro rail lines currently in operation through various delivery methods�� Identifies and assesses industry-specific talent for

transit engineering

LKG-CMC, Inc. LKGdocument and project control, contract management support, and QA/QC

�� 30 years servicing Metro on over 25 contracts �� Well known to Metro for document control and other

project management support

RF Networks, Inc RFNcommunication systems engineering

�� 10 years of experience with Metro�� Designed and integrated radio systems, voice and data,

for Metro Operations�� Understands that future Metro radio and other

communications systems is packet-digital

Universal Corrosion Services, LLC UCcorrosion control engineering

�� Applies efficient, safe, cost-saving, and environmentally-friendly solutions to corrosion control�� Developed six innovative U.S. patents related to

corrosion control/monitoring and cathodic protection

Virginkar & Associates, Inc. VAIsystems support – vehicle interface

�� 27 years of Metro experience, ranging from systems and vehicle technical specifications development to rail car procurement and Buy America audits�� Thorough understanding of Metro’s rail cars and buses,

as well as its overall infrastructure

LEGENDproposed role M/P: DBE mentor protégé participant

Metro Experience:

Red Line Purple Line Blue Line Green Line Gold Line Expo Line

Orange Line Silver Line Crenshaw/LAX Line Regional Connector Airport Connector

West Santa Ana Branch (WSAB) Transit Corridor East San Fernando Valley (ESFV) Transit Corridor

DBE M/P

DBE M/P

DBE M/P

DBE DBE DBE DBE

DBE


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Orange Line LRT Conversion/ BRT Improvements

Key Challenge: Minimizing existing service disruptions.SDP Solution: Keep existing bus station communication cubicles in service and use spare fibers for LRT facility communications. Provide independent power drops for LRT facilities.

East San Fernando Valley (ESFV) LRTKey Challenge: Establishing efficient communications to ROC. Limited and aged fiber from North Hollywood to 7th & Metro.SDP Solution: Link to SOGR project for Metro Red Line fiber network. Alternative route via Sepulveda project. Potential upgrade of Metro Orange Line CTS equipment to FJ9500.

North Hollywood–Pasadena BRTKey Challenge: Improved communications connectivity.SDP Solution: This corridor provides opportunity to solve a key system bottleneck; the lack of spare fiber along the Gold Line. By providing a direct link from Sierra Madre station to North Hollywood, a new communications route would effectively by pass the existing Gold Line fiber.

Sepulveda Pass Corridor & Airport Extension

Key Challenge: No existing facilities for rolling stock delivery and commissioning.SDP Solution: Early completion of minimal yard and shop facilities and minimal one-mile track test segment ensures vehicles are ready for revenue service.

Crenshaw Line Northern ExtensionKey Challenge: Extension of tunnel fire/life safety systems.SDP Solution: Analyze need for existing system upgrades and make them early work packages. Develop a full set of cutover and interface plans, dealing with CTS, FDS, F&EM/EMP, GDS and tunnel ventilation.

Emergency Security Operations Center (ESOC)

Key Challenge: Maintaining command and control during cutover.SDP Solution: Parallel operation, similar to WSP's implementation on the Red Line Segment 3.

Gold Line Eastside Phase IIKey Challenge: Cutover of track, signal and power at Atlantic.SDP Solution: “Enabling Works” early construction package, including new crossover to enable East LA Civic Center station to be used as a temporary terminus.

Vermont Transit Corridor BRTKey Challenge: Provision of communications to ESOC/BOC.SDP Solution: Use Expo Line fiber, which has plenty of spare capacity. Consider coordination with replacement/upgrade of Expo I CTS nodes to FJ9500.

West Santa Ana Branch LRTKey Challenge: Construction at Union Station may impact existing Gold Line operations.SDP Solution: Develop detailed construction phasing plan. Design new terminal station to have facilities independent from existing Gold and Red Line stations.

Green Line Extension to Norwalk Metrolink Station/South Bay Extension

Key Challenge: Extension of proprietary Ansaldo/Hitachi train control.SDP Solution: Devise procurement plan to minimize cost. Liaise with Rail Fleet Engineering for carborne equipment modifications. Ensure adequate time for combined wayside and vehicle automatic train protection (ATP) and ATO testing.

SUMMARY OF EXPERIENCE AND CAPABILITIESSDP was built to provide Metro with the strongest team of Metro-experienced systems engineers, capable of managing this new type of long term systems design contract. Our proposed key personnel have proven success in delivering systems design for Metro’s rail and BRT lines. Their history with Metro allows them to proactively evaluate the program over the next 10 years, and to staff corridors with the right expertise to meet the specific needs and risks of each area. Program Manager Michael Harris-Gifford scoured the region looking for the right local partners, with the relevant experience for this scope of work, whose clients continue to praise their work, and who are constantly looking for creative solutions to challenges. A summary of this team’s experience can be found in the following exhibits:

�� Exhibit 04 provides our team’s history working on every Metro rail line�� Exhibit 06 highlights our experience working on every major transit system in the US, and

continuously providing solutions to challenges �� Exhibit 07 is a two page matrix detailing our team’s overall experience working together and

throughout the country, highlighting our team’s ability to resolve challenges

A NEARLY 40-YEAR TRACK RECORD WITH METROThe SDP team’s history supporting Metro spans almost four decades.

Why is this important to Metro? It means our team understands every system in existence today and how to efficiently tie-in new corridors to the existing system cost effectively and with minimal risk to operations. Simply put, SDP allows Metro to get to revenue start-up quickly and safely. Exhibit 05 highlights the challenges associated with tie-ing into the existing systems, and our team’s capability to assist Metro with these critical operations challenges.

Exhibit 04: Unmatched experience working hand in hand with Metro to build the current rail system.

1985Parsons


1993Red Line(MOS 1)

WSP, Parsons

1996Purple Line


2000Red Line



WSP, MM


MM, Parsons

2019Crenshaw/ LAX

LineWSP, MM

2023Airport

ConnectorWSP, MM



WSP

TBDWSAB

Transit CorridorWSP

TBDOrange Line

LRT ConversionWSP

WSP, MMfirst work

with Metro1980


1990

Green LineWSP1995

Red LineHollywood

WSP, Parsons1999

Gold LinePasadena

WSP, Parsons2003


2010




2021


WSP, Parsons2024


WSP, MM2035


WSPTBD


LegendCurrent Metro lineUnder constructionIn planning

LAX

12

3

4

5

6

8

7

9

10

11

N

Exhibit 05: Challenges associated with Existing-New Corridor Tie-Ins, and SDP Solutions.

= These issues and proposed solutions are discussed further in draft Task Order Proposals, summarized on page 50 and provided in Appendices 1–5.


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RAIL SYSTEMS DESIGN, INTEGRATION, RAIL ACTIVATION AND START-UP SUCCESS STORIESThis section demonstrates our team’s experience with complex systems design, systems integration, rail activation and start-up for Metro, as well as transit agencies around North America. Our key personnel have been involved with these projects and bring lessons learned and best practices to help minimize risk for Metro. The projects below, and project profiles that follow, demonstrate our team’s experience with the level of effort and challenges Metro’s SES contract will present. For each project we’ve highlighted lessons learned and innovative solutions we’ve brought to the project.

COMPREHENSIVE SAFETY ANALYSISWashington Metropolitan Area Transit Authority (WMATA) Rail Systems On-Call Washington, DC To address the NTSB recommendation to evaluate

all foreseeable ATC system failures that could result in a loss of safe train separation, MM safety engineers prepared a comprehensive safety analysis, on behalf of WMATA, and worked with the train control equipment manufacturers to include all potential failure modes in the analysis.

SYSTEM INTEGRATION AND UPGRADES WITHOUT IMPACTS TO REVENUE OPERATIONS

Metro Red Line Los Angeles, CA When the delivery of the rail cars for the Red Line MOS 1 was delayed, the line’s opening date was in jeopardy. Looking for

an innovative solution to keep the project on track, on WSP’s recommendation the Southern California Rapid Transit District (now a part of Metro) borrowed rail cars with similar specifications from Miami-Dade Transit’s Metrorail system in Florida. By putting the ATP packages on these substitute cars, dynamic testing of the train control system could begin. Once the line’s actual cars were delivered, only minimal integration testing remained. WSP’s resourcefulness allowed the Red Line to open on time, minimizing impacts to revenue operations.

During the Red Line North Hollywood Extension project, Metro upgraded and replaced the central control computing system. Revenue operations continued for the existing line on the older system. While the new system was installed, WSP worked outside rail operating hours to integrate the old system so that the new and existing segments both operated on the new central computing system. Using the old system as a redundant piece for the existing line, WSP tested the system integration until compatibility could be confirmed and the older system could be removed.

STRATEGIZING ALIGNMENT TO ENABLE DOUBLE-TRACK OPERATION AND AVOID RECONSTRUCTION

Metro Expo Line Phase 2 Los Angeles, CA The alignment of the Expo Line Phase 2 included a physical constraint of a former single-track tunnel under

the I-10. WSP devised an alignment that enabled double-track operation, maximized speed on approach to and through the tunnel, provided intrusion detection and security, and avoided any significant reconstruction work.

INNOVATIVE SOLUTIONS TO ACHIEVE SCHEDULE

UTA Mid-Jordan Draper LRT Extension Utah Toward the end of the project, UTA decided to implement additional safety treatments at all grade crossings. Even though the Mid-Jordan line was already in operation, Parsons was able to create innovative solutions for each unique grade crossing; coordinate the design and approval through the various governing stakeholders, such as cities, UDOT, and UTA; and work with the contractor to implement the approved designs in the field—all within the original project schedule.

STATE OF GOOD REPAIRSan Diego MTS SOGR and Trolley Renewal San Diego, CA For this project, significant

construction activities had to be performed during operating hours, while minimizing disruption to revenue operations. In order to allow for trolley operation and construction activities, WSP modeled the entire MTS network with all the existing crossovers and signaling system. We then determined the most strategic locations where additional crossovers had to be added to allow for reverse running, maximize trolley service and minimize schedule delays.

OUR TEAM HAS WORKED ON ALL METRO RAIL LINES CURRENTLY IN OPERATION, UNDER CONSTRUCTION AND IN PLANNING, AS WELL AS THE ORANGE LINE BRT.

Exhibit 06: SDP provides innovative solutions to project challenges throughout the United States, enabling us to bring lessons learned to Metro.

FIRST USE OF AN OVERLAY CIRCUITGreater Cleveland Regional Transit Authority (GCRTA) Brookpark Station Cleveland, OH MM implemented the first time use of an overlay circuit

in traditional audio frequency track circuit territory to implement the crossing start function. They integrated with the existing signal system that provided GCRTA with a low-cost solution for installing new crossing warning system.

INNOVATIVE LOW-COST SYSTEM HARDWARE SOLUTION

GCRTA Signal Modernization Shaker Heights, OH MM designed the light rail interface to the traffic control system on a very tight schedule. MM’s use

of programmable frequency track circuits provided an innovative low-cost solution for the RTA, lowering maintenance costs from the use of hardware that can be used universally for all of their light rail crossings. The track circuits were placed in the expanded traffic control cabinets to simplify the installation/maintenance of the system.


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Exhibit 07: Representative Project Experience, as Directly Related to RFP Scope of Services

Project Firm(s) Involved

Phase(s) of Work Systems Elements/Scope of Services

Envi

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Man

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Proj

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De

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, inc

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and

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Bus

Rapi

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Metro Regional Connector WSP, MM, CTC, DLCE, IC, JLM, LKG

DB

Metro Purple Line Westside Extension WSP, MM, PTG, DLCE, IC, JLM, LKG

DB

Metro Expo Line Phase 2 WSP, MM, DLCE, ISiS, IC, JLM

DB

Metro Crenshaw/LAX Transit Rail Corridor WSP, MM, DLCE, IC, JLM, LKG

DB

SANDAG Mid-Coast Transit Corridor WSP, MM, LKG CMGC

BART Silicon Valley (Berryessa Extension) MM, WSP DBB

Metro Gold Line Eastside Extension WSP, MM, DLCE, ISiS, IC, LKG

DB

Metro Gold Line Foothill 2A Extension WSP, PTG, ISiS, JLM DB

Metro Gold Line Pasadena WSP, PTG, DLCE, ISiS, JLM, LKG

DB

Metro Red Line WSP, MM, PTG, DLCE, ISiS, IC, LKG, RFN

DBB

Metro Green Line WSP, DLCE, LKG DBB

Metro Blue Line WSP, PTG, DLCE, ISiS, IC, LKG, VAI

DBB

Metro Expo Line Phase 1 MM, PTG, DLCE, ISiS, LKG, RFN

DB

Denver RTD Fastracks and I-225 Corridor LRT WSP, MM DB

Denver RTD Eagle P3 WSP P3

Denver RTD North Metro Rail Line WSP DB

Denver RTD Southeast Rail Extension WSP DB

Valley Metro Central Phoenix/East Valley LRT WSP, MM DBB

Valley Metro Central Mesa LRT Extension PTG DB

SD MTS Blue Line Rehabilitation and Improvements

WSP DB

Maryland Transit Administration Purple Line WSP P3

BART Warm Springs Extension WSP, MM DB

* Delivery Method – DBB: design-bid-build | DB: design-build | DBOM: design-build-operate-maintain | CMGC: construction manager/general contractor | P3: public-private partnerships

INTEGRATING MULTIPLE CONTRACTS AND CONSULTANTS TO FOCUS ON ONE GOAL

» WSP has played a key role in coordinating the Mid-Coast Transit Corridor project and integrating into one single CM/GC contract the major components of the five adjoining projects among various consultants, which eliminated significant schedule and conflict impacts. This also eliminated the need for additional SANDAG staff to manage multiple contracts. By working closely with SANDAG and its partners, WSP advanced the project through critical milestones on a task order-based contract.

Success: “The Mid-Coast Project is particularly complex and required a wide range of design capability and capacity, and flexibility to adapt to comments by two rail operators, stakeholders … WSP successfully brought together and managed its resources and subconsultant resources to complete the project design.” – John Haggerty, SANDAG Director of Rail

RECOGNIZING IMPROVEMENTS AND MAKING THEM STANDARD

» Parsons first introduced Metro to Gas Insulated Switchgear (GIS) for 34.5kV applications on Gold Line Pasadena. Michael worked with Metro Engineering staff to revise Metro's design criteria to mandate GIS for 34.5kV applications. Since then, Parsons, WSP and MM staff have designed 34.5kV switchgear for all Metro projects.

Success: As Metro’s Maintenance and Engineering Executive Officer, Transportation at the time, Michael Harris-Gifford quickly recognized that GIS requires considerably less maintenance than regular switchgear and, more importantly, provides almost complete protection against arc-flash hazards. This reduces maintenance and improves reliability.

MANAGING PUBLIC PRIVATE PARTNERSHIPS (P3)

» WSP supported the Maryland Transit Administration (MTA) through the P3 solicitation process and document preparation for the $5.6 billion Purple Line, a 16-mile, 21-station LRT line. This includes defining technical provisions and performance requirements to find the right private partner to design, build, finance, operate and maintain the light rail and associated projects for 30 years. It is the first P3 undertaken for surface transportation in Maryland, and the state’s largest P3 to date. As the program manager acting as extension of MDOT and MTA staff, WSP has held extensive collaboration and coordination with the concessionaire team. Other stakeholders, such as the University of Maryland and Washington Metropolitan Area Transit Authority, have also been key partners in the process.

Success: The Purple Line has been recognized with several industry awards, including P3 Bulletin’s 2016 Gold Award, Infrastructure Journal Global Awards for North American Rail Deal of the Year (2016), and DBIA’s Transportation Owners of the Year (2017)


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Project Firm(s) Involved

Phase(s) of Work Systems Elements/Scope of Services

Envi

ronm

enta

l

Prel

imin

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Met

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Prog

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Proj

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BART General Engineering Services PTG

California High Speed Rail WSP, IC, LKG DB

LA Street Car, Downtown Los Angeles Streetcar Preliminary Design

MM DBB

Capital Metro Railroad GEC MM DBB

WMATA Rail Systems On-Call Services MM DBB

Sound Transit Tacoma Link MM DBB

Sound Transit Central Link MM DBB

Sound Transit U-Link MM DBB

Sound Transit East Link Systems Design MM DBB

Sound Transit Lynwood Link Extension WSP DBB

Houston METRO PTG DB

UTA Mid-Jordan and Draper PTG DB

Denver RTD I-25 (T-REX) PTG DB

DART Phase I & II PTG DB

Metro Minneapolis Blue Line LRT Extension WSP, RE DBB

Santa Clara VTA Rail Expansion Program MM DBB

BART Train Control Modernization Program PTG DB

Metrolink Positive Train Control System PTG DB

Waterloo ION LRT WSP, RE DBB

CTA Ravenswood Loop Connector Signal PTG DB

Illinois High-Speed Rail Program Management WSP

Metro Transit Minneapolis Blue Line LRT Extension

WSP, RE DBB

WMATA Flash Lunar QC RE DBB

CTA Blue Line Track Renewal RE DB

Cascade Grade Crossing Design RE DBB

Metro Emergency Security Operations Center Architectural and Engineering Design Services

IC DB

NYCT Indefinite Quantity Systems Engineering Support Services

IC DBB

MARTA Train Control & SCADA Upgrade IC DB

* Delivery Method – DBB: design-bid-build | DB: design-build | DBOM: design-build-operate-maintain | CMGC: construction manager/general contractor | P3: public-private partnerships

APPLYING TECHNOLOGY TO SOLVE OPERATIONS ISSUES

» To accelerate early construction and meet the aggressive project schedule for Stage 1 of the Region of Waterloo LRT Extension, WSP introduced an innovative track-sharing solution—the first of its kind in Canada—to allow the new LRT fleet to run safely and efficiently by sharing the same track as the existing heavy and commuter rail fleet in some areas.

Success: Although considerable effort was spent on accommodating service for freight industries during a time frame when LRT trains were not operating, the freight operating time that was needed to serve the chemical industries in the region was greater than the time period when LRT service was not running. The Region of Waterloo, CN, WSP and the shippers developed a workable consensus to restrict freight railroad service to the hours between 11 p.m. and 5 a.m. This is the time frame when the LRT service is operating its late night off-peak service with longer 30-minute headways. In general, the time needed for the freight railroad movement is about 15 minutes, which allows the freight railroad service to operate without impacting the LRT service even when their operations coexist.

To achieve a safe separation, the system in Waterloo reserved an exclusive route for freight railroads that cannot be violated by the LRT trains. An ATP system was installed that prevents LRT trains from entering the route reserved for the freight railroad. Derails are provided as an additional means to prevent a freight train from entering a track reserved for LRT service. Derails are controlled at the Central Control Facility (CCF) and the freight railroad cannot pass the derails until the route is safely reserved for their movement..

INNOVATION IN MANAGEMENT PROCESSES

» The Illinois High-Speed Rail (IHSR) Program Management project is one of the FRA’s first major construction projects as part of its High-Speed and Intercity Passenger Rail Program. As a result, every process was 'invented' for the project, and with a significant portion of the project being delivered by others, including the Union Pacific Railroad, WSP needed to establish a robust project controls system to manage the scope, schedule, budget and quality of third-party performance.

Success: These processes have since become the standard for what the FRA looks for in all other grants. The FRA has recognized IDOT and its high-speed rail program as the most successful state program in its national rail passenger program; it has set precedents for program controls, policies and practices.


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Metro Regional Connector Los Angeles, CA Program Management/DB light rail 1.9 miles 3 stations $1.9 billion

“ Mott MacDonald has produced designs and obtained approvals in a timely manner sufficient to keep construction advancing as scheduled. They possess adequate and experienced resources to perform the work required. Their project managers have been responsive, knowledgeable, and a pleasure to work with. Challenges have been addressed in a timely manner. I look forward to working with them again.” — Gary H. Baker, Executive Officer, Program Management, Regional Connector Transit Project

The Regional Connector will bring the currently unconnected Expo, Blue and Gold light rail lines together into one regional system by bridging the 1.9-mile gap between the 7th Street Metro Center Station (Blue/Expo Lines) and Alameda/1st Street (Gold Line) Station. This will eliminate two extra transfers between the Red, Blue, Expo and Gold Lines. WSP prepared an Alternative Analysis to study options for the new Regional Connector rail extension. The selected locally preferred alternative consists of 1.9 miles of underground tunnels and three new underground stations. WSP also assisted with environmental reports; provided conceptual engineering; led the New Starts effort for FTA assistance; and supported the completion of preliminary engineering and bid-period services. WSP is currently providing design support during construction. MM is the designer of record on the DB portion of the project.

SYSTEMS ENGINEERINGWSP provided systems design for train control, traction power, overhead contact system (OCS) and communications, as well as the interface with central control and fare collection. The work included performance of operating simulations and development of systems and tunnel safety designs to ensure the proposed operating plan and headways could be achieved in this important regional transit link. MM finished the design during the DB portion of work. To maximize reliability and minimize maintenance on this critical corridor, WSP and MM implemented a rigid overhead conductor rail - a first for Metro.

SYSTEMS INTEGRATION AND RAIL ACTIVATIONWSP developed an existing system interface tracking matrix to help foster an open dialogue for the team to determine how best to interface this project with Metro’s existing system. The challenges of cutover are varied and complex, but can be demonstrated by reviewing what WSP developed for the Regional Connector, which essentially brings together four separate rail lines—built at different times to different standards and with differing technologies and configurations—into one central core. The project involves the cutover of those four rail

Relevance to Metro SES�� Evaluation of connections

to multiple operating Metro rail lines�� Systems engineering�� DB procurement�� Systems integration, cutover

and rail activation

Project Innovations�� Innovative design alternatives

during construction.�� Noise and vibration impacts

of rail operations required extensive efforts to properly establish DB performance requirements.�� Used a novel approach of two

speeds for critical curves at 2nd/Hope station, where the approach spiral and curve operate at 25 mph, but the short spiral into the station operates at 15 mph. This shaved critical seconds off the design headway.

ClientMetro Gary Baker, Executive Officer, Program Management 432 E. Temple Street, Los Angeles, CA 90012-2952 213-893-7191

Contract NumberE0119, C0980

Project Status2010–Ongoing


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lines into new construction; modifications to Metro systems up to nearly a mile into the existing rail lines; fundamental changes to Metro rail operations; and modifying existing technology that is between five and 25 years old. Without our deep understanding of legacy Metro systems, it is unlikely that such a comprehensive matrix could have been developed.

PROGRAM MANAGEMENTThe WSP team worked with Metro Project Management to require that shop drawings for traction power, train control and communications were submitted “for approval”, rather than

“for record only”. This provided Metro critical control over systems product and shop design to ensure conformity and consistency with Metro requirements.

The team also incorporated solutions for the train control logic controllers and event recorders that store status data. When the events are downloaded, the time stamp is often inconsistent between locations and with Metro’s SCADA system. The mitigation is the use of Stratum 2 Network Time Synchronization (NTS) on all devices. Access to a Stratum 1 clock (thus enabling Stratum 2 NTS) can be gained through a GPS device. This specification was incorporated into the Regional Connector.

Our personnel collaborated with Metro Corporate Safety to provide gas sensor placement guidelines in the specifications, addressing a deficiency in Metro criteria and guidelines. In Understanding of Work Appropriateness of Approach for Implementation we propose to develop this as a standard Metro criteria.

PROJECT CHALLENGES/LESSONS LEARNEDDuring final design, WSP team members Anh Le and Michael Harris-Gifford discovered an impending schedule and existing service disruption issue regarding cutover of part of Metro’s fiber optic backbone system. The Contract and the Contractor’s design would have necessitated building a quarter-mile of underground duct bank, installing over a mile of new fiber optic, and multi-phased reconfiguration of fiber networks. The work would have added weeks to the schedule during critical bus bridge operations and would have resulted in multiple and prolonged shut-downs of communications to part of the rail network. Michael and Anh devised alternative routing into another part of Metro’s network that enabled most construction to be performed in advance of the bus bridge and reduced communications down-time to less than 12 hours.

The transfer trip interface to Union TPSS originally planned on pulling new cable, but the team determined that problems with the existing ducktbank could be solved by splicing into the existing cable, reducing risk to Metro and the contractor. Additionally, MM was able to implement innovative design solutions that resulted in savings as shown below.

INNOVATIONS DURING THE DB PHASE BY MM SAVINGSReducing the Depth of the Stations: We raised the alignment, reduced the depth of stations, and reduced the vertical travel distance for customers, while maintaining Metro design criteria and contract specification.

$10M

Relocation of Storm Drain Structure: At the Second Ave and Broadway Station, we developed a design approach which demolished the existing storm drain and permanently relocated it outside the station excavation.

$2M

Noise & Vibration Concerns: The Disney Concert Hall and Colburn School of Music were concerned with noise and vibration impacts. The team completed sophisticated testing which found that a more traditional floating slab track design proved more than adequate to meet the design criteria.

$3M

Total Savings $15M

Firms, Role(s), and ServicesWSP (part of the JV for program management): planning, environmental, preliminary engineering, procurement, and DSDCMott MacDonald (DB designer): final design, Engineer of Record, DSDC, bid supportIC: systems supportJLM: staffing

Proven DBE/SBE InclusionFor the DB Contract: 22.6% was the goal, MM exceeded the goal and achieved 29%

PersonnelMichael Harris-Gifford Mahesh PatelLisa MaurathArvind PatelAnh LePhil MinchStoil StoilovDavy LeungJohn LauMichael HsiaoZafer MudarPonch MateoSean O’GormanLope MayolaAbbas SizarJohn SchnurbuschDavid HetheringtonCody MargettsIleana TutosCraig JurkiewiczDave PyattAlex MezeyFernando AtienzaJoshua Groom


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Metro Purple Line Westside Extension Los Angeles, CA program management (DB & DBB) heavy rail 9 miles 7 new stations, turnback yard, maintenance-of-way building $7 billion

“ What you are seeing through your leadership in this community, and through the way the voters are responding, is a vision that is big enough for the challenges that Los Angeles faces, and paving the way for the rest of the country to follow.” — Anthony Foxx, U.S. Transportation Secretary at a press conference for the Purple Line 2 on receiving a full funding grant agreement in early 2017.

WSP has worked closely with Metro on the Westside Extension (Sections 1, 2, and 3) since the 2007 AA Study. This is the flagship project of the Measure R program, with passenger service planned for 2024 for Section 1. The 9-mile extension will continue the heavy rail of the Purple Line from Wilshire to The Veteran’s Administration Los Angeles Medical Center in Westwood. WSP is serving as the general engineering and planning consultant in an integrated project office, co-located with Metro, and is currently providing advanced preliminary engineering and engineering.

WSP made it our mission to support SBEs on this large program management project and instituted a robust Mentor Protégé training program with three firms. Each firm meets with Project Manager Ashok Kothari quarterly and reviews their goals for the program.

At the beginning of the project the three firms created the following goals for the project:

�� RAW: Wanted to lead an architectural team on a major Metro program. Result: WSP appointed Roland Wiley as chief architect, providing him with a significant leadership role and an opportunity to mold the Section 3 stations design.

�� Advantec: Wanted to grow their business development acumen. Result: Our team helped them to understand more about client development and pursuit strategy. Recently they led a pursuit as a prime for Caltrans.

�� D’Leon: Their goal was to provide engineering support for a major Metro transit program. Result: Our team helped D’Leon identify a variety of engineering opportunities on this Metro program.

SYSTEMS ENGINEERINGAdvanced Preliminary Engineering was completed by WSP for every system, including train control and communication, as well as the systems for the substations and traction power distribution for the rail extension.

Relevance to Metro SES�� Design of all systems and

design integration�� Program management�� QA and configuration

management�� Cutover and interface to

operating rail�� Cost estimating/value

engineering

Project Innovations�� Contract packaging�� Advanced utility relocation�� Multidisciplinary

management with interactive BIM, 3D and 4D models, cost resources, and risks

Firms, Role(s), and ServicesWSP (prime): project management, planning, environmental, preliminary and final design, DB procurement, DSDCIC: traffic handling, systems supportLKG: project controls and documentation

ClientMetro Michael McKenna, Executive Officer, Project Manager 777 S. Figueroa St. Suite 1000 Los Angeles CA 90017 213-312-3132

Contract NumberPS43502000

Project Status2007–Ongoing (currently on schedule)


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Through VDC/BIM, our team applied an ‘information model’ approach to project delivery processes to eliminate interface problems and reduce risk. This multidisciplinary management process used interactive BIM, 3D and 4D models, cost resources, and risks to represent the project and its individual components for planning, design, construction and asset/facility management.

SYSTEMS INTEGRATION AND RAIL ACTIVATIONWSP has completed the design integration and will support the systems integration testing and rail activation at a future stage of the project.

PROGRAM MANAGEMENTWSP is currently providing project/program management and design support during construction services for all station facilities, tunnels, and systems.

PROJECT CHALLENGES/LESSONS LEARNEDMetro is using a mix of DB and DBB as the project delivery methods. Including early utility relocation packages. We have assisted with preparing RFPs and contract packages for all three sections. Metro has awarded three DB contacts valued at $3.5 billion and four DBB contracts valued at $47.5 million for sections 1 and 2 and three contracts (two DB and one DBB) have been issued for Section 3 and are currently in the bid phase. WSP also supported Metro its industry outreach efforts.

The project required interface between new Ansaldo/Hitachi and existing Alstom train control equipment. This was a critical safety, schedule and operations impact concern. WSP personnel, including Barry Lemke, Angel Velazquez, Lope Mayola and Michael Harris-Gifford devised plans for cutover and interface to maximize safety, while minimizing disruption to existing train control systems.

Proven DBE/SBE InclusionWe developed the first voluntary mentor-protégé program on a Metro mega-project. We’ve been a pioneer in proactively establishing a program with multiple subs including RAW International, Advantec and D’Leon.

PersonnelMahesh PatelMichael Harris-Gifford (for Metro)Arvind PatelPhil MinchAnh LeBarry LemkeDavy LeungPonch MateoZafer MudarHenry PenaStoil StoilovAngel VelazquezDon EmersonHector HernandezSean O’GormanPat McNameeViktoriya YanitskayaBill LucciSheri SoldatkeCaleb HillBarry SamFernando AtienzaJoshua Groom


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Metro Expo Line Phase 2 (Expo 2) Los Angeles, CA DB light rail 6.6 miles 7 stations $1.5 billion

“Thanks to the WSP design being done so quickly, the project is well on track toward success.” — Richard Thorpe, former CEO, Exposition Construction Authority

The Blue/Exposition Line connects Los Angeles and Santa Monica. Phase 1 included the line from downtown Los Angeles and Culver City. Expo Line Phase 2 (Expo 2) is the 6.6-mile extension of the Expo line connecting the Westside to Santa Monica.

WSP’s scope of work included system and communication design, major utility relocation, detailed alignment/trackwork and bikeway engineering, structure design, third-party engagement, and station design.

SYSTEMS ENGINEERINGWSP led the design of all systems components, including OCS, traction power substation sites (substations were designed by Michael Harris-Gifford and Metro-furnished), communications, train control, and backbone duct bank. We also provided design services during construction, including rail activation services, and coordinated closely with the substation procurement, which was by Metro under Michael Harris-Gifford.

SYSTEMS INTEGRATION AND RAIL ACTIVATIONWSP reviewed and approved equipment; assisted with local acceptance testing of the substation and CPUC; and facilitated the integrated testing and final rail activation on the complete system. Michael assisted Metro in finding technical solutions and leading the discussion with Metro Operations and Engineers, contractors, consultants, and the City of Santa Monica, ultimately developing consensus on the right technical solution to enable on-time train performance while preserving local traffic flow.

PROGRAM MANAGEMENTFinancial Management: This $600 million design-build project was completed on time and under budget. Expo 2 faced significant challenges early in the design delivery, including accelerated schedule for 65% design allowing early utility relocations to take place. Through the design team’s early and proactive coordination with stakeholders and by delivering the design within the original baseline schedule, the contractor was able to complete on time, allow adequate time for testing by Metro, and open to the traveling public successfully.

Relevance to Metro SES�� System design and

installation, including OCS, traction power, traction electrification, train control, communications, ATC, wayside signals, crossing protection, low-profile catenary system�� Supported systems

integration testing to existing Expo 1 Line and rail activation

Project Innovations�� Design and construction

planning sessions with DB contractor facilitated coordination between the construction and design teams

Firms, Role(s), and ServicesWSP (prime): preliminary and final engineering, DSDC, project managementMM: ventilation system, fire life safety services (under separate contract)

ClientExposition Metro Line Construction Authority Bill Reagan Director of Engineering & Construction 707 Wilshire Blvd, 34th Floor Los Angeles, CA 90017 213-243-5522

Contract NumberXP8902-002

Project StatusComplete (2011–2016)


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PROJECT CHALLENGES/LESSONS LEARNEDThe Expo 2 project included a physical constraint of a former single-track railroad tunnel under the I-10 freeway. WSP engineers devised an alignment that enabled double-track operation, maximized train speed on approach to and through the tunnel, provided intrusion detection and security and avoided any significant reconstruction works.

Michael Harris-Gifford requested stress testing of the system during Metro’s pre-revenue period. These procedures were designed to place both the System and Metro personnel under abnormal operating conditions to identify any failings in the robustness of installation or any weaknesses in Metro procedures, and to help train Metro operations and maintenance personnel to deal with abnormal events. We propose making stress testing standard on all new lines.

WSP was able to implement innovative design solutions that resulted in savings as shown below.

INNOVATION SAVINGSEarly Work Starts: Advanced utility relocations and design with construction completed within the first 18 months resulted in no relocation/replacement of a mile-long section of the 10-foot-diameter Kenter Canyon storm drain, a 70-year-old masonry arch under Colorado Boulevard.

$15M

Structure Type Selection: Reduced footprints and spans, tightened clearances, kept existing bridge at National/Palms, reduced skews, reduced foundations, and resulted in more efficient construction schedule.

$3M

Major ROW: Reduced alignment footprint and number of ROW takes required and optimized walls with 40% reduction in walls. $25MStreet Improvements and Parking: Tightened street footprint with 20% reduction and introduced diagonal parking solution in Santa Monica, resulting in net parking spaces.

$6M

Sawtelle Boulevard Clearance: Solved clearance issues at Sawtelle and I-405 with U–through girder bridge. Resulted in no utility relocations, no roadway improvements, no walls, and reduced ROW, keeping the community happy.

$10M

4th Street Station: Reduced footprint, less ROW, better access, optimized train operations, accommodated future surrounding development, and reduced impact to community.

$5M

I-10 Box: Optimized geometry to keep existing box in place, obtained design exception approvals. $10MEnhanced Operating Performance: Relocated single- track crossovers and siding. $2MOptimized Profile: Reduced earthwork. $8MTotal Savings $84M

OUTSTANDING PERFORMANCE“SRJV/WSP identified and implemented a number of innovative design elements that resulted in an efficient design and seamless construction of new transportation infrastructure in a very sensitive residential and highly developed commercial areas. This resulted in minimizing the overall impacts of the project footprint and disruption to the surrounding neighborhoods during construction.” — William Reagan, Director of Engineering and Construction | Exposition Metro Line Construction Authority

Proven DBE/SBE InclusionAs the designer of record on the design-build team, WSP had a goal of 17% SBE and achieved 25%. PersonnelMahesh PatelMichael Harris-Gifford (for Metro)Arvind PatelAnh LePhil MinchCliff HenkeHector HernandezMichael HsiaoJohn LauStoil StoilovAndrew VallejoJohn SpellmanFernando Atienza


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Metro Crenshaw/LAX Transit Rail Corridor Los Angeles, CA DB light rail 8.5 miles 8 stations $2.1 billion

“ Mott MacDonald [Rosetta Ramirez] continues to be a valued member of the C/LAX Project Systems organization. As the lead processing Contractor for submittals associated with communications, traction power, electrical, mechanical (HVAC), train control, and plumbing; Mott MacDonald continues to exceed expectations and manages tasks in a professional manner.”

— John Knighton, Senior Director Construction Management for Metro, Crenshaw/LAX Project, July 2017

The Metro Crenshaw/LAX Transit Corridor extends approximately 8.5 miles from the existing Metro Green Line at Imperial Highway to the Exposition Line (opened April 2012) at Exposition Boulevard, improving public transit and mobility in the Crenshaw corridor. Portions of five jurisdictions are in the corridor—the cities of El Segundo, Hawthorne, Inglewood, and Los Angeles—as well as portions of unincorporated Los Angeles County. The project includes elevated fixed guideways and integration of fixed infrastructure with transit operating systems at each end of the line.

MM was responsible for the conceptual and preliminary design phases, and is currently providing design support services during the design-build phase. MM is also providing systems commissioning, rail activation, and startup support services through construction.

SYSTEMS ENGINEERINGMM provided preliminary engineering, including preparation of DB contract documents technical specification, technical reports, and bid period support services for the systems elements of the corridor – traction power, overhead contact systems, signals and communications. The signaling system is a continuation of the technology utilized on the Green Line with ATO/ATP. Traction power simulations were used to identify TPSS sites for future upgrades. The overhead contact system was designed to allow for use of conductor rail through the tunnels. The communication system is also a continuation of the Green Line technology, utilizing the same SONET fiber configuration.

MM used Computational Fluid Dynamics (CFD) coupled with proprietary Egress modeling software called STEPS (Simulation of Transient Pedestrian MovementS) to design the emergency ventilation systems for smoke control and tunnel maintenance operations. This involved the evaluation of geometrical changes to the station such as downstands and cathedral ceiling, and also an assessment of the effectiveness of sprinklers for a train car fire.

Relevance to Metro SES�� Systems Integration�� Systems Testing�� Rail Activation�� Traction Power�� Train Control�� Communications�� OCS�� Corrosion Control�� EMI�� MEP�� Tunnel Ventilation�� Inspection and Testing�� Safety & Security

Project Innovations�� Design of Metro’s first Rigid

Overhead Contact Systems (ROCS)

Firms, Role(s), and ServicesMott MacDonald (Design-Build/Owner’s Engineer): construction management services, preliminary engineering, environmental support, public outreach, value engineering

ClientMetro Kimberly Ong Deputy Executive Officer One Gateway Plaza Los Angeles CA 90012 213-922-7308

Contract NumberE0117



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MM also prepared the safety certification checklist, based on Metro criteria and additional subsystems added based on the Project specific elements. A comprehensive review of Metro’s Design Criteria and other current industry regulations, codes, and practices was conducted and applied to the developed checklist for design and construction. MM prepared the Preliminary Hazard Analysis (PHA), which analyzed and evaluated the generic hazard groups present in the system, and provided recommendations for control.

SYSTEMS INTEGRATION AND RAIL ACTIVATIONMM is providing systems activation and startup support services as the project advances following construction. The team prepared operational studies to develop running times, terminal train operations, and train schedules. They also prepared the Operations and Maintenance Manual used for Preliminary Engineering.

PROGRAM MANAGEMENTMM’s preliminary engineering role included preparation of FEIR/FEIS technical documents, DB contract documents, and providing bid period support services. MM performed extensive third-party stakeholder coordination with the City of Los Angeles, Los Angeles DOT, CPUC, FTA, Caltrans, LAWA, BNSF, and neighboring cities. Environmental support involved providing public outreach services to diverse communities to clarify issues of safety, visual quality, cultural identity, construction impacts, and future operations. MM also developed alternatives at intersections to minimize traffic delays during construction.

Additionally, the project includes the new 140,000-square-foot Metro Division 16 rail vehicle maintenance and storage yard adjacent to the corridor. MM developed a site analysis of 17 potential facility locations, facility programming documents, layouts of the site and required shops and facilities, architectural designs and technical preliminary engineering documents (drawings, scope, specifications and performance requirements) for procurement of the DB contractor.

PROJECT CHALLENGES/LESSONS LEARNEDThe Crenshaw/LAX Transit Corridor faced strict budget constraints due to challenging and aggressive tunnel ventilation measures previously proposed. MM proposed a more practical approach in its design that acknowledged global best practices and resolved station configuration and smoke control issues. MM’s approach adhered to project budget and schedule, and ultimately reduced the project cost estimate by $60 million during preliminary engineering, allowing for the construction of Leimert Park Station, which was not originally planned. This approach has created a more practical solution to fire detection and control for the entire Metro system, and has subsequently been adopted for other Metro projects, increasing their financial viability.

The results of a traction power load flow analysis indicated the need for an OCS that required several parallel feeders per track to support the power demand by the trains operating on the Crenshaw Line. The cost of materials, installation and maintenance was almost twice the cost of a simple OCS without parallel feeders. MM researched other options available based on the load flow analysis and discovered that a rigid rail OCS was a viable, proven, lower cost and easy to maintain OCS system alternative.

The Crenshaw Line intersects the Metro Green Line at the new Y-Junction (Aviation Junction). Trains need to be processed in and out of the Crenshaw Line at 2 ½ minute headways through the junction, critical to preventing train conflicts at the Y-Junction. MM performed train operational simulations to determine the train time tables and ensure trains are processed efficiently through Aviation Junction in a safe and efficient manner.

Proven DBE/SBE InclusionThe team is currently exceeding the original goal of 28% SBE participation, and has achieved a 33.5% total SBE utilization for the project.

PersonnelMichael Harris-Gifford (for Metro)Abbas SizarGuido EyzaguirreDavid HetheringtonCody MargettsRosetta RamirezAndrew VallejoAndre ShamoonIleana TutosCraig JurkiewiczNapoleon PurificacionAlex MezeyBarry Lemke Leslie Schumacher


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SANDAG Mid-Coast Corridor Transit San Diego, CA CMGC light rail 10.9 miles 9 stations $2.17 billion

“ WSP successfully brought together and managed its resources and subconsultant resources to complete the project design.” — John Haggerty, SANDAG Director of Rail

The Mid-Coast Corridor Transit Project extends the existing San Diego Trolley Blue Line north 11 miles to the University Towne Centre (UTC) Transit Center in the University City area. The $2.17 billion project uses 3.5 miles of existing tracks and 10.9 miles of new double-track alignment, and also involves design of eight bridge crossings, 6.85 miles of at-grade alignment in or adjacent to existing railroad right-of-way, 4.04 miles of aerial structure in new right-of-way or within existing street right-of-way and nine proposed new stations (four at-grade and five aerial) and five park-and-ride facilities (three surface facilities and two multi-storied structures).

WSP is the lead engineering consultant to the owners, SANDAG and San Diego Metropolitan Transit System (MTS), responsible for environmental planning, preliminary and final engineering, New Starts services and design services during construction. The firm is the designer of record, responsible for advancing the project from conceptual engineering to construction, including track and systems design and operations analysis, station design, traffic engineering, civil and utilities design, and structures design. WSP performed land use, cost estimating, financial and travel forecasting services in support of the preparation of the Preliminary Engineering application; the project received a “Medium-High” overall rating from the FTA. WSP also prepared the Fiscal Year New Starts submittals and the application to FTA for a Full Funding Grant Agreement, which was received in January 2016.

SYSTEMS ENGINEERINGWSP provided design for facilities, LRT and Los Angeles-San Diego-San Luis Obispo Rail Corridor (LOSSAN) alignment geometry, and systems engineering components, including traction power, train control, OCS, communications, electrical, safety and security, signaled interlocking control, wayside signal, grade crossings, stations and utility relocation, as well as operations modeling and analysis to find solutions to capacity constraints, due to planned increases in both LOSSAN traffic and Mid-Coast Trolley services.

The trolley alignment runs next to a UCSD research facility with electron microscopes within and also next to a medical facility with MRI machines. Both of these facilities are very sensitive to changes to electromagnetic fields. Because the trolley runs on very high DC current, electromagnetic interference was a major concern. To mitigate for this impact, WSP designed the traction

Relevance to Metro SES�� WSP has been providing

services to the Mid-Coast Corridor Transit project since 2008 and through 13 task orders�� 300 full time employees

during peak production across offices, regions and disciplines �� Final design of traction

power, OCS, train control and communications�� Systems integration and rail

activation support

Firms, Role(s), and ServicesWSP (prime): planning, environmental, preliminary and final engineeringMM: rail systems, rail communications and independent estimating

ClientSANDAG John Haggerty, Director of Rail 401 B Street, Suite 800 San Diego, CA 92101 619-699-6937

Contract Number5001904

Project Status2008–Ongoing (under construction)


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electrification system to place feeder lines below the rails, as opposed to overhead. By placing positive feeders next to the running rails, the magnetic and electric fields cancel each other to minimize the net EMI field impact to these sensitive receptors. Three dimensional mathematical model of the electromagnetic fields generated by standard catenary system and that with parallel feeders below the tracks were developed to show the reduction in impact. The model was calibrated against existing trolley operations to confirm the mitigation.

SYSTEMS INTEGRATION AND RAIL ACTIVATIONWSP will support systems integration and rail activation for this critical project.

PROGRAM MANAGEMENTWSP has played a key role in integrating into one single Construction Management/General Contractor (CM/GC) Contract the transit project and major components of the six adjoining projects among various consultants, which eliminated significant schedule and conflict impacts. This also eliminated the need for additional SANDAG staff to manage multiple contracts. By working closely with SANDAG and its partners, WSP advanced the project through critical milestones on a task order based contract.

To optimize the design and reduce risk of change orders during construction, a CM/GC delivery method was chosen, with the contractor being awarded the pre-construction contract at 65-percent design level and a negotiated guaranteed maximum price (GMP) at 90-percent design level. WSP assisted SANDAG in formulating the contracting documents to solicit CM/GC contractors, establishing selection criteria, and evaluating criteria used to select the contractor. The team worked with the CM/GC contractor and established processes to provide the most cost-effective and constructible design, resulting in negotiating a guaranteed maximum price well within the adopted FTA-approved budget even before getting the FFGA approval.

PROJECT CHALLENGES/LESSONS LEARNEDWSP coordinated preparation of the resource agency permits and provided land-use, cost-estimating, financial and travel forecasting services and preparation of materials in support of the preliminary engineering and engineering applications. The capital cost methodology was deemed so successful, it is now referenced by FRA in its latest Capital Cost Estimating Guidance for Project Sponsors (August 2016).

At the project outset, WSP developed the quality plan to set program requirements and standards for all design entities. Our QA/QC process is based on FTA, SANDAG and industry standards and criteria. The QA/QC manual spells out all design and engineering requirements, and is followed by all designers, subconsultants, contractors and stakeholders. SANDAG has adopted the plan as a model for use on its other projects.

WSP supported configuration management by identifying issues with the final design, tracking who and what will be impacted, then ensuring that mitigation measures are developed to address these issues to keep the project on schedule. We are also assisting with project risk assessment in compliance with FTA operating procedures and developing the project risk and contingency management plan.

OUTSTANDING PERFORMANCE“The Mid-Coast Project is a particularly complex project and required a wide range of design capability and capacity, and flexibility to adapt to comments by two rail operators and multiple stakeholders.” – John Haggerty, SANDAG Director of Rail

Proven DBE/SBE InclusionThrough Env/PE (65%) design the goal was 3.7% and we subcontracted 6.2%.

PersonnelMahesh PatelArvind PatelCliff HenkeHector HernandezMichael HsiaoJohn LauAnh LePat McNameePhil MinchZafer MudarStoil StoilovViktoriya YanitskayaHenry PenaVickie WheelerGordon MacDonaldRosetta Ramirez


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BART Silicon Valley Phase 1 (Berryessa Extension (SVBX)) San Jose, CA

DB + DBB heavy rail 10.2 miles 2 stations $2.4 billion

“As VTA’s Program Managers, Mott MacDonald has taken a leading role in the challenging testing and commissioning phase of the Project, providing key technical personnel to strengthen coordination between VTA contractors and BART and assure adherence to project requirements.” — Dennis Ratcliffe, Valley Transportation Authority BART Extensions Program Director

For the SVBX project, MM provided engineering management services for design development of the line, track, systems, stations and campuses. The firm’s responsibilities included oversight of multiple design firms in the development of preliminary engineering, environmental clearance, right-of-way acquisition, utility relocation, and preparation of the technical elements of the solicitation documents for the initial $800 million DB contract. MM’s current responsibilities include management of various DB and DBB contracts for parking garages and site finishing work at the two station campuses. MM is also providing engineering oversight to design development and construction management oversight for all SVBX projects. Additional services include: project controls; utility coordination; right-of-way engineering that includes extensive support to the acquisition process; and environmental and UPRR coordination.

WSP served as VTA’s systems design consultant in a JV during the preliminary engineering phase. The team’s scope of work consisted of systems design services inclusive of the detailed design of bulk power supply stations, line electrical distribution systems, traction power supply stations, contact rail distribution systems, train control systems, communication systems and supervisory control and data acquisition (SCADA) systems. The team prepared and updated the design criteria and standards as well as providing design support during construction. The project involved significant upgrading of the existing BART

“core system” to allow for additional service. Upon completion, the system will be turned over to BART for operation.

WSP also provided specific expertise in the areas of rail design and corrosion protection which prevented delays in construction and helped alleviate concerns by BART. At the Berryessa Station, BART expressed concern about longitudinal rail/structure interaction specifically where a track crossover occurred at the transition from the aerial structure on to a fill section. WSP completed an analysis showing no significant impacts, to the satisfaction of BART engineers. Resolution of this matter allowed construction to continue without delays and/or significant modifications to the track installation.

Relevance to Metro SES�� System Integration�� System Testing�� Traction Power�� Communication�� Safety & Security

Project Innovations�� All project participants

co-located in one building�� Expedited issue resolution�� BART staff also co-located

to allow for enhanced coordination

Firms, Role(s), and ServicesMott MacDonald (Prime as a Joint Venture member): Construction management services, value engineering, testing and commissioning WSP: different contract: design consultant for systems design services during preliminary engineering and design services during construction (DSDC)

ClientSanta Clara Valley Transportation Authority (VTA) Dennis Ratcliff, Project Manager 3331 N First Street San Jose, CA 95134 408-321-2300

Contract NumberS03099A



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SYSTEMS ENGINEERINGAs the system engineering discipline lead, MM served as the core design review committee member responsible for the automatic train control and communication system, the electrical, traction power system and the remote control and monitor system. Other tasks on this project include the DB of the Project Test Center; executing and documenting the approved system test procedures from different phases of the field installation test, field functional test and final system integration test procedures; and participating on multiple ongoing coordination efforts with BART, and the cities of Fremont, Milpitas and San Jose regarding fire alarms/facility building codes and PG&E high power electrical connectivity. MM worked closely with contractors and their sub-contractors on behalf of VTA/BART to ensure their requirements are properly executed.

SYSTEMS INTEGRATION AND RAIL ACTIVATIONMM’s scope for rail systems delivery includes track alignment, permanent way and drainage: automatic train control system; traction power; rail intrusion detection systems (RIDS); HV/LV substations; LV distribution boards; transmission network; train radio; CCTV; PA; access control; help points; fire systems; pump; sump; HVAC; tunnel ventilation; and mechanical and electrical for guide way and stations fit outs. The project is currently in the final stages of systems integration and dynamic testing.

PROGRAM MANAGEMENTMM is responsible for delivery of construction, installation, and integration of all rail systems. The firm is overseeing testing and commissioning of the new 1twin track rail corridor and two new stations.

PROJECT CHALLENGES/LESSONS LEARNEDThere were a number of challenges and lessons learned on the SVBX project. BART had made some significant upgrades to their systems technical specifications since the contract was awarded that were not included in the contractor’s design. Understanding these changes, MM developed a plan to have each of these changes implemented through issuance of appropriate change orders. A valuable lesson learned is to track and monitor closely the changes after issuance of the DB contract, and work closely with contractor for successful completion of the project.

Another major challenge was the tie-in of the new train control system with the existing train control system at Warm Springs. This tie-in had to be performed during very limited non-revenue hours to ensure that the system was given back to BART operations without impact to their revenue service. MM worked closely with BART operations and the train control supplier to develop a detailed step-by-step cut over plan that allowed full testing of the system.

Proven DBE/SBE InclusionThe team is currently exceeding the original (2004) goal of 15% DBE/SBE participation, and has achieved a 16% total DBE/SBE utilization for the project life.

PersonnelGordon MacDonaldJoe Bayat Andrew Vallejo

Key Personnel


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SECTION ROAD MAP

100%of our Key Personnel are in Los Angeles

Michael Harris-GiffordJohn SchnurbuschDavid Hetherington

Anh LeAbbas Sizar

Guido EyzaguirreScott RoddaBarry LemkeDavy LeungPaul Mosier

Gulzar AhmedJeff GoodlingMahesh Patel

Arvind PatelJoe BayatBill Lucci

Cliff Henke

20 30 40 50Total years of experienceYears of Metro experience

KEYSTAFF

TECHNICALSPECIALISTS/LEADS

DEP. PM & CORRIDOR LEADS/TASK ORDER MANAGERS

Over the last 30 years, Michael has worked on transit systems throughout the world. Prior to joining WSP, he served as Metro’s Executive Officer for Wayside Systems and Engineering. Over eight years, Michael worked on all 12 Metro lines, and was responsible for as many as 250 Metro and consultant staff.

MichaelHarris-GiffordPROGRAM MANAGER

205Our Leadership Teamhas a combined years of Metro

experience

147Committed systemsdesign staff

74Los Angeles-based systemsdesign staff

600National systemsdesign resources

Key Personnel’s Skill and ExperienceSystems Delivery Partners (SDP) offers Metro the best of both worlds: a local team that has helped Metro deliver the transit system that exists today, with knowledge of international best practices to help Metro be prepared to build systems that are sustainable and adaptable for future technology. 100 percent of our key personnel are based in Los Angeles, and our team of 147 committed staff provides Metro with sufficient local resources to accommodate multiple concurrent task orders.

Commitment from the Firmpage 26

Management Roles page 27 Personnel Experience and Qualifications

page 28Resources and Availabilitypage 32

Resumespage R-1


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COMMITMENT FROM THE FIRMBringing Metro a team that is committed, qualified, local and experienced with the Los Angeles system has been the key focus of our approach. SDP provides Metro with a deep bench of local systems engineering managers and staff who understand the Metro system, that understand what Metro’s different departments expect in design, and that have experience designing, testing, and managing successful start-up of new lines or extensions for Metro. In selecting his team, Michael wanted to make sure he brought Metro professionals he knew and trusted to deliver. After reviewing more than 300 resumes, Michael hand selected 147 staff, all of whom are dedicated and committed by their companies to support this project. More importantly, Michael has personally worked with more than 60 percent of these staff to deliver Metro projects.

A summary of our team’s management personnel is illustrated in Exhibit 08.

Our JV Board of trusted executives with strong local ties and experience working together for Metro will provide strategic oversight of the SDP team. Together with Michael and Principal-in-Charge Ashok Kothari, they commit to ensuring the Metro System Engineering and Support (SES) contract is delivered successfully, always looking for new and innovative ways to solve the challenges associated with the extension of Metro’s great transit network. We will be fully transparent in everything we do, we will proactively stay ahead of issues, and we commit to delivering each and every task order within budget and on or ahead of schedule.

Exhibit 08: SDP Leadership Team Organizational Chart

PROGRAM MANAGER

Michael Harris-Gifford

PRINCIPAL-IN-CHARGE

Ashok Kothari

INDEPENDENT QUALITY MANAGER

Ruperto Dilig, PE

SYSTEMS INTEGRATION

LEAD Guido Eyzaguirre

OPERATIONS & PLANNING

LEADPaul Mosier

RAIL ACTIVATION & START-UP

LEAD Guido Eyzaguirre

VEHICLE INTERFACE

LEAD Scott Rodda, PE

SYSTEM SAFETY ASSURANCE

LEAD Gulzar Ahmed, PE

SYST

EMS I

NTEG

RATIO

N &

OPER

ATIO

NS

OVERHEAD CONTACT SYSTEM

MANAGER John Schnurbusch, PE

TRACTION POWER

MANAGER David Hetherington, PE

COMMUNICATIONS

MANAGER Anh Le

RF ENGINEERING LEAD Davy Leung

TRAIN CONTROL

MANAGER Abbas Sizar, PE

DESIGN LEAD Barry Lemke

SYST

EMS E

NGIN

EERI

NG

DEPUTY PROGRAM MANAGER |

PROGRAM CONTROLS

LEAD Jeff Goodling

CORRIDOR LEADS/ TASK ORDER MANAGERS

Mahesh Patel Guido Eyzaguirre

Arvind Patel Michael Harris-Gifford

Anh Le

Abbas Sizar, PE Joe Bayat Bill Lucci

Cliff Henke

Value-Added Position

Location SoCal

STRUCTURED LEADERSHIP BRINGING THE MOST VALUE TO METRO�� Immediate access to 74 systems

staff in Los Angeles�� Michael has personally worked

with more than 60 percent of the people on our organization chart�� 95 percent of our key

personnel, technical specialists/leads, and corridor leads/task order managers are in Los Angeles/Orange County�� Nine task order managers in Los

Angeles, with Metro experience, provide the depth needed to manage multiple corridors concurrently�� LA-based deputy program

manager and program controls lead dedicated to support Michael with project controls, risk management, and subcontract management�� Systems Integration team

focused on operations modeling, RAMS, safety and verification


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MANAGEMENT ROLES

METRO EXPERIENCED LEADERSHIP + PROVEN LOCAL RESOURCESMetro is committed to delivering an even greater transit system to the residents of Los Angeles County. Given the sheer volume of new corridors being planned and constructed, along with existing corridors to maintain, it is imperative that Metro retain a dedicated consultant team that understands how to ensure systems design is consistent and compatible with new lines and existing lines, and how to provide seamless and efficient testing and start-up without impacting ongoing operations. Most importantly, with up to six corridors planned for preliminary engineering concurrently, there isn’t time to train designers on the Metro system.

To successfully deliver this program, Metro needs a Program Manager with both technical and managerial strength. Michael is that Program Manager. He brings decades of experience with Metro, and is an expert in managing large concurrent projects with multiple disciplines. His expertise is enhanced by our local team. Michael gave special care to rounding out his management team, especially for the 16 personnel highlighted in Exhibit 09 starting on page 29. He understands what it takes to support this program and his management team has been selected with the needs of this program in mind.

Michael’s right-hand is Deputy Program Manager Jeff Goodling. Jeff has decades of international and national transit experience from an owner’s and consultant’s perspective and will bring insights and best practices in the areas of procurement and alternative delivery. As an enhancement to our organization, Jeff’s role will be to support Michael with project controls, subcontract management, value engineering, and risk management for the entire program. With decades of experience as the owner, Jeff has personally managed complex projects concurrently. By adding Jeff as deputy program manager, we provide a senior leader of our team focused on these critical administrative and contractual tasks, allowing Michael to focus on what he does best – maintain liaison with Metro representatives to ensure proper and timely completion of tasks, ensure proper resources are allocated to ongoing task orders, and monitor cost and schedule of the overall program.

Ashok Kothari will provide executive oversight—both internal and external—of the team’s performance. His external focus will include frequent check-ins with Metro management. Internally, he will facilitate access to the best resources within SDP and our teaming partners as warranted to address unanticipated needs for specialized expertise.

Our approach to providing support to Metro on a task order basis is structured to capitalize on our team’s expertise and diversity while implementing best practices for project management. Michael will respond to and oversee task orders, in collaboration with his Los Angeles-based Corridor/Task Management team. These value added personnel are all accomplished program managers in their own rights, with an average of 15 years of experience on Metro rail and bus projects, and will be focused on delivery of individual tasks or corridors.

While the task manager are responsible for managing tasks, Michael will be responsible for all aspects of the contract, including schedule and budget adherence as well as the quality of the deliverables for all ongoing task orders and task order responses. His leadership and oversight of task order preparation and delivery will ensure consistency in our team’s performance, as well ensuring continuation of the high-quality services our team has provided on prior Metro contracts.

» Over the last eight months, the SDP team has been working together developing the team and our approach for the SES contract.


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Key Pers

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Jeff has spent 35 years in the public transit industry focusing on the planning, design and construction of urban rail transit projects. During this time he has been:�� Involved in projects which have, in total, constructed over 100 miles of Light Rail (utilizing DBB, DB,

and P3 delivery methods), as both the owner and as a consultant�� Involved in start-up, and turnover to operations for the majority of those projects, which all opened on time�� Responsible for the design, construction and start-up of the first DB Projects, built by TriMet in

Portland, Oregon, including the I-205 Green Line�� Responsible for the establishment and management of the first task order based design contracts for TriMet and has issued hundreds of task orders during his career in the public sector �� Managing the development of TriMet’s Design Criteria Manual, Standards Drawings, Inspector’s

Manual, and Standard Specifications�� Project Director for the Sydney Light Rail Project, where he led the development of the Project

Management Dashboard utilized by Transport for New South Wales, for this project he was responsible for managing a budget of $10 million per month�� Project Director for the design of Edmonton’s East Valley LRT, where he developed the risk

management program for that design effort�� Assisting the Boston Green Line Extension Project in the creation of their contract document with a

focus on the development of Interface Management and Requirements Management clauses�� Acknowledged for safely delivering projects on-time and under budget, while earning widespread

appreciation from the communities they have transformed, the system’s operators, and those who use the service

“ The key to a successful transit system is that it’s reliable, affordable and fast. The standardization that should result from the work under this contract will make the system much easier to maintain and hence much more reliable.” – Jeff Goodling

Michael’s relevant career highlights include:�� Involved in rail activation and start-up of every Metro rail project since 2000�� Designed train control, communications, OCR, traction power, central control, radio, station electrical

and corrosion control for Metro�� Designed rolling stock for several U.S. and international transit agencies, including Metro�� Managed 20 to 30 State of Good Repair projects annually for Metro during his 8-year tenure, including

design, contracting and project controls�� Managed a Metro capital and operating annual budget of $60–$70 million�� Developed technical specifications for Metro’s P3010 LRV procurement and contributed to several other

procurements including: Metro’s HRV4000, A650 overhaul and P2000 overhaul�� Managed Metro’s rail fleet engineering department for several years during his Metro tenure�� Performed systems engineering for DBB, DB, DBOM and P3 transit projects�� Acted in every role possible for systems: as a contractor, consultant, client’s representative and as the

client/operator

“ Under the leadership of Mr. Michael Harris-Gifford, Executive Officer of our Wayside Systems department, his team has been replacing track circuits over the last several months with minimum disruption to revenue service, and I am pleased to inform you that prior to commencing revenue operations this morning, we removed and replaced the last Alstom Generation 2 audio frequency track circuit from our rail system. I wish to take the opportunity of thanking the NTSB and FTA for their cooperation in directing and resolving this issue, as well as congratulating the signals staff for a job well done!”

– Arthur Leahy, former CEO of Metro, in a letter to NTSB Chair Deborah Hersman

Michael Harris-Gifford program manager | corridor lead/TO manager | independent systems integration review team Jeff Goodling deputy program manager | program controls lead | value engineering

Jeff Goodling has worked all over the world and extensively throughout North America primarily in an owner’s representative role. As a result, he has a clear understanding of what Metro needs from its consultants when it comes to a long term task order contract with such a high risk specialty scope such as systems engineering. Whether it’s helping a client determine the right delivery method, getting a project delivered from planning through turnover to operations, or managing a complex team of contractors, Jeff brings the right leadership, discipline, and technical skills to deliver successfully.

Michael Harris-Gifford brings a unique and thorough understanding of the Metro organization and system. Michael has managed multiple concurrent projects, ultimately responsible for as many as 250 Metro and consultant personnel, overall management for 28 concurrent projects and working with hundreds of subconsultants and contractors. He has played a role in nearly every Measure R, Measure M and systems-related capital improvement project in the last decade, including the new rail lines projects in the planning stages.

Over his 30 years of rail transportation and transit experience, Michael has worked on major projects for clients all over the world. He’s a big picture systems program manager, who has represented owner, contractor and consultant through all phases of project development, from environmental scoping through to project certification and close-out. He has managed multiple disciplines and has worked with all departments within Metro.

WORKING TOGETHER Michael and Jeff have spent the last eight months analyzing this project. From the first workshop in July, where we analyzed the scope of services, these two have built a working relationship incorporating their strengths. Michael, with his knowledge of how Metro departments work as a unit and Jeff providing suggestions that were useful at TriMet and Sydney on managing large scale programs. Leveraging each other’s

strengths and creating this core management team provides Metro security in knowing this team will be successful.

INNOVATION TO SAVE TIME AND MONEY

Michael identified and championed the early completion of facilities on the Foothill Phase 2A project for the receipt and testing of P3010 LRVs. This enabled Metro to receive and commission sufficient LRVs for on-time opening of Foothill and Expo Phase 2 within a few months of each other. It also saved Metro time and money by avoiding potential disruption of on-going revenue operations and maintenance.

CONTINUOUS IMPROVEMENT TO REDUCE RISK

Michael implemented stress testing procedures for equipment and personnel for Expo Phase 2 and introduced specific stress testing procedures into Metro’s pre-revenue period. These procedures placed the Systems and Metro personnel under abnormal operating conditions to identify any failings in the robustness of installation, weaknesses in Metro procedures, and to help train Metro O&M personnel.

REDUCED PROJECT COST BY 10% THROUGH VALUE ENGINEERING

As project director, Jeff had responsibility for every aspect of TriMet’s 6.5-mile I-205 Green Line light rail DB project, TriMet’s first focused effort to comprehensively incorporate sustainable practices into a light rail project. Jeff’s innovative approach to integrating City of Portland and Oregon DOT stakeholders into the process prevented potential project delays related to approvals and inspections. Early on, Jeff led a value engineering exercise, ultimately reducing the cost of the project by 10 percent.

ALTERNATIVE DELIVERY – FINANCIAL CLOSE IN JUST 26 MONTHS

Jeff was the project director representing the owner for the $2.3 billion Sydney light rail project. He led the team responsible for environmental, preliminary engineering, funding, land acquisition, early utilities, selection and contract negotiation with a P3 team. Under his leadership, the project reached financial close in a record 26 months.

PERSONNEL EXPERIENCE AND QUALIFICATIONS

A COMPARISON OF METRO’S REQUIREMENTS FOR THE PROGRAM MANAGER AND HOW MICHAEL EXCEEDS THEM

Metro Requirements

Bach. in Eng. or CM

Approximately 15 years senior-level Transit Systems design and Project Management experience in transit related engineering and construction projects

Possess organizational, technical and team building skills to manage and coordinate multidisciplinary teams

Experience in managing a similar systems engineering services program for a public transit agency in North America

State of CA PE by NTP

Michael’s Qualifications

BS, Engineering Science

30 years of experience in senior roles for transit and bus systems design projects for Metro and other agencies. Provided systems design on more than 15 projects worldwide. He has managed Metro Orange Line BRT systems and all rail line systems and track for eight years. Currently Systems Integration Manager for Metro’s Regional Connector including management of system interfaces for design and construction.

While managing and serving as lead designer for multiple projects, Michael managed and coordinated multi-disciplinary teams. This included design and construction teams and traction substation, signals, communication systems and vehicle acquisition technical resources.

As Metro’s executive officer for Wayside Systems & Engineering, Michael was responsible for the scope, staffing, schedule and budget for multiple capital projects simultaneously while leading design reviews, integrated testing and rail activation.

PE Exam April 2018


29

Key Pers

onnel

Exhibit 09: Highlights of Leadership Team — Relevant Experience, Knowledge, and Level of Expertise in Performing Proposed Roles

Working together, Michael and Jeff both bring a wealth of knowledge to tackle the challenges the team will face on the SES contract. We have rounded out our management team by adding nine corridor leads/task order managers. Michael selected this management team to ensure we have the qualified personnel to lead each task order, especially for those assigned to new lines. The following pages highlight why each manager was selected.

LEADERSHIP TEAM

KEY PERSONNEL

JOHN SCHNURBUSCH, PE OCS managerEDUCATION MS, Civil Engineering; BS, Mechanical Engineering; CREDENTIALS Professional Civil Engineer: California (#C-83201)

John has 11 years of experience, including two years of Metro experience providing RFC-level design of the above-ground catenary

and underground systems. He provided OCS design for Denver’s I-225 Corridor LRT and Sound Transit’s University Link and South Link Extension.

DAVID HETHERINGTON, PE traction power managerEDUCATION MEng, Electrical Engineering and Applied Electronics; CREDENTIALS Professional Electrical Engineer: California (#E-21284)

David has 16 years of experience with underground, at-grade and aerial systems, including three years of experience for Metro’s

Regional Connector and Crenshaw/LAX transit corridors. For the Regional Connector, he provided detailed electrical design for supporting HV network, substations, DC equipment and overhead equipment. This included design of embedded conduit, raceways and maintenance access.

ANH LE communications manager | corridor lead/TO managerEDUCATION BS, Electrical Engineer

Anh has 13 years of experience in design and construction of communications systems including digital radio, telephone, public

address and messaging signs, CCTV, cable transmission systems, SCADA, emergency management, intrusion detection, fire alarm, gas monitoring, seismic detection and central control systems for above ground and underground rail systems projects. His local projects include Westside and Regional Connector and he’s worked for multiple transit agencies including DART and CTA.

ABBAS SIZAR, PE train control manager | corridor lead/TO managerEDUCATION MS, Electrical Engineering; CREDENTIALS Professional Electrical Engineer: California (#E-21314)

Over 30 years experience in engineering design and construction for transit systems involving train control, communications, traction power

and communication systems. In addition to his work for Metro’s Red and Purple Lines, which includes evaluation surveys of the existing fiber optic cabling system, he serves as Principal Systems Engineer for the Regional Connector’s communications systems. For Capital Metro in Austin Texas, Abbas is providing engineering and project management services to implement a positive train control system.

2 YRS

3 YRS

8 YRS

2 YRS

RECENT RAIL ACTIVATION EXPERIENCE TRANSLATES TO EXPEDITED START-UP WITH LESS RISK TO METROOur leadership team has had lead roles in the two most recent California transit start-ups – BART Warm Springs and Expo Phase 2. Based on our recent work on the Expo Line, we developed a process, shown below, to facilitate faster CPUC approvals and start-up. The team’s familiarity with the most current CPUC requirements ensures Metro of expedited start-up with less risk.

Flow of Activities During Design Phase Start of Acceptance Testing Program Start of Startup SIT Phase 1 Start of Startup SIT Phase 2

Design Validation/ Qualification Tests Type Tests

Evironmental Test Design Simulation TestsFirst Article Inspections

Factory Acceptance Tests

Specialized Test: Cut-over TestsIdentification of Interfaces

Development of Interface Control Documents (ICDs)

Management of Interface and ICDs

Planning of Acceptance Testing & Startup Activities

Preparation of Test Procedures Using ICDs

INTE

RFAC

E M

ANAG

EMEN

T DA

TABA

SE

Local Integration Tests

Dynamic Acceptance Tests

Systemwide Integration Tests

Emergency Readiness Drills

Pre-Revenue Operations Tests

Local Field InstallationTests and Inspections

Local Field Acceptance Tests (LFAT)

BART Warm Springs BART Warm Springs

Expedited CPUC Approval Process

2 YRS


Key Pers

onnel

30

TECHNICAL SPECIALIST LEADS

GUIDO EYZAGUIRRE systems integration lead | corridor lead/TO manager | rail activation & start-up leadEDUCATION BE, Mechanical Engineering

Guido has 36 years of systems engineering experience including extensive knowledge of systems integration and rail transit start-up testing and commissioning. Guido understands the criticality of focused and diligent

management of systems interfaces throughout the project lifecycle to avoid costly delays in the approach to revenue operation. Guido is able to leverage his deep understanding of Metro systems’ design in his engagement with systems integration to ensure a smooth transition to revenue for multiple concurrent workstreams.

SCOTT RODDA, PE vehicle interface leadEDUCATION BS, Mechanical Engineering

Scott has 40 years of transportation/transit experience, focusing on program management, rail systems development, vehicle interfacing, and systems engineering and integration. He has provided systems engineering

consulting and implementation of complex rail and bus systems resulting in optimal technical and operational performance, for many clients including Metro and BART.

BARRY LEMKE train control design leadEDUCATION Basic and Advanced Electronics, U.S. Navy

Barry has 38 years experience in design and construction of automatic train control systems for above ground and underground rail systems, including Purple Line Westside Extension, Crenshaw/LAX Transit Rail Corridor and the

Eastside Extension. He’s worked for more than 20 different transit train control systems and has worked on various rail systems from conception through construction.

DAVY LEUNG radio frequency engineering leadEDUCATION BS Electrical Engineering; MS, Electrical Engineering

Davy has 40 years of professional experience in performing radio frequency engineering for above ground and underground rail systems. He has experience reviewing and revising specifications, performing radio system

design, radio coverage, and interference analysis, supporting and verifying submittal documents and supervising and coordinating the work of project teams of engineers, technical personnel and subcontractors.

PAUL MOSIER operations & planning leadEDUCATION BA, Philosophy; Graduate Certificate Advanced Transportation Management

Paul Mosier has more than 42 years of experience in all rail modes, including light rail transit, heavy rail transit, high speed, intercity, and commuter rail. As an operations and service planning lead, he understands capital

construction in a high-density service environment, operations and maintenance planning, computer simulation modeling, resource planning, budget planning, cost control and labor/management relations. Recently, Paul served as a senior advisor for Phase 2 of the Metro Purple Line where he was able to help the team in a review of operational dynamics in an effort to improve the system.

GULZAR AHMED, PE system safety assurance leadEDUCATION MS, Production Management/Manufacturing Technology; BS, Mechanical Engineering CREDENTIALS Professional Mechanical Engineer: California (#M-25193); ASQ Certified Engineer (#04775)

Gulzar has 48 years of experience in the design, installation, testing and safety certification of transit engineering projects. He has been responsible for numerous system safety, fire/life safety and system assurance compliance

issues for transit projects, including reliability, availability and maintainability (RAM) requirements, safety codes and standards enforcement, RAM testing and safety and security certification. Gulzar has provided his expertise in RAM and analyzing security risks and hazards for a variety of transportation agencies similar to Metro. He has a strong understanding of CPUC’s requirements and has led the development of safety certification checklists to support transit agencies in compliance with CPUC regulations.

17 YRS

12 YRS

4 YRS

14 YRS

<1 YRS

14 YRS


Key Pers

onnel

31

CORRIDOR LEADS/TASK ORDER MANAGERS

MAHESH PATEL corridor lead/TO manager | systems integrationMahesh brings more than four decades of experience in managing large-scale transit projects involving conceptual planning, design, installation,

testing and commissioning. He has managed the design and/or systems integration and start-up for more than 300 miles of rail systems nationwide and has worked on every Metro line in operation.

ARVIND PATEL corridor lead/TO managerArvind’s 36 years of diverse experience has provided him with the required skills to perform electrical engineering design, analysis and

reviews. He will also prepare studies and budgets for all project design phases, from conceptual to preliminary and final design.

JOE BAYAT corridor lead/TO managerJoe has expertise from 40 years of work on railway and road technology systems infrastructure for light and high-speed rail. He has successfully led teams on design and construction of rail projects and integrated new systems with existing ones.

BILL LUCCI corridor lead/TO managerBill has 40 years of experience in systems engineering and management on many Metro projects, including the Purple Line Extension,

Crenshaw/LAX Transit Rail Corridor and the Gold Line Foothill Extension.

CLIFF HENKE corridor lead/TO manager | BRTCliff brings more than 37 years of experience in public transportation, technology mapping, standards development, procurement, funding,

government relations and marketing. More specifically, he has focused on corridor planning, BRT, light rail and vehicle procurements for various agencies. He has led industry efforts regarding Buy America and other changes in the recent federal legislation and co-authored the introductory sections of the American Public Transportation Association ‘s authorization recommendations.

35 YRS

29 YRS

32 YRS

15 YRS


32

Key Pers

onnel

RESOURCES AND AVAILABILITYMichael and his key team members are available to start work immediately upon notice to proceed. SDP is organized and staffed to meet the scheduling needs and requirements of this contract. When selecting staff for this project, Michael looked first for experience with the Metro system, but also for availability, to ensure that the required staffing and resources for the project can be allocated immediately.

COMMITTED TO DELIVER – READY TO BEGIN WORK ON FIVE TASK ORDERS!Metro needs a strong systems engineering consultant to support the aggressive Measure M schedule and Metro’s Twenty-Eight by ‘28 initiative. Michael’s team, as shown in Exhibit 08 on page 26, provides the expertise and capacity to meet these demands. Over the next 10 years our analysis shows up to six different new Metro corridor systems projects, from preliminary engineering to design-build procurement, or other alternative delivery method, which will require concurrent support from this contract. The assumed timing of these projects is shown in Exhibit 10.

To support Metro in achieving the work necessary, at peak we expect we will have up to 47 full-time equivalents (FTEs) on the SES contract, and our staffing plan allows us to support all six corridors with different corridor leaders. With 147 people assigned to the SES, and an additional bench of over 400, SDP commits to bringing Metro the resources needed to deliver this contract. Exhibit 11 details our key personnel and their availability to support this work without affecting quality of the service.

Michael has already developed five draft task orders, included in Appendices 1-5, that his team is ready to begin work on upon notice of award. Each draft task order includes an organization chart, a schedule and a staffing plan ready to be reviewed by Metro. For additional detail on the task orders, please reference page 50.

RESUMESWe have provided resumes for the 147 committed personnel for the SES Contract in the Appendix. On the next four pages, we highlight our full team’s credentials.

Exhibit 10: SDP has more than sufficient resources to manage the corridors planned in Metro’s Measure M



150

140

130

120

110

100

90

80

70

60

50

40

30

20

10

SDP

Com

mite

d FT




Exhibit 11: Management Team’s Availability

Key Personnel and Proposed Role Location

Availability at NTP (June 2018)

Current Assignments, Level of Commitment, and Estimated Completion

KEY

PERS

ONNE

L

Michael Harris-Gifford program manager |

corridor lead/TO manager

Los Angeles, CA 100% �� For Regional Connector, final design has been completed and shop design largely finished, so the Systems level of effort is on a decline. Thus, Michael’s workload has lessened, freeing him up to transition to the SES contract. Michael will of course always be available to support Operational or Systems Integration issues on Regional Connector, as needed.

Jeff Goodling deputy program manager | program controls lead

Los Angeles, CA 100% �� Various assignments as needed

John Schnurbusch, PE OCS manager

Los Angeles, CA 80% �� Sound Transit OMF East, 30%, 5/2018�� Metro Regional Connector, 5%, 12/2018

David Hetherington, PE traction power manager

Los Angeles, CA 80% �� Toronto Transit Commission, Load Flow Analysis, 20%, 7/2018�� Metro, Regional Connector, 5%, 12/2018�� MTA Purple Line 10%, 5/2018

Anh Le communications manager |


Los Angeles, CA 70% �� Metro Purple Line Westside Extension, 30-50%, 12/2018�� Metro Regional Connector, 5%, 2021

Abbas Sizar, PE train control manager |


Los Angeles, CA 80% �� Cap Metro PTC Implementation, 20%, 12/2019

TECH

NICA

L SP

ECIA

LIST

LEA

DS

Guido Eyzaguirre systems integration lead |

rail activation and start-up lead | corridor lead/TO manager

Los Angeles, CA 80%/100% after Crenshaw

�� Metro Crenshaw/LAX Transit Rail Corridor, 20%, 12/2019

Scott Rodda, PE (VAI) vehicle interface lead


Barry Lemke train control design lead

Los Angeles, CA 100% �� PMC for BART on San Jose Extension, 30%, 2019�� Metro Purple Line Westside Extension, 5%, 12/2018

Davy Leung RF engineering lead


Paul Mosier operations and planning lead

Newark, NJ 50% �� LIRR Van Wyck Bridge Replacement, 30% 2019�� 2nd Avenue Subway 5% of time completion 2019�� MTA East River Tunnel Capacity Improvements, 15% 2019

Gulzar Ahmed, PE systems safety assurance lead


CORR

IDOR

/TAS

K M

ANAG

ERS

Mahesh Patel corridor lead/TO manager |

systems integration

Los Angeles, CA 80% �� SANDAG Mid-Coast Corridor Transit, 3%, 2018�� Metro Purple Line Westside Extension, 2%, 12/2018�� Metro Regional Connector, 2%, 2021

Arvind Patel corridor lead/TO manager |

traction power


Joe Bayat corridor lead/TO manager

Los Angeles, CA 80% �� VTA BSVI, 90%, 5/2018

Bill Lucci (PC) corridor lead/TO manager

Los Angeles, CA 100% �� Metro Blue Line Signal System Rehabilitation (DB), 90%, 6/2018

Cliff Henke corridor lead/TO manager

Los Angeles, CA 70% �� MassDOT Zero Emission Bus, 10%, 2019

Location: Southern California *Will have PE prior to beginning work on the contract, taking the test in April.


33

Key Pers

onnel

Personnel, Firm, and Project Role(s) Years of Exp.

Education and Professional Credentials Relevant Project Experience

Michael Harris-Gifford program manager | corridor lead/TO manager | independent systems integration review team

30 BS, Engineering Science �� Metro Regional Connector�� Metro Purple Line Westside Extension

Jeff Goodling deputy program manager | program controls lead | value engineering

36 Architecture �� Edmonton LRT P3�� Sydney LRT

John Schnurbusch OCS manager

11 MS, Civil Engineering, Construction Management; BS, Mechanical EngineeringPE: CA (#C-83201)

�� Metro Regional Connector�� Sound Transit U-Link

David Hetherington, PE traction power manager

16 MEng, Electrical EngineeringPE: CA (#E-21284)

�� Metro Regional Connector�� Metro Crenshaw/LAX Line

Anh Le communications manager | corridor lead/TO manager

13 BS, Electrical Engineering �� Metro Regional Connector�� Metro Purple Line Westside Extension

Abbas Sizar, PE train control manager | corridor lead/TO manager

32 MS, Electrical Engineering; BE, Electrical Engineering


Guido Eyzaguirre systems integration lead | rail activation & start-up lead | corridor lead/TO manager

39 BE, Mechanical Engineering �� Metro Regional Connector�� Metro Crenshaw/LAX Line

Scott Rodda, PE VAI vehicle interface lead

40 BS, Mechanical EngineeringPE: CA (#M-21721)

�� Metro P3010 LRV �� BART Computer-Based Train Control

Barry Lemke train control design lead

37 Basic and Advanced Electronics, U.S. Navy �� Metro Purple Line Westside Extension�� Metro Crenshaw/LAX Line

Davy Leung RF engineering lead

40 MS, Engineering; BS, Electrical Engineering

�� Metro Purple Line Westside Extension �� Metro Regional Connector

Paul Mosier operations & planning lead

42 Graduate Certificates: Transportation Planning Program, Advanced Labor Relations Studies, Executive Management Program, Advanced Transportation Management Program; BA, Philosophy

�� Caltrain Joint Powers Board�� California HSR Program

Gulzar Ahmed, PE systems safety assurance lead

48 MS, Production Management/Manufacturing Technology; BS, Mechanical EngineeringPE: CA (#M-25193); ASQ Certified Reliability Engineer (#CRE-04775)

�� Metro Purple Line Westside Extension�� Metro Gold Line Eastside Extension

Mahesh Patel corridor lead/TO manager | systems integration | independent systems integration review team

46 BS, Electrical Engineering �� Metro Purple Line Westside Extension�� Metro Regional Connector

Arvind Patel corridor lead/TO manager | traction power

36 BS, Electrical Engineering (Electronics); BS, Electrical Engineering (Electrical)

�� Metro Expo Line Phase 2�� Metro Regional Connector

Joe Bayat corridor lead/TO manager

40 MS, Systems Engineering; BS, Electrical Engineering

�� SVRT Phase I, SVBX�� London Underground Northern Line

Extension

William (Bill) Lucci PTG corridor lead/TO manager

42 BS, Electrical Engineering �� Metro Purple Line Westside Extension �� Metro Crenshaw/LAX Line

Cliff Henke corridor lead/TO manager | BRT

37 BA, Organizational Management �� Metro, Countywide Bus Rapid Transit Study�� California HSR Program



Steven Adkins PTG OCS

23 BS, Mechanical Engineering �� Metro Blue Line Signal System Rehab. (DB) �� NICTD PTC Systems Integrator

Vineet Agrawal, PE train control

20 MS Electrical EngineeringPE: CA (#E-19572)

�� Metro Crenshaw/LAX Line �� BART SVRT Core System Improvements

Study

Jorge Aguilar, PE VAI traction power | electrical

46 BS, Electrical EngineeringPE: CA (#E-8757)

�� SANDAG TPSS Replacement�� BART 480 Volt Switchgear Replacement

Fernando Atienza IC CADD

12 AutoCAD Certification �� Metro Regional Connector�� Metro Purple Line Westside Extension

Maseeh Azhand PTG communications

15 MS, Computer Science; BS, Electronics Engineering

�� Metrolink PTC System�� AT&T, UMTS/LTE Overlay Design

Jon Bailey traction power

<1 BS, Electrical Engineer �� Toronto Transit Commission Load Flow Study

Julio Bautista DLCE electrical

30 BS, Electrical Engineering �� Metro Expo Line Phase 2 �� Metro Red Line Hollywood and North

Hollywood Extensions

Saundra Baxter LKG project administration

30 BS, Business Administration �� Metro Regional Connector �� SBCTA Omnitrans SBX BRT

Pradeep Bhartiya communications

13 BEng �� Metro Link Express (India)�� Navi Mumbai Metro Line (India)

Rick Blake IC RAMS | rail activation & start-up | communications

40 BS, Mathematics �� BART Train Control Modernization Program�� San Francisco Municipal Railway

Michael Boraks, PE PTG rail activation & start-up

33 BS, Civil EngineeringPE: CA (#C-48834)

�� POLB Pier E Intermodal Yard Design�� POLB Terminal Island Wye Track Realignment

Gregory Brown LKG scheduling

30 BS, Construction Engineering Management �� Metro Green Line�� Valley Metro Rail Program Management

Michael Butler, PE, LEED AP communications

30 BS, EngineeringPE: CA (#E-18593); LEED AP: USGBC

�� SFMTA Central Subway �� BART Warm Springs Extension

Manuel Castro, PE, CEM, ENV-SP mechanical/HVAC/tunnel ventilation | plumbing & fire protection

23 MS, Mechanical Engineering; Master Commercial Heating and Ventilation Technology; BS, Mechanical EngineeringPE: CA (#M-31659); Certified Energy Manager; ENV SP

�� SANDAG Mid Coast Corridor�� BART Warm Spring Extension GEC

Margaret (Meg) Cederoth, AICP, LEED AP, ENV SP sustainability interface

19 Master, Urban and Regional Planning; BA, Middle Eastern HistoryPMP: AICP; LEED AP; ENV SP

�� California HSR Program�� Caltrain GEC

Andrew Cho EC communications

25 BA, Rhetoric �� SCRRA PTC, Comm., and Signal Systems�� SCRRA PM/CM

Wilson Chu, EIT PTG ducktbank design

6 BS, Electrical EngineeringEIT

�� Metro Blue Line Signal System Rehab. (DB)�� Metro Purple Line Westside Extension (DB)

Joe Cochran ISIS train control

6 BS, Mechanical Engineering; AS, Mechanical Engineering

�� Metro Gold Line �� Metro Raymer to Bernson Double-Track

John Cockle PTG safety certification

29 BS, Geography/TransportationAssociate Safety Professional

�� TriMet Safety Management System �� California HSR Program

Phil Collins IC communications | independent systems integration review team

40 BA, Industrial Technology �� Metro Gold Line Foothill East Ext.�� Metro Red and Purple Line Radio

Replacements


34

Key Pers

onnel



Sylvia Hall, PE UC corrosion control

43 MBA; MS, ChemistryPE: CA (#CR-1021)

�� Illinois State Toll Highway Authority Corrosion Engineering �� MassPort Corrosion Control System

William Heacox VAI communications

26 AS, Electronics Engineering �� Amtrak Centralized Traffic Control and PTC�� Sound Transit PTC

Hector Hernandez CADD

25 BS, Architecture �� Metro Expo Line Phase 2�� SANDAG Mid Coast Corridor

Caleb Hill PTG traction power

11 BS, Electrical Engineering �� Metro Purple Line Westside Extension (DB) �� BART General Engineering Services

Robert Hillenbrand RE train control

9 AAS, Architectural Drafting and Estimating �� Minneapolis Metro Green Line Extension �� Waterloo ION LRT Signals (Canada)

Pavan Hotha, EIT, PMP IC scheduling

5 MS, Civil and Environmental Engineering; BTech, Civil EngineeringEIT; PMP #1813102

�� SFMTA Capital Program Control System�� Business Advancement Program Phase II

Michael Hsiao, PE OCS

24 MS, Civil Engineering; BS, Survey EngineeringPE: CA (#C-65936)

�� Metro Expo Line Phase 2�� Metro Regional Connector

David Jackson, EIT IC communications

25 BS, Mechanical EngineeringEIT

�� Metro Rail Operation Control Centers�� VTA CAD/AVL

Austin Jenkins operations & planning

40 Community College Courses �� EMBARK, Modern Streetcar Rail Operations�� Denver RTD FasTracks and West Rail Line

Craig Jurkiewicz CADD

20 AS, CADD �� Metro Regional Connector �� Metro Crenshaw/LAX Line

Rachel Knowles RE train control

5 BA, Psychology �� Minneapolis Metro Blue Line Extension�� BNSF Beardstown Centralized Traffic Control

Ashok Kothari principal-in-charge

47 MS, Structural Engineering; BS, Civil EngineeringPE: CA (#C-48378)

�� Metro Westside Extension Transit Corridor�� BART System

Kwaku Larbi traction power

15 BEng, Electronics/Electrical Engineering �� Croxley Rail Link, London Underground �� Docklands Light Railway (London)

John Lau OCS

43 BS, Structural Steel/Design and Engineering

�� SANDAG Blue Line Catenary Improvements�� Sound Transit University Link

Sheldon Leader communications

43 BS, Journalism/Radio-TV �� VTA TPSS and Energy Management�� Conrail/Amtrak Rail Deployment (Boston)

Sebastien Lechelle traction power

17 MSc, General Engineering; MBAMember of the Institution of Engineering and Technology (MIET)

�� Jakarta LRT (Indonesia)�� Core Valley Lines (UK)

Silas Li, PE, LEED AP mechanical/HVAC/tunnel ventilation

32 MS, Building Services Engineering; Associateship, Mechanical EngineeringPE: FCA; LEED AP

�� Second Avenue Subway Phase 2�� Baltimore Red Line LRT

Zheng Liu PTG communications

29 BS, Electrical Engineering �� Blue Line Signal System Rehab (DB)�� Caltrain PTC

Chengwen Liu, SE OCS

12 PhD, Structural Mechanics; MS, Solid Mechanics; BS, Engineering MechanicsSE: CA (#S-6030); PE: CA (#C-73376)

�� Metro Expo Line Phase 2�� California HSR Program

Olivia Lopez LKG document control

18 �� Metro Crenshaw/LAX Line�� LAWA Capital Improvement Program



Ramesh Daryani, PMP systems integration

25 MBA, Industrial Management; BS, Computer Science; BTech, Mechanical EngineeringPMP

�� VTA Dispatch Integration and Automated Train Tracking�� SFMTA TransLink/Clipper

Ruperto Dilig, PE LKG independent quality manager

29 MBA; BS, Civil Engineering �� Metro Regional Connector �� RCTC SR-91 CIP

Kurt Drummond, PE RFN communications

26 MS, Electrical Engineering; BS, Electronics EngineeringPE: CA (#E-16247)

�� Metro Purple Line �� Metro Red Line

Jeffrey Dugard ISIS train control

24 Air Force Electronics Training �� Denver RTD�� UTA TRAX State of Good Repair

Anthony Durney VAI safety manager | train control

15 OSHA 29.CFR 1926 and 1910 �� SBCTA Rail Signalman �� SCRRA Railroad Signalman/Inside Wireman

Saral Dwivedi, PE train control

12 BEng, Electronics and CommunicationPE: CA (number pending)

�� Metro Purple Line Westside Extension

Harold Edris VAI safety verification & validation

40 MBA; BS, Mechanical Engineering �� Denver RTD Eagle P3 and Southeast LRT Extension �� TriMet LRV and Rail Activation & Start-Up

Michael Edwards LKG systems project controls

27 MS, Urban Studies, Concentration in Community Development; BS, Construction Technology

�� Metro Red Line Hollywood and North Hollywood Extensions�� BART Extensions Program

Don Emerson alternative delivery strategy

48 Master of Urban Affairs; BS, Civil Engineering

�� Metro Westside Subway Extension�� SANDAG Mid Coast Corridor

Brad Fewell ISIS CADD

24 AS, Architectural Design Drafting �� Trinity Railway Express Double-Track �� St. Louis Metro Tucker Interlocking

Roduner Fishburn, PE VAI electrical

40 MS, Systems Engineering; MBA; BS, EngineeringPE: CA (#E-11662)

�� Metro Systemwide Engineering and Analysis �� Metro Blue Line Station Enhancements (DB)

Andrew (Andy) Frohn, CQM, CQA vehicle interface

36 MBA, Quality Management; BS, Industrial EngineeringCertified Quality Manager: ASQ (#CQM-11638); Certified Quality Auditor: ASQ (#CQA-39071)

�� Metro Purple Line Westside Extension�� HART Honolulu Rail Transit

Matiwos Gebre PTG train control

6 MS, Electrical Engineering; BS, Electronic Engineering

�� Metro Gold Line Foothill Extension 2A (DB) �� Metrolink PTC System

Rameshwar Godara, PE traction power

22 MBA, Finance, BEng, ElectricalPE: CA (#E-22242)

�� Hyderabad Metro

Jalal Gohari, PE EMI


�� Metro Expo Line Phase 2�� California HSR Program

Jack Gonsalves BRT

35 BS, Civil Engineering �� TriMet South/North Transit Corridor Study�� TriMet Westside MAX

Tim Groom DLCE CADD

30 AA, Natural Science; Engineering and GIS Training

�� Metro Regional Connector �� Metro Expo Line Phase 2

Joshua Groom IC CADD

12 CADD Apprenticeship and Certification �� Metro Purple Line Westside Extension�� Metro Regional Connector

Behnam Hakimi systems project controls | scheduling

32 MBA Candidate, Information Systems; BA, Translation

�� Metro Regional Connector�� BART Extension to Silicon Valley


35

Key Pers

onnel



Rik Lor independent systems integration review team manager | alternative delivery strategy

17 MS, Civil Engineering; BS, Civil EngineeringPE: CO, OR, WA

�� Denver RTD Eagle P3 �� Denver RTD North Metro Rail Line

Gordon MacDonald independent systems integration review team

41 FTC, Electrical Engineering �� Metro Crenshaw/LAX Line�� Denver RTD I-225

Lucine Malekian PTG safety verification & validation

9 BS, Civil Engineering �� Metro Gold Line Foothill Extension 2A (DB) �� Metrolink PTC System

Cody Margetts, PE traction power

7 BS, Electrical EngineerPE: CA (#E-21275)


Jerry Marquez PTG electrical

31 - �� Metro Expo Line Phase 1 �� Metrolink PTC System

Ponch Mateo traction power | electrical | ductbank design

34 BS, Electrical Engineering �� Metro Gold Line Extension �� Metro Expo Line Phase 2

Lope Mayola traction power

38 BS, Electrical EngineeringEIT:

�� Metro Regional Connector�� BART Extension to Silicon Valley GEC

Anthony McIntyre VAI train control

17 Certificate in Computer Hardware �� MTA Signaling System �� WMATA ATC Systems

Hortencia McKeown LKG document control

30 �� Metro Crenshaw/LAX �� Chevron Westside Produced Water Program

Cindy McLeod safety verification & validation

10 MS, Electrical Engineering; BS, Electrical Engineering

�� California HSR Program

Pat McNamee cost management/estimating | constructability review

40 BS, Construction Engineering Management �� BART Warm Springs Extension GEC�� California HSR Program

Joseph Metzler PTG operations & planning

44 Management Train Accident Cause-Finding Seminar, Harvard TQM Courses

�� Tri-Rail Train Dispatch �� OCTA Metrolink Service Expansion

Alex Mezey OCS

5 BS, Mechanical Engineering �� Metro Regional Connector �� Metro Crenshaw/LAX Line

Phil Minch train control | CPUC application/traffic interface

40 BS, Electrical Engineering �� Metro Regional Connector�� Metro Purple Line Westside Extension

Anthony Minikon II RFN systems integration

26 BS, Electrical Engineering; Electronics Diploma

�� Metro Red Line�� Metro Purple Line

Reza Moghbeli UC corrosion control

21 MS, Metallurgical Engineering (Corrosion and Material Protection); BS, Metallurgical Engineering (Foundry)

�� Metro Blue Line Resistance Tests �� Southern California Gas Corrosion

Monitoring

Soham Mookerjea, PMP communications

8 MS, Chemical Engineering; BS, Chemical EngineeringPMP

�� VTA BART Silicon Valley Berryessa Extension �� SFMTA Twin Peaks Crossover ATCS

Signaling

Raylene Moreno, PE plumbing & fire protection

6 MS, Mechanical Engineering; BS, Civil and Environmental EngineeringPE: CA (#M-36751 and #FP-1923)

�� BART Warm Springs Extension GEC�� California HSR Program

Edwin Mortlock PTG train control

38 BS, Electrical EngineeringChartered Engineer, UK 407992; PE, Ontario, Canada, 100514644-01

�� BART Train Control Modernization Program�� Caltrain CBOS System PTC

Zafer Mudar, PE CPUC application/traffic interface

24 MBA; BS, Civil EngineeringPE: CA (#C-64154)

�� Metro Purple Line Westside Extension �� Metro Regional Connector



Alan Murphy PTG OCS | independent systems integration review team

56 Higher National Certificate, Electrical/Mechanical Engineering

�� Metro Gold Line Foothill Extension 2A (DB) �� Valley Metro Central Mesa LRT Extension

(DB)

Ermias Negash PTG OCS

15 MS, Structural Engineering; BS, Civil EngineeringPE: DC (#21704)

�� Metro Blue Line Signal System Rehab. (DB)�� Maryland MTA Central LRT Double-Track

Dong Nguyen, PE PTG train control

21 MS, Computer Engineering; BS, Electrical EngineeringPE: CA (#E-21704)

�� Metro Blue Line Signal System Rehab. (DB) �� Metro Gold Line Foothill Extension 2A (DB)

Sean O’Gorman mechanical/HVAC/tunnel ventilation

16 Masters of Commerce; BE, Mechanical EngineeringCertified Professional Engineer: Australia

�� LIRR Atlantic Yards Reconfiguration and Overbuild�� North West Rail Link

Mary Cay O’Malley rail activation & start-up

28 MS, Transportation; BS, Civil Engineering; BS, SurveyingPE: CO, IL, MO, OH, OR, VA, WA

�� Denver RTD T-REX�� Denver RTD Eagle P3

James Okazaki, PE RE CPUC application/traffic interface

47 MS, Engineering; BS, EngineeringPE: CA (#TR-520)

�� Metro Purple Line Westside Extension�� Metro Expo Line Phases 1 and 2

Chris Ortega PTG train control

4 BS, Electrical Engineering �� Metro Blue Line Signal System Rehab. (DB) �� BART Train Control Modernization Program

Rick Pearman DLCE CADD

30 Civil Engineering and GIS Training �� Metro Purple Line Westside Extension �� Metro Expo Line Phase 2

Henry Pena communications

16 MS, Electrical Engineering; BS, Electrical Engineering

�� MobileNet Services�� Inversiones Desnetel�� International Cable Corp

Erik Peterson RE train control

6 BS, Mechanical Engineering �� Minneapolis Metro Blue Line Extension �� Waterloo ION LRT Signals (Canada)

Truc Pham traction power | ductbank design

1 BS, Electrical Engineering �� Blue Line LRT�� Minneapolis Metro

Anh Pham, PE electrical


�� National Electric Grid of Kyrgyzstan (Uzbekistan)�� Sacramento Municipal Utility District

Substation

Kevin Pittleko RE train control

12 BS, Civil Engineering �� WSDOT Freight Mobility Plan �� Commuter and Freight Lines PTC Upgrades

Edward Poon, EIT CTC rail activation & start-up

17 BS, Civil and Environmental EngineeringEIT:

�� VTA Berryessa Extension�� BART Warm Springs Extension

Napoleon Purificacion CADD

22 BS, Industrial Education, Drafting; AutoCAD Certificate

�� Metro Crenshaw/LAX Line�� CHSR Bakersfield to Palmdale

David Pyatt OCS

29 BS, Mechanical EngineeringChartered Engineer: UK

�� Metro Regional Connector�� Sound Transit U-Link

Rosetta Ramirez, EIT rail activation & start-up

28 MBA; BS, Mechanical EngineeringEIT

�� Metro Crenshaw/LAX Line�� Metrolink PM/CM

Philippe Rapin alternative delivery strategy

15 MS, Technology Management �� PHL Regional Port Authority Southport Development TA

Krishan (Kris) Sabherwal, PE traction power

27 Graduate Degree, Electrical Engineering and Electronic/Instrumentation Control SystemsPE: CA (#E-15188)

�� VTA TPSS and Energy Management�� VTA Way Power/Signal Support


36

Key Pers

onnel



Barry Sam PTG communications | independent systems integration review team

31 BS, Electrical Engineering �� Metro Gold Line Foothill Extension 2A (DB)�� Metro Expo Line Phase 2 (DB)

Dave Schlesinger PTG operations & planning

21 MS, Transportation Management; BS, Business

�� BART General Engineering Services�� Metro Red Line

John Schlick, PE PTG OCS

20 MS, Construction Management; BS, Civil EngineeringPE: CA (#C-74201)

�� Metro Blue Line Signal System Rehab. (DB) �� Metro Crenshaw/LAX Line

Andrew Schultz RE train control

8 BS, Industrial Engineering �� Minneapolis Metro Blue Line Extension �� Commuter and Freight Lines PTC Upgrades

Leslie Schumaker, PMP IC scheduling

35 AB, PsychologyPMP #36608; OPM3 Certified Professional Assessor

�� NYMTA EAM PMP Implementation�� California HSR Program

Abdulhaque Shaikh, PE traction power | independent systems integration review team

49 MS Electrical EngineeringPE: CA (#E-11072)

�� BART Traction Power Support�� BART TPSS Replacements

Andre Shamoon, PE train control

15 MS, Electrical/Communications; BS, Electrical/ElectronicsPE: CA (#E-19906)

�� Metro Crenshaw/LAX Line�� Metrolink Simi Valley Corridor

Bruce Shewchuk, PE constructability review


�� Caltrain On-Call�� Amtrak On-Call

Sheri Soldatke PTG rail activation & start-up

23 BS, Civil EngineeringPE: MN (#42054)

�� Metro Purple Line Westside Extension (DB) �� Metro Expo Line Phase 1 (DB)

Gino Spadafore, PE rail activation & start-up

36 Training: Management in Construction; Excavator Safety Certification; Safety through Maintenance and ConstructionPE: CA (#C-66613); Associate Value Specialist: CA (#AVS-20041103)

�� California HSR Program�� BART/VTA South Valley

John Spellman, PE ISIS train control | independent systems integration review team


�� Metro Gold Line Foothill Extensions 2A & 2B�� SCRRA Raymer to Bernson Double-Track

Marlene Stevens LKG project administration

15 �� SANDAG Mid-Coast Corridor Transit�� Sanitation Department Grit

David Stewart ISIS train control

6 AS, Architectural CAD �� Metro Gold Line �� SCRRA Raymer to Bernson Double-Track

Stoil Stoilov, PE traction power

42 Electrical Engineering DiplomaPE: CA (#E-12061)

�� Metro Regional Connector�� Metro Expo Line Phase 2

Lurae Stuart RAMS | safety certification

30 BS, Sociology/Psychology �� California HSR Program�� Sound Transit System Safety Program

Smitesh Sukumar PTG communications

14 MBA, Entrepreneurship Management; ME, Electrical Engineering; BE, Electronics and TelecommunicationsEIT:

�� BART General Engineering Services�� MWAA Dulles Corridor Metrorail (DB)

Stefan Svensson ISIS train control

21 Diploma, Electric Power/Automation (Sweden); Training: Interlocking, Relay and Solid State, Intermediate Block Systems, ATP System

�� UTA Front Runner E-ATC North Line �� New Mexico Rail Runner Express

Dora Terry PTG corrosion control

28 BS, Electrical EngineerCathodic Protection Technician #66824; Corrosion Specialist in Training

�� Metro Gold Line Foothill Extension 2A (DB)�� Houston METRO Harrisburg Overpass



Axel Thibodeau, PE OCS

7 MS, Mechanical Engineering; BS, Mechanical EngineeringPE: CA (#E-36844)

�� CHSR Bakersfield to Palmdale Segment�� Denver RTD I-225 Corridor LRT

Ileana Tutos, EIT specifications

27 BS, Civil Engineering �� Metro Regional Connector�� Metro Crenshaw/LAX Line

Andrew Vallejo electrical

15 �� Metro Expo Line Phases 1 and 2 (DB)�� Metro Crenshaw/LAX Line

Chintan Varia electrical

6 MS, Electrical Engineering �� SCE Integrated Circuit Analysis�� SCE Passons Substation QA Review

Angel Velazquez train control

38 �� Newark Regional Transportation Center�� MTA New York City Transit

Jack Wang, PE CTC rail activation & start-up


�� BART TPSS Replacement�� VTA Capitol Corridor LRT Extension

Vickie Wheeler specifications


�� Metro Expo Line Phase 2�� SANDAG Mid Coast Corridor

Thomas Wieselmann RE train control

5 BS, Mechanical Engineering �� Minneapolis Metro Blue Line Extension �� Waterloo ION LRT Signals (Canada)

Chris Wightman, PE systems project controls

10 BS, Mechanical EngineerPE: CA (#M-37065)

�� California HSR Program�� BART District GEC

Ryan Williams, PE communications

18 BEng, Electrical and Computer SystemsPE: CA (#E-21541)

�� California HSR Program�� Sound Transit East Link Extension

Jordan Wine PTG train control

5 �� Metrolink PTC System�� Metra PTC System Integrator

Charlie Wright vehicle interface

9 MS, Engineering (class of 2018); BS, Electrical Engineering

�� Metro P2000�� Amtrak Acela HVAC Overhaul

Ray Wright PTG communications

34 Basic and Advanced Electronics; Radio Color Television Repair; Microprocessors

�� RCTC SR 91 Corridor Improvement Project�� MBTA Automatic Fare Collection

Viktoriya Yanitskaya, PhD operations & planning

22 PhD, Structural Engineering; MS, Urban Planning and Design; BS, Civil Engineering

�� California HSR Program�� LOSSAN Rail Corridor Improvements Study

Gabbi Yates subcontract administration

14 BA, Psychology �� Metro Regional Connector�� Metro Expo Line Phase 2 (DB)

Nazila Zohadi UC corrosion control

18 BS, Microbiology �� Microbiological Induced Corrosion Testing �� Environmental Microbiology Testing

Resumes�� Key Personnel�� Technical Specialist/ Lead, and Corridor Lead�� Value Added


R-1

Resumes

30Years of Experience

17Years of Metro Experience

Firm WSP

LocationLos Angeles, CA

EducationBS, Engineering ScienceProfessional CredentialsWill be taking the PE in April 2018, Chartered Engineer: UK

KEY

PERS

ONNE

LMichael Harris-Gifford | program manager | corridor lead/ TO manager | independent systems integration review team

Michael Harris-Gifford has more than 30 years of professional experience in senior roles for transit and bus systems design projects involving multi-disciplinary teams . His experience with rail transportation and power distribution has focused on transit systems design, management and operations . He brings experience designing systems in more than 15 light rail transit and commuter rail projects in Southern California and throughout the United States, including projects for the Los Angeles County Metropolitan Transportation Authority (Metro), North County Transit District (NCTD), Tri-County Commuter Rail Authority (Tri-Rail), St . Louis Metro, New York City Transit (NYCT) and Washington Metropolitan Area Transit Authority (WMATA) . Prior to joining WSP, Michael served as the executive officer for Wayside Systems & Engineering for Metro . He was responsible for overseeing Metro’s Wayside Systems and Engineering departments as well as design and construction teams for rail lines, traction substations, signals, communication systems and vehicle acquisition for Metro’s Wayside State of Good Repair program .

Michael brings proven experience in managing scope, engineering, schedule and budget on multiple capital projects simultaneously while leading systems design reviews, integrated testing and rail activation on all Metro lines . During his tenure at Metro he was responsible for up to 230 Metro personnel, overall management for 28 projects and managing more than 10 subconsultants and contractors . Michael understands systems from all angles, including systems and track maintenance . He has managed multiple disciplines while being a lead engineer for systems on multiple projects . He has developed rail vehicle specifications and managed facilities interface with systems .

“Under the leadership of Mr. Michael Harris-Gifford, Executive Officer of our Wayside Systems department, his team has been replacing track circuits over the last several months with minimum disruption to revenue service, and I am pleased to inform you that prior to commencing revenue operations this morning, we removed and replaced the last Alstom Generation 2 audio frequency track circuit from our rail system. I wish to take the opportunity of thanking the NTSB and FTA for their cooperation in directing and resolving this issue, as well as congratulating the signals staff for a job well done!” – Arthur Leahy, former CEO of Metro, in a letter to NTSB Chair Deborah Hersman

RELEVANT EXPERIENCE

Metro Regional Connector | Los Angeles County, CA (2017-2018): Systems Integration Manager . Michael is responsible for managing all interfaces with Metro’s existing rail network, including systems design and construction issues, rail activation, integrated testing and the development of a new system-wide operations plan for light rail operations . Additionally, Michael is the lead reviewer for all systems submittals, including overhead conductor rail, traction power, train control and communications, and systems facilities interface . Michael manages a team of five systems engineers on this project .

Metro Transit Blue Line Extension | Minneapolis, MN (2016-2017): Traction Power Lead Designer . Michael developed the final design for traction power substations for Metro Transit’s Blue Line extension, as well as for its Southwest Extension . A key feature of Michael’s work was to provide maintenance insight and knowledge to ensure the procurement better serves Metro Transit’s maintenance and training needs .

Metro Regional Connector, Purple Line Extensions, Southwest Yard and Crenshaw Line | Los Angeles County, CA (2010-2016): Executive officer, and Wayside Systems and Engineering . Michael was responsible for reviewing all systems design and construction for these new rail lines on behalf of rail operations . Michael managed scope and budget for 21 Metro capital improvement projects and led systems review and activation for Foothill Phase 2B, Expo 2, Santa Monica yard, SW Yard, Crenshaw, Regional Connector and Purple Line Extension (Westside) .


R-2

Resumes

Metro Wayside Systems Maintenance and Engineering | Los Angeles, CA (2008-2016): Department Head . Michael was responsible for all of Metro’s track, train control, communications, traction power and station power systems, comprising approximately 160 track miles . Michael’s staff included approximately 230 inspectors, supervisors, managers and engineers . He led several safety improvement programs for his staff, including the development of arc-flash protection equipment and procedures for traction power, and the development of wayside worker protection procedures . Michael’s annual budget responsibility was nearly $70 million in operating and $40 million in capital . Michael worked closely with, and gained the respect of, staff at the California Public Utilities commission .

Metro Eastside Extension, Exposition Line Phase 1 and Phase 2, and Foothill Extension Phase 2A | Los Angeles County, CA (2008-2016): Executive officer, and Wayside Systems and Engineering . Michael was responsible for overseeing all systems design, construction, testing and activation for these new rail lines . Michael’s duties included certification of wayside systems for revenue service . For the Phase 2 extension and Foothill projects, Michael developed the design and specifications for Metro-furnished traction substations .

Metro Rail Vehicle Acquisition and Engineering | Los Angeles, CA (2005-2008): Department Head . Michael was responsible for 21 engineers and warranty specialists . The department provided engineering and warranty services for Metro’s existing fleet of approximately 260 rail vehicles, as well as day-to-day support to rail fleet maintenance . The department is responsible for the development of programs for vehicle overhaul and for new vehicle acquisition . Michael lead development of Metro’s P3010 LRV procurement .

Metro Gold Line Eastside Extension DB | Los Angeles County, CA (2004-2008): Systems Lead . Michael was responsible for oversight and review of the final design and construction of traction power, catenary, signaling and communications systems . Michael was also responsible for acceptance of track, signal and traction power systems for placement into revenue service .

Metro Gold Line Foothill Extension Construction Authority | Los Angeles County, CA (2004-2008): Engineering Manager . Michael was responsible for the design and engineering for this LRT project . Michael was responsible for overseeing and coordinating preliminary engineering, including alignment design, coordination with freight and commuter rail operations, grade crossing design and cost estimating . He also managed the overall scheduling and progress of design, and final environmental impact statement and report tasks .

Pasadena Blue Line Construction Authority | Los Angeles County, CA (2000-2003): Systems Design Manager . Michael was responsible for systems design and integration for the Metro Gold Line, including traction power, catenary, signaling, grade crossings, control center and communications systems . Michael was responsible for the integration and coordination of

systems and MEP requirements into a DB contract . He oversaw final design, construction and testing by the DB contractor .

NCTD Oceanside-Escondido Rail Project CM, North County San Diego, CA (2001-2005): Activation and Start-Up Manager . Michael’s duties included organization and management of integrated testing activities for all contractors, including the vehicle supplier . He was also responsible for developing NCTD’s system safety program plan, safety certification process and construction management of communications systems .

Tri-County Commuter Rail Authority Segment 5 Double-Tracking | Florida (1999-2003): Design-Build Manager . Michael was responsible for development of all facilities and systems contract requirements for this $330 million Central Florida Regional Transit Authority project . Michael’s work included operations simulation to develop phased construction plans .

NJT Riverline | Camden, NJ (1997-1999): Lead Engineer responsible for systems engineering .

GEC Alsthom Transportation | England (1997-1999): Systems Engineer . Michael was responsible for systems design for various DB, DB operate and maintain (DBOM) and Public Private Partnership (P3) transit projects .

LESSONS LEARNED

regional connectorOne of my achievements while at Metro that I believe has, and will continue to have, lasting benefit for wayside maintenance is the introduction of arc-flash protective measures, standards and procedures for Traction Power. Traction Power maintenance is a dangerous business. I introduced four critical measures during my tenure; arch-flash rated uniforms for TP workers; analysis and procedures to set arc-flash protective standards for common maintenance activities; mandating arc-flash proof Gas Insulated Switchgear for 34.5kV circuits; and requiring future rail projects to include arc-flash analysis in design.At the project delivery level, my work for WSP on the Regional Connector project has brought renewed focus on the integration and cutover of new construction to Metro’s existing rail system. My deep knowledge of Metro’s infrastructure has enabled me to assist Metro’s project team, and the contractor to fully prepare for integration and cutover through thorough pre-planning.


R-3

Resumes


Firm WSP


EducationArchitecture

Jeff Goodling | deputy project manager | project controls lead | value engineering

Jeff brings more than 30 years of experience overseeing all phases of transport projects on three continents . Jeff has spent most of his career in the public sector at TriMet and at Transport for New South Wales . As a result, he understands both an owner’s and consultant perspective . He has led production of dozens of RFPs and was the Project Manager on the first DB project delivered by TriMet . This depth of experience combined with his leadership skills, vision, and creativity have resulted in the delivery of projects earning widespread appreciation from the communities they have transformed, the system’s operators, and those who use the service . Some of his work includes the design, delivery and commissioning of light rail in Portland, Oregon; planning the light rail project for Perth (Western Australia); and managing the engineering and project management contract for Mumbai’s metro rail system . He was also the Project Director of Sydney’s $2 .1 billion LRT .

“ I feel privileged to have a career in public transit, where I feel that my efforts make it easier for people to access jobs, and improve their social lives. I’m motivated to assist Metro on this project because it will lead to an even greater transit system, and thereby improve the lives of Metro’s customers.”

RELEVANT EXPERIENCE

Edmonton LRT P3 Detailed Design | Alberta, Canada (2016-2017): Project Director and Lead Designer . Jeff and his team supported the successful P3 Joint Venture during bid phase and the detailed design . Jeff was responsible for the Edmonton Valley Line, Phase 1 DB-finance-operate-maintain (DBFOM) project, which includes a cable-stayed bridge, twin-bore tunnel, a maintenance facility, a large station complex, 11 stops and a 1-mile elevated guideway . As the Project Director, Jeff’s duties included establishing project controls to ensure that the civil and systems designs were integrated and for coordinating the work of numerous subconsultants .

Sydney Light Rail | Sydney, Australia (2013-2015): Project Director and Board Member . Jeff reported to the Transport Secretary with responsibility for the delivery of the $2 .1 billion (AUD), 7 .4-mile Sydney Light Rail Project . First announced by the New South Wales government in December 2012, this P3 project reached financial close in February 2015 . The project includes the creation of a 1-kilometer pedestrianized and wire-free zone along George Street in the heart of Sydney’s central business district . Jeff had overall responsibility for the project from route selection to award of the P3 Contract and Financial Close . Jeff’s duties included establishing the project team including the project controls function and establishing the subconsultant contract for the development of the performance specifications for the project’s systems elements .

Perth Inner City Light Rail Conceptual Design Study | Perth, Australia (2012-2013): Project Director . Jeff led the engineering team that was seconded to Western Australia’s Department of Transportation and charged with the conceptual design of a 13 .7-mile-long light rail network through Perth’s central business district, including trackway, utilities, stations, maintenance depot, systems and urban design .

Mumbai Metro One Mumbai | India (2010-2012): Project Director . Jeff was responsible for the management of the engineering and project management contract . The project included a 7 .8-mile-long fully elevated, PPP, metro rail system including 12 stations and a maintenance depot, which is the first modern mass transit system to be built in Mumbai . Jeff’s duties included establishment and management of several subconsultant contracts, including those for the design of the project’s system’s elements . As a result, Jeff was also responsible for the integration of the civil and systems elements .


R-4

Resumes

LESSONS LEARNED

Sydney Light RailThe following were key issues the project wanted to address:

� Unreliable journey times � A confusing bus network � Congestion that is reducing Sydney’s productivity and urban amenity

� Lack of capacity in the current transport system to support growth

Lessons Jeff Learned: � The scope and schedule of the early works must be established to allow plenty of time for the early work performed to be accurately reflected in the tender for the main works package

� Early engagement with and finalization of key third party agreements that affect the design and scope needs to be a priority

� Negotiating traffic management assumptions with the roads authority should begin as soon as possible

� This early engagement with the Roads Authority, specifically about the degree of traffic priority that the LRT’s can take advantage of, will ensure that accurate travel times, ridership and thus, fleet and depot sizes are planned for

� It will also ensure that the scope of the required traffic mitigation (including those improvements necessary for the bus network – both during construction and after operation of the LRT) is clearly understood and incorporated into the tender documents

� The investigation and relocation of utilities cannot begin soon enough . No single thing can de-risk the main contract more than assuring a clear understanding of the utilities along the alignment

TriMet I-205 Light Rail Green Line Design-Build | Portland, OR (2003-2010): Project Director . Reporting to the Executive Director of Capital Projects, Jeff had sole responsibility for the I-205 Green Line Light Rail Project, which included preliminary engineering, preparation of the RFP, negotiation and award of the DB contract, construction management, commissioning (including Safety Certification) and turnover to operations . This project is TriMet’s first conscious effort to comprehensively incorporate sustainable practices in a light rail project . The DB contract included utilities, structures, trackway, stations, traction electrification, communications, CCTV, signals, over 2,000 surface and structured park-and-ride spaces, signage and landscaping .

TriMet Economic Stimulus Program I Portland, OR (2009-2010): Project Director . Jeff was responsible for the identification of potential projects, working with executive staff to reach consensus on needed improvements and determining appropriate budget allocations, forming partnerships with local governments regarding shared funding arrangements, and determining delivery methods within an extraordinarily short timeframe .

TriMet Interstate MAX Yellow Line I Portland, OR (2001-2003): Design Manager . Jeff’s specific duties included ensuring compliance with the environmental impact statement, organizing partnering sessions, ensuring compliance with the Americans with Disabilities Act, and developing and evaluating proposals and execution of both the final design and the construction contract . This $350-million Interstate MAX Light Rail Project included preparation of the design criteria, preparation of the request for design consultant proposals, and the negotiation, award and management of the design consultant contract . While Jeff was not responsible for the design of the system elements, his duties included ensuring that the civil and systems elements were integrated .

TriMet, Manager of Design Development Department I Portland, OR (1998-2010): Creating Manager . Jeff was responsible for the design and construction of TriMet’s facilities, such as the Alternative Transportation Program operations and maintenance facilities, track renewals, park-and-ride lots, as well as expansions and improvements to the bus and rail maintenance depots . Specific responsibilities included:

� Recruitment, hiring, mentoring, goal setting, evaluation and promotion of staff

� Training staff in the use of TriMet’s Resident Engineer Manual, WBS System, and creation of monthly Project Reports to the Federal Transit Administration (FTA)

� Determining appropriate project delivery method (i .e ., Low Bid, CMGC, Design-Build)

� Intergovernmental agreements

� Drafted the second edition of TriMet’s Design Criteria Manual, which transformed the manual from a Westside

Tunnel Specific Manual into one covering all TriMet facilities

� Writing TriMet’s Inspectors Manual

� Managing the creation of TriMet’s Standard Drawings


R-5

Resumes



Firm Mott MacDonald


EducationMS, Civil Engineering/CM; BS, Mechanical EngineeringProfessional CredentialsProfessional Engineer (Civil): CA #83201

KEY

PERS

ONNE

LJohn Schnurbusch, PE | OCS manager

John has more than 10 years of experience in the fields of civil and systems engineering . He has experience in a wide variety of Overhead Catenary System (OCS) designs, including fixed and auto-tensioned systems . He further supports project design and construction delivery teams by providing interdisciplinary coordination and integration between OCS, traction power, communications, signaling, civil, structural, stations and utility disciplines; along with change control management .

“ With experience designing and delivering OCS for light rail extensions throughout the region, I will bring an unwavering commitment to providing a safe, reliable and efficient design conforming to the best aspects of LA Metro’s existing system.”

RELEVANT EXPERIENCE

Metro Regional Connector | Los Angeles County, CA (2014-Present): OCS Engineer of Record responsible for RFC-level design of the above-ground catenary and underground rigid rail systems to support the vital Regional Connector project . Responsibilities include design of a temporary shoofly to facilitate ongoing construction activities, with direct coordination with City engineers regarding solutions to complicated pole placement in their right-of-way, along with continued construction support in review of product submittals and RFIs .

Sound Transit, Operations and Maintenance Facility East | Bellevue, WA (2017-Present): Serving as a third party Systems Design Review and Integration Lead to manage reviews of the systems discipline design components for the new maintenance and storage yard . Also provide detailed review of the OCS design and integration between the various systems elements and other interfacing disciplines .

I-225 Corridor LRT, Denver Regional Transportation Department (RTD), Denver, CO (2012-2017): OCS designer responsible for RFC-level design of a full-catenary, auto-tensioned light rail extension . Primarily responsible for detail design of OCS layouts, support assemblies, and sectionalization; including the resolution of numerous complicated design interactions between existing bridges, constrained track areas, special trackwork and traffic integration . Also assisted in the development of civil and drainage site plans for TPSS sites .

Sound Transit, Seattle University Link (U-Link) Light Rail | Seattle, WA (2013-2017): OCS Designer providing construction support for design refinement of tunnel and station attachments during the pre-construction phase of the U-Link project .

California High Speed Rail, Fresno-Bakersfield and Bakersfield-Palmdale Segments, California High Speed Rail Authority | Fresno, CA (2007-2015): Discipline Lead for 15% design of traction power systems . Primarily responsible for the development of traction power and communications systems layouts along approximately 180 miles of high speed rail corridor, including coordination with trackwork, rail structures, roadway crossings, existing utilities and environmental considerations . Also responsible for writing a report to evaluate the availability of High Voltage power feeds at necessary locations along the Bakersfield-Palmdale Segment, including proposed connection points to the existing power infrastructure and for interfacing with the client’s project management and engineering management teams on compliance with evolving project design criteria .

South Link LRT Extension, Sound Transit | Seattle, WA (2010-2012): Provided AutoCAD support and performed OCS loading calculations for preliminary design of the 1 .8-mile LRT extension to be installed entirely on aerial guideway .


R-6

Resumes

Green Line to the River District, Sacramento Regional Transit District (RTD) | Sacramento (2009-2011): Assisted the Lead OCS Engineer by providing AutoCAD drafting support and performing calculations pertaining to OCS support structures, including poles, foundations, cantilever, headspans and bridle networks .

UTA Airport TRAX Line Utah Transit Authority (UTA) | Salt Lake City, UT (2009): Assisted the Lead OCS Engineer with AutoCAD drafting support for the OCS system, including assembly details, system layouts and master overlap drawings .

LESSONS LEARNED

Regional Connector TRansit corridor The Regional Connector project has proven to be a technical challenge at all levels, and with regard to OCS, especially challenging when it came to the design of the temporary shoofly. Tight clearances between roadways, utilities, tracks and the TBM launch pit required detailed coordination with each of the affected disciplines. Many permutations were considered, and an efficient solution of integrating the OCS supports with the TBM launch pit bridge piles was ultimately selected. John and his team developed a solution that provided an effective support scheme that served the needs of the OCS, while simultaneously eliminating any detrimental impacts to the TBM launch pit or the wastewater system; clearly demonstrating that an integrated approach that involves all of the affected parties from the beginning will yield the best solutions to such complex challenges.


R-7

Resumes



Firm WSP


EducationBS, Electrical Engineer

KEY

PERS

ONNE

LAnh Le | communications manager | corridor lead/ TO manager

Anh Le has worked for multiple transit agencies over the past 13 years as a communications engineer . His experience includes voice and data communications engineering for a wide variety of infrastructure and access network applications, such as carrier grade ethernet, multi-protocol label switching (MPLS)-based systems, and virtual private local area networks (LAN); cable transmission systems; optical network systems and topologies used to support rail and transit signaling and communications, including closed-circuit television (CCTV), public address and visual message signs (PA/VMB), intrusion detection and access control, emergency management, gas monitoring, fire alarm systems, telephone and Supervisory Control and Data Acquisition (SCADA) systems; wireless systems engineering, including broadband data and spread spectrum systems; and RF propagation modeling of very high frequency (VHF) and ultra-high frequency (UHF) land mobile radio systems . He also has knowledge of time division multiple access (TDMA), Motorola IDENs, code division multiple access (CDMA), and other digitally coded modulation schemes . His data network experience includes T1, synchronous optical networking (SONET), and transmission control protocols/internet protocols (TCP/IP), and he is deeply familiarity with the design of voice-over IP (VoIP) telephone systems, including systems integration plan (SIP) and H .323 . Through his experiences, he has developed a solid understanding of radio frequency propagation principles, cellular theory, radio frequency engineering tools and cell-site hardware .

“Working beside Metro and assisting them in achieving their goal of expanding our rail system in Los Angeles has been my goal as well. I am committed to supporting Metro on all systems efforts as communications and task order manager. ”

RELEVANT EXPERIENCE

Metro Regional Connector Transit Corridor | Los Angeles, CA (2011-2018): Communications Engineer . Anh is providing engineering for a new self-healing redundant Native Ethernet OC-48 optical fiber network that connects three underground stations to rail operations control and a node at the pocket track to the existing OC-192 node at the terminus of the Metro Red Line HRT at Union Station . This enables LAN data, train signaling, voice, SCADA, PA/VMS, intrusion detection and access control, fire alarm and CCTV communication with the Rail Operations Center . The work includes deleting an existing node and relocating the existing fiber to the new duct bank in the alignment connection between the Regional Connector and the Gold Line LRT station at 1st/ Alameda Avenue . The very narrowband 6¼ kHz digital radio system was employed with a distributed antennas system (DAS) in the design for the tunnel stations to provide the radio at net -89dBm . The radio base station and repeater sites were selected by a thorough evaluation of the power and link budget . Anh worked with other disciplines—such as civil, electrical, mechanical, traction power and signals—and coordinated with Metro staff to develop a sound and coherent communications system design . He is currently overseeing final design by the DB Contractor . Anh is currently overseeing final design of all communications systems for the project .

Metro Purple Line Extension | Los Angeles, CA (2011-2018): Lead Design Engineer for the communications design . Anh is responsible for the communications transmission system (CTS), PA/VMS, intrusion detection, access control, SCADA, fire alarm, CCTV, public branch exchange (PBx) telephone system, ticket vending machine (TVM), grounding, uninterruptable power supply (UPS) and radio systems for Metro . Anh is currently overseeing final design by the DB contractor for Section 1 .


R-8

Resumes

SANDAG Mid-Coast Corridor Transit | San Diego, CA (2011-2017): Lead Design Engineer for the communications design package . Anh’s work includes the following subsystems: CTS, PA/VMS, intrusion detection and fire alarm, CCTV, grounding, UPS and radio systems . Anh also is responsible for providing support to upgrade the back-end equipment at central control to support Mid-Coast system tie-in . Anh will continue to oversee construction in the beginning of 2018 .

SANDAG Green Line LRT Station Platform Modification | San Diego, CA (2012-2015): Quality Control . Anh performed reviews of the communications and electrical station design plans . He verified that the design layout, location and the conduit schedule were specific to the client’s design criteria and that codes were met .

DART Green Line LRT | Dallas, TX (2007-2009): Communications Engineer . Anh worked closely with the communications task manager to implement communications systems design and construction oversight support for the 19 aerial and at-grade stations for the 26 .5-mile-long rail extension . He used the high-speed OC-12 redundancy communications link for all communications nodes to communicate with the existing operation control center . He designed the fire alarm, intrusion detection, outside plan cabling, wayside telephone, PA/VMS, fare collection LAN, power, and grounding communications systems . He reviewed the communications subsystem submittals for the preliminary design, final design, test procedures, field test result, and led first article inspection . He conducted field inspection of the foundations of the communications houses, conduit stub-ups and grounding . He also inspected for proper termination of the outside cable plant to the demarcation cabinets, pulled backbone fiber cable to the fiber distribution panel, recorded deficiency items and monitored construction progress .

DART Lake Highlands Station | Dallas, TX (2007-2009): Communications Engineer . Anh successfully completed a communications system design package for the addition of this LRT station to the existing DART Blue Line . His duties included design of the communications network to integrate station subsystems, including SCADA, telephones, fire alarm and intrusion detection, CCTV, PA/VMS, and fare collection LAN with the existing communications system via DART’s SONET node . He resolved wayside conduits and wireway coordination with the signals and station electrical disciplines to effect a sustainable engineering solution .

Eagle P3 Project | Denver, CO (2012-2015): Quality Control . Anh supported construction oversight and reviewed and approved the communications system design, design simulation reports, test procedures and test reports . He also reviewed and provided responses for various communications-related RFIs, reviewed change orders and attended design resolution meetings during the design and construction phases . Anh provided cost estimates for various change orders .

Metropolitan Council Southwest Light Rail Transit and Blue Line | Minneapolis, MN (2016-ongoing): Communication Design . Ahn is supporting the communications system design for both projects . His responsibilities include design oversight and quality control for the communications drawings, specifications, cost estimates, calculations and design reports for the various design phases .

LESSONS LEARNED

FIGURE 9.6.1 b UNDERGROUND RADIO SYSTEM ARCHITECTURE 2 BLOCK DIAGRAM

RADIO SYSTEM 2 WITH ASSOCIATED CP, STATION FFBDA & HE EQUIPMENT CONSTRUCTED UNDER PROJECT #2


RAIL OPERATIONS CENTER (ROC)

HE2 ANTENNA SYSTEM

CRA/OFR SYSTEM

BASE STATION SYSTEM

HESTATION DAS

FFBDA FFBDA FFBDA FFBDA FFBDA

P R

P R P R P R P R P R P R P R P R P R

HE2 STATION/TUNNEL

CP CP OR STATION OTHER CP

HEADEND 2 (HOT STAND-BY)

FAILOVERCONTROLLER

P R

FDP 2

HE FAILOVER FIBER INTERFACE

FDP 1

HE1 STATION/TUNNEL

HEADEND 1 (PRIMARY)

HE1 ANTENNA SYSTEM

P R

FIBER OPTICAL CABLE

RADIATING CABLE

AT GRADE ANTENNA

CP CROSS PASSAGE

FFBDA FIBER-FED BIDIRECTIONAL AMPLIFIER

RF RADIO FREQUENCY

OTHER OTHER FACILITY SUCH AS CUT & COVER , VENT SHAFTS, MIDWAY AUXILIARY AREAS, AUXILIARY ROOMS, EMERGENCY, ETC

CRA CHANNELIZED REPEATER AMPLIFIER

OFR ON-FREQUENCY REPEATER

NOTES :

HE HEAD END



DEDICATED FIBER CABLE FOR RADIO SYSTEM 2

PRIMARY & REDUNDANT FIBER FOR SIGNALS FROM HE2 TO HE1 WHEN HE1 FAILS


. . .

. . .

. . .

. . .


RF / FO

CRA/OFR SYSTEM

BASE STATION SYSTEM

FAILOVERCONTROLLER

RF / FO

HESTATION DAS

Metro Purple line extension (PlE)In 2016, both Metro Engineering and Fire Life Safety departments expressed concern to PLE Project that radio system headend on PLE at La Brea station is subject to single point of failure. PLE Section 1 project appointed Anh Le to work with the Contractor to change the design and to mitigate the single point of failure issue. He worked with the designer to put in a second radio headend on PLE Section 2 to provide a complete fail safe system for the PLE. Metro was very receptive of the solution and has been using the solution on PLE as the guideline for other ongoing projects to follow.


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Firm WSP


EducationBasic and Advanced Electronics, U .S . Navy

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DBarry Lemke | train control design lead

With 38 years of rail experience, Barry Lemke has worked in all types of rail systems from conception to design and construction, as well as O&M . He has worked throughout the United States on train control systems for over 20 transit, commuter and freight train control systems . This diverse experience gives Barry deep insight into the performance and characteristics of train control systems in the United States . Barry has acted in the lead systems role with many elements outside of train control . This gives him a unique perspective of how the train control system interacts and resides as part of a complete system to maximize performance, maintainability and above all safety .

“ My focus and energy is maintained within the team. I am passionate in my work and I ride for the brand!”

RELEVANT EXPERIENCE

Metro Purple Line Extension Westside Section 3 | Los Angeles, CA (2014-2017): Senior Train Control Designer . Barry provided assistance in technical oversight of Segment 3, with focus on train control . Additional work included train control design and development of a system integration matrix . Barry continues to support all three sections, most recently conducting safe braking and headway calculations related to interim terminal operations for Section 2 .

Metro Crenshaw/LAX Line | Los Angeles, CA (2010-2016): Train control Engineering Specialist . Barry was responsible for providing preliminary engineering and DB documents for this extension to the LA Green Line . Design services were for an automatic train control system and highway at-grade crossings . The LA Green Line is a unique system in that it uses on-board topographical mapping and wayside control, creating a partial moving block or advanced train control system . A challenging portion was the adaptation of going from exclusive, to semi-exclusive, and to street operations . Barry conducted extensive data gathering and research in order to specify the scope of work, performance requirements and interfaces as the existing system was somewhat obsolete .

Poindexter Drive At-Grade Rail-Crossing Design | Charlotte, NC (2012): Senior Train Control Designer . Barry was responsible for the design and system coordination of the Poindexter Drive at-grade rail crossing . He provided design for a complete system, including incorporation/integration into the existing train control system .

Charlotte Streetcar Project, Starter System | Charlotte, NC (2011-2013): Senior Train Control Designer . Barry was responsible for the design of interlocking and at-grade crossings for a rail extension from an existing light rail system . The current system uses Automatic Train Protection (ATP) with at-grade crossings . The system has several historic trolley cars that run on ATP and uses a pantograph to be able to operate on the light rail system . The challenge was to modify the on-board equipment to be able to go from ATP mode to street running .

Bascom Ave. At-Grade Crossing Improvements | San Jose, CA (2012): Senior Train Control Designer . Barry was responsible for design of crossing improvements on Bascom Ave . The upgrade provided 4-quad gates and moving the gates perpendicular to the rails as opposed to the road . The existing configuration caused the gate arms to be excessively long .

Diridon Station Train Control Improvements | San Jose, CA (2012): Senior Train Control . Barry provided construction oversight of cutover and retesting of interlocking equipment . The main challenge was that the bus bridge was accidentally set from Union Station which was between interlockings . This required a coordinated effort between the contractor, construction management and rail operations . This team effort minimized the impact to the cutover and was successfully completed ahead of schedule .


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Light Rail Airport Extension | Salt Lake City, UT (2011-2012): Senior Train Control Designer . Barry was responsible for the design of the train control, at-grade crossing and fiber optic system for an extension of the light rail system to the airport . This was both ABS and street running . One challenge was going from the center of North Temple under street running to ABS on the airport property . This required an at-grade crossing with a very acute angle, which required a combined effort among design, UTA and City Traffic .

Diesel Multiple Unit (DMU) | Sonoma Marin Counties, CA (2007): Senior Train Control Designer . Barry performed preliminary engineering for 50 miles of Automatic Block Signal System on over 100 highway at-grade crossings . The main challenge was in dealing with joint operation of a local Short Line . The freight operator insisted on operating at 49 mph so it could maintain the same speed in dark territory . The Short Line also insisted on using a braking profile more accustomed to a mainline railroad . This was a direct impact to DMU headways due to the predominant single tracking with passing sidings .

Yucca Mountain Evaluation | Battle Mountain and Elko, NV (2007): Lead Specialist . Barry acted on behalf of Lander and Eureka counties in a number of rail corridor assessments of the Carlin Spur and Union Pacific right-of-way in support of the Yucca Mountain Nuclear Waste Depository rail corridor .

Regional Rail Project | Raleigh and Durham, NC (2005): Signal Engineering Specialist . Barry was responsible for providing final design of the onboard cab signaling equipment, designed for a diesel multiple unit providing a form of positive train control .

Metro Gold Line Eastside Extension | Los Angeles, CA (2004-2005): Senior Train Control Designer . Barry was responsible for providing design and submittal review of construction submittals during construction . Barry provided design services through construction .

Positive Train Control (PTC) Project, Springfield, IL (2002): Signal Engineering Specialist . Barry was responsible for providing signal engineering services for development of the PTC system . Responsibilities included developing a route and aspect chart to establish a baseline for software development, performing plan reviews and providing testing support .

LESSONS LEARNED

Utah Light RailIn the early days of the Utah Salt Lake light rail system, there was a major configuration change. To respond to that major configuration change, the vendor currently under contract requested a change of technology in exchange for the new configuration. This configuration would completely change the block layout of the train control system without additional cost. This alternative was to provide an encoded track circuit known as ElectroCode. This system was to be equipped with a device to allow it to work on electrified territory known as Electrified ElectroCode.We looked at what it would take to change the signaling and discussed options with the vendor. The client had one main stipulation: we had to prove this product in theory, demonstration, and operation. The first task was to review the actual schematic of the new device known as an EECode box. Satisfied of the theory, they performed the demonstration, and placed it in service. It worked flawlessly, and is continues to do so. Since that time, these devices have been used throughout the county. On December 4, 1999, the Salt Lake City Light Rail System went into service with the first Electrified Electro Code to be in service in the United States.The lesson is to address adversity and seek for solutions and alternatives. At the same time, be wary that the alternative meets the objective and needs of the system’s operations. The system has to meet the operational requirements, is maintainable with a high level of reliability, and above all provide a level of safety that exceeds the requirements of a public transportation system.


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Firm Mott MacDonald


EducationM .Eng ., Electrical Engineering and Applied ElectronicsProfessional CredentialsProfessional Engineer (Electrical): CA #21284

David Hetherington, PE | traction power manager

David Hetherington has 16 years of experience in operational rail simulations and designing AC and DC traction supply systems for railways and tramways electromagnetic compatibility (EMC), grounding and bonding arrangements and stray current corrosion control . He has nine years of experience as a project manager responsible for delivering power simulation studies, high level strategies and plans, specifications, and technical designs . David has experience gained on a range of projects and traction systems from 750 V dc, 1 .5 kV dc, 3 kV dc, 25 kV ac (rail return, booster transformer and auto transformer) and 50 kV ac . These projects range from LRT tramways, metros, suburban railways, high speed rail, and freight railways .

“I am committed to bringing my knowledge and experience not only in traction power, but also in railway systems to ensure a complete holistic design is achieved to minimize Request for Information and changes from the contractor during construction.

RELEVANT EXPERIENCE

Metro, Regional Connector Transit Corridor, Design-Build | Los Angeles County, CA (2014-Present): Engineer for the traction power detailed design for the Regional Connector tunnel through downtown Los Angeles . This includes the detailed electrical design of the supporting HV network, substations, DC equipment and overhead equipment . Responsible for the accommodation of the TPSS and associated DC equipment in the stations, including design of embedded conduit, raceways and ensuring sufficient maintenance access for the larger equipment .

Metro, Crenshaw/LAX Transit Corridor Design-Build | Los Angeles, CA (2014-Present): Technical Advisor providing expert advice to the project manager on proposed changes to the traction power system during the detailed design stage for the project .

LA Streetcar, Inc., Preliminary Engineering | Los Angeles, CA (2015-2016): Responsible for the preliminary design of the traction power system for LA Streetcar through downtown Los Angeles . This includes undertaking site surveys and assessing the available possible sites for the TPSS in conjunction with the Load Flow Analysis to propose the number and position of TPSS for the project . Responsible for liaising with LADWP for the sites and submitting load applications to agree the incoming power supplies for the TPSS and yard .

Denver Regional Transportation District (RTD), I-225 LRT Corridor | Denver, CO (2014-Present): Leading the traction power design team in the production of the substation layouts and managing the EMC studies required for the extension for the I-225 Rail Line project . This project is a 10 .5-mile light rail extension from the existing Nine Mile Station through the City of Aurora to the Peoria Station .

Greenline Southeast Transitway | Calgary, Canada (2013-2014): Responsible for the preparation of the traction power part of the Design Guidance Manual (DGM) for the project . The DGM outlines the overall strategies to be adopted during the conceptual design with regards to such issues as undertaking simulations and interpreting the results for the sizing and placing of TPSSs, stray current control strategy, grounding and bonding strategy, preferred types of equipment and electrical protection . Responsible for supervising the traction power conceptual design for the Greenline Southeast Transitway in accordance with the DGM .

North West Rail Link Design-Build | Sydney, Australia (2014-2016): Technical Advisor providing expert advice on the differences between AT and BT 25 kV traction systems . David is also providing assessment through TRAIN simulations on the pros and cons of each traction system and advising the JV on the type of system to adopt and the size and location of equipment .

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London Underground (LU), Croxley Rail Link Traction Power Design | London (2013-2016): Project Manager and CRE (Contractor’s Responsible Engineer) responsible for the detailed design of the traction power . The scope of the project involves extending the LU Metropolitan Line from Croxley and linking into the Network Rail infrastructure to allow the LU S8 stock to run into Network Rail Watford Junction station . This detailed design includes upgrades to the supporting 11 kV network, upgrading existing LU and NR substations, a new substation for LU and upgrades to the LU and NR DC networks . The detailed design also includes liaising with manufacturers and producing a fully detailed out and coordinated design that can then by priced by the main Contractor .

Crossrail, Liverpool Street Enabling Works | London (2007-2010): Traction Power Team Leader that was responsible for the design of the permanent LV supply derived from the new traction substation and from the Distribution Network Operator, relocating the switchrooms, the cable management system associated with the relocation of the LV switchrooms and the cable management system associated with the relocation of the traction substation . At Liverpool Street station a Communications Equipment Room (CER), several electrical switchrooms, stations operation room (SOR) and the traction substation need relocating to make room for Crossrail . This was made more difficult by the requirement for a “temporary” LV power supply to power the CER prior to the completion of the new LV switchrooms and traction substation .

Docklands Light Railway (DLR) , Stratford International Extension | London (2008-2010): Traction Lead that was responsible for the high voltage and traction power design of the Stratford International Extension of the DLR system . This involved not only the technical design of the traction power system, but ensuring the design integrated with every other engineering discipline involved in the project . Responsibility for production and client sign off of 13 Acceptance in Principle documents, six reports, eight Acceptance for Construction documents and several technical specification documents . Following on from obtaining client acceptance of these documents was the close liaison with the Contractor in ensuring the equipment purchased and installed met with the specifications and documents produced by Mott MacDonald . Further work entailed including the responsibility for conducting rail to earth resistance tests on the slab track (pre and post pour) and ballasted track to ensure the Contractor’s work met design and DLR standards .

LESSONS LEARNED

LA Streetcar, Inc., Preliminary Engineering, Los Angeles, CA As part of the preliminary design process David needed to co-ordinate between LA Streetcar, the design team and LADWP to find sites for the substations that were agreeable to all parties. This was particularly challenging in the center to LA to find property that could be used for a substation, close enough to the Streetcar to be technically suitable, able to be served by LADWP at the required voltage and financially viable to be bought and used for this purpose. David brings this specific experience to the team and his ability to work across disciplines in developing the traction power design to minimize rework and design change as the design progresses.


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Firm WSP


EducationMS, Engineering; BS, Electrical Engineering

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DDavy Leung | RF engineering lead

Davy Leung is a radio subsystem project engineer, communications system project team lead and senior principal technical specialist . He is experienced in radio and wireless communications system design, integration, testing, commissioning and maintenance for many radio communications system projects in rail and transit industries . During project implementation and execution, his project engineering duties have included reviewing and revising specifications; performing radio system design, radio coverage and interference analysis; supporting and verifying submittal documents; and supervising and coordinating the work of project teams of engineers, technical personnel and subcontractors . His additional responsibilities have included participating in estimating and bid proposal process specialized in rail and transit radio system, radio project scheduling, progress report, design meetings, technical review and comment process and support, client meetings, preparing subcontractor agreements and budgets, FCC licensing management, supervising field acceptance and integration testing and commissioning, performing feasibility studies, and preparing final contract documents and construction cost estimates . He has experience in project and technical management on research and product development for advanced wireless system design and radio products .

“ I am committed to teaming up with Metro and WSP Technical Excellence teams to design, upgrade, retrofit, integrate and deliver next generation Metro Radio System and network with redundancy, location diversity, resiliency to failure, high reliability and excellence in safety and operation.”

RELEVANT EXPERIENCE

Metro Purple Line Extension Westside I Los Angeles, CA (2012-present): Radio and Communications System Project Engineer and Senior Principal Specialist . Davy is providing the following: radio system design, including coverage analysis and link calculation, inter-modulation and system noise analysis; EMI/EMC and interference analysis; traffic analysis, antenna system design and system architecture design configured with redundant head-end radio equipment for underground radio and advanced wireless communications systems; radio system integration testing and commissioning; support of submittals, feasibility study, radio system reliability and availability study, project scheduling and budget estimating .

Metro Regional Connector | Los Angeles County, CA (2016-present): Radio and Communications System Project Engineer and Senior Principal Specialist . Davy is providing the following services: Radio system design, including coverage analysis and link calculation, inter-modulation and system noise analysis; EMI/EMC and interference analysis; traffic analysis, system noise analysis, antenna system design and system architecture design configured with redundant head-end radio equipment for underground radio and advanced wireless communications systems; radio system integration testing and commissioning; support of submittals; feasibility study, radio system reliability and availability study, project scheduling and budget estimating .

Metro Crenshaw/ LAX Line Signaling | Los Angeles County, CA (2015): Radio Expert and Senior Radio Engineer . Davy was invited to propose an alternative solution to the contractor on an underground radio system for this project with detailed design and estimate .

Metro Expo Phase 1 | Los Angeles County, CA (2009-2011): Senior Radio Project Engineer . Davy proposed and implemented a unique system configuration to resolve the TX (Transmit) to RX (Receive) antenna isolation and system stability problem for a short trench tunnel system . A challenging TX carrier noise and interference was resolved and was


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compliant with FCC requirements with optimized cost . Davy also provided a complete radio system design, including separate TX and RX head-end equipment and interface . The project was completed with all of the required submittal documents . Davy performed the Factory Acceptance Test, the Local Field Acceptance Test and the System Integration Test .

Metro Gold Line Eastside Extension | Los Angeles County, CA (2006-2008): Senior Radio Project Engineer . Davy completed a turn-radio system design and implementation . Davy completed the Local Field Acceptance Test, the System Integration Test and the Coverage Test with a specially assigned testing team from Metro and the contractor within three weeks to meet the very unusual and challenging project integration schedule and to ensure the Metro Eastside line could open without any revenue loss .

Metro Blue Line | Los Angeles County, CA (2002-2004): Senior Radio Project Engineer . Davy completed the turn-key Pasadena radio system design and implementation . Davy closed out the Local Field Acceptance Test, System Integration Test, Coverage Test and associated submittals within project schedule .

Senior Telecommunications Engineer. Various Projects: Davy performed radio system design, including coverage planning, analysis and prediction, inter-modulation and system noise analysis; third order intercept analysis; EMI/EMC and interference analysis; traffic analysis and system configuration design for 220 MHz/450 MHz/700MHz/800MHz/900 MHz train control radio systems; TETRA system analog and digital (P25) trunked radio systems; microwave back-haul data radio link; tunnel radio systems; and in-building RF distribution systems . Projects included:

� Massachusetts Bay Transportation Authority PTC I Boston, MA (2015-2016)

� Florida Sunrail Dispatch and Radio System I Orlando, FL (2013- 2014)

� Southeastern Pennsylvania Transportation Authority PTC Radio Network and System I Philadelphia, PA (2013- 2014)

� Tri-Met AVL- P25 Radio System I Portland, Oregon (2009- 2011)

� Australia Fortescue Metals Group FMG Train Control and Signaling Project I Australia (2009 -2011)

� Tren Urbano LRT I San Juan, Puerto Rico (2001 – 2004)

LESSONS LEARNED

Metro Purple Line Westside Extension 1, 2 and 3 (PLE)On the Metro PLE, radio system for each PLE Section 1, 2 and 3 had to be designed and built by multiple contractors. Each PLE section was required to provide radio coverage for their associated tunnel segments/Cross Passages and underground stations. Each PLE section could lose radio coverage due to Head-end (HE) equipment failure or above ground antenna structure damage or destroyed by vandalism or mother-nature or vehicle impact causing complete loss of all off-air HE channels. One of the solutions was redundant Head End configuration using Primary HE and Hot-standby (redundant) HE separately located within each PLE Section. Should the primary HE fail the Hot-Standby HE shall be activated and be failover-switched by ROC to provide radio coverage to underground stations and tunnel/Cross passages areas. The main disadvantage was the radio system cost would be more than double due to hot-standby HE equipment redundancy and RF/Fiber Converter and switching equipment redundancy at remote cross-passage locations to support fiber diversity operation. WSP proposed a more flexible and cost-effective alternative radio configuration for PLE Section 1, 2 and 3 as one unified Metro PLE project. Each PLE Radio system was designed to be equipped with redundant RF/Fiber converter and switching equipment to support fiber diversity at all remote locations and with stand-alone Head End Failover Switching System (HEFSS) to provide redundant Head End and fiber diversity and redundancy switching between PLE1 & 2 and between PLE 2 & 3 to provide each PLE radio system with redundant head end system protection.


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Firm WSPLocationNewark, NJEducationGraduate Certificate, Transportation Planning Program; Graduate Certificate, Advanced Labor Relations Studies; Graduate Certificate, Executive Management Program; Graduate Certificate, Advanced Transportation Management Program; BA, Philosophy

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DPaul Mosier | operations and planning lead

Paul Mosier has extensive experience in all rail modes, including light rail transit, heavy rail transit, high speed, intercity, and commuter rail . As an operations and service planning lead, he understands capital construction in a high-density service environment, operations and maintenance planning, computer simulation modeling, resource planning, budget planning, cost control and labor/management relations .

Paul has served in senior management positions with responsibility over line managers, labor forces and professional staff, and for directing transit/commuter service operations and maintenance on high-density lines for the Long Island Rail Road (LIRR), then the largest commuter railroad in North America . His responsibilities included oversight of major terminal operations, including Penn Station in New York City, where he managed the joint facility contract with Amtrak and played a major role in the planning and implementation of the Penn Station Central Control Project . He served as LIRR’s operations and maintenance representative on the Penn Station Central Control Steering Committee and as a member of the Penn Station Central Control Facilities Board of Directors . He also participated in the joint Amtrak/LIRR tunnel life safety operations and engineering assessments of the Penn Station environs and all tunnel approaches, and served as a founding member of the Penn Station Tunnel Life Safety Task Force . In addition, he directed the development and implementation of the terminal operations plan, transition plan and final project staging for construction and commissioning of the J .D . Caemmerer West Side Storage and Maintenance Facility (total project cost in 1986 was $192 million) in Manhattan . During his tenure with the LIRR, Paul also served as Director of Operations Planning and developed a strategy to integrate the planning processes for all areas of operations (transportation, equipment maintenance, engineering, stations and police), resulting in an integrated, synergistic operating, maintenance and service plan .

“I am passionate about developing and implementing innovative solutions to improve the operations of public rail transit services. Providing transit customers with safe, clean, reliable, on-time and courteous service is paramount; I am excited and committed to assisting Metro in this endeavor.”

RELEVANT EXPERIENCE

Metro Purple Line Extension | Los Angeles, CA (2017): Senior Advisor . Paul and his team were brought to review a multitude of operational dynamics associated with implementation of phase 2 of the purple line and operation of constellation station .

Caltrain Joint Powers Board (JPB) | San Carlos, CA (2007-ongoing): Project Manager for Rail Operations Planning, Maintenance Planning and Systems Engineering . Major task initiatives included construction staging plans, operations and service plans, train schedule analysis, and performance analysis of the operations and maintenance contractor(s) .

California High-Speed Rail Authority California High-Speed Rail—Program Management, Tier 2 Preliminary Engineering and EIR/EIS) Phase | CA (2008-2012): Reported to the Project Director as Manager—Operations and Maintenance . Paul was responsible for the development of ridership demand-based service designs; operations planning; computer simulation modeling; rolling stock and infrastructure maintenance planning; and terminals, stations and yard and maintenance facilities conceptual designs . Provided guidance and direction to the engineering management team, regional section managers and regional section engineering teams . Developed high-speed train system requirements for operations, maintenance and safety to inform the Federal Railroad Administration regulatory approval process . He was responsible for supporting coordination


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with the BNSF Railway, Union Pacific Railroad, Caltrain, Metrolink, Amtrak, NCTD Coaster and other agencies and stakeholders .

California High-Speed Rail Authority California High-Speed Rail Program—Program Management, Tier 1 Programmatic Environmental Phase | CA (2001-2008): Task Manager—Operations Planning and Engineering . Paul directed the development of operating strategies and engineering criteria for a new rail system capable of achieving speeds up to 220 mph, spanning over 800 route miles . Computer modeling/simulation of this network was used to inform and optimize the system configuration for delivering maximum throughput and capacity for a variety of scheduled services (i .e ., express, semi-express, regional) with the shortest feasible trip times . In addition, simulation modeling was applied to analyze opportunities to integrate “blended” services on shared-use corridors between Los Angeles and San Diego, and San Jose and San Francisco .

Valley Metro Speed Enhancement Study | Phoenix, AZ (2013-2015): Senior Technical Advisor . Paul developed a rail operation simulation model of the Valley Metro Light Rail system to accurately replicate the entire LRT network’s rail infrastructure, equipment performance, operating characteristics and vehicular traffic signaling system to evaluate the feasibility of introducing express or semi-express service .

SANDAG Mid-Coast LRT Extension Project | San Diego, CA (2011-2016): Senior Technical Advisor . Paul oversaw the operations and service planning tasks for this project to extend the San Diego Trolley system . Computer simulation modeling was used to analyze infrastructure configuration and train control system alternatives to determine the feasibility of supporting future Mid-Coast and San Diego Trolley service .

Metropolitan Transportation System/San Diego Trolley Blue Line Rehabilitation Study | San Diego, CA (2008-2010): Principal-in-Charge . Paul assessed the condition of the Blue Line infrastructure and produced a rehabilitation program plan . A computer simulation model of the San Diego Trolley system was developed to inform the preparation of an operating plan with construction staging scenarios that would allow the delivery of reliable passenger service during implementation of the rehabilitation program .

LIRR Positive Train Control Impact Study | New York (2015-ongoing): Senior Technical Advisor and QA/QC Manager . Paul developed a computer simulation model that replicates the performance of LIRR operations after full implementation of PTC, identify any adverse operational impacts and develop solutions and mitigations .

LIRR Network Strategy Study | New York (2015-2017): Senior Technical Advisor . Paul evaluated market demand and identified service goals and initiatives that could lead to an increase in LIRR ridership volumes and market share . The Network Strategy Study inventoried infrastructure and rolling

stock investments required to meet the demand for service on each of the LIRR branches . Rail network simulation modeling was used to confirm the feasibility of future operating and service plans .

No. 7 Subway Extension Project | New York City Transit (NYCT), New York City (2007-2015): Task Manager — Rail operations . Paul directed work to apply dynamic rail simulation modeling to the flushing line subway network and extension to 34th Street, to determine maximum practical capacity with the existing fixed block and future CBTC moving block signal system .

FRA Northeast Corridor (NEC) “Future” Project-Tier 1 Programmatic EIS and Service Development Plan | Washington D.C. (2013-2017): Operations Planning Manager . Paul was responsible for directing the development of operations and service plans to inform a wide range of NEC high-speed rail alternatives analysis and contribute to the preparation of a long-term investment program for improving and growing NEC rail service to accommodate future commuter and intercity rail ridership as part of the regional transportation system in the Northeast .

Arizona DOT and FRA Phoenix to Tuscon HSR, Tier 1 Programmatic Environmental Phase | Arizona (2014-2015): Senior Technical Advisor . Paul provided guidance for establishing conceptual design criteria for alignment alternatives and the evaluation of those alternatives for a new/proposed intercity passenger service between Phoenix and Tuscon .

LESSONS LEARNED

No.7 Subway ExtensionRecognizing a need for the client, Paul and his team worked to develop a computer simulation model that accurately replicates the signaling systems for the New York City transit lines. Working in partnership with a computer developer, we were able to combine our signaling expertise and their programming software to enhance the capabilities of the program. The team was able to use this program on the project to optimize the design of the line extension and the end of the station.


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Firm Mott MacDonald


EducationMS, Electrical Engineering; M .BA Courses; B .E ., Electrical EngineeringProfessional CredentialsProfessional Engineer (Electrical) CA #21314

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DAbbas Sizar, PE | corridor lead/TO manager

Abbas Sizar has more than 32 years of experience in engineering design and management of rail/transit systems projects involving train control, communications, traction power, and operations control systems . Abbas is an expert in conceptual, preliminary, and final designs, construction management, safety certifications, system integration, and commissioning . His diverse project experience includes 12 years of testing and commissioning of electrified rail systems, including electrical systems for fixed facilities (stations, maintenance shops, yards, and administration buildings), traction power, train control, communications, SCADA, rail vehicles, operations control center, and intrusion and fire alarms systems .

“ I am committed to bring to Metro the knowledge, the experience and the skills I gained through working on dozens of Systems projects in US and internationally to bring; the safest, the most reliable, the most cost effective and the latest state-of-the-art transit system to Metro and its riders.”

RELEVANT EXPERIENCE

Metro Rail Operation Support Bench | Los Angeles, CA (2017-present): Project Manager responsible for leading a team of engineers performing on-site engineering and evaluation surveys of Metro’s existing fiber optic cabling system for the Red and Purple lines . Abbas is also responsible for developing recommendations for the business opportunities for leasing of dark fiber on the Red and Purple lines .

Metro Regional Connector Transit Corridor Design-Build | Los Angeles, CA (2015-2017): Principal Systems Engineer for design of communications systems that include a fiber optic backbone, CCTV, passenger information system; intrusion detection; passenger, maintenance, emergency, passenger assistance phones; radio system, and SCADA . This $935 million project entails 1 .87-miles of new rail system that will connect Blue and Gold lines to LA Metro’s existing system in the downtown area . The project includes a 1-mile bore tunnel and .87-mile of cut-and-cover tunnels, three multi-level underground stations, and systems components .

LA Street Car, Inc. Downtown Los Angeles Streetcar Preliminary Design, | Los Angeles, CA (2016-2017): Senior Systems Manager responsible for developing preliminary engineering of signaling and communications designs for the streetcar operation at street grade with mix traffic . The project is a 3 .8-mile streetcar route connecting to major downtown activity centers, and is designed to provide minimum disruption to the traffic and the local businesses along the route .

Capital Metro, Railroad General Engineering Consultant | Austin, TX (2016-present): Deputy Project Manager for providing engineering and project management services for the implementation of a Positive Train Control (PTC) system . Abbas’ responsibilities included developing the Project Management Plan; PTC project schedule; project procurement documents; supporting technical specifications; zone speed analysis, train braking and train operations simulations programs; E-ATC Concept of Operations; and for developing various FRA/PTC submissions (PTCIP, PTCSP) for the project . Abbas was also responsible for providing engineering and project management services for the implementation of upgrades to the existing Centralized Traffic Control (CTC) system as part of TIGER V grant project . The CTC upgrades included 20 Control points (sidings and crossovers – with 24 power switches 10 power derails); 11 controlled intermediate locations; four controlled approach locations; and 13 electrical lock locations . In addition, there were 73 automatic road crossing warning systems involved .

Sound Transit, University Link Design/Construction | Seattle, WA (2013-2015): Construction Manager overseeing construction of systems and track work . The project is 3 .5


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miles of underground twin bored tunnels with two underground stations . The track work includes direct fixation track, floating slab track sections, high resilient rail fasteners, and movable frog special trackwork . The traction power substations consist of two traction power substations with nominal voltage of 1500VDC . The Communications System includes a fiber optic backbone network system; CCTV; paging system; intrusion detection; passenger, maintenance, emergency, passenger assistance phones; radio system; and SCADA . The SCADA system includes three separate SCADA systems for the train control, building management, and emergency ventilation systems .

LESSONS LEARNED

Sound Transit University Link Systems Construction Management, WAAbbas has been instrumental in orchestrating his engineering and construction teams to deliver on time and within budget rail systems projects. As Resident Engineer for the Sound Transit University Link Systems Construction Management project, Abbas played a significant role in completing the project ahead of schedule and under budget; engineering; and acquiring new clients. Abbas makes these achievements by 1) building a strong team of engineers consisting of both in-house engineers as well as outside sub-consultants, and a combination of younger engineers and seasoned professionals; 2) engaging a high performing marketing team; and 3) motivating the teams, and orchestrating their talents to achieve superb results.


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Firm Mott MacDonald


EducationB .E ., Mechanical Engineering

Guido Eyzaguirre | systems integration lead | rail activation and start-up lead | corridor lead/TO manager | independent systems integration review team

Guido Eyzaguirre has more than 39 years of experience in trackwork and systems design, integration, equipment procurement, installation, and start-up of rail transit projects . He has designed traction power supply systems, third rail systems, catenary and power systems, and has run computer models to determine substation locations and ratings . He has been responsible for track procurement and installation in several projects in the USA and abroad . On the Red Line Extension Project, Guido was the Area Manager for Systems on Segment 1-3 . He was responsible for managing systemwide procurement of all track and system elements such as rail, special trackwork, rail fasteners, contact rail, coverboard, traction power, escalators, elevators, emergency fans, air handling units, auxiliary power transformers and UPSs .

“I look forward to bringing my 36 years of rail systems experience and 17 year successful partnership with Metro to the project. My goal is to facilitate seamless integration of track and systems elements with the existing system, while simultaneously integrating the civil, structural, and facilities elements, as well.”

RELEVANT EXPERIENCE

Metro Regional Connector Transit Corridor Design-Build | Los Angeles, CA (2014-Present): Design Manager and Systems Integration Coordinator responsible for overseeing the design of the design packages for traction power, traction power distribution, and communications . Also responsible for coordination with all stations and facilities to ensure proper integration of the overall design . The Regional Connector extension will create an underground trunk line connecting the existing Metro Gold Line, Metro Blue Line, and Metro Exposition Line Light Rail Transit (LRT) systems through downtown Los Angeles .

Metro Crenshaw/LAX Transit Rail Corridor Design-Build | Los Angeles, CA (2010-Present): Systems Engineer responsible for preparation of Power Study (Computer Simulation using TOM Software) and OCS design for the Advance Conceptual Engineering . Prepared operational studies to develop running times, terminal train operations, and train schedules . Prepared Operations and Maintenance Manual used for Preliminary Engineering . The LA Metro Crenshaw/LAX Transit Corridor extends approximately 8 .5 miles from the existing Metro Green Line at Imperial Highway to the Exposition Line (opened April 2012) at Exposition Boulevard . The Crenshaw corridor currently has poor connections to Metro’s LRT; the extension will improve public transit and mobility with connections to the existing Metro Green Line and Metro Expo Line . Portions of five jurisdictions are in the corridor—the cities of El Segundo, Hawthorne, Inglewood, and Los Angeles, and portions of unincorporated Los Angeles County . The construction value is approximately $2 .1 billion .

Metro Red Line, Segments One, Two, Two A and Three | Los Angeles, CA (1986-2000): Area Manager for Systems responsible for the procurement of all systemwide equipment such as rail, special trackwork, rail fasteners, all emergency ventilation equipment, air handling units, elevators/escalators, traction power equipment and contact rail/coverboard . Responsible for installation of track and systems, overseeing testing and commissioning of all systems and rail activation of overall project . Responsible to manage all construction Safety Certification .

Sound Transit University Link Systems Construction Management | Seattle, WA (2015): Systems Resident Engineer representing the Owner, Sound Transit, for the General Contractor/ Construction Manager (GC/CM) Contract for design and supply of Track and Systems for the Link Project . Represented the Owner in the selection of GC/CM and the subcontractors to design and install the track and all systems elements made up of Traction

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Power, OCS, 26KV Power Distribution System in stations and tunnels, Train Signals and Communications, and SCADA Systems . University Link project extends Sound Transit’s Central Link LRT Line 3 .2 miles north from the end of the Pine Street Stub Tunnel in downtown Seattle to the University of Washington . The project includes two cut-and-cover stations, one at Capitol Hill and the other at the University of Washington, which involve deep excavations in a busy and confined urban setting . The construction cost was estimated at $125 million .

Utah Transit Authority (UTA), Medical Center LRT Extension | Salt Lake City, UT (2002-2003): Guido performed various roles where he provided testing and commissioning for the University extension project, UTA, as well as the Medical Center Extension . He oversaw the design of passenger stations and substations for the DB project . Responsibilities included performing traction power load-flow simulations; validating substation spacing and requirements; providing engineering support during construction; and testing and commissioning the overhead catenary, traction power, signaling (LRV and ATMS), and communication and corrosion controls . Project roles included Systems/Facilities Coordination Manager, responsible for managing the interaction among systems contracts and various facilities, including overseeing utility relocation . As Systems Integration Manager, responsible for systems integration testing and start-up .

Sacramento Regional Transit District (RTD), Amtrak/Folsom Light Rail | Sacramento, CA (2000 – 2004): The 13-mile Amtrak Folsom LRT Extension runs from the Mather Field Station to historic downtown Folsom . The system includes eight passenger stations, twelve traction power substations, a train control system, and a backbone fiber optic distribution system . Project roles included:

� Construction Manager . Responsible for the construction management of the civil, systems and station contracts .

� Resident Engineer . Responsible for utility coordination, the installation of traction power substations, the traction power distribution system, the train control system, the highway grade crossing protection system, the traffic control system, and the fiber optic backbone system .

� System Integration Manager . Responsible for monitoring the testing, commissioning, and start-up of completed system segments . Prepared documentation for certification by the California Public Utility Commission .

LESSONS LEARNED

Metro Regional Connector, Los Angeles, CA To minimize service disruption, Mott MacDonald worked closely with Regional Connector Consultant (RCC) team to develop various staging scenarios for a temporary Gold Line shoofly track. This complex early work required careful planning to ensure that all design and construction considerations were addressed during development of the shoofly program, so that RCC could meet contractual bus bridge milestone dates and return the Gold line to normal service. Development of the shoofly required integration of the following elements, including interfacing with the existing Metro Gold Line Track work; OCS, traction power, train control and communications systems; communication system cutover to provide uninterrupted communications on the Gold Line for the duration of the bus bridge; south entrance relocation including fare collection, ticket vending and other station entrance features; and site civil work, including temporary and permanent utility relocations.


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Firm WSP


EducationMS, Production Management/ Manufacturing Technology; BS, Mechanical EngineeringProfessional CredentialsProfessional Engineer (Mechanical): CA #M25193ASQ Certified Reliability Engineer (CRE, Certification #04775)

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DGulzar Ahmed, PE | systems safety assurance lead

Gulzar Ahmed is a senior supervising engineer with a breadth of experience in the design, installation, testing and safety certification of transit engineering projects . Gulzar has been responsible for system safety, fire/life safety and system assurance compliance for transit projects, including Reliability, Availability and Maintainability (RAM) requirements, safety codes and standards enforcement, RAM testing and safety and security certification . His responsibilities have included preparing, monitoring and reviewing RAM and safety hazard analyses of system designs and project safety certification reports . Gulzar has provided his expertise in RAM and analyzing security risks and hazards for a variety of clients, including the Florida DOT for Sun Rail and RTD on the Eagle P3 Project . He has a strong understanding of CPUC’s requirements and has led the development of the safety certification process to support transit agencies in compliance with CPUC regulations .

“ Safety continues to play a critical role in the success of Metro projects and my understanding and commitment to safety is aligned with Metro. I look forward to continuing to share my passion on future projects.”

RELEVANT EXPERIENCE

Metro Purple Line Westside Extension | Los Angeles County, CA: (2011-present): Lead Safety Engineer . Gulzar prepared a safety report as part of the draft EIS/EIR . He analyzed proposed project alternatives, determined safety impacts and recommended mitigation measures . Gulzar developed RAM quantitative and qualitative requirements for incorporation into technical specifications . He also prepared the Project System Safety and RAM Plan, performed fire/life safety design reviews, station emergency exiting calculations and safety certified Advance Preliminary Engineering design . In addition, Gulzar was instrumental in performing the Preliminary Hazard Analysis and verified implementation of hazard resolutions in the design of the project .

Metro Gold Line Eastside Extension | Los Angeles County, CA (2000-2003): Lead System Safety and Assurance Engineer . Gulzar was responsible for safety and security certification . Gulzar performed Security Risk Analysis (SRA) and prepared a SRA report and safety certification plan for the DB project . As part of the safety certification process, he prepared Criteria Conformance Checklists and verified facilities and systems specifications and design for conformance to the design criteria . Lastly, he developed RAM quantitative and qualitative requirements for incorporation into technical specifications .

Metro Red Line | Los Angeles, CA (1996-2000): Lead System Safety and Assurance Engineer . Gulzar was responsible for system assurance and safety certification of the Metro Red Line rapid transit system . Gulzar performed, monitored and reviewed reliability and safety analyses of the system design; participated in hazard resolution committee meetings; prepared design criteria and specification conformance checklists; reviewed transit system design drawings to verify implementation of fire/life safety criteria and applicable NFPA requirements; checked hydraulic calculations and design of fire sprinkler systems; performed and reviewed station emergency exiting calculations for compliance with fire/life safety criteria requirements; completed test reports of safety tests conducted as part of system integration tests for safety certification of the transit system; participated in safety certification and activation of rail system for revenue service; and assisted in the preparation of the final safety certification report .

Denver Eagle P3 Project | Denver, Colorado (2010-2016): System Safety Support . The Eagle P3 Project concession agreement requires DTP to DB-finance-operate-maintain (DBFOM) the East Rail Line, Gold Line, Northwest Electrified Segment (segment 1 of the Northwest Rail Line) and Commuter Rail Maintenance Facility project under a single contract .

Metro Blue Line LRT | Long Beach to Los Angeles, CA (1985-1989, 2002-2003): Senior System Safety and Assurance Engineer . Gulzar was responsible for the performance,


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evaluation and verification of the RAMS of transit system elements, including rail vehicles, electronic signaling system and fiber optic communications system . He prepared a system assurance program plan and determined RAMS quantitative and qualitative requirements for incorporation into technical specifications; participated in safety certification and followed quality assurance guidelines for an effective implementation of a coordinated audit program; and monitored and reviewed RAMS analyses of the system design .

Central Phoenix/East Valley Light Rail System, Phoenix, AZ (2003): Safety and System Assurance Engineer . Gulzar prepared draft system safety and system security program plans and performed threat and vulnerability analysis .

Salt Lake City Light Rail Transit System, UT (1999): Lead System Safety Engineer . Gulzar participated in safety certification and start-up of light rail system for the Utah Transit Authority .

Centerline, Orange County Transportation Authority Light Rail Transit System, CA (2003-2005): Safety and System Assurance Engineer . Gulzar was responsible for fire/life safety, RAMS and safety certification . Gulzar developed fire/life safety, system safety and system assurance criteria . In addition, he assisted in the development of the safety certification plan and verified compliance of the preliminary engineering design with the criteria .

SANDAG Mid-Coast Corridor Transit, San Diego, CA (2010-2010): System Safety Engineer . Gulzar developed a draft Safety and Security Management Plan for the LRT project .

Sound Transit EastLink Extension (Seattle to South Bellevue LRT Project), Seattle, WA (2009-2014): Safety Manager . Gulzar performed PHA of tunnel sections of the project . Gulzar identified hazards related to twin-track operation in a single tunnel without fire wall separation between the tracks . In addition, he completed the Fault Tree Analysis of a specific scenario of a vehicle fire in a tunnel . Furthermore, he prepared a PHA report and presented the findings to Sound Transit Safety and the Seattle Fire Department . To perform the project elements PHA, he conducted a two-day workshop to identify unique hazards of the project . Prepared PHA report listing hazards and proposed resolutions .

Sound Transit South Link Project (SeaTac Airport Station to South 200th Street D-B Contract) Seattle, WA (2009): Gulzar performed PHA of project system elements . He was also responsible for leading and verifying the Critical Catastrophic Items List and implementing hazard resolutions for accurate project safety certification . He supported Sound Transit’s safety group to ensure compliance with safety regulations .

Sound Transit Sounder Lakewood Layover Yard Expansion, Lakewood, WA (2014-2015): Gulzar performed Preliminary Hazard Analysis and developed safety technical requirements for the DB contract package .

California High-Speed Rail, CA (2009-2014): Gulzar developed guidelines for the preparation of safety analyses . He performed PHA of high-speed train vehicles and worked with

project system safety discipline on system hazard analyses and safety certification of system elements .

Honolulu High-Capacity Transit Project, Honolulu, HI (2008-2009): Safety Engineer . Gulzar developed fire/life safety, fire and intrusion alarm and system assurance (RAM) criteria . Developed intrusion detection specifications . Reviewed and completed final document of PHA .

Silicon Valley Rapid Transit Project, Santa Clara Valley Transportation Authority, San Jose, CA (2004-2008): Safety Engineer . Gulzar assisted in the development of a safety certification plan and developed a certifiable elements list . He also developed a structured approach to the use of computers for criteria requirements identification and conformance verification as part of the safety certification process .

SVRT Yard and Shops, San Jose, CA (2004-2005): Task Manager for Fire/Life Safety and System Safety and Security . Gulzar developed system safety and security criteria for the yard and shops . Gulzar performed threat and vulnerability and preliminary hazard analyses and prepared a fire/life safety study report to guide in the development of cost-effective, code-compliant, reliable design .

San Francisco MUNI Central Subway, San Francisco, CA (2005-2009): Safety Engineer . Gulzar developed fire/life safety and safety and security criteria . In addition, Gulzar performed PHA and developed the Safety and Security Certification Plan . Lastly, he prepared safety and security criteria conformance checklists for safety and security certification of design .

LESSONS LEARNED

Sound Transit South Link LRT ProjectImplementation of system safety requirements on a project require a disciplined program of hazard identification, control and verification. Working on numerous rail transit projects I have learned that system safety is most effective when it is integrated into design, construction, testing and start-up activities.


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Firm Virginkar & Associates, Inc .

LocationFullerton, CA

EducationBS, Mechanical EngineeringProfessional CredentialsPE, Mechanical, CA, No . M21721

Scott Rodda, PE | vehicle interface lead

Scott has over 40 years of professional experience in the transportation industry, focusing on program management, rail systems development, vehicle interfacing, and systems engineering and integration . Scott has worked as a consultant for numerous transit agencies, including the Los Angeles County Metropolitan Transportation Authority, and played a key role in several large rail and bus implementation programs . The programs he has led have ranged from small bus procurements to large scale, highly complex rail system implementation programs .

“ Dating back to 1983, I have worked on numerous projects for Metro. I am proud to be a part of the transformation of the Los Angeles area to enable efficient and effective rail and bus transportation. This Systems Engineering engagement will be my highest priority”

RELEVANT EXPERIENCE

Metro New P3010 Light Rail Vehicle (LRV) Procurement & Rail Car Refurbishment Programs | Los Angeles, CA (May 2012 to November 2014): Project Manager . Scott provided program management services on Metro’s New P3010 Light Rail Vehicle procurement and Rail Car Refurbishment programs . This involved analysis of schedules, preparation and review of project control documents, cost estimates, progress reports, and support for Metro in other project management activities . He supported Metro’s FTA responsibilities for various activities such as reporting the car manufacturer progress, establishing risk factors and areas of concern, and preparing a detailed risk register with risk mitigation strategies .

Southern New Jersey DMU Light Rail System (River Line) | Riverside, NJ (December 2002 to October 2004): Systems Integrator . Scott managed systems integration activities on this complex project . His work involved interfacing with the FRA to ensure compliance with FRA rules and regulations as the rail line is adjacent to the ROW of an operating railroad . He managed signal system deployment, DMU car procurement, station and track work interfaces, and a last-minute requirement imposed by FRA to implement an intrusion-detection system . He managed the accelerated procurement for the wide load detection system that met FRA’s requirements .

BART Procurement of Geometry Car from MERMEC of Italy | Oakland, CA (June 2016 to Present): Senior Consultant . Scott is currently supporting BART with their procurement of a Geometry Car . He attends design reviews and comments on submittals, which have included: car layout diagrams, electrical schematics, weight calculations, brake system, and truck design . As BART intended to run this car in revenue service, Scott took a critical look at adapting an automatic train control (ATC) system to allow safe operation in mixed traffic . He developed initial interface diagrams and a flowchart of the steps needed to adapt the ATC system .

BART Implementation of CBTC System | Oakland, CA (July 2015 to August 2016): Revenue Vehicle Integration Lead . In this role he attended stakeholder meetings and developed the Rolling Stock Impacts Analysis . He also reviewed the status of BART’s maintenance vehicles that traverse the rails to determine how CBTC could be adapted and he developed a draft report on the interfaces needed for adaption .

Metro Pre-Award Buy America Audits | Los Angeles, CA (September 2016 to July 2017): Buy America Auditor . Scott supported Pre-Award Buy America audits for Metro’s procurement of new subway cars, buses, and a midlife overhaul of light rail vehicles . He examined the material provided by the manufacturers, discussed discrepancies and drafted the report for Metro .

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FTA Project Management Oversight (PMO) | Grantee for Miami Dade Transit HRV Refurbishment Program, Miami, FL (June 2001 - November 2002 ): Task Order Manager . Scott provided Project Management Oversight (PMO) services on Federal Transit Administration’s (FTA) grantee Miami-Dade Transit’s (MDT) Heavy Rail Vehicle (HRV) refurbishment program . This involved reviews of MDT’s procurement documents, design submittals and planning documents; and periodic on-site monitoring . He also attended meetings with consultants, MDT and FTA staff, and made observations about program progress and viability . One of his findings was that technical specifications were too prescriptive and had cost drivers that would result in bids above the engineer’s estimate . MDT proceeded with the RFP, but his findings came true and the program was canceled .

WMATA Rail & Bus Programs | Washington D.C. (January 1999 - January 2002): Program Manager . Scott provided engineering support on WMATA’s rail vehicle and bus programs . He provided client liaison, project management and program coordination . He was a hands-on manager, involved in the development of the 6000 Series new car specification as this was a high priority for WMATA and had key roles in the development of specifications for the rehabilitation of the 2000/3000 Series cars . He managed bus procurements and provided support for ongoing issues needing engineering solutions .

BART Rehabilitation of Rail Vehicles | Oakland, CA (April 1996 - January 2002): Project Manager . For BART’s rehabilitation program of the original 439 rail vehicles, Scott participated in the preparation of performance based specifications, and planned & executed a best value procurement that resulted in a very low cost to BART . During the design and production stages, he actively participated in partnering aspects of the program and coordinated field quality inspection staff . He also completed a schedule review and made recommendations to improve schedule performance . In the end, all rehabilitated cars were delivered on time .

BART New Car Procurement | Oakland, CA (February 2009 - March 2011): Interim Project Manager . This new car procurement replaced the entire fleet of rail transit vehicles for BART’s system . He participated in the development of the performance based specifications and met with prospective suppliers during specification development as well as the source selection period . As part of his responsibilities, he provided periodic updates and made presentations to BART executive management, and reviewed strategies for the most effective techniques to pursue this procurement . He also selected an auditor for the Pre-Award Buy America audit and reviewed the report in detail prior to submittal to BART .

LESSONS LEARNED

Baltimore Light Rail VehicleThe planned opening date for the initial launce of the Maryland Transit Administration’s light rail system dictated an extremely aggressive schedule for the procurement of LRVs. Based on his lessons learned from numerous rail vehicle procurements and his leadership abilities, Scott was asked to structure a fast track procurement to enable delivery of the LRVs in time for the planned revenue service. To meet this schedule, the procurement specifications were completed in a record 60 days and the NTP to the LRV contractor was issued in four months using a best-value methodology. The LRVs were delivered on time and proved to be reliable in service.


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Mahesh Patel | corridor lead/ TO manager | systems integration | independent systems integration review team

Mahesh Patel brings more than four decades of extensive experience managing large-scale transit projects involving conceptual planning, design, installation, testing and commissioning . He has expertise with all transit systems, from conceptual engineering to final design and construction, and start-up of subsystems, such as ATP; ATO; ATS; traction power; OCS; third-rail power; communication systems such as SCADA, fiber optics, telephone, radio, PA, VMS, and CCTV; fire alarm systems; and fare collection . Mahesh has managed the design and/or systems integration and start-up for more than 300 miles of rail systems nationwide and has worked on every Metro line in operation . His project responsibilities have included managing the systems design group in preparation of bid documents and interface design; reviewing subcontractor design efforts; certifying fire/life safety systems; and providing design support during construction, rail activation/commissioning and coordinating with numerous local and state agencies .

“Since moving to California more than thirty years ago, I’ve worked alongside Metro. I look forward to sharing the lessons I’ve learned and challenges, we as a team have solved, on this new contract. ”

RELEVANT EXPERIENCE

Metro Purple Line Extension Westside | Los Angeles County, CA (2007-2017): Systems Design Manager . Mahesh was responsible for the systems engineering components, including traction power, train control, communications, system-wide electrical and safety/security systems . The project is currently under construction, and WSP is providing engineering services during construction . Our team, under Mahesh’s direction, evaluated the communications and traction power system to support 2- to 25-minute headways in the trunk system .

Metro Regional Connector | Los Angeles County, CA (2008-2017): Systems Design Manager . Mahesh was responsible for the systems engineering components, including train control, traction power, OCS and communications, as well as the interface with central control and fare collection . WSP is currently providing engineering services during construction .

Metro Expo Line Phase 2 (DB) | Los Angeles County, CA (2011-2016): Systems Design Manager . Mahesh was responsible for this LRT line that connects Santa Monica with Culver City, Exposition Park, University of Southern California and downtown Los Angeles . The systems design included low-profile OCS, traction power supply and distribution . The scope also included detailed alignment/trackwork engineering, structure design, major utility relocation studies and requirements, third-party engagement issue identification/resolution and station design and site plans .

Metro Gold Line Eastside Extension | Los Angeles County, CA (2004-2009): Systems Manager . Mahesh was responsible for overseeing the development of performance-based system specifications for train control, communications, traction power and distribution, and security systems . WSP was also responsible for monitoring testing and validating results, commissioning and start-up of operations . WSP provided the preliminary engineering and final design for the 1 .8-mile tunnel . The project opened six months ahead of schedule and under budget .

Metro Rail System Engineering Management Consultant (EMC)/MRTC | Los Angeles County, CA (1984-2003): Working in conjunction with the Metro Rail Transit Consultants (MRTC) JV, Mahesh served as the Systems Division Manager responsible for managing budget, schedule and planning of the division from preliminary engineering to



Firm WSP


EducationBS, Electrical Engineer


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preparation of bid documents . One of Mahesh’s assignments was to integrate, test and commission the operation of the Blue, Red, Green, and all future Metro rail lines from one location at the ROC . Project-specific roles included:

� Red Line (16 .2-mile, 25-station heavy rail with ATP, ATS and ATO systems): For Segment 1, Mahesh was responsible for train control design and served as deputy division manager supporting services during construction . For Segments 2 and 3, Mahesh was the deputy division manager for systems and performed similar work during design, including systems interfaces; engineering support during construction; and managing staff efforts involving the design, installation, testing and commissioning of all systems . Systems included traction power; OCS; communication systems, including SCADA, radio, PA, VMS, and CCTV; fiber-optics; the fire alarm system and central control facility; the train control system; the ventilation control systems; and the fare collection system .

� Gold Line Pasadena Extension (13 .6-mile; 14-station manually operated light rail extension to the light rail Metro Blue Line with ATP and ATS systems): Systems manager for a team providing design services for a light rail transit system that operates within the cities of Los Angeles, Pasadena and South Pasadena . The vehicles are regular high-floor LRVs . Mahesh was responsible for traction power; OCS; communication systems, including SCADA, radio, PA, VMS, and CCTV; fiber-optics; the fire alarm system and central control facility; the train control system; and the fare collection system .

� Green Line (20-mile; 14-station light rail): Managed services during construction for the train control system and communications system . He was responsible for managing the testing and commissioning of the system .

� Blue Line (22-mile/22-station light rail line): Manager for signaling system design on the light rail Los Angeles-to-Long Beach Blue Line . Mahesh managed subcontractor work related to signal system design and preparation of the bid documents for the WSP-led general engineering consultant joint venture and directed design support during construction of the $877-million Metro Blue Line, which began operations in 1990 .

SANDAG Mid-Coast Corridor Transit | San Diego, CA (2008-2018): Systems Design Manager . Mahesh was responsible for the oversight of the systems engineering components, including traction power, train control, communications, overhead catenary systems and safety/security systems . The Mid-Coast Corridor extends from the Old Town Transit Center north to the UTC Transit Center and includes the major activity centers at UCSD and University Towne Centre in the North University City area, and will link to downtown San Diego .

Valley Metro Central Phoenix/East Valley LRT | Phoenix, AZ (2005-2007): Mahesh was responsible for supporting system staff on services during construction of the $1 .4-billion LRT system . The 20-mile, 22-station manually operated line will run primarily at-grade, with track embedded in city streets with mixed LRT and vehicular traffic with ATP and ATS systems . The subsystems include traction power with OCS, train control, communication systems including SCADA (with central control location), fiber-optic cable system, PA, VMS, CCTV, radio, fire alarm system; fare collection system and LRVs . During the preliminary engineering phase, Mahesh served as systems division manager, responsible for managing the preliminary design, budget, schedule and staffing plan . Mahesh was responsible for traction power, OCS, communication systems, including SCADA, radio, PA, VMS, CCTV, fiber-optic system, fire alarm system and central control facility, train control system .

San Diego MTS Blue Line Rehabilitation and Improvements | San Diego, CA (2006-2008): Mahesh provided systems design review and client support for this LRV system . WSP provided assessment services for the infrastructure systems conditions analysis and prepared a series of reports outlining recommendations based on MTS studies to date, dynamic network simulation modeling and best management practices known to date . MTS is planning to perform major rehabilitation work on the Blue Line between 12th and Imperial and San Ysidro . The rehabilitation of the line would prepare the system for eventual low-floor LRT operations and repair or replacement of failing and worn wayside, track, traction power and signaling elements .

LESSONS LEARNED

Gold line PasadenaThe DB contractor on the Gold Line Pasadena originally designed the line to have a local control system. When this became an issue, Metro reached out to Mahesh, who was working on the Gold Line Eastside Extension at the time, to strategize a resolution. Mahesh and his team advised Metro to create a change order to the contractor that would modify the wayside SCADA equipment allowing it to connect to the Central Control Center for a future integration contract.


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Firm WSP


EducationBS, Electrical Engineering (Electronics); BS, Electrical Engineering (Electrical)

Arvind Patel | corridor lead/ TO manager | traction power

Arvind Patel has a broad range of expertise in electrical design for rapid transit systems and facilities, ranging from wayside electrification and substations to vehicle maintenance shops and industrial and commercial projects . His specialization covers both AC and DC design with particular emphasis on rail rapid transit projects . Arvind has been instrumental with providing traction power design for nearly every Metro rail line and brings a strong understanding of Metro’s operations and maintenance functions .

Arvind’s 36 years of diverse experience has provided him with the required skills to perform electrical engineering design, analysis and reviews and prepare studies and budgets for all project design phases, from conceptual to preliminary and final design . His experience includes design of electrical systems with power distribution; wayside electrification; relay protection; substations; grounding; emergency generators, fire alarm and other specialty systems; calculation of load demand; voltage drops and short-circuit withstands; selection of electrical equipment, devices and feeders; preparation of design criteria, reports, conceptual plans and outline specifications; construction plans, specifications, and cost estimates; field investigations and inspections; technical reviews and design direction; and evaluation of bids and international tenders .

“ I have been involved with the majority of Metro’s rail lines during my career and bring a strong familiarity of Metro’s design criteria which is paramount in supporting future improvements to the system.”

RELEVANT EXPERIENCE

Metro Exposition LRT Phase 2 | Los Angeles County, CA (2010-2015): Senior Traction Power Engineer . Arvind provided technical support to the DB team, including providing specifications and design at the 60 percent level . Design package included single line diagrams, metering and relay diagrams, substation site plans, substation duct bank layouts, substation ground grid layouts, utility metering switchgear and ETS system .

Metro Regional Connector | Los Angeles County, CA (2009-2012): Senior Traction Power Engineer . Arvind was responsible for providing technical support to the lead systems engineer for preparing traction power substation single line diagrams and equipment layout for substations as part of the conceptual engineering report . He also supported coordination with LADWP and Southern California Edison involving the tie-in to existing substations .

Metro Purple Line Westside Extension | Los Angeles County, CA: (2011-2013): Senior Traction Power Engineer . Arvind was responsible for developing traction power substation single line diagrams and preparing advanced conceptual engineering report for submittal to Metro as part of the Phase 1 engineering effort .

Metro Gold Line Pasadena Foothill Extension | Los Angeles County, CA (2010-2012): Senior Traction Power Engineer . Arvind was responsible for assisting the systems manager in developing the scope of services for the systems DB proposal effort .

Metro Gold Line Eastside Extension | Los Angeles County, CA (2004-2009): Senior Traction Power Engineer . Arvind was responsible for preparing the preliminary engineering design package for traction power . He also prepared the outline specifications, development of substation drawings and interfacing with right-of-way personnel for property requirements . He developed the single line diagrams and interfacing with local utility companies for power requirements . He provided design inputs to the OCS and traction power simulation personnel . He was responsible for preparing the system description for the preliminary engineering submittal . Through his coordination of the DB effort with the yard


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operation personnel for a variety of traction power interfaces with existing equipment, the team was able to accommodate light rail vehicles in the existing Metro Red Line (heavy rail) yard .

Metro Green Line | Los Angeles County, CA (1988-1994): Test Engineer . Arvind supported the systems integration, testing, SCADA, ventilation and fire/life safety systems and start-up of the systems . This LRT was the first in the U .S . to use programmable logic controllers for the traction power substations — eliminating the traditional hard-wired control system and providing ease of maintenance and troubleshooting .

Metro Blue Line Division 11 Facility Expansion | Los Angeles County, CA (1994-1997): Design Engineer . Arvind was responsible for supporting the DB contractor on issues that arise in the field . He developed the design of the DC power system for the new vehicle inspection shop . His duties also included attendance at design review meetings between the contractor and Metro .

Metro Red Line Segment Two Field Support to Rail Activation (Start-Up) Group | Los Angeles County, CA (1998-2000): Arvind developed a tracking matrix for integrated test procedures and testing to monitor daily testing progress . He attended Rail Activation Group, track allocation and facilities interface meetings with the resident engineer, construction manager and contractors on a weekly basis . He was responsible for the start-up and integration testing of all systems on the Metro Red Line Segment Two subway system prior to turnover, including safety certification . Systems included SCADA, traction power, communications, train control and fire detection . Arvind developed test plans and procedures for complete system integration testing to determine whether the system was built to specifications . This entailed comprehensive electrical testing, including procedure writing, workaround, troubleshooting, design change recommendations and verifying adherence to final accepted design in accordance with contract specifications, NEC and NFPA code requirements .

Metro Red Line, Segment Three | Los Angeles County, CA (1999-2000): Traction Power Design Engineer . Arvind was responsible for developing electrical drawings for traction power substations . His duties included witnessing testing of 34 .5-kV and 750-V DC cables at the supplier’s facilities . He also provided support to local factory acceptance testing for SCADA equipment on Segment 2B; coordinated fire detection design; and reviewed submittals for systems interface data terminations and serial interface points for facilities and traction power equipment . Arvind supported the construction management team as a witness to local factory acceptance testing for emergency trip station/blue light stations (ETS/BLSE) and programmable logic controller (PLC) systems for the stations . He attended rail activation group meetings and furnished detailed reports to the client on the as-built conditions of the fire protection and intrusion detection systems . In addition, he assisted the resident engineer in resolving design and construction issues associated with field installation of

facilities and traction power systems and equipment; prepared test procedures for Phase I and Phase II integrated testing; developed test data sheets for facilities and traction power systems; and provided test support to the rail activation group for the central control facility . Arvind was also responsible for receiving and acknowledging all SCADA alarm points at the train automatic control system (TRACS) for all the station equipment, including emergency trip stations, ventilation, fire detection, intrusion, fare machines, radio, fiber optic cable transmission, CCTV, sprinklers and traction power .

BART Extension to San Jose | San Francisco and San Jose, CA (2014-2015): Senior Traction Power Engineer . Arvind provided design support for the main line traction power substations and the yard traction power system . His responsibilities included the design of the raceway system at the main line substations and in the yard, as well as coordination with other subconsultant designers and production supervision for the 65 percent submittal CAD drawings . Arvind attended regular coordination meetings and interfaced with all disciplines associated with the project .

Central Phoenix/East Valley LRT Final Design | Phoenix, AZ (2005-2007): Project Unit Manager for the traction electrification system . Arvind was responsible for DSDC for the Valley Metro Light Rail Project . His duties included design support to the resident engineer; attending weekly meetings with the traction electrification systems contractor; and reviewing submittals, RFIs, RFCs and responding to questions on traction power from designers in the field .

LESSONS LEARNED

Metro blue line expansionArvind was critical to the introduction of programmable logic controllers (PLC)’s to Metro’s Blue Line Expansion project. This work involved the design of this system which eliminated and improved the quality of maintenance for the systems by reducing the total number of hard wire lines supporting the systems connection to the central control system.


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Firm Mott MacDonald


EducationMS, Systems Engineering; BS, Electrical EngineeringProfessional CredentialsChartered Engineer, UK

Joe Bayat | corridor lead/TO manager

Joe Bayat has 40 years of outstanding experience and worldwide knowledge of railways and road technology systems infrastructure for light rail, high speed trains, and road tunnels . His expertise encompasses complex integrated systems, station structures, traction power, ATC, signaling and communications systems . His proven track record of delivery and achievements, includes leadership and management of numerous major metro rail and road tunnel projects, delivering multidisciplinary infrastructure systems for design and construction projects for underground and over-ground infrastructures, civil works and station structures, traction power, ATC, communications systems, MEP, HV/LV power distribution, and operational control centers for both new-build and upgrades, with particular emphasis on full project lifecycle .

“ I have extensive experience in DB of major railways infrastructure and systems projects and during the past 40 years have delivered or made significant contribution for delivering some of the most iconic metro rail project worldwide including CLK express line in Hong Kong, Jubilee Line Extension, Cross Rail, and Northern Line Extension in UK and currently the Silicon Valley BART extension. Apart from my outstanding technical and managerial experience, I have always been committed to bring the best DB practices to the project.”

RELEVANT EXPERIENCE

SVRT Phase I, Silicon Valley Berryessa Extension (SVBX), Santa Clara Valley Transportation Authority (VTA) | San Jose, CA (2017-Present): Deputy Project Manager responsible for providing technical and project management services, including integration and test and commissioning of project wide systems, resolution of multi-disciplinary systems at stations, development of interface management plan in particular between the existing terminus station and the new extension . As part of a Joint Venture, Mott MacDonald is responsible for project management support services, including engineering management and project cost control, maintenance of trend log and estimating changes, performing independent cost estimates of proposed changes, and schedule controls and document control for the entire SVRT Program . Mott MacDonald was also responsible for the design of the tunnel segment (SVSX) throughout downtown San Jose . This project requires multiple ongoing coordination efforts with BART, Santa Clara Valley Water District, and the cities of Milpitas and San Jose .

London Underground Northern Line Extension | London, England (2013-2016): Project Director leading design of a fully integrated multi-disciplinary rail system, including track, ATC signaling, communications systems, SCADA, systems safety, integration and interfacing, and quality assurance . The project is to extend the existing Northern Line with twin bore tunnels, two additional sidings, two new stations, and continued ATC re-signaling, which increases the line capacity from 24 tph to 30 tph at the initial stage, and ultimately to 34 tph .

Highways England (HE) A4 Roundhill & Southwick Tunnel MEP Refurbishment Program | United Kingdom (2013-2016): The project involves renewing all safety critical tunnel systems, including tunnel ventilation, tunnel lighting, LV panels, LV distribution boards, emergency power generators, SCADA, CCTV, AID, Signs and Signals and mechanical and electrical enabling works within BIM environment, and as part of HE collaborative and integrated team . Mott MacDonald provides program management for this five-year contract that encompasses development, construction, and delivery of the project, in addition to providing design and systems assurance, contract and site supervision, testing and commissioning; and handover to HE’s Area Service Provider, scheduled for 2021 .


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Baku Metro Rail | Baku, Azerbaijan (2012-2014): Project Director responsible for the Mott MacDonald M&E and systems Assurance teams providing concept design and performance specification of all safety related tunnel systems, including tunnel ventilation, emergency lighting, LV distribution, earthing and bonding, and mechanical and electrical systems . This project is part of a new expansion for Baku Metro Rail including 12 new stations where the first 3 are planned to be delivered into service by 2015 and the remainder plus two train depots are under construction ready for delivery in the following years . Mott MacDonald provided mechanical/electrical and systems assurance services, concept design, performance specification of all safety related tunnel systems, and tunnel design and coordination of all multidisciplinary rail systems .

LESSONS LEARNED

VTA, SVRT Phase I SVBX, San Jose, CAThe co-location approach is proving to be valuable on SVBX with Joe Bayat’s support, currently months away from operations. As issues arise, they are quickly vetted between VTA, BART project and operations personnel, the Project Manager, and the DB team, facilitated by co-location. With the “one team” focus, decisions are made and implemented based on “what’s right for the project”, which helps to keep the project moving forward .


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Firm Parsons


EducationBS, Electrical Engineering

Bill Lucci | corridor lead/ TO manager | independent systems integration review team

Bill brings more than 42 years of experience in Systems Engineering and Management roles for rail transit and other transportation projects . His experience includes Project Management, Department Management, Project Management Oversight, Preliminary Engineering, Detailed Design, Cost Estimating, Fire / Life Safety and Security participation, Owner Representative, Proposal Evaluation, Design Review, and Testing and Commissioning . In addition to numerous projects for Metro and Construction Authorities (Exposition/ Mid-Cities and Metro Gold Line Foothill Extension, his experience includes major rail projects in diverse cities, such as Atlanta, Baltimore, Pittsburgh and Taipei, Taiwan .

“I will commit my time to the Metro Systems Engineering and Support Services project to the fullest extent, as project needs warrant.”

RELEVANT EXPERIENCE

Metro Purple Line Westside Extension Section 1 (DB) | Los Angeles, CA (9/15 – 4/16): Assistant Systems Manager responsible for providing support and filling-in for

the Project’s System Manager, including technical support and advice from previous transportation projects with this client . The first phase of the project will lay a 3 .9-mile extension from the current terminus at Wilshire/Western in the city of Los Angeles to three new stations in the cities of Los Angeles and Beverly Hills: Wilshire/ La Brea, Wilshire/ Fairfax, and Wilshire/ La Cienega . The project will increase regional mobility and improve connectivity throughout the Metro system . Parsons is serving as the lead designer to the joint venture .

Metro Crenshaw/ LAX Line | Los Angeles County, CA (12/13 – 8/15): Deputy Systems Manager providing Systems Engineering Management services for the design / build of the 8 .5 mile LRT Line . The alignment includes aerial structures, at-grade sections with gated and street-running grade crossings, and underground cut-and-cover and tunnel sections . The Crenshaw Line will connect with Revenue Service of the existing Metro Green Line at the south end and provide transfer capability with the Expo Line to the north . Systems work includes Traction Power, Overhead Contact System, comprehensive Communications Systems, preliminary Automated Train Control design; along with integration with Metro’s Rail Operations Control, Light Rail Vehicles, Universal Fare System and Metro Green Line .

Metro Gold Line Foothill Extension 2A | Los Angeles County, CA (4/11 – 12/13): Initially as Systems Manager, and then as Director of Systems for the Agency, was responsible for the design, construction and commissioning of the Phase 2A Systems elements; elements included the complete array of communications systems, signaling/train control, traction electrification and fare collection . Phase 2A extended the existing, doubletrack Pasadena Gold Line approximately 11 miles eastward to Azusa . The extension was entirely at-grade, included six new stations, and 37 highway or pedestrian grade crossings and transit yard . A portion of the line was constructed in a shared corridor with the BNSF freight tracks . The project included relocation of the tracks, along with an upgrade of the freight rail signaling system . The communications systems included closed circuit television, public address, visual message signs, telephone system, fire detection system, intrusion detection systems, fiber optic cable transmission system, integration with Metro’s supervisory control and data acquisition system and central control and provisions for the radio system . Bill also provided Environmental and Conceptual design work for the Phase 2B Extension .


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Metro Expo Phase 1 | Los Angeles County, CA (8/04 – 3/10): Began as Systems Manager for the Preliminary Engineering Team, and then as the Chief Systems Engineer for the Agency during the buildout of the line . Expo 1 was the initial Expo line between Downtown Los Angeles and Culver City; Expo 2 extended the line westward to Santa Monica . Expo I was approximately 11 miles of double-track LRT with 10 new stations, and shared tracks with the Metro Blue Line from the Flower Street Junction, through Pico Station, and into the underground 7th/ Metro Station terminus . Systems elements included Train Control, Traction Power, Overhead Catenary System, and the full array of Communications subsystems (CCTV, PA, VMS, Fire Detection, Intrusion Detection, SCADA interface, CTS, and radio systems antenna facility) . Participation with the Fire/Life Safety Committee and Safety Certification was also included . Bill also provided conceptual design work for the Expo II extension .

Long Beach Metro Blue Station Enhancement DB Project | Los Angeles County, CA (6/00 - 12/01): Systems Project Manager responsible for the complete systems design, design support during construction, and testing for the retrofit and adjustment of Communications and Fare Collection equipment associated with extension of the station platforms .

Metro Rail Projects, including Metro Red Line Segments 1, 2A, 2B and 3; and Capital Projects | Los Angeles, CA: (4/89 – 2/99): Communications Systems Discipline Manager responsible for the process control Communications Disciplines at EMCs . He supervised engineers preparing contract specification packages, provided design services during construction for -- SCADA, Fire and Emergency Management, Gas Monitoring, Variable Message Signs and Communications Installation contracts . Technologies implemented via these contracts included open architecture SCADA, programmable logic controllers, touchscreen video controls at the Fire Services Emergency Panels and Intelligent Fire Alarm systems in the subway stations . Bill served as Systems Lead for the initial Red Line Segment’s “Fast Track Team”, a design task force of engineers charged with resolving systems design and field issues during the final stages of the Contractors’ detailed design and initial stages of system startup . He also served as Systems Lead for the 7th/ Metro Station Early Opening “Tiger Team”, a design task force of engineers and construction personnel charged with establishing and implementing a plan to allow Metro Blue Line Operations into the underground 7th/Metro Station while construction on the MRL continued on the lower level of the station .

FTA Project Management Oversight Consultant (PMOC) | United States (1/00 – 7/04): Systems Engineering Lead for the PMOC Team on CTA Blue Line and Brown Line Heavy Rail Rehabilitation Projects, NCTD’s Oceanside-Escondido Commuter Rail Project, San Diego MTDB’s Mission Valley East Project, and proposed Raleigh/Durham LRT . As

Systems Lead, Bill reviewed plans, cost estimates and systems designs in advance of Federal Grants, and monitoring during Final Design and construction of projects receiving grants .

LESSONS LEARNED

Metro Red Line Having recently returned to Los Angeles and Metro projects from an overseas assignment, Bill switched from Train Control to Fire and Emergency Management design. During Final Design of the initial Red Line segment, it became apparent that there was an issue with coordinating controls of the emergency ventilation fans from both Central Control via the SCADA System and the Emergency Management Panels in the underground stations. Bill was asked to assess the interface designs, and developed a revised fan control scheme that segregated the inputs to the ventilation system, thus preventing conflicts from the two control points. Systems Integration is crucial.


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Firm WSP


EducationBA, Organizational Management

Cliff Henke | corridor lead/ TO manager

Cliff Henke brings more than 37 years of experience in public transportation, technology mapping, standards development, procurement, funding, government relations and marketing . More specifically, he has focused on corridor planning, bus rapid transit, light rail, and vehicle procurements for various agencies . Cliff has written, presented and managed local, national and international conferences and publications on a broad range of urban transportation topics, including the technological changes in buses and connected and autonomous vehicles and their effects on the industry . Cliff also helped lead industry efforts regarding Buy America and other changes in the recent federal legislation and co-authored the introductory sections of APTA’s authorization recommendations . As a former journalist, Cliff has authored more than 2,000 articles published in a variety of transportation, technology, urban planning and business publications . His most recent work includes “Buy America: Current State, Future Prospects; Analyzing the Potential Impact of a New Environment,” Passenger Transport, January 13, 2017; “The Uber Effect: Will New Ride Services Reinvent Transit?” METRO Magazine, September 2015; “Considerations for Converting BRT to Light Rail,” and “International Comparisons of Economic Development Effects of Light Rail and BRT,” papers published in the proceedings of the International Conference on Urban Transport Systems, Paris, France, November 2013; and “International BRT Case Studies” and “BRT and the Link to Economic Development,” moderator and presenter at two related sessions, Rail-Volution, Seattle, October 2013 .

“ From the U.S. rail renaissance to advanced technology buses, L.A. has been at the cutting edge of transit innovation for decades and I have been proud to be a part of it. This project is yet another great opportunity to continue to be part of the industry’s technology forefront.”

RELEVANT EXPERIENCE

Metro Countywide Bus Rapid Transit Study | Los Angeles County, CA (2012-2014): Project Manager . This project was for an extensive study to recommend new BRT corridors for the County’s next program of investments, which already has the world’s largest BRT network operated by four agencies in the service area . Economic development, TOD and streetscape enhancement standards were also provided in the recommendations . Funding sources and options were analyzed . The Final Report and recommendations were adopted by the Metro Board in February 2014 .

California High-Speed Rail Authority, California High-Speed Train (Fly California) Program | CA (December 2007-April 2008): Policy and Planning Support . Cliff developed a technical memorandum to the Federal Railroad Administration describing how a multi-track approval process would take place among regional, state and national regulatory and policy authorities . He developed project status articles and other communication documents for interested publications and assisted in quality assurance activities in development of the introductory Basis of Design Report documents for the same oversight authorities .

King County Metro Transit | Seattle, WA (2016-2017): Task Lead for Zero-Emission Bus Implementation Plan and Feasibility Study . Cliff provided recommendations on two Metro initiatives . First was technical analysis for a procurement of 40-foot zero-emission buses, including specifics on service deployment, infrastructure, and legal and other considerations based on final procurement decision . The second is a report, delivered in March 2017 for the King County Council, that describes an industry-leading and innovative roadmap to a fully zero-emission transit bus fleet by 2040, a Council legislative mandate .


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Maryland Department of Transportation | Baltimore, MD (2014-2016): Advisor, BRT Policy Handbook . Assisted with development of the nation’s first in-depth BRT policy guide for state and local agencies and other stakeholders in the state . Advised the client team in developing technical standards, evaluation criteria and stakeholder roles and responsibilities, recent state and federal changes in transportation policies affecting BRT development and a framework for evaluating potential BRT projects in the state .

Community Transit On-Call BRT Technical Assistance Services | Everett, WA(2007-2008): Task Lead . Cliff was the task lead for several requested analyses, including BRT peer cities review analyzing corridor characteristic similarities and differences of several arterial and dedicated BRT systems in the U .S . (analysis completed March 2008), options in design and service criteria and strategies to achieve level boarding (technical memo completed August 2007) and best practices and design criteria recommendations for wayfinding signage for BRT stations (technical memo completed January 2008) .

Maryland Transit Administration | Baltimore, MD (2014-2016): Subtask Lead . Corridor Cities Transitway, vehicle procurement support, vehicle and systems design criteria and other related technical assistance for a 15-mile BRT project in Montgomery County, extending from Clarksburg to the Shady Grove Metro Station in Rockville . Phase I is 9 miles from Metropolitan Grove to Shady Grove .

Skoda North American Market Strategy Study | U.S. and Canada (2015-2015): Deputy Project Manager . Cliff was responsible for a market research and strategic advisory study for a major railcar manufacturer based in the Czech Republic . The study analyzed market characteristics, domestic technology trends and forecasted growth trends for both the Canadian and U .S . rail public transport and intercity markets .

Metropolitan Transportation Agency | New York (2014): Best Practices Analyst . Cliff provided technical support for investigating best practices in rail service delivery innovations and innovative financing best practices . Investigated best practices in Paris metro system’s program for converting from manned to automated operation; also investigated best practices in value capture strategies around major urban transport stations in London and various locations in continental Europe .

LESSONS LEARNED

SAN FRANCISCO’S AND WATERLOO’S BRT RAIL CONVERSION STRATEGIESSan Francisco’s and Waterloo’s experiences in designing their BRT projects serve as illustrative examples of what cities must consider in designing a BRT running way to accommodate light rail transit (LRT) at some point in the future. San Francisco County’s Proposition K specifically envisioned that the city’s Geary Boulevard Corridor, one of the busiest corridors in the city, accommodate a “BRT service with exclusive lanes and dedicated stations…designed and built to rail-ready standards.” However, the San Francisco County Transportation Authority staff concluded that light rail was not financially possible within the provisions of the referendum’s 30-year Expenditure Plan and thus drafted the plan in a way that required all center-running BRT design alternatives to be “rail-ready”; that is, convertible at some indefinite point beyond that 30-year horizon. I was selected to lead a study that looked at several possible conversion scenarios. More recently, I was asked to examine how Waterloo Region in Ontario could most cost-effectively and efficiently achieve a similar conversion to light rail on a BRT project there that was to become Phase 2 of its Ion LRT Project. What I learned in both projects is that political timing and commitment are essential to success. While San Francisco had no definite date in mind for an LRT conversion, it could only commit to a BRT design that did not preclude future LRT, primarily because installation of the required LRT systems infrastructure – duct banks, manholes, catenary poles, substation foundations, etc. – were so costly as to impractically narrow the cost and implantation time advantages that the selected BRT alternative enjoyed over rail. Because the Waterloo project’s BRT segment had a political commitment to convert to LRT in the near future, the additional investments of systems infrastructure and LRT-type station designs made much more sense.

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Alert

SECTION ROAD MAP

Upcoming Task Orders Status

SES Contract as of December 20, 2018

Open Task Orders Overview

Task Order

Legend: On target Possible problem Major issue

Standard Drawings

Design Criteria Revision

Traction PowerStaff Augmentation

MGL TPSS Rehabilitation

ESFV LRT Engineering

Eastside Phase 2Engineering

100% design drawings submitted11/2/2018. Currently in Metro review.

DDRs submitted for all sections except12 – Safety, Security and Systems Assurance.Section 12 draft is approved.

NTP issued 11/15/2018. Staff in place.No issues.

Data gathering and condition assessmentcomplete and approved.

Systems Engineering 30% complete andon-schedule/budget.

Systems Engineering 25% complete andon-schedule/budget.

CostPerformance

SchedulePerformance Comments

Task Orders to Date: 6 Task Orders Open: 6 Task Orders Closed: 0

Effectiveness of Management PlanWith an almost 40-year history of helping with every Metro transit line in existence today, Systems Delivery Partners (SDP) brings a team that clearly understands the system. We also bring a diverse team, a team that has worked together for decades, and one that has the experience to help Metro prepare for the future and new technology. Our organization chart clearly identifies key personnel, managers and specialty technical leads, staffed with 147 committed team members of our joint venture members and subconsultants. Based on the team’s history with the Metro system, and our understanding of the challenges associated with tying in new lines to the existing lines, Michael has included “value added” positions on our organization chart.

Shown below is a sample dashboard that will be used to manage SES task order schedules, budgets and staffing.

10-Year Staffing Plan page 40 Project Organization

page 42

Integrated Team page 38

Managing Multiple Assignmentspage 44

Effective Project Controlspage 45


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We understand Metro’s goal in hiring a systems engineering consultant is to ensure compatibility and consistency throughout its transit systems, as well as seamless and efficient testing and start-up without impacting existing operations. Providing compatibility and consistency will allow systems to be easily constructed and economically operated and maintained and, most importantly, enable Metro to deliver safe, reliable, sustainable service to its customers. SDP is the right partner, with the ideal program manager in Michael Harris-Gifford and his Deputy Program Manager Jeff Goodling, to support Metro in achieving this goal. Through our meetings with you over the past eight months, we have listened to you describe your goals for this project. Your goals, and our team’s ability to leverage our staff, experience and innovative approaches is summarized in Exhibit 12.

Exhibit 12: SDP’s Approach to Achieving Metro’s Goals

Metro’s Goals for SEC Team SDP People, Experience and Approach to Help Achieve Your Goals:

Immediate Access to Local Systems Resources

�� 74 southern California systems experts available immediately.�� 9 local corridor leads/task order managers identified to manage multiple concurrent corridor

systems design tasks.

Consistency and Continuity in Systems Design

�� Our team has been involved in system design for every operating Metro line. Our experience is unmatched when it comes to Metro’s operating system and design criteria, providing Metro uniformity of systems design.

Risk-Free Rail Activation with Minimal Impact to Rail Operations

�� Michael has managed rail activation for every Metro rail project since the Gold Line Eastside extension. He thoroughly understands the logistics involved with rail activation, and Metro staff with whom coordination is key to seamless activation and minimized risk for Metro.

Systems Integration Strategy to get to Revenue Operation Quickly

�� Based on his experience managing systems integration for Metro, Michael brings superior understanding of Metro system needs, existing systems connections and challenges with those connections. That knowledge allows us to develop proactive strategies to mitigate risk to Metro and meet the goals of Measure M and Twenty-Eight by ‘28.

Efficient Systems Design to Meet Accelerated Schedules Promised in Measure M

�� Michael Harris-Gifford has worked with, and is respected and trusted by Metro operations, maintenance-of-way, engineering, construction and corporate safety. Understanding how to address their common, and independent requirements enables us to provide Metro with more cost and schedule certainty in systems design.�� We have readily available local resources to manage the workflow effectively and efficiently.�� Jeff will support Michael in managing cost and schedule resources to keep task orders on time

and within budget.�� Our depth of resources allows us to assign separate corridor leads/task order managers and

manage workflow effectively to meet accelerated schedules.

SYSTEMS DELIVERY PARTNERS – AN INTEGRATED TEAM WITH A 40-YEAR HISTORY DELIVERING FOR METROSDP, brings Metro the home team: a cohesive Los Angeles-based group of systems experts, with unmatched local resources and a long-term commitment to Metro and our City. With decades of continuous support to Metro, we have forged a tremendous partnership built on the type of trust earned only through successful delivery.

As previously shown on page 9, this team has been working together on Metro projects since 1980. This contract affords Metro and SDP the opportunity to bring to bear shared lessons learned on the 13 projects and 105 miles of corridors within Los Angeles County—important work that we’ve delivered together—to directly benefit the future of your system.


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DEPTH OF LOCAL EXPERIENCED STAFF AND PROVEN PERFORMANCE ASSURE METRO OF SCHEDULE CERTAINTYSDP is excited to support Mayor Garcetti’s Twenty-Eight by ‘28 initiative through this Contract. In Exhibit 13 on the next page, we have analyzed the schedule and SES contract needs to support this initiative. In doing so, Michael has determined the resources necessary and has developed a staffing plan to achieve it. The SDP team has the foresight, planning, depth, breadth and experience to enable Metro to achieve Twenty-Eight by ‘28. As indicated in Exhibit 13, our assessment is that up to six rail corridors may be concurrently in the preliminary engineering, final design, construction or activation phase. Our 10-Year Living Staffing Plan has reviewed the needs for these potential task orders and the team has been formed accordingly. This level of workload demands:�� A team with a shared history of experience designing, testing and managing successful

start-up of new lines or extensions for Metro.�� A deep bench of locally-based systems engineering managers and staff.�� A thorough understanding of the Metro system, its design standards and the

expectations of Metro’s different departments.

AN ORGANIZATION TAILORED TO DELIVER SYSTEMS ENGINEERING FOR METRO’S RAIL AND BUS SYSTEM

To give his personal commitment to Metro in bringing the very best systems design team, Michael carefully considered the resources needed to deliver this program:�� No Learning Curve: With up to six corridors being worked on concurrently, there

isn’t time to train designers on Metro’s design criteria, and safety and operational requirements. Michael has assembled a team well-versed in Metro’s requirements, one that is prepared to perform to expectations.

�� Immediate Access to Los Angeles Resources: Michael is adamant that the team can commit to starting work on multiple corridors with local resources beginning on Day 1. With 100 percent of our key personnel and all nine of our corridor leads/task order managers in Los Angeles—in total, 74 of our systems design staff—he can mobilize resources for any given task at Metro’s request.

�� A Team Trusted to Deliver: Michael is also committed to providing Metro with professionals he knows and trusts to deliver. After reviewing more than 300 resumes, Michael hand selected 147 staff. He has personally worked with more than 60 percent of them to deliver Metro projects.

�� A Commitment to the Mentor/Protégé Program: Michael has included Auriga Corporation (DBE) as a key member of our joint venture and identified three other DBE members to round out our M/P Program. Goals for each company are included in our COMP Plan in Volume II.


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UNDER THIS CONTRACT

Exhibit 13: 10-Year Staffing Plan


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AN ORGANIZATIONAL STRUCTURE BUILT TO STREAMLINE COMMUNICATIONS

Exhibit 14 presents the SDP organization chart. We deliberately structured SDP to completely embed joint venture and subcontractor personnel into one streamlined team. All personnel performing work on Metro task orders will come under the management of their respective corridor lead/task order manager. This is a deliberate decision to provide the necessary control and authority for the task order manager to get the job done. Each discipline manager serves the task order manager by ensuring their technical discipline resource pool provides the needed technical expertise and level of effort as each task progresses.

Jeff and his project control team provide the necessary administrative functions, monitoring, reporting and management systems to keep the tasks running smoothly as well as the contract as a whole. Jeff and his team also provide critical contract and subcontract management. In this respect, the project controls team serve and support both the corridor leads/task order managers and Michael.

SDP has deployed a quality control function, through Ruperto Dilig, that has independent reporting directly to Principal-in-Charge Ashok Kothari. While Ruperto can and will provide day-to-day oversight of the task order products, interfacing with the Task Order Managers and Michael, Ruperto has the authority to take concerns directly to the head of our organization.

Our organization also includes Safety Manager Anthony Durney. As the former head of Metro Wayside, Michael is very conscious that our industry is inherently dangerous. The scope of work for this contract means that, at times, our personnel will need to be in the field both within the operational Metro system and on construction sites. Michael was adamant that we include a person with responsibility for personnel and site safety; to ensure required safety training is provided and kept up-to-date, and that required Personal Protective Equipment (PPE) is issued and used.

The SDP team has also developed a flexible program management office approach whereby we provide a foundation through an integrated project management office for all team members in downtown Los Angeles, together with the flexibility to place SDP personnel in each corridor’s Integrated Project Management Office (IPMOs) and at Metro’s Gateway headquarters to best deliver Metro’s needs for the specific task order, or the phase of the work. Our flexible approach, described in the next section, Understanding of Work and Appropriateness of Approach for Implementation, promotes collaboration and coordination, while providing efficiency and effective delivery.

SDP VALUE-ADDEDMichael has included enhancement strategies within our organization chart (indicated by the symbol), to provide detail and focused leadership on program controls, to provide dedicated resources to the critical phase of systems integration and to foster a culture of safety.


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PROGRAM MANAGER


PRINCIPAL-IN-CHARGE

Ashok Kothari

CORRIDOR LEADS/ TASK ORDER MANAGERS

Mahesh Patel Guido Eyzaguirre

Arvind Patel Michael Harris-Gifford

Anh Le Abbas Sizar, PE

Joe Bayat Bill Lucci PTG

Cliff Henke

DEPUTY PROGRAM MANAGER | PROGRAM CONTROLS

LEAD Jeff Goodling

Systems Project Controls Behnam Hakimi

Chris Wightman, PE Michael Edwards LKG

Subcontract AdministrationGabbi Yates

Document Controls Hortencia McKeown LKG

Olivia Lopez LKG

Cost Management/ Estimating Pat McNamee

Scheduling Behnam Hakimi

Leslie Schumaker IC Pavan Hotha, EIT IC Gregory Brown LKG

Value Engineering Jeff Goodling

Project Administration Saundra Baxter LKG

Marlene Stevens LKG

Alternative Delivery Strategy Don Emerson

Rik Lor Philippe Rapin

INDEPENDENT QUALITY MANAGER

Ruperto Dilig, PE LKG

INDEPENDENT SYSTEMS INTEGRATION REVIEW TEAM

MANAGER Rik Lor

Operations Michael Harris-Gifford

Systems Integration Guido Eyzaguirre

Mahesh Patel

Overhead Contact System Gordon MacDonald Alan Murphy PTG

Traction Power Abdulhaque Shaikh, PE

Arvind Patel

Communications Barry Sam PTG Phil Collins IC

Train ControlJohn Spellman, PE ISiS

Bill Lucci PTG

RAIL ACTIVATION & START-UP LEAD

Guido Eyzaguirre

Rosetta Ramirez, EIT Rick Blake IC

Gino Spadafore, PE Michael Boraks, PE PTG

Sheri Soldatke PTGMary Cay O’Malley Jack Wang, PE CTC

Edward Poon, EIT CTC

VEHICLE INTERFACELEAD

Scott Rodda, PE VAI

Charlie Wright Andy Frohn, CQM, CQA

SYSTEM SAFETY ASSURANCELEAD

Gulzar Ahmed, PERAMS

Lurae Stuart Rick Blake IC

Safety Certification Lurae Stuart

John Cockle PTG

Verification & Validation Cindy McLeod

Lucine Malekian PTG Harold Edris VAI

OPERATIONS & PLANNINGLEAD

Paul Mosier

Austin Jenkins Dave Schlesinger PTG Joseph Metzler PTG

Viktoriya Yanitskaya, PhD

OVERHEAD CONTACT SYSTEM

MANAGER John Schnurbusch, PE

Michael Hsiao, PE John Lau

Axel Thibodeau, PE Steven Adkins PTG

Chengwen LiuAlan Murphy PTG

David Pyatt John Schlick, PE PTG

Ermias Negash PTG Alex Mezey

TRACTION POWER

MANAGER David Hetherington, PE

Arvind Patel Truc Pham

Stoil Stoilov, PE

Cody Margetts, PE Rameshwar Godara, PE

Ponch Mateo

Caleb Hill PTG Lope Mayola Kwaku Larbi

Jon Bailey Sebastien Lechelle

Abdulhaque Shaikh, PE

Kris Sabherwal, PE Jorge Aguilar, PE VAI

COMMUNICATIONS

MANAGER Anh Le

RF ENGINEERING LEAD Davy Leung

David Jackson IC Barry Sam PTG Phil Collins IC Rick Blake IC

Henry Pena Soham Mookerjea, PMP

Michael Butler, PE, LEED AP Zheng Liu PTG

Sheldon Leader Ray Wright PTG

Smitesh Sukumar PTG William Heacox VAI

Maseeh Azhand PTG Pradeep Bhartiya

Ryan Williams, PE

Kurt Drummond, PE RFN Andrew Cho EC

TRAIN CONTROL

MANAGER Abbas Sizar, PE

DESIGN LEAD Barry Lemke

Angel Velazquez Saral Dwivedi, PE

Phil Minch Andre Shamoon, PE

John Spellman, PE ISiS

Vineet Agrawal, PE Dong Nguyen, PE PTGEdwin Mortlock PTG

Jordan Wine PTG Matiwos Gebre PTG

Chris Ortega PTGRobert Hillenbrand RE

Thomas Wieselmann REAndrew Schultz REKevin Pittleko RE

Erik Peterson RE Rachel Knowles RE

Stefan Svensson ISiSDavid Stewart ISiSJeffrey Dugard ISiS

Joe Cochran ISiS Anthony Durney VAI

Anthony McIntyre VAI

AS-NEEDED SYSTEMS ENGINEERING SUPPORT FOR CORRIDORS, SOGR, AND TRANSIT ASSET MANAGEMENT (TAM)

Facilities Mechanical/ HVAC/ Tunnel Ventilation

Manuel Castro, PE, CEM, ENV SPSilas Li, PE, LEED AP

Sean O’Gorman

Facilities Plumbing & Fire ProtectionRaylene Moreno, PE

Manuel Castro, PE, CEM, ENV SP

Facilities & Systemwide Electrical

Andrew Vallejo Jerry Marquez PTG

Ponch Mateo Anh Pham, PE Chintan Varia

Roduner Fishburn, PE VAI Jorge Aguilar, PE VAIJulio Bautista DLCE

Corrosion ControlDora Terry PTG

Reza Moghbeli UCSylvia Hall, PE UCNazila Zohadi UC

Ductbank Design Ponch Mateo

Truc Pham Wilson Chu, EIT PTG

CPUC Application/ Traffic Interface

Zafer Mudar, PE James Okazaki, PE RE

Phil Minch

Sustainability InterfaceMeg Cederoth, AICP, LEED AP

Constructability Review Bruce Shewchuk, PE

Pat McNamee

EMIJalal Gohari, PE

Specifications Vickie Wheeler

Ileana Tutos, EIT

BRT Corridor Lead Jack Gonsalves

Cliff Henke

As-Needed StaffingJLM

CADD Hector Hernandez Craig Jurkiewicz

Fernando Atienza IC Joshua Groom IC

Napoleon Purificacion Brad Fewell ISiS

Rick Pearman DLCE Tim Groom DLCE

Subconsultants ( DBE)PTG Parsons Transportation Group Inc.CTC Cornerstone Transportation Consulting, Inc. DLCE D’Leon Consulting Engineers Corporation EC Enabled Consultants ISiS Innovative Solutions in Signaling, LLCIC Intueor Consulting, Inc. JLM JLM Strategic Talent Partners LKG LKG-CMC, Inc. RE Rani Engineering, Inc. RFN RF Networks, Inc.UC Universal Corrosion Services, LLCVAI Virginkar & Associates, Inc.

SAFETY MANAGER

Anthony Durney VAI

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Key PersonnelTechnical Specialist/ Lead Value-Added Position Location

SoCal NorCal West Coast

SYSTEMS INTEGRATIONLEAD

Guido Eyzaguirre

Mahesh Patel Anthony Minikon II RFN

Ramesh Daryani

Exhibit 14: Organization Chart


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The SDP organization chart has been structured to address both the focus of each individual corridor and the shared issues across the entire Metro SES program. Dedicated Corridor Leads/Task Order Managers will draw on similar and consistent resources from the Systems Engineering Team. Our organization chart was structured with clear lines of communication and reporting, and is comprised of four key components, as shown in Exhibit 15.

Exhibit 15: Key Components of the SDP Organization

AS-NEEDED SYSTEMS ENGINEERING FOR CORRIDORS, SOGR AND TAMS This team includes a deep pool of support resources for any corridor design project, or as needed support for task orders associated with SOGR or TAMs.

Michael’s core leadership team includes Principal-in-Charge, Independent Systems Integration Team, Independent Quality Manager, Deputy Program Manager/Program Controls, Corridor Leads/Task Order Managers and Safety Manager.

PROGRAM MANAGER. Michael is the primary point of contact with Metro and is ultimately responsible for the performance of all services. He will oversee and contribute to all task order proposals, monitor schedule and budget adherence during task order execution and be accountable for the quality of all work products. Michael will maintain constant communications with Metro and the team on the status of current and future task orders.PRINCIPAL-IN-CHARGE. Ashok Kothari will provide executive oversight of the team’s performance. His external focus will include frequent check-ins with Metro management. Internally, he will facilitate access to the best resources within SDP and our teaming partners as warranted to address unanticipated needs for specialized expertise. He is also responsible for quality.

INDEPENDENT SYSTEMS INTEGRATION REVIEW TEAM. Michael has selected a core team of highly-trusted, highly-experienced systems engineers to assist him in conducting thorough and independent review of task orders at critical stages of project development. Led by Rik Lor, previous Systems Engineering Manager for Denver Regional Transit District, this independent review team will also be available to our Corridor/Task Order Managers, and to Metro, to troubleshoot issues and break through any bottlenecks in the execution of task orders.

INDEPENDENT QUALITY MANAGER. Quality management will be an independent function, reporting to Principal-in-Charge Ashok, with an additional direct line of communication to Michael. Independent Quality Manager Ruperto Dilig will be responsible for ensuring quality on both task orders and on the overall contract. Ruperto will be responsible for developing and enforcing the quality plan and conducting task order and contract level audits.

DEPUTY PROGRAM MANAGER/PROGRAM CONTROLS. Michael has identified a deputy program manager, Jeff Goodling, who can also manage critical activities such as project controls, subcontract administration and assistance with alternative delivery strategy. This accomplishes dual benefits: it provides Metro with a senior level manager who possesses a holistic understanding of task order management from a consultant and client perspective; and it frees Michael to focus on the complexities involved in managing multiple corridors. Jeff will monitor and report on the task order schedules and risk register, manage and administer subcontracts, and monitor and report on SBE/DBE compliance. He will prepare monthly progress reports and invoices and develop and maintain the project management plan.

CORRIDOR LEADS/TASK ORDER MANAGERS. Reporting directly to Michael, our Corridor Leads will act as Project Managers for all tasks related to their respective corridor, be the key point of contact, and interface directly with stakeholders, contractors, designers and Metro staff assigned to their corridor. The Systems Engineering Team assigned to support the Corridor Lead will be pulled from the overall design team managed by our identified Systems Engineering Managers, who will help promote consistency, quality and efficiency. To further enhance team integration, our Corridor Leads will also have lead roles within the core Systems Engineering Team.

SAFETY MANAGER. Our Safety Manager Anthony Durney will be responsible for securing a culture of safety among the entire SDP team. Anthony will develop a project safety plan; conduct safety training and verify that SDP personnel have the required and appropriate PPE; he will also ensure all personnel have the required Metro rail safety training. He will keep a log of all SDP personnel and their safety training status and issuance of PPE.

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MANA

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This team includes Systems Integration, Vehicle Interface, Operations and Planning, Rail Activation and Start-up, and System Safety and Assurance.

The Systems Engineering team will be managed by four System Engineering Managers in the areas of OCS, Traction Power, Communication and Train Control. Systems Engineering Managers will be responsible for ensuring consistency, continuity of resources and mutual support for their discipline across all active and upcoming task orders. They will act as the senior engineer or specialist resource to assist projects that enter critical phases in their development. System Engineering Managers report directly to Michael.

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PAST SUCCESS MANAGING MULTIPLE METRO ASSIGNMENTS ENSURES RESOURCES WILL BE

COMMITTED TO THE SES CONTRACTWith six transit corridors in various stages of development, and given the time it takes to deliver a corridor through planning, engineering, construction and start-up, it is imperative to have resources committed for the duration of this long-term contract. A dedicated team maintains a legacy of project knowledge and understanding of design decisions; provides continuity in design; reduces the risk of duplicative re-work; and gives Metro confidence in our ability to deliver task orders quickly, efficiently, and without risk to cost and schedule.

Not only is our team fully committed to this contract, they offer the utmost familiarity with your system and have been integral to delivering a wide range of your most critical projects. Exhibit 16 below illustrates our team’s history of success delivering multiple Metro projects concurrently.

Exhibit 16: Delivering Concurrent Metro Projects

Project

Full Time Equivalents (FTEs)/Year

2010 2011 2012 2013 2014 2015 2016 2017

Total FTEs per Year 47 142 161 91 117 199 148 108Metro Expo Line Phase 2 33 58 21 8 4 1 1 Metro Regional Connector Program Management 1 21 30 6 3 7 5 6 Metro Purple Westside Line Extension 33 79 58 48 37 38 40 42 Metro Regional Rail Connector DB 1 1 2 41 113 55 24Metro Crenshaw/LAX LRT 8 9 19 16 13 8Metro Express Lanes 3 3 1 Metro Congestion Pricing 12 1 Airport Metro Connector (WSP & MM) 2 2 2 1 2 2 2Metro PM Handbook Environment Documents 1 1 Metro Travel Demand Model Enhancements 1 2 1 1 Metro Raymer to Bernson Double Track 2 5 1 Metro I-5 Managed Lanes 3 10 Metro West Santa Ana Branch Transit Corridor EIS/EIR 1 5 Metro Express Lanes Strategic Plan 1 1 1 Metro I-405 Level 2 Traffic and Revenue Study 1 1 Metro I-110 High Occupancy Toll Lanes Adams Flyover 1 Metro I-105 ExpressLanes Concept of Operations 1 Metro I-105 ExpressLanes Project Approval & Environmental Document

1

Metro ExpressLanes Toll Authorization Request and Project Initiation Document

1

Metro I-605 ExpressLanes Concept of Operations 1 Metro Gold Line Eastside Four Quadrant Gates 1 1 1 1 1 1 1 Metro P3010 Light Rail Vehicles Technical Support (RVC Bench)

1

Metro Equipment Overhaul 1 1 Metro EMI Susceptibility Survey and Analysis of the Red and Purple Line Signaling System

1


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Project

Full Time Equivalents (FTEs)/Year

2010 2011 2012 2013 2014 2015 2016 2017

Metro Heavy Rail Vehicle Acquisition, Technical Support Services Item #4.2

1 1 1

Metro Heavy Rail Vehicle Acquisition, Technical Support Services Item 4.4

1 1 1

Metro Mobilization Effort HRV Acquisition Program Control Support Services

1 1

Metro Heavy Rail Vehicle Acquisition Program Control Support Services (Element B)

1

Metro TIGER Grant Application 1 Metro Raymer to Bernson Double Track Railroad Operations Modeling Services

1

Metro Los Angeles County Metrolink Rehabilitation & Renovation Study

1

Metro West Santa Ana Branch Transit Corridor Project Technical Refinement Study

3 1

Metro West Santa Ana Branch Transit Corridor – Eastside Phase II Connection Study

1 2 1

Metro Fiber Optic Assessment, Red/Purple/Blue Lines 1Metro Stations Assessment 1 1Metro Station Location Study 1 2Metro SES 1Metro Cap Metro PTC Implementation 2 4 2

COST AND SCHEDULE CONTROL ON CONTRACT TASK ORDERS – CRITICAL TO

PRESERVING MEASURE M DOLLARS Our individual and combined commitment to Metro is evident in the care each of our SDP team members has taken in delivering hundreds of task orders to you over the past few decades. We extend and elevate that commitment to helping you realize optimal value in delivering Measure M.

Our corridor leads/task order managers pride themselves on meeting or exceeding budget and schedule expectations. SDP’s cost and schedule management tools, described in detail in our understanding and approach (page 69), provide accurate and timely reporting, both internally to our own project managers and leadership, and to Metro’s project managers. In the hands of our adept management staff, they help us to all stay current with milestones and avoid schedule delays and cost overruns.


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Proof of SuccessOur team has managed hundreds of task order contracts for Metro and other southern California transit agencies, and we take pride in our ability to control costs and maintain schedules for each and every task order. This is particularly important when dealing with task orders the scale of which the SES contract will involve. Exhibit 17 and Exhibit 18 below represent a sample of our local task order performance as it relates to cost and schedule control. You have Michael’s personal commitment that we will manage to agreed upon budgets and schedules for this contract.

Exhibit 17: WSP Task Order Schedule and Budget Performance

Contract/Task OrderSchedule Completion Goal

Actual Completion

Task Order Budget

Actual Budget

Metro Express Lanes Strategic Plan 3/31/2017 3/11/2017 $184,446 $184,446

Metro P3010 Light Rail Vehicle 3/16/2012 11/22/2011 $42,516 $37,208

Metro Equipment Overhaul 7/27/2017 12/14/2016 $68,843 $57,975

Metro EMI Susceptibility 9/14/2016 9/14/2016 $320,028 $320,028

Metro HRV – Technical Specification 3/31/2015 3/31/2015 $457,470 $454,710

Metro HRV – Technical Support 3/31/2015 3/31/2015 $279,761 $242,528

Metrolink – CTO 1 IT Support for Perris Valley Line 9/30/2016 9/14/2016 $41,935 $29,025

Metrolink – CTO 2 Staff Assistance 1/9/2017 12/21/2016 $109,000 $108,832

Metrolink – CTO 6 Develop SEPP, Audit Template, and Safety Plan 6/30/2017 6/30/2017 $28,109 $15,063

Metrolink – CTO 7 Crew Cycles Optimization 6/30/2017 6/30/2017 $48,514 $44,600

LAWA Landside Access Modernization Program – MapLAX, JV: 26 CTOs

100% completed on or ahead of schedule

100% completed on or under budget

These task orders were completed early and/or under budget.

Exhibit 18: MM Task Order Schedule and Budget Performance - All task orders were completed on or ahead of budget and schedule

Contract/Task OrderDuration of Task Orders

Total Contract Amount

Metro SES Rail Facilities and Third Party - CTO 1 Orange Line Grade Separation (MOL Improvements/PE Services

2017-Present $5M

Metro SES Rail Facilities and Third Party - CTO 2 Geotechnical Engineering Support 2017-Present $240,000

Metro SES Rail Facilities and Third Party - CTO 3 Sepulveda Blvd. Survey at Ovada Place 2017 $18,875

Metro SES Rail Facilities and Third Party - CTO 5 MBL/Expo Special Trackwork Design 2017-Present $382,261

Metro, Rail Operations GEC Bench - TO 17 Fiber Optic Cable Assessment 2016-2017 $422,351

Metro Regional Rail Engineering and Planning Bench - LA County Metrolink Stations Assessment and Improvement Plan

2015-2017 $598,421

Metro Regional Rail Engineering and Planning Bench - CTO #7 Metrolink Stations Location Studies 2016-2017 $843,569

LAX Modernization Project – 90 Task Orders 2008–2014 $41.2M

San Diego Air and Landside – 28 Task Orders 2012–Present $4.4M

SANDAG – 5 Task Orders 2012–Present $1.9M

City of LA BOE - 2 Task Orders 2012–2015 $75,000

Port of Oakland - 6 Task Orders 2016–Present $1.5M

Understanding and Approach


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SECTION ROAD MAP

Understanding of Work and Appropriateness of Approach for ImplementationOur approach is based on our understanding of Metro’s goals for this contract, and how SDP can best collaborate with Metro’s staff and other consultants to deliver these critical services. Over the past eight months our team has met with you to listen to your goals, we’ve held several work planning sessions to define Metro’s systems needs over the next 10 years; and we’ve developed a comprehensive approach to the scope of services. Our approach and commitment to schedule acceleration is best illustrated by the work we’ve already done: five draft task order proposals for the four corridors you’ve discussed with us, as well as a recommended task for standard drawings and design criteria. Complete with scope, schedule and staffing plans, these draft task order proposals are included in Appendices 1–5.

Understanding Metropage 52

Efficient Work Allocation & Staffing Task Orders

page 58

Innovative Managementpage 61

SOW Implementationpage 78

Approach to Project Controlspage 69

Work Force Diversity page 75

Metro Contract No. AE47810E0128

Systems Engineering and Support Services

Task Order 001:

Eastside Phase 2 EIR Support, Engineering and

DB Solicitation TASK ORDER PROPOSAL

Version No.: Draft Date: 01.05.18

Metro Contract No. AE47810E0128 Systems Engineering and Support Services

Task Order 002:

Sepulveda HRT EIR Support, Engineering and P3 Solicitation

TASK ORDER PROPOSAL



Task Order 003:

East San Fernando Valley LRT

EIR Support, Engineering and DB Solicitation

TASK ORDER PROPOSAL



Task Order 004:

West Santa Ana Branch LRT

EIR Support, Engineering and P3 Solicitation TASK ORDER PROPOSAL



Task Order 005:

Development of Systems Standard Drawings and

Updating of Metro Design Criteria

TASK ORDER PROPOSAL


SDP: Ready To Mobilize to Meet Accelerated Schedules of Measure M and Twenty-Eight by ‘28!COMMITMENT TO IMMEDIATE MOBILIZATION: Five draft task order proposals—complete with scope, organization charts, staffing plans and schedules—are ready to be reviewed by Metro so that we can begin work immediately upon NTP! These five task order proposals are included in Appendices 1–5.

OUR 10-YEAR STAFFING PLAN illustrates our Understanding of Work and Approach to Implementation.



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THE RIGHT TEAMMetro needs a Systems Engineering Team to help you move your critical transit projects forward through planning, environmental, compliance, conceptual engineering, solicitation, final design, construction and activation; to provide consistency and conformity of systems equipment and operation; to understand and implement integration and cutover into the operating system; to be Metro’s eyes and ears to protect your interests. Systems Delivery Partners (SDP) is that team!

We have been by your side since Metro’s early development, we’ve helped you grow Los Angeles’ transit system under Measure R and we are excited to be part of your team to expand Metro’s system still further under Measure M. The experience and knowledge gained through working with all of Metro’s departments guided the structure of our team and management approach and best positions us to assist you in achieving your goals of successful Measure M and SOGR Project Delivery.

However, the task before us is monumental. Measure M and the potential P3 (Public-Private Partnership) initiatives that CEO Phil Washington announced on September 28th, along with the Twenty-Eight by ’28 initiative, creates the challenge of multiple projects moving forward in parallel. To accomplish this, we have considered very carefully the Scope of Work and the tasks before us. Exhibit 19 highlights the key features of our team and our approach to delivering this program for Metro.

Exhibit 19: The SDP Team – Organized for Success

UNMATCHED METRO SYSTEMS EXPERIENCE

EXPERIENCE ON EVERY METRO LINE MEANS NO LEARNING CURVESMOOTH RAIL ACTIVATION AND REVENUE OPERATIONS ▪ Our team has worked on every Metro line: those currently in

operation and those under construction.

▪ More than 60% of our staff have worked on Metro projects.

▪ We’ve created an independent systems integration review team, all highly experienced with Metro.

▪ Deep knowledge of Metro; the departments and the personnel we need to work with both for successful data collection and field assessment, and to ensure we get timely review, input and agreement to the project plans we put forth.

▪ Deep understanding of existing Metro Systems; essential to capturing project scope and defining interface and cutover needs.

DEPTH OF LOCAL RESOURCES

74 SYSTEMS STAFF IN LOS ANGELES ENSURES IMMEDIATE ACCESS 24/7TEAM IS INVESTED IN DELIVERING, AND READY TO WORK SIDE-BY-SIDE WITH METRO EVERY DAY ▪ Nine Southern California-based Corridor Leads trusted by Metro,

providing depth to manage multiple corridors at the same time.

▪ 100% of our key personnel are in Los Angeles.

▪ Los Angeles-based Program Manager Michael Harris-Gifford is personally committed to delivering this contract.

▪ Los Angeles-based Deputy Program Manager Jeff Goodling, an experienced transit Program Manager in his own right, has partnered with Michael to assist with contract management, project controls and project administration.

▪ Depth of resources includes 28 in NoCal committed personnel and 600 nationwide.

A PROGRAM MANAGER METRO TRUSTS TO DELIVER

17-YEAR HISTORY DELIVERING FOR METRO AND A PERSONAL COMMITMENT TO LOS ANGELES100% COMMITTED PROGRAM MANAGER YOU CAN DEPEND ON ▪ Program Manager Michael Harris-Gifford has been Metro’s

go-to person for systems for the past 17 years.

▪ Michael has been involved in final design and rail activation for every Metro project since the original Gold Line – his understanding of the Metro system will prove invaluable when it comes to consistency and conformity of systems equipment and operation, and minimizing risk to Metro during rail activation and start-up.

▪ Michael is a known and trusted leader by planning, engineering, operations, maintenance and safety.

▪ Michael provides both ‘outside the box’ and ‘inside the box’ thinking, illustrated by his work on the Foothill test track for P3010 testing, and stress testing procedures for equipment and personnel for Expo 2.

A COMMITMENT TO MEASURE M

5 TASK ORDER PROPOSALS DRAFTED AND TEAMS READY TO MOBILIZE IMMEDIATELYSCHEDULE ACCELERATION ▪ Michael and his team have drafted complete work plans and task

order proposals to accelerate delivery of five tasks (Exhibit 20):− Eastside Phase II (Appendix 1) − Sepulveda (Appendix 2)− East San Fernando Valley LRT (Appendix 3)− West Santa Ana Branch (Appendix 4)− Metro Systems Design Criteria (Appendix 5)

▪ Work plans include up-front analysis of the challenges unique to each project, together with our proposed solutions.

▪ Los Angeles-based corridor leads/task order managers are already identified and pending Metro’s approval, will be assigned to these five task orders.

▪ We’ve developed a resource-loaded schedule to accelerate P3 projects.

▪ A resource plan and schedule to take us through the next 10 years of task development and implementation.

THE SDP TEAM COMMITMENT

“ I commit myself to leading the SDP team as Program Manager for the entire decade-long duration of this contract. Additionally, I commit myself to being a leading mentor throughout this contract to teach and develop the next generation of Metro systems engineers”Michael Harris-Gifford Program Manager


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USING OUR METRO KNOWLEDGE TO GENERATE A STRATEGY FOR SUCCESSMichael and his team held numerous workshops over the past eight months to develop a thorough understanding of Metro’s Systems needs over the next 10 years, and how our team can best collaborate with Metro’s staff and other consultants to deliver success. Our approach to the contract, provided in this section, is based on the results of the team’s analysis. Below is a summary of the results of our workshops, demonstrating our deep knowledge of Metro and Metro’s projects and programs.

TASK ORDER PROPOSAL PLANNING FOR ESFVWORK PLANNING FOR METRO’S SES CONTRACT

VE/Risk Workshop for East San Fernando Valley (ESFV)Lurae Stuart facilitated a risk workshop with Michael and his leadership team to help us prepare the draft task order proposal provided in Appendix 3. The team went on a field trip to study the corridor, develop a draft scope of work, identify potential areas of risk and develop a preliminary list of mitigation measures. The

result was a draft risk matrix ready for us to review with Metro.Date: September 2017Risk ID Risk Type Risk Author Risk Description Consequence Threat /

OpportunityRisk Level Risk Owner Management

StrategyPlanning Daniel Baer It does not look like the off corridor impacts were

fully evaluated and the associated mitigation was identified (street, signal and intersection modifications)

Capital costs could be higher particularly for the center running options which result in the greatest reduction in capacity.

Threat L

Planning Daniel Baer The number of stops for alt 3 seems excessive. This could generate operational and capital cost impacts.

Threat L

Planning Daniel Baer Identification and potential location of maintenance facilities, yards, etc. and associated costs. Large or multiple sites are required.

This could generate operational and capital cost impacts. Time and real estate costs are difficult to predict.

Threat L

Planning Daniel Baer Bus/BRT options OM costs seem low in comparison to rail

Impacts the rider/cost ratio and long term viability Threat L

Planning Daniel Baer Over/under prediction of ridership. Understand the costs of transfer from bus to rail (existing transit to new transit)

Threat L

Alignment Jeff Goodling Metrolinx and the freight lines using the corridor between Pacoima and San Fernando are likely to have concerns regarding sharing the corridor.

Creating significant space within this portion of the corridor for light rail, Metrolinx, Heavy Rail, bikes and pedestrians could have significant cost implications. Given the existing cost pressures and San Fernando’s desire for Light Rail service this could become a difficult issue to resolve.

Threat M

Alignment Jeff Goodling Sharing the alignment between Pacoima and San Fernando with Metrolinx and freight service will cause issues at the planned grade crossings along that portion of the alignment.

There will likely be a call to grade separate the crossings along this portion of the alignment. Given the existing cost pressures and the grades required for freight service providing grade separation along this portion of the alignment would be very expensive.

Threat H

Program Jeff Goodling The estimate for this Project already exceeds the available funding. Thus, the accuracy of the existing cost estimate is crucial in determining the Projects scope.

If decisions are made to reduce Project cost and the bids received do not reflect metro’s estimate, it will likely damage Metro’s reputation.

Threat H

East San Fernando Valley Risk Register

Systems Integration WorkshopFacilitated by Michael Harris-Gifford, our team looked at the different systems components within each phase of a typical project, to determine what our systems design scope of services would be, and what we would need to do to support other project consultants and Metro staff members. The result was a systems integration matrix, defining roles and responsibilities of Metro, the SDP team, other consultants and CPUC.

Scope of Services AnalysisMichael and his team looked at systems design from a holistic standpoint, beginning with planning, all the way through start-up, with an emphasis on defining the role of the Systems Design Team versus the Facilities Design Team, and how we will collaborate to achieve Metro’s goals.

Measure M Program AnalysisMichael and his team met with our internal Metro project management team to get an update on the current status of each of the Measure M projects, so that we could develop a 10-Year Living Staffing Plan for systems design resources by corridor, by phase. This allowed us to understand peak staffing level needs for each year of the contract. We have also updated this to reflect the new Twenty-Eight in ‘28 project changes.

















Understanding MetroMichael shared his knowledge of the Metro organization, giving our team members a thorough understanding of how Metro’s departments are organized in terms of leading corridor projects, providing input to corridor projects, or approving the work of our team. This helped us shape our approach to performing the scope of services and how we will coordinate with Metro and other corridor consultants. The result is a chart of whom within Metro we will be interacting with to ensure the needs of each Metro department are met as we design systems for new corridors and provide support on state of good repair projects.

East San Fernando Valley Task Order WorkshopTo ensure that our team thoroughly understood what we will need to do from a systems design standpoint, Michael and his team looked at East San Fernando Valley holistically, and developed a resource loaded schedule for both our team and the facilities team. This allowed us to assess how we would integrate and what

level of resources would be required. Included in Appendix 3 is a draft task order for East San Fernando Valley, including scope, schedule and staffing plan.

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Activity 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12Metro Board Approve LPAMetro NTP for PE StageRevised Conceptual +Metro ApprovalPreliminary Engineering to 50% ? EngineeringPrepare D/B Contract PackageD/B Contract Bid PeriodMetro Evaluation, BAFO,AwardD/B NTP and Final Design (30% to 100% by Contractor's Designer)Prepare Advance Utility (AUR) Contract DocsAUR Bid PeriodAUR Contract Evaluation and AwardAUR NTP and ConstructionMetro seek FTA Approval to go into PDComplete FEIRPossible Supplemental EIR/Revised ROD dateRecord of Decision ‐ RODFTA Project Development Stage (Max 2 years)FTA Review of Cost Estimate, PMP Financial Plan etcMeet FTA Criteria for Readiness( Justification, Financial, etc)Request FTA Approval for Entry to EngineeringPrepare Funding Recommendation in FY22 Federal BudgetFTA Engineering PhaseShow Commitment to 50% non‐CIG FundingMeet FTA Requirements for ReadinessFull Funding Grant Agreement

Alternative: Metro Prepare and Submit Cap and Trade Application

SEC

Systems Engineering Consultant

MAINTENANCE- OF-WAY

(Maintainability, Existing System, System

Interface, & Cutover)

RAIL OPERATIONS

(Liaison, Rail Activation, & Cutover)

ENGINEERING (Primary Client)

CORPORATE SAFETY

(Fire/ Life Safety Systems & Safety Certificate)

UNIVERSAL FARE SYSTEM

Frank Castro Ron Tien

Fred Feng Thinh Dinh

Evgeniy Bachtinov Isaac Santana Erric Wright

Rupert Bicarme

Operations Analysis/ Cutover/ Activation

Frank AlejandroRobin Blair

Bruce ShelburneBrandon Farley

Transportation (Support & Training)

Linda LeoneBernard Jackson Hector Guererro

Fleet (Support/ Testing)

Nick Madanat Bob Spadafora Jess Montes

Rail Operations Control

Robert Castanon

Kelvin ZanLucian Popescu Remi Omotayo Winston DixonLucian Popescu

Remi OmotayoClaire Reyes

Arkady BernshteynChuck Weissman

Leticia Solis

Gary AmbrozichRemi OmotayoRicardo Moran

Arkady BernshteynChuck Weissman

Fire/ Life Safety & Cert.

Kay Koopman-Glass Tom Eng

Tom Langer

Communications Systems

Kay Koopman-Glass Tom Eng

Grade Crossings

Abdul Zohbi Tom Eng

Radio Engineering

Tony Tiritilli

Greg Wasz Munro Arteaga

Vijay KhawaniLeon Bukhin

Errol TaylorMarshall Epler

James Gallagher

Michael Ratnasingham

Legend

Traction Power Third Rail and OCS/ OCR

Communications and Radio Train Control and Crossings

Central Control/ SCADA Fleet Operations

Deliverable(s)



Basis of Design



Design Deviations/RFSC/ FSC ● ● ● ● ● ● ● ● ● ●



Systems Design






Operations & Maintenance (O&M) Manuals/ Training ● ● ● ● ● ● ● ●

Asset Management● ● ● ●

As-Builts● ● ● ●

Operations Planning


OMP ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●


Testing, (SOP, and Maintenance Plans ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Risk Management

RMP ● ● ● ● ● ● ● ● ● ● ● ● ●

Final Risk Report● ● ● ●



Cut-Over Testing● ● ● ● ●


Reliability Testing/ Maintenance Demonstration ● ● ● ● ● ● ● ● ● ● ●





SSPP ● ● ● ● ● ● ● ● ● ● ●

SCPP ● ● ● ● ● ● ● ●

SCIL ● ● ● ● ● ● ● ●

PHA and TVA ● ● ● ● ● ● ● ●



Testing and Training Certification● ● ● ● ●


ENVIRONMENTAL





While traditionally the SEC is not involved during this phase, we believe that a modest level of involvement may pay dividends in reducing the probability of requiring Supplementary EIR/S. Items we believe we can provide tangible benefit include: ▪ Review of alignment for compatibility with Metro operations and TC ▪ Review of TP substation locations, with possible simulation to verify adequacy ▪ Verification of property needs for signal and communications houses and cases

▪ Verification that the planned yard and shop support for Metro O&M needs ▪ Operations simulation to verify runtime and fleet size assumptions ▪ Conceptual-level cost estimate for systemsAdditionally, and where appropriate, we can commence work on some long-lead items such as opening discussion with utility companies regarding tunnel alignment power. + Recognition that a modest, but early, start on some systems engineering elements can help Metro deliver an EIR/S with less risk of needing subsequent Supplementary EIR/S. =

There are many elements to this phase of our work, which are discussed in more detail in this Section. Broadly, the systems PE includes: ▪ Develop a systems basis of design ▪ Review and coordinate with facilities and MEP engineering ▪ Develop systems design drawings, specifications, calculations, analyses and reports ▪ Perform operations analysis




Our plan and approach is to provide efficient and effective oversight, management and support to the project. In that task, we see our key roles to be: ▪ Review of contractor deliverables for compliance, together with making sure relevant Metro departments are fully engaged in the process ▪ Response to contractor RFIs and requests for inspection of existing Metro facilities

▪ Management/ oversight of existing system interface and cutover development and construction activities, including Metro operations support ▪ Oversight and reporting on Metro-furnished project support activities (such as rolling stock and rail operations control) ▪ Inspection of factory and field construction and testing ▪ Support to Metro- and contractor-initiated changes

Our plan and approach is to help Metro complete the final tasks to project completion and successful transition to revenue service. In that phase, our key responsibilities: ▪ Set up the rail activation group comprising Metro, contractor, SEC and relevant third parties ▪ Management/oversight of any remaining existing system cutover activities ▪ Integrated testing and rail activation oversight and contractor/Metro support ▪ Scheduling contractor training with Metro O&M departments ▪ Scheduling emergency response drills


SDP PROGRAM ENHANCEMENTS

APPROACH

GOALS


+ =+ =+ =+ =

An independent integration review team to keep the project on-track for successful project delivery.The SDP team personnel, led by Michael Harris-Gifford, with a deep, abiding, and personal relationship with staff throughout Metro.We Know Metro: We know the Metro personnel; who needs to review what; how to steer a path through differing Metro department priorities.








PHASE


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Exhibit 20: Five draft task order proposals for the four corridors you’ve discussed with us, as well as a recommended task for standard drawings and design criteria are included in Appendices 1-5. Summarized below, and further detailed in our appendices, each draft task order proposal includes a dedicated Corridor Lead, a detailed analysis of corridor challenges and SDP approaches, a detailed scope of services, schedule and staffing plan.

APPENDIX 1EASTSIDE PHASE 2 EIR SUPPORT, ENGINEERING & DB SUPPORT

CORRIDOR LEAD: JOE BAYAT

Draft Task Order Proposal addresses these key issues:

▪ Integration, cutover and phased construction into the existing Metro Gold Line.

▪ Operation of the Wye Junction between the Atlantic/Washington and SR 60 branches.

▪ Maintenance facility location, capacity and facilities.

▪ Tunnel configuration, underground station configuration and systems (especially power and communications) support needs.

APPENDIX 2SEPULVEDA HRT EIR SUPPORT, ENGINEERING & P3 SOLICITATION

CORRIDOR LEAD: GUIDO EYZAGUIRRE

Draft Task Order Proposal identifies these Key Systems Parameters with respect to proposed P3 solicitation:

▪ The primacy and relevancy of Metro Rail Design Criteria (MRDC).

▪ System Operational requirements (if not per MRDC Section 10).

▪ Traction Power: Confirmation of standard Metro TPSS configuration; tunnel trainway feeder and EBPS; station power drops; yard and shop power.

▪ Third Rail: Confirmation of standard configuration and requirements.

▪ Train Control: Key operational decision of what form of ATP system to deploy and whether platform screen doors will be utilized.

▪ Communications: Confirm standard Metro subsystems and configurations, incl Radio, CTS, CCTV, TPIS, F&EM, SCADA, SDS, GDS, IDS and ACS. Confirm maintenance facility requirements.

APPENDIX 3EAST SAN FERNANDO VALLEY LRT EIR SUPPORT, ENGINEERING & DB SOLICITATION

CORRIDOR LEAD: ABBAS SIZAR

Draft Task Order Proposal addresses the following areas of concern:

▪ Compliance with SCRRA clearance requirements along the shared corridor.

▪ CPUC and SCRRA approval of 4-track at-grade crossings.

▪ Crossover placement and compliance with MRDC Section 10.

▪ Provision of tail tracks at Sylmar and accommodation of SCRRA expectations for future two platforms.

▪ Safety of patrons transferring between the Metro Orange Line and East San Fernando Valley LRT.

▪ Provision of property for TC&C rooms or crossing bungalows.

APPENDIX 5DEVELOPMENT OF SYSTEMS STANDARD DRAWINGS & UPDATING OF METRO DESIGN CRITERIA

CORRIDOR LEAD: ARVIND PATELDraft Task Order Proposal provides a list of anticipated drawings for each of the following categories:

▪ Traction power.

▪ Overhead catenary/overhead conductor rail.

▪ Contact rail.

▪ Train control and grade crossings.

▪ Communications.

APPENDIX 4WEST SANTA ANA BRANCH LRT EIR SUPPORT, ENGINEERING & P3 SOLICITATION

CORRIDOR LEAD: WILLIAM LUCCI

Draft Task Order Proposal identifies these areas of focus:

▪ Confirmation of potential traction power substation locations and train control and communications houses.

▪ Identification and location of substations for underground stations, including emergency backup power supply generator.

▪ Location of radio antennae for tunnel segment(s).

▪ Location and type of crossovers.

▪ Integration with existing Gold Line at Union Station.

▪ Accommodation of shared right-of-way with the Union Pacific Railroad to Somerset.

▪ Configuration of shared-grade crossings with Union Pacific Railroad.

▪ Yard location, layout and accommodation of required facilities.

FTEs BY DISCIPLINE

1

2

3

4

5

6

7

8

9

10

2018

FTEs

2019 2020 2021 2022 2023Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3

FTEs BY DISCIPLINE

1

2

3

4

5

6

7

8

9

10

Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q12019 2020 2021 2022 2023

FTEs

FTEs BY DISCIPLINE

1

2

3

4

5

6

7

8

9

10

2018

FTEs


FTEs BY DISCIPLINE

1

2

3

4

5

6

7

8

9

10

2018

FTEs


FTEs BY DISCIPLINE

1

2

3

4

5

6

7

8

9

10

2018

FTEs


Project Manager Corridor/Task Lead Traction Power Engineer TP Load Flow OCS EngineerContact Rail Engineer Train Control Engineer Communication Engineer Radio Engineer General Electrical Engineer

Ops Modeling Safety & Security RAMS CADD Admin/ Quality/ Project Controls

LEGEND

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UNDERSTANDING HOW THE WORK WILL BE PERFORMED BEGINS WITH A PROGRAM MANAGER THAT UNDERSTANDS METROAs the former head of Metro Wayside Systems and Engineering, and having had a lead role for Metro in activation and start-up of every rail line since 2009, Michael understands the importance of the end goal for Measure M projects: successful, safe, timely placement into revenue service and delivery on budget and schedule.Michael was also the responsible Executive for most SOGR projects for Metro between 2008 and 2016. From substation replacement, to headway improvements, to OCS maintenance campaigns, to the introduction of cellular service, to carborne CCTV upgrades, Michael has been the person to recognize targeted and achievable system repair and improvement works. He has the understanding of the Metro system and organization to guide SOGR projects to successful implementation. Michael was a core contributor to Metro’s Transit Asset Management Plan (TAMP) and understands the need for SOGR capital projects and asset condition assessments in support of Metro’s TAMP.To convey our understanding of the work and our approach to implementation, we have split this section of our proposal into six primary sections as follows:

SDP Section Name Page No. RFP Evaluation Criteria

Understanding Metro Requirements and Expected Outcomes

52 1.2 – Proposal Content: Understanding of Work and Appropriateness of Approach for Implementation

Efficient Process of Work Allocation and Approach to Staffing Task Orders

58 I.D.4 – Ability to Provide an Efficient Process of how Work will be allocated Among Team Members

Innovative Management Approaches

61 I.D.2 – Use of Innovative Management Approaches

Approach to Manage Schedules, Scopes, and Cost of Contract Task Orders

69 I.D.3 – Skill to Manage Schedules, Scopes, and Costs of Task Orders

Work Force Diversity and Mentoring

75 I.D.5 – Work Force Diversity and Mentoring

Statement of Work Implementation

78 I.D.1 – Thoroughness of explanation of how the SOW will be implemented

PROOF OF OUR COMMITMENT TO INNOVATIVE IDEAS

Throughout this section, we have highlighted

unique features and innovative enhancements that focus on helping Metro reduce risk, manage cost, improve operations or achieve accelerated schedules. Look for the light bulb to read about these innovations.

Additionally, we have highlighted where our

team addresses our understanding of Metro’s system. Look for the Metro icon for these.

Understanding Metro�� To Understanding Metro Is to Understand its Requirements and Expected Outcomes

�� Understanding Critical Team Member Roles and Responsibilities to Achieve Expected Outcomes

��Metro-Centric Systems Design


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UNDERSTANDING METRO REQUIREMENTS AND EXPECTED OUTCOMES

SDP’s approach to understanding Metro requirements is two-fold. First is our programmatic approach to systems design services for multiple projects, through all phases of development, illustrated in Exhibit 21. The second is our approach to deliver Metro’s goals for the project.

Exhibit 21: SDP’s programmatic approach to systems design services for SES contract.

To Understand Metro Is to Understand its Requirements and Expected Outcomespage 53

Understanding Critical Team Member Roles and Responsibilities to Achieve Expected Outcomespage 54

Metro-Centric Systems Design to Deliver Expected Outcomespage 56

Program-wide Systems Rail Network Simulations Load Flow Analysis Overhead Catenary System/

Overhead Conductor Rail Traction Power Train Control Communications/ Radio System Rail Operations Control

Design ServicesDuring Final Design and Construction Integration Design/ Product Review

and Approval Factory Inspection and

Acceptance

Final Design andDesign Services DuringConstruction Design Safety

Certification Final Design and

Procurement Construction Oversight/

Product Review andApproval

Integration Testing & Rail Activation Testing Coordination Safety Certification Final Walk-throughs, Inspections

and Punchlists

Environmental and PreliminaryEngineering (Capital Projects) Rail Network Simulations Load Flow Analysis Overhead Catenary System/

Overhead Conductor Rail Traction Power Train Control Communications/ Radio System Rail Operations Control Procurement Support Services

PROJ

ECT

A –

Desi

gn-B

uild

Pro

ject

PROJ

ECT

B –

P3 P

roje

ct

PROJ

ECT

C –

CMGC

Pro

ject

PROJ

ECT

D –

Desi

gn-B

id-B

uild

Pro

ject

In-houseSystemsDesign

TransitAsset

Management

Measure MNew Capital

Projects

State ofGood Repair/

CapitalImprovements

OUR APPROACH PROVIDES METRO THE FOLLOWING OUTCOMES:Accelerated Delivery: Our understanding of Metro’s desire to accelerate delivery is reflected in our Organization and Delivery Strategies. While our depth of resources is key, we also provide staff familiarity with Metro corridors and design criteria, including FLS; CPUC relationships and knowledge of approval requirements; Central Control development and corridor migration; and extensive stakeholder relationships throughout Los Angeles County. In addition, the commonality between projects provided by processes such as our focused Systems Integration Team, Safety Manager and Quality Manager demonstrate efficiencies of scale to support program acceleration.

Consistency: SDP understands the need for program-wide design criteria to allow for design efficiencies and delivery acceleration and to facilitate system integration. Our design services for Metro’s Purple Line provide an example of our ability to recognize the benefits of consistency while applying design innovations. Initially, the radio system for each of the Purple Line segments was to be designed and constructed by multiple contractors. However, members of SDP’s Technical Specialists team recognized the cost-effectiveness and improved safety with a singular, alternative radio configuration for all segments. This alternative configuration could be replicated to upgrade the existing Metro radio systems cost-effectively to meet FTC requirements.

Risk Mitigation: As Metro’s single point of contact supporting rail and bus systems design, we afford Metro easy, direct control of systems and provide risk mitigation throughout all delivery phases. Through the task order development process, Michael will develop Corridor Teams with the right expertise, at all project phases, to manage anticipated challenges, mitigate risk and support the delivery method. In addition, our risk management and procurement experts can support Metro in matching the project to the delivery method to best control and mitigate risk.

Lessons Learned Application: Michael and his team are focused on program delivery and will be able to quickly incorporate lessons learned from our previous work as appropriate to all task orders, including the need to include the systems footprint in the environmental clearance to maintain schedule - to P3 procurements, including risk and incentive allocation, in Maryland and Denver - to the process we developed to achieve timely CPUC approvals on Expo Phase 2. Our Key Staff, Technical Specialists and Corridor Managers have experience on all urban, high-capacity transit systems in the United States and provide best practices and lessons learned for Metro’s program. Michael and Jeff will loop all process improvements across the program including approaches such as the system interface tracking system Michael and his team developed for the Regional Connector.

Innovation: To reduce cost and schedule, improve safe operations and meet quality standards. Our project staff is vested in delivery and will apply innovations throughout all phases of delivery from planning to revenue services. We provide extensive experience with heavy and light rail systems and have demonstrated our experience developing and applying innovations for urban underground, aerial and at-grade alignments. SDP members’ legacy has been supporting Metro with “first of a kind application”, such as Gas Insulated Switchgear for the Gold Line, Overhead Conductor Rail for Crenshaw/LAX and the Regional Connector, and Purple Line radio designed for phased expansion.

READY TO MOBILIZE ON DAY 1Our 30-day Mobilization Strategy includes:�� Finalize and execute contracts with all

subconsultants�� Submit DBE Contracting Outreach and

Mentoring Plan for Metro to review and approve�� Finalize Program Management Plan and

submit for Metro to review and approve�� Set-up Project Office, including Common

Digital Environment (CDE) platform and internal office and operating procedures�� Finalize Design Quality Management Plan and

submit for Metro to review and approve�� Update 10-year Staffing plan�� Finalize progress reporting format and content

with Metro�� Commence Metro Safety training (for any

personnel not already trained)

PROOF OF OUR COMMITMENT TO INNOVATIVE IDEASThe following illustrates a novel approach to tunnel radio that enables efficient phased expansion (such as for the Purple Line Extension), that can also form a cost-effective platform for existing system retrofits under Metro’s SOGR program:FIGURE 9.6.1 b UNDERGROUND RADIO SYSTEM ARCHITECTURE 2 BLOCK DIAGRAM



RAIL OPERATIONS CENTER (ROC)

HE2 ANTENNA SYSTEM

CRA/OFR SYSTEM

BASE STATION SYSTEM

HESTATION DAS


P R

P R P R P R P R P R P R P R P R P R

HE2 STATION/TUNNEL


HEADEND 2 (HOT STAND-BY)

FAILOVERCONTROLLER

P R

FDP 2

HE FAILOVER FIBER INTERFACE

FDP 1

HE1 STATION/TUNNEL

HEADEND 1 (PRIMARY)

HE1 ANTENNA SYSTEM

P R

FIBER OPTICAL CABLE

RADIATING CABLE

AT GRADE ANTENNA

CP CROSS PASSAGE

FFBDA FIBER-FED BIDIRECTIONAL AMPLIFIER

RF RADIO FREQUENCY

OTHER OTHER FACILITY SUCH AS CUT & COVER , VENT SHAFTS, MIDWAY AUXILIARY AREAS, AUXILIARY ROOMS, EMERGENCY, ETC

CRA CHANNELIZED REPEATER AMPLIFIER

OFR ON-FREQUENCY REPEATER

NOTES :

HE HEAD END






. . .

. . .

. . .

. . .


RF / FO

CRA/OFR SYSTEM

BASE STATION SYSTEM

FAILOVERCONTROLLER

RF / FO

HESTATION DAS

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TO UNDERSTAND METRO IS TO UNDERSTAND ITS REQUIREMENTS AND EXPECTED OUTCOMESOne cannot successfully develop a Metro project without understanding Metro. However, this goes far beyond a simple familiarity with Metro criteria and standards. To provide a truly Metro-centric design, one must understand Metro Operations, Metro Maintenance and all of the other Metro departments that interact upon systems. Our team is uniquely capable of achieving this due to the long and deep association of our team members with you.

Our team’s collective knowledge of Metro is without parallel. Exhibit 22 demonstrates our understanding of some of the key departments that have a bearing upon the various systems elements. This knowledge is vital to data collection and to ensuring that we talk to the right people as each project progresses from planning and environmental, to design, construction and start-up. We can commit to an accelerated and accurate delivery by incorporating the requirements of all Metro departments that have an interest in the project as shown below. Additionally, we have proposed an innovative and multi-pronged approach to data collection and analysis, provided in Innovative Management Approaches.

Exhibit 22: The core Metro departments our team will need to work with.

Engineering Our core client. Metro’s central engineering expertise, responsible for the engineering of capital projects. While Systems Engineering is our primary client, other critical departments include Facilities Engineering, Quality and Third Party. Metro’s Third Party Coordinators play a crucial role for systems in the securing of utility feeds. Tunnel alignments, with heavy electrical loads and trainway feeder requirements are a particularly burdensome utility coordination effort.

Project Management & Construction

Ultimately, most capital projects come under the day-to-day control and management of Metro’s project management and construction management staff. Once a Measure M project is under way to solicitation, or a major SOGR project is under contract, our Task Order Manager/Corridor Lead will be working directly and on a daily basis for Metro’s designated project management team. It is critical, therefore, that we develop a rapport and gain the trust of the Metro Project Management Team and support them in maintaining the project on schedule and budget.

Operations The representative of our ultimate client, Metro’s patrons. Operations’ perspective is the preservation of, and minimum risk to, ongoing revenue service. For major projects, their perspective extends to how their operation will change and how they can be provided the opportunity to fully train and familiarize their personnel. Operations are a critical source of data and a crucial, but constrained, resource of personnel for integrated testing and activation. It is important that the SDP engage operations from the start, keep them informed of project developments to maintain their trust and support them fully as projects transition to integrated testing and start-up.

MOW & Facilities Maintenance

Generally the maintainer of our systems design and therefore particularly interested in the design, construction and maintainability of product resulting from our design. MOW and Facilities Maintenance are major sources of the existing system data. They are also a primary, though restricted, resource of manpower to perform work interfacing with existing systems.

Corporate Safety

Corporate Safety have the global perspective of Metro safety and security. Particular areas of focus are fire/life safety systems (through their Fire/Life Safety Criteria) and grade crossings. Corporate Safety are also the primary point of contact with CPUC and thus have the primary role in overseeing safety certification. Corporate Safety also contains one of the main radio engineering resources within Metro. We will engage with Corporate Safety through fire/life safety meetings and the safety certification process.

Fare System Metro has its own department dedicated to overseeing and managing the fare vending and gating system, including engineering. SDP will ensure their needs for gate and TVM layout and communications backbone are met.

Intelligent Transportation Systems (ITS)

ITS, in the context of systems engineering, are responsible for Metro’s network, intranet and telephone system. Additionally, they are responsible for the microwave system that, in part, supports Metro’s radio network. ITS also administers Metro’s Access Control System. The SDP team will engage ITS throughout project development and delivery to ensure integration and mutual support.

Rail Fleet Maintenance

All of the new Measure M rail lines include maintenance facilities. RFM, together with Operations and MOW/Facilities, are the primary “customer” to our efforts in systems design for maintenance facilities and it is important that we engage them throughout. Furthermore, RFM are a critical resource to support integrated testing. Conversely, we can support their testing of new rolling stock by seeking opportunities to provide test tracks during construction and delivering maintenance facilities early.

SDP ACCELERATION PLANOur ability to accelerate the program is based on:�� Efficiency, because we

understand the existing systems�� Drafted 5 Task Orders

and are ready to start negotiating them�� Created a 10-Year Living

Staffing Plan to ensure we have the resources to achieve the acceleration

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With infrastructure over 25 years old, Metro should be considered as a ‘mature’ transit system. For systems design, there are important legacy system factors that the Systems Consultant must be able to identify and resolve both prior to solicitation and during final design and construction. We are the most qualified and capable team to meet this challenge. Our staff have worked on every Metro rail system. We also have staff who have been responsible for maintenance of Metro wayside systems. Simply put, our team knows how to collaborate with Metro to support successful systems design.

UNDERSTANDING CRITICAL TEAM MEMBER ROLES AND RESPONSIBILITIES TO ACHIEVE EXPECTED OUTCOMESTo develop our project approach, Michael felt it was critical to clearly define from a contract perspective who is responsible for what, particularly given this new leadership. Michael and his team sat down and mapped out how they see Metro and the various consultant and CPUC team members working together to deliver the Measure M program.

Based on our team’s knowledge of Metro and experience delivering systems engineering in Los Angeles, we see five primary parties involved in successful project delivery for every DB project (with somewhat similar arrangements for DBB and P3 projects), detailed in Exhibit 23. Exhibit 24 on page 55, demonstrates how these five entities support each other and address all touch points of the SES contract, regardless of responsible party, as well as how the critical path to project completion passes through all entities.

We recognize, of course, that there are many other parties that may be involved in a particular project, from funding/oversight agencies like the FTA, to local jurisdictional agencies such as LADOT and LACoFD, to utility companies such as LADWP and SCE.

Exhibit 23: Critical Metro Transit Project Team Members:

Metro is the ultimate client and is of course responsible for the project, with generally limited resources to apply to projects prior to revenue service. Metro will provide overall program management, technical review, as-needed support, and a major role in integrated testing and rail activation.Successful project delivery demands that the correct people and departments are engaged at the right time and to address the appropriate topic. Successful project delivery demands that the project delivery team can weave a course through what at times can be conflicting perspectives within Metro. SDP is the team capable of doing this!

SEC Systems Engineering Consultant

SDP: Tasked with delivering Systems for each project through Rail Activation and revenue service. This is far more than just engineering. It encompasses operations, maintenance, safety, security, cutover, and rail activation, amongst other factors. Our proposal demonstrates why SDP is the team to provide Metro the greatest ability for successful project delivery.

PEC Preliminary Engineering Consultant

The consultant hired by Metro for each project to promulgate civil, facilities, track and mechanical, electrical and plumbing (MEP) design for the project. By tradition, this consultant is the lead engineer for Metro and we anticipate they will set-up the Integrated Project Management Office, although SDP can do so if requested.

DBC Design-Build Contractor

The Contractor: Under DB and P3, the contractor is responsible for final design, systems integration, procurement, shop design and factory assembly/testing, construction, training, field and integrated testing and certification of all their activities. SDP has worked as designer and as Metro’s representative on DB projects. Our knowledge of work process and expectations will be invaluable in this contract.

CPUCCalifornia Public Utilities Commission

The Regulator: The project Safety Certification Verification Report is delivered to the CPUC, and it is they who decide whether a project, and Metro, is ready and safe to operate. SDP has a long history of cooperative work with CPUC staff, providing Metro confidence in our ability to help develop the safety certification verification report correctly the first time!

SDP UNDERSTANDINGFacilitating Rail Activation and Revenue Operations

Our team’s strong relationships built by working with every Metro department, relevant to transit systems, will ensure smoother activation and revenue operations.


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Exhibit 24: Holistic Approach Illustrating All Necessary Touch Points for the SES Contract. On complex programs such as this, successful project delivery requires a thorough understanding of each party’s responsibilities. This exhibit shows SDP’s understanding of each party’s role throughout each phase of project development, including the critical path. The benefit is efficient design and schedule acceleration.

Deliverable(s)



Basis of Design



Design Deviations/RFSC/FSC ● ● ● ● ● ● ● ● ● ●



Systems Design






Operations & Maintenance (O&M) Manuals/Training ● ● ● ● ● ● ● ●

Asset Management ● ● ● ●

As-Builts ● ● ● ●

Operations Planning


OMP ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●


Testing, SOP and Maintenance Plans ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Risk Management

RMP ● ● ● ● ● ● ● ● ● ● ● ● ●

Final Risk Report ● ● ● ●



Cut-Over Testing ● ● ● ● ●


Reliability Testing/Maintenance Demonstration ● ● ● ● ● ● ● ● ● ● ●





SSPP ● ● ● ● ● ● ● ● ● ● ●

SCPP ● ● ● ● ● ● ● ●

SCIL ● ● ● ● ● ● ● ●

PHA and TVA ● ● ● ● ● ● ● ●



Testing and Training Certification ● ● ● ● ●


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METRO-CENTRIC SYSTEMS DESIGN TO DELIVER EXPECTED OUTCOMESAn essential part of systems design and systems integration for this program is the provision of a Metro-Centric design. Understanding Metro-centric critical design elements ensures our team can deliver efficient systems design that addresses the needs and of all Metro Departments. There are several factors within this design approach:�� Understanding Metro Design Criteria and Fire/Life Safety Criteria�� Understanding Application of Metro Standard Specifications and Drawings�� Understanding Metro Operations

Understanding Metro Design Criteria and Fire/Life Safety CriteriaOur staff have not only worked with Metro design criteria, they helped develop it. For example, SDP staff have authored, or been a participant in, key updates to Metro Design Criteria Section 9 for train control to provide criteria for each line, to require Gas Insulated Switchgear for 34.5kV circuits, and to mandate the use of Overhead Conductor Rail in tunnels.

We strongly believe that design criteria review prior to solicitation is essential for each project to:�� Capture the project essentials that are not fully addressed by criteria (e.g. the need for

bus layover facilities at key points on rail lines)�� Capture necessary deviations from criteria and gain approval prior to solicitation,

including for DB projects

However, we must recognize that criteria do not, nor ever can, fully capture Metro requirements for every project configuration. We must also recognize that National standards are evolving and that, especially over the 10-year duration of this contract, SDP will continually review our design and our contract documents development, to reflect how standards are changing. Particular areas of focus will be NFPA, IEEE/ANSI and AREMA standards at the national level and CPUC General Orders (e.g. the pending GO 143-C) at the State level.

A Case Study in Unwritten Requirements: Metro Regional ConnectorThe Regional Connector project is unique in many ways and generated some unique issues not directly covered by Metro Criteria, which WSP and MM team members had to solve: More than anything else, it was our attitude of collaboration and intimate knowledge and understanding of core Metro requirements and aspirations that enabled us to find practicable and workable solutions.

Project Challenge SDP Solution

Ventilation of an underground rail junction with tight curves which limited the use of high-level walkways

Raised track slab to bottom of rail level across the entire junction to facilitate evacuation. Application of a junction fan plant.

Existing heavily-worn crossover Replaced in-kind as to do otherwise would lead to trains straddling ventilation zones (an unwritten requirement).

Failure management in the event of line closure A separate capital project to implement non-interlocking turnback of Red line trains at 7th & Metro station to provide mutual support between heavy and light rail systems.

Existing relay-based train control with no reverse-traffic capacity

Upgrade and replace to provide enhanced capacity. Design cutover to minimize disruption and maximize testing prior to existing system demolition.

SDP ENHANCEMENTOur staff don’t need to learn and understand MRDC; we know it, developed it and have applied it for the past four decades.

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Understanding Application of Metro Standard Specifications and DrawingsMetro has developed a solid foundation of standard specifications for systems elements. However, Metro also deploys a number of different technologies and configurations across its transit system. Based upon our experience with multiple Measure R projects, we recommend that standard specifications be reviewed and tailored to each project to meet the specific requirements of the project, the rail line it interfaces with, and the technologies and operation applicable to it. Given our long and intimate history with Metro, including MOW, we have a strong understanding of the existing Metro system, as well as insight into systems that may be changing. Some examples of this are shown in Exhibit 25.

Exhibit 25: Critical Understanding of Different Technologies and Capacities of Metro’s Existing Infrastructure

Metro Red & Purple Lines

�� Limited spare fiber capacity�� Wayside signals with backlights

�� TWC to be added, system-wide in next five years�� Radio system to be rehabilitated in the next 3–5 years�� Much of the 480-volt switchgear is obsolete

Metro Green Line �� Runway-type signals�� Proprietary train control system�� Likely next in line for substation rehabilitation

�� Lacks negative grounding devices in substations�� ETS system is out of service and being replaced

Metro Blue Line �� Unreliable ETS system�� Limited UPS back-up for lighting,

communications and train control

�� Train control rehabilitation is limited in scope, it may require more work within the next 10 years

Exposition Line �� Existing Phase 1 CTS does not conform with current standards and may need replacement

Gold Line �� No spare fiber capacity between Union and Sierra Madre�� Existing interlockings are solid-state, but many are classified as “legacy” equipment by vendor. Likely to

become unsupported in the next 10–15 years

Metro Orange Line �� Existing CTS does not conform with current standards and may need replacement

Understanding Metro OperationsFor nearly 40 years, we have worked with Metro Operations. This insight ensures our team can provide systems design that meets their requirements the first time, avoiding costly re-work and providing a cost-effective task order. SDP will carefully consider the following:�� Rail Operations Control: Metro is centralizing SCADA command and control into a

single platform; ARINC’s AIMS system.�� Electrical Worker Personal Protective Equipment: Metro has standardized on

two levels of arc-flash PPE; 8 Cal/cm2 and 25 Cal/cm2. Arc-flash design and equipment operating and maintenance procedures need to be formed around these two protection levels.

�� Wayside Worker Protection: General Order 175 is a game changer in California. Maintenance, diagnostics, and even most inspections are no longer practicable within 6 feet of a running rail. Metro rail design must take this into account to render projects maintainable. To enhance wayside worker protection, Metro has implemented the Protran worker/train warning system and our design must facilitate this system.

�� Electrical and Lighting Maintenance: Whereas Facilities Maintenance is responsible for such systems in bus and rail maintenance facilities and BRT stations, MOW Traction Power are responsible in rail stations and mainline facilities. SDP understands who needs to be engaged and in which part of the Metro system.

�� Hi-Rail Qualification: MOW Traction Power, Track and Rail Facilities Maintenance have hi-rail qualified personnel, whereas MOW Signals do not. Therefore, local accessibility of train control equipment must be provided accordingly.

KNOWING METRO’S SYSTEMMetro’s Green Line deploys runway-type wayside signals, and other LRT lines use conventional transit 3-aspect signals, whereas the heavy rail system uses 3-aspect signals with backlights. Understanding these nuances is important when designing systems that will tie into the existing lines.

SDP INNOVATIVE MANAGEMENT APPROACH

We propose direct and continuous engagement with Metro Operations and Wayside on each project from commencement. To facilitate this, we propose holding monthly round-tables with O&M to discuss project status and configuration, and current and upcoming activities and deliverables with critical O&M input. The round-table will also be used to discuss and understand Metro O&M concerns and how they can be addressed.

Within the SDP team, these meetings will be led by Program Manager Michael Harris-Gifford and all Task Order Managers.

Work Allocation and Staffing�� Task Order Development Approach

��Managing Resources

EVALUATION CRITERION I.D.4

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EFFICIENT PROCESS OF WORK ALLOCATION AND APPROACH TO STAFFING TASK ORDERS

SDP has been delivering on task order contracts for Metro for decades. Our team understands the importance of quickly gaining concurrence on scope in order to accurately develop cost and schedule details. Michael Harris-Gifford has hand picked his team members and has worked with more than 60% of the individuals assigned to our team of 147 committed staff. He knows their strengths and the requirements of the upcoming corridors and can quickly assign resources to provide immediate response to Metro. In fact, as part of our proposal, Michael and his team have developed five draft task orders, complete with scope, schedule and staffing plan, included in Appendices 1–5, and ready for Metro to review.

TASK ORDER DEVELOPMENT APPROACHOur approach to providing systems engineering to Metro on a task order basis is structured to capitalize on our team’s expertise and diversity while implementing best practices for project management. Michael knows who to assign to what types of tasks and how to leverage their experience and skill sets. He will respond to and oversee task orders in collaboration with his Los Angeles-based leadership team, which includes:

Program Manager Michael Harris-Gifford

Deputy PM/Project Controls Jeff Goodling

Corridor Leads/ Task Order Managers

�� Define scope, schedule and deliverables�� Recommend the dedicated Corridor

Leads/Task Order Manager to Metro�� Review and recommend the final

proposal for review

�� Develop cost proposal, resource-loaded schedule and resource availability verification�� Coordinate with Metro’s Project

Management Consultant

�� Develop resource needs and recommend personnel assignments�� Develop technical proposal

Having managed over 250 consultants and Metro staff working on multiple complex projects during his tenure at Metro, Michael developed strong leadership and collaboration skills. As illustrated in Exhibit 26, when a task order proposal is requested, Michael, in collaboration with his management team, will be responsible for managing the process of task order definition, scoping and task lead selection. We are committing to fast-track task orders into a six-week proposal, possibly less for smaller or direct staff augmentation task orders. A proposal will be prepared containing scope of work narrative, staffing, schedule, deliverables, cost proposal (Form 60), and work distribution by firm, including DBE utilization.

Exhibit 26: Task Order Development Approach

Task Order Development Approachpage 58

Managing Resourcespage 60

1 WEEK 1 WEEK 1 WEEK 1 WEEK 2 WEEKS

Select Task Order Manager and Gain Metro Concurrence

Select Key Personnel

Develop Draft Cost Proposal

Finalize Task Order Proposal and Submit to Metro

Develop Draft Task Order Technical, Schedule and Personnel Proposal

Develop Task Resource-Loaded Schedule

Submit Draft Task Order to Metro for Concurrence

Define the Scope and Deliverables

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Having managed many Metro projects from the owner’s perspective, Michael believes there are three critical aspects to delivering the most efficient and successful team for each task order and he has demanded that the SDP team be built to fulfill those requirements:�� A Pool of Task Order Managers: Leadership is critical to success. The SDP team

presents a pool of seasoned and capable corridor lead/task order managers that Michael knows and trusts to be proactive, organized, honest and efficient in getting the job done. Just as he demands of himself, Michael requires, and SDP delivers, hands-on task order managers that can and will perform engineering as well as management. SDP also delivers a pool of potential Los Angeles-based corridor leads/task order managers to enable Michael to select the best manager for each task.

�� Systems Engineers with a Range of Skills and Experience: Metro’s rail and bus system is not one single system. Moreover, both SOGR and Measure M projects may require different strengths even within one discipline depending on alignment type, operating environment and impacted third parties (such as SCRRA). The SDP team delivers the depth and breadth of engineering resources that enables Michael and his task order managers to select engineers for each discipline with the experience and knowledge best matched to the characteristics of each specific task and project.

�� Accessible Resources: Michael has an unsurpassed reputation for efficiency and responsiveness. He is a strong believer that capable and local resources are essential to deliver efficiency and responsiveness. By providing a resource pool of 74 local systems engineers, the SDP team is geared to meet Michael’s standards.

As illustrated in Exhibit 26, our preference is to review the scope of work, schedule and proposed staffing with Metro first, before completion of the cost proposal. Our foremost goal is to assign the right people to each task order to satisfy your requirements. Once we have an outline agreement on the scope, schedule and personnel, the cost proposal is a relatively straightforward pricing exercise, applying the rates already agreed with Metro in the contract.

Following execution of a task order, subsequent steps in the delivery of each task will follow a typical project flow. At task inception, a Project Management Plan (PMP) incorporating quality assurance/quality control (QA/QC) will be prepared and distributed to the task team. PMP and QA/QC will be based on the overarching documents prepared for the systems engineering contract. The PMP and QA/QC will guide the conduct of task scope, including regular performance reporting and risk management procedures, as well as project close-out.

READY TO MOBILIZE ON DAY 1Our 30-Day Mobilization Strategy includes:�� Finalize and execute contracts

with all subconsultants�� Submit the DBE Contracting

Outreach and Mentoring Plan for Metro to review and approve�� Finalize the Program

Management Plan and submit for Metro to review and approve�� Set-up Project Office, including

Common Digital Envrionment (CDE) platform and internal office and operating procedures�� Finalize Design Quality

Management Plan and submit for Metro to review and approve�� Update 10-Year Staffing plan�� Finalize progress reporting

format and content with Metro�� Commence Metro Safety training

(for any personnel not already trained)

SDP ENHANCEMENTOur DBE partners serve essential and skill-specific roles on our team. Consideration will be given not only to meeting contractual DBE requirements on every task order, but also identifying tasks where DBE partners will lead. Our team is committed to meeting or exceeding the DBE goal established by Metro regardless of specific tasks assigned.


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MANAGING RESOURCESHaving developed the scope of work and the schedule, Michael, Jeff and the Corridor Lead/Task Order Manager will review the overall resource loading. It is critical that we properly plan our work not only for the on-going and in-proposal task orders, but also to look ahead over the entire course of the contract to ensure we provide the personnel best-suited to the characteristics and scope of each task on its own merits. There is good reason for this; once personnel become fully or near-fully assigned to a Measure M project, they are likely to be absorbed by that project for several years. Forward-thinking is therefore essential, even if it becomes necessary to “hold-back” personnel who may serve Metro better on an upcoming assignment. This is the essence of SDP’s organized and proactive planning to provide Metro the best-possible task execution. Moreover, SDP has the depth of local resources to achieve it without impacting quality.

10-Year Staffing Plan. To that end, Michael will work closely with Metro’s Project Manager Ron Tien, on a monthly basis, to review workload on current task orders, follow-on task orders, and upcoming new project assignments.

We have already considered how Metro’s Measure M projects may draw upon our team’s resources. Exhibit 27 and Exhibit 28 illustrate how we foresee resource loading by project and by discipline over the potential 10-year life of this contract. The following are critical guidelines for Michael and Jeff in planning our resource management:�� Match capabilities and experience against scope, while considering other

upcoming tasks.�� Avoid moving personnel away from existing task orders unless absolutely

essential and only with Metro’s prior concurrence.�� For Measure M projects, consider staff capabilities against likely follow-on task

orders.�� Ensure staff are available upon NTP and no other commitments will impact their

ability to perform.�� Review against DBE commitments.

As illustrated in our Organization Chart in Effectiveness of Management on page 42 of our proposal, we have the strength of a very deep resource pool across all critical disciplines. Those resources are largely Southern California based, with a first-line reserve of Northern California and West Coast staff, and a further reserve of national resources.

While the Task Order Manager is responsible for managing his/her task, Michael will be responsible for all aspects of the contract, including schedule and budget adherence as well as the quality of the deliverables for all on-going task orders and task order responses. His leadership and oversight of all task order preparations and delivery will ensure consistency in our team’s performance throughout, as well as ensuring continuation of the high-quality services our team has provided on prior project development efforts for Metro.

Exhibit 27: Anticipated Resource Needs for Six Corridors and Standard Drawing Task Orders



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Exhibit 28: Anticipated Resource Needs by Discipline



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147 SYSTEMS DESIGN STAFF COMMITTED TO THIS CONTRACT n Admin/ Quality/ Project Controls

n CADDn Safety, Security & Certificationn Ops Modelingn TP Load Flown General Electrical Engineern Third Rail Engineern OCS Engineern Radio Engineern Train Control Engineern Communication Engineern Traction Power Engineern Corridor Lead/Task Leadn Project Manager

SDP ENHANCEMENTAppendices 1–5 present five draft task orders which Metro may execute. In particular, these illustrate SDP’s and Michael’s personal commitment to Metro and Measure M, Michael’s proactive management style, and our team’s ability to mobilize resources immediately upon NTP.

Innovative Management�� Flexible Integrated Project Management Office

�� Common Digital Environment (CDE) Platform

��Monthly Operations and Maintenance Round-Table

�� Innovative Approach to Task Management – The Living 10-Year Staffing Plan

�� Innovative Approach to Data Collection and Analysis

�� Innovative Management Approach to Maintenance

�� Innovative Approach to Managing Consistency in Systems Construction

�� Innovative Management Approaches for New Metro Corridors

�� New Technology


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INNOVATIVE MANAGEMENT APPROACHESIn this section, we present how we propose to provide innovation in systems engineering. A long association with Metro does not mean a lack of new thinking and innovation. In fact, the opposite is true for the SDP team. Our history with Metro and Metro projects has enabled us to step back and devise practical, real-world improvements for the next generation of Measure M projects.

1. FLEXIBLE INTEGRATED PROJECT MANAGEMENT OFFICEWe recognize that, with such a long and diverse contract such as this, a one-size-fits-all approach to program management and organization will not serve your interests. Therefore, the SDP team offers an innovative approach to the traditional integrated project management office (IPMO) organization that provides a solid foundation, with the flexibility to fit specific project needs when the time is appropriate.

The SDP team will work in our downtown Los Angeles office located at 444 Flower Street, Suite 800. All project staff, including joint venture members and subconsultants will use this as a home base. By providing a centralized office for program management, project administration/document control and engineering, we realize several benefits:�� Efficient and consistent quality management.�� Centralized record-keeping and efficient project administration.�� Consistent and efficient engineering through cross-fertilization between projects.�� Efficient staff utilization by limiting dispersal of personnel.�� Cooperation across projects and across team firms.�� Team integration by diminishing individual firm identity.�� Convenient location with easy access to Metro’s Gateway Center headquarters.

Our primary goal is to support the specific needs for each task order. In that respect, we anticipate the need for flexibility to tailor our organization to Metro’s needs, including the following for each task order type: �� Direct Staff Augmentation: SDP staff located at Metro’s Gateway headquarters.�� State of Good Repair Project Engineering: SDP staff work from our central IPMO,

supporting Metro at Gateway and/or MOW as needed.�� State of Good Repair Project Construction: In-the-field, with home base at our

central IPMO.�� Measure M Project Environmental and Engineering Phases: SDP staff work

from our central IPMO, with the Task Order Manager split between our IPMO and the project IPMO.

�� Measure M Project Procurement Phase: SDP Engineering staff to be based at our central IPMO, attending meetings and workshops at needed at the project IPMO: The SDP project team will transition to the project IPMO office.

�� Measure M Project Final Design, Construction, Testing and Activation Phases: SDP project staff located at the project IPMO.

Our vast experience with major capital programs, including most of Metro’s Measure R projects, suggests that particularly as projects transition into the DB or P3 phase, our responsiveness to Metro’s Project Management team and to the contractor is of paramount importance. This is particularly the case when we consider the geographic spread of Measure M projects, which reflect a dispersal from downtown Los Angeles. Therefore, the SDP team proposes that, when the time is right, we transition each dedicated Measure M project team from the central office to the project IPMO for more direct coordination and interface.

1. Flexible Integrated Project Management Officepage 61

2. Common Digital Environment (CDE) Platformpage 62

3. Monthly Operations and Maintenance Round-Tablepage 63

4. Innovative Approach to Task Management – The Living 10-Year Staffing Planpage 63

5. Innovative Approach to Data Collection and Analysispage 63

6. Innovative Management Approach to Maintenancepage 64

7. Innovative Approach to Managing Consistency in Systems Constructionpage 64

8. Innovative Management Approaches for New Metro Corridorspage 65

9. New Technologypage 67

SDP UNDERSTANDINGOnce the DB contractor is on-board we will transition to the appropriate project team member’s Project IPMO, promoting expedited response and integration amongst the project team.

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2. COMMON DIGITAL ENVIRONMENT (CDE) PLATFORMThe CDE is SDP’s innovative approach specifically developed for managing multiple task orders and multiple design teams, promoting a consistent overall project management and interface for all task orders under the SES contract. This approach will provide uniformity and consistency in design across all task orders and allow direct interface with civil designers and Metro’s Program Management and Reporting Systems.

To fully support the delivery of the proposed services, SDP will provide a technology framework with forward looking capabilities using ProjectWise and SharePoint platforms. It is the intent of SDP to fully implement the technology framework outlined in Exhibit 29 in which engineering design, project management and reporting are managed in a CDE. Within the CDE, each task order is set-up as an independent project for engineering, quality checking and reviews; project management; reporting; and document control. With our capabilities, engineering can be developed in either 2D or 3D, depending on the demands of the scope of each individual task order. Using 3D design allows for modeled interface with 3D civil and facility designers, creating greater design integration and efficiency. If desired, these models could be developed to include specific equipment attributes allowing Metro a platform suitable for managing systems assets well into the future.

The goal of the CDE is to manage all task orders as separate projects under the direction of each corridor lead/task order manager and complete the engineer, checking/reviewing and submittal through the CDE directly to Metro, eliminating the need for paper reviews and the time consumed in compiling comments into spreadsheets. Within the CDE, every aspect of the project can be carried out and executed to a higher degree of efficiency and quality. Within the CDE, work in progress will be checked, approved, shared with Metro and other authorized users as well as published and then archived when superseded.

Benefits of CDE include:

�� Single source of truth for all documentation�� Clarity and openness �� Controlled and managed information �� Change control and audit log �� Advanced management of design information mapped to the

same WBS as program and cost which can be uploaded to Metro’s program management dashboards

�� Collaborative working

Exhibit 29: A Common Data Environment Provides a Holistic Approach to Real Time Project Management.

METRO ASSETMANAGEMENT SYSTEM

REPORTING/DOCUMENTMANAGEMENT

REPORTINGGeo-Web ReportingTracked Activities Reporting

DOCUMENTMANAGEMENT &CONTROLTransmittals/ SubmittalsRequests for Information (RFI)

PROJECT MANAGEMENT

PROJECT MANAGEMENTConfiguation ManagementEngineering ManagementTurnover ManagementRist ManagementCost ManagementContracting StrategiesQuality Managmenet

HEALTH & SAFETYMANAGEMENT SYSTEMConstruction SafetySystem Safety

BIM/GISDATA AUTHORING

BIM/GIS DATAExisting Concepts

Conceptual Engineering

GEODATABASEArcObjectives

ArcSDE TechnologyRDBMS

MODELAGGREGATION &

EVALUATIONEngineering Reviews

Constructability ReviewsValue Engineering

D/5D (XD)SIMULATION

PROJECTSCHEDULE

DATAMANAGEMENTPLATFORM

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3. MONTHLY OPERATIONS AND MAINTENANCE ROUND-TABLEWe propose direct and continuous engagement with Metro Operations and Wayside on each project from commencement. To facilitate this, we propose to hold a monthly round-table with Operations and Maintenance to discuss project status and configuration and current and upcoming activities and deliverables with critical O&M input. The round-table will also be used to discuss and understand Metro O&M concerns and how they can be addressed. Within the SDP team, these meetings will be led by Program Manager Michael Harris-Gifford and all Corridor Leads/Task Order Managers.

4. INNOVATIVE APPROACH TO TASK MANAGEMENT – THE LIVING 10-YEAR STAFFING PLANAs indicated in on page 40, we have developed a forward-thinking analysis of the anticipated tasks and workload for the entire 10-year duration of this contract. While SOGR task orders may be of fairly short duration, the Measure M projects may reflect up to a decade of work, even if split into 3–4 sequential or overlapping task orders.

In developing his organization chart for our team and in developing our proposed five initial task orders (see Appendices 1 through 5), Michael found that a 10-year plan is an essential management tool to ensure the right expertise can be assigned and committed for the needed duration and level of effort to get the job done. Michael, with Jeff Goodling’s assistance, will use this 10-year program and staffing projection throughout the duration of this contract to help Michael, Jeff, and the Task Order Managers to project the future needs for staffing and expertise and to troubleshoot and solve staffing issues, such as personnel changes, if and when they arise.

The 10-Year Plan will lead into our task order proposals, while the status and projections for on-going task orders will feed back into the 10-year plan updates. Michael and Jeff commit to updating the 10-Year Plan at least quarterly and to sharing this with Ron Tien and his team to further discuss how SDP may best serve Metro’s needs.

5. INNOVATIVE APPROACH TO DATA COLLECTION AND ANALYSISA challenge for SOGR projects is to acquire full understanding and knowledge of the status, condition and history of the system and equipment in question. This requires a multi-pronged approach to the task of data gathering and analysis as follows:

As-In-Service Documents: As in any project involving existing infrastructure, we will request documentation, particularly drawings, showing the current as-in-service condition. Specifically, however, we will seek data from MOW as often the information archived at Gateway reflects the only the as-built condition at the time of contract close-out and not subsequent modifications. Furthermore, and on a case-by-case basis, we will review and make copies of field red-lined drawings and manuals as these can sometimes reflect the most up-to-date information.

Field Diagnostic: Data collection cannot replace “kicking the tires”. We plan for our staff to conduct field diagnostics with Engineering and MOW staff on all task orders involving existing infrastructure. These field diagnostics are used to:�� Determine the accuracy of as-in-service documentation and to capture any differences.�� Perform detailed review of the status and condition of equipment (unless total

replacement has already been determined). �� Produce a detailed report of the equipment condition as a basis for decisions on

replacement, overhaul, modification or preservation.�� Where necessary, remove samples for lab analysis.

OUR 10-YEAR STAFFING PLANSDP has already developed a 10-Year Staffing Plan to deliver systems engineering for six corridors and our recommendation of Metro Standard Drawings. Draft task order proposals for four of these corridors are included in Appendices 1–4.


















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Review M3 Work Order Logs for the equipment. This will generally include both routine maintenance reports and corrective work orders and may include some years of history to see any trending.

Review Incident Reports (again from Metro’s M3 system) to see what service disruption has occurred. Generally, incident reports have corrective work orders linked to them, but that is not always the case, so review may capture additional failure data.

Interview MOW Director, Manager and Supervisor Staff to gain their perspective on the equipment condition and performance. This discussion will also enable us to capture other issues, such as parts obsolescence and maintainability concerns. In most cases, Michael Harris-Gifford will lead this effort as he has a continuing relationship and rapport with MOW Management staff.

Where deemed valuable, interview MOW inspector staff. Michael Harris-Gifford learned during his 8-year tenure at Metro that MOW Inspectors are highly professional and experienced persons that have a wealth of information and data that often is not captured in the response. MOW Inspectors can provide particularly insightful data on equipment performance, maintainability and the safety of MOW personnel to perform maintenance. Having developed, and retained, a rapport with MOW inspector staff, Michael will lead discussion and interview of MOW inspector staff.

Through this multi-pronged approach, the SDP team will be able to establish a full understanding and record of existing infrastructure, which will enable us to make informed and insightful recommendations to Metro as to how to proceed with interface, modification, overhaul or replacement as necessary.

6. INNOVATIVE MANAGEMENT APPROACH TO MAINTENANCEIncorporation of operations and maintenance requirements in systems specifications is an important factor in creating a Metro-centric design. As a direct result of input by SDP team members, much has already been achieved. However, we believe that there are important additional, low-cost steps that we would like to develop with Metro Engineering, Operations and Maintenance staff:�� Easier Maintenance: Incorporation of requirements for diagnostics systems,

including, where applicable, remote diagnostics.�� Improved Diagnostics: Incorporation of time synchronization across systems

and equipment.�� Safety Maintenance: Incorporation of requirements of accessibility for maintenance,

including accommodation of the requirements for Wayside Worker Protection under CPUC General Order 175.

�� Safer Maintenance: Recognition of Arc-Flash PPE standards already incorporated into MOW Department’s Standard Operating Procedures.

�� Improved Training: Recognition of the needs for training of Operations staff (i.e. RTOS) on certain systems elements (i.e. local control panels and EMPs).

7. INNOVATIVE APPROACH TO MANAGING CONSISTENCY IN SYSTEMS CONSTRUCTIONCurrently, Metro has very little by way of standard drawings for systems elements. We are aware that Metro’s MOW department are very much interested in implementing such drawings to ensure consistency of design and construction for key systems elements. The SDP with authorization from Metro will work with Metro Engineering and MOW staff to develop such standards. This consistency would make maintenance easier and result in the

SDP ENHANCEMENTProgram Manager Michael Harris-Gifford introduced arc-flash standards for Metro MOW Traction Power, including the classification of PPE by activity.

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provision of more reliable service to Metro’s customers. We have developed a proposed task order for the creation of system standard drawings and have included it in Appendix 5 to this proposal.

8. INNOVATIVE MANAGEMENT APPROACHES FOR NEW METRO CORRIDORSThe following are practical innovations we propose for new Metro corridors:

Independent Systems Integration ReviewAt the design levels listed below, we will perform an independent systems integration review of our design as well as the civil/facilities design.�� Completion of FEIS/R review and basis of design development�� 50% completion of preliminary engineering�� 95% completion of preliminary engineering�� 75% completion of DB solicitation development�� 95% completion of DB solicitation development�� 85% design-level (for DBB projects)�� 100% design-level (for DBB projects)

The review will include six core questions to check for convenient installation of equipment, equipment delivery access points and pathways, and the ability to safely interface and cutover new construction into the operating railroad with minimum disruption to on-going service:Question 1 Question 2 Question 3 Question 4 Question 5 Question 6

How does this further safe and reliable revenue operations and maintenance of the line?

Does this conform not only with criteria, but with how Metro operates and maintains?

Has cutover into the existing system been adequately defined in terms of scope, schedule and deliverables?

Are the roles, responsibilities and schedule for integration, final testing and safety certification clearly defined?

Are the needs and requirements to enter pre-revenue clearly understood and clearly conveyed? Is the schedule adequate?

Are Transportation, MOW, Corporate Safety and Rail Fleet Maintenance on-board?

This review will be led by Michael Harris-Gifford, together with a core team of highly experienced Senior Systems Engineers who have not been involved in engineering the project, and thus, bring a truly independent perspective. SDP has the depth of resources to do this. Moreover, WSP, MM, AC and Parsons all have employees with extensive experience working for contractors in Los Angeles, and our plan is to use such staff for constructability review. Our independent reviewers will review the drawings, specifications and reports and provide documented comments. Our engineering team will provide responses to these comments and we will track their resolution.

Sustainability and ResiliencyMetro’s Environmental Compliance/Sustainability and Emergency Management departments have, for some years, taken an interest in the vulnerability of Metro infrastructure to accident/incident and climate change/extreme weather events. A few years ago, Michael Harris-Gifford worked with Metro’s Emergency Management personnel to provide some internal assessment of system vulnerabilities, including some recommendations for design changes. Metro’s Wayside Systems department has also taken a keen interest in the subject, particularly the impact of high temperatures on the operation and durability of equipment.

INDEPENDENT SYSTEMS INTEGRATION REVIEWBENEFIT: Consistent projects and senior engineer input and review

ENVIRONMENTALPRELIMINARY ENGINEERING


SUSTAINABILITY AND RESILIENCYBENEFIT: Robust installation, with lessons learned from existing operations



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We will review our design to mitigate vulnerabilities and to limit the impact of weather, especially high temperatures, on Metro systems elements. Measures we will deploy include:�� Avoidance of non-air conditioned batteries.�� Use of temperature-reducing coating on wayside equipment cases.�� Avoidance of placing equipment in direct sunlight.�� Configuration of OCS at yard interlocking so that no single mainline OCS failure can

lead to loss of all yard leads.�� Minimizing the risk of a train stopping with its pantograph located directly under an

Insulated OCS overlap.�� Review of placement of wayside equipment (e.g. OCS poles, signals and blue light

stations) in street-running areas for vulnerability to vehicular traffic.

Wayside Worker ProtectionAll work within six feet of a rail, including use of any tools, or diagnostic and test equipment (even as little as a screwdriver!) are subject to very restrictive (and very disruptive to rail operations) track access procedures under Rule 6.3 of General Order 175-A. No longer is it reasonable or acceptable to place equipment cases and boxes with maintained equipment in positions where either they, or a maintainer with the door or cover open, are within six feet of an active rail.

As systems designers, therefore, we will review equipment placement, and provisions for equipment placement, such that Metro’s MOW staff can conduct maintenance during revenue hours while more than six feet from an active rail. Furthermore, we will include such provisions and requirements in each DB or P3 contract.

Equipment DurabilityWe will require each System Design Lead for each task order to certify that they have reviewed the design for the incorporation of reasonable and enforceable durability requirements in drawings and specifications. We believe that this can best be achieved through judicious use of prescriptive specifications for parts and equipment.

Time Synchronization for Train Control and TPSSMetro Engineering and Wayside staff have already recognized that train control logic controllers and event recorders store status data, but that when the events are downloaded, the time stamp is often inconsistent between locations and with Metro’s SCADA system. This can be mitigated by use of Stratum 2 Network Time Synchronization (NTS) of all devices. Access to a Stratum 1 clock (thus enabling Stratum 2 NTS) can be gained through a GPS device. SDP staff, such as Phil Minch, have already incorporated such requirements in Metro’s current projects such as Regional Connector and Crenshaw.

Modern traction power substations are also controlled at the substation and breaker level by programmable logic controllers (PLC) and similar devices that also provide status and operating logs. These, too, could benefit from similar time synchronization. We plan to incorporate such requirements in future TPSS specifications, thus making fault diagnoses easier.

Stress TestingFor Metro’s Expo Phase 2 and Foothill Extension projects, our Program Manager Michael Harris-Gifford introduced specific stress testing procedures into Metro’s pre-revenue period. These procedures were designed to place both the System and Metro personnel under abnormal operating conditions to: (i) identify any failings in the robustness of installation, (ii)

WAYSIDE WORKER PROTECTIONBENEFIT: Easier access for Metro MOW personnel and reduced impact to operations


EQUIPMENT DURABILITYBENEFIT: Less maintenance


TIME SYNCHRONIZATION FOR TRAIN CONTROL AND TPSSBENEFIT: Easier diagnostics of system problems


STRESS TESTINGBENEFIT: Fewer undiscovered system issues and smoother activation


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any weaknesses in Metro procedures and (iii) to help train Metro operations and maintenance personnel to deal with abnormal events. Stress testing of Expo II and Foothill was successful in that it did help train personnel and it helped discover weaknesses in procedures and/or equipment configuration.

We believe that such testing should become standard Metro procedure and should be fully incorporated into Metro procurement to both highlight potential issues that contractors need to address and to ensure they provide support. We believe stress testing should include:�� Loss of utility power�� Exercising of all single-tracking scenarios and/or loss of any section of mainline power�� Loss of communications links (i.e. for train control) and use of back-up control systems�� Partial loss of yard overhead power/loss of one yard lead�� Back-feeding of yards from main line power�� Railroad operation via train-to-wayside and/or local control panel systems

It should be noted that stress testing is entirely separate and distinct from integrated testing and from emergency response drills.

Operations TrainingRecent Metro rail extension projects have highlighted that while Metro’s wayside maintainers receive training, emergency responders receive training through drills, and Metro conducts familiarization training for Transportation staff, there are two gaps in the current training program:�� Training of Rail Operations Control staff on the project.�� Training of RTOS on field back-up command and control systems (i.e., emergency

management panels and local control panels).

SDP proposes to include specific requirements for these two training elements in future rail projects. Our familiarity with Metro Rail Operations means we are uniquely able and qualified to work with Metro Rail Instruction staff to devise what is needed and how to convey these requirements to contractors.

Maintenance TrainingCurrent training specifications do not provide sufficient emphasis on troubleshooting. We propose to strengthen the requirement for contractors and suppliers to provide specific field troubleshooting exercises to Metro maintainers. This should enable MOW staff to more timely repairs, and reduce impacts to operations, with less downtime.

9. NEW TECHNOLOGYMetro’s use of systems technology has evolved over the last 30+ years. SDP’s engineers can be an enthusiastic part of Metro’s continuing evolution, targeted to where real and tangible benefit can be realized:

Telephone System: Metro has already commenced transition to a digital (VOIP) platform, but not for ETELs, MTELs and PTELs. Our experience (see Exhibit 30) indicates this transition is practicable and will provide more reliable service and better line status monitoring.

Radio Management: Our work on the Regional Connector project has already demonstrated that implementation of a radio network management system can provide better remote diagnostics for MOW whilst streamlining condition reporting to ROC.

Traction Power Substations: As illustrated in Exhibit 30 full engagement of PLC capabilities can realize improved condition and status monitoring, coupled with improved diagnostics.

OPERATIONS TRAININGBENEFIT: Safer operations because staff is more familiar with the system


MAINTENANCE TRAININGBENEFIT: Less service disruption through quicker repairs of faults


SDP ENHANCEMENTThese specifications were developed by Michael Harris-Gifford, Arvind Patel and Ponch Mateo, who are all designated for this contract.


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Exhibit 30: Case Study for Modernizing Standard Specifications for Traction Power Substations.

Case Study: Modernizing Standard Specifications for Traction Power SubstationsIn many respects the decision by Metro to introduce standard specifications for systems was a good one as it lays down minimum requirements. However, doing so has created two draw-backs that our team plans to address:1. By their very nature, standard specifications are “one size fits all” and can result in inadequate or even

misleading requirements from a project-specific perspective (e.g. requiring backlights for LRT signals).2. Standard specifications can become stale unless specific effort is made to update them for each project.

As an example, the following are just a few extracts from recent final design traction power specifications for Minneapolis which we believe may be considered for Metro projects:

Section 34 21 06: Traction Power Basic Electrical Materials

2.10 – OPTICAL FIBER PATCH CORDS AND PIGTAILSA. Patch cords and pigtails will be cable assemblies consisting of flexible optical fiber cable with SC or LC

compatible connectors.a. Patch cords will be complete factory fabricated and tested assemblies from manufacturer’s standard

product lines.d. Assemblies will be no shorter than 1 meter (1m) and no longer than necessary to route between the

two points being connected.e. A maximum of one meter (1m) slack will be allowed for assemblies less than ten meters (10m).

2.16 – COMMUNICATIONS CAMERASA. Install a CCTV camera above and adjacent to the designated entry door in all buildings as indicated in the

Contract Drawings.

2.17 – COMMUNICATIONS EMERGENCY TELEPHONE10. Product will be: Talk-A-Phone VOIP 500E or approved equal.1. Unit will accept Power Over Ethernet (POE)6. ETEL will be capable of positively self-reporting device status by either change of state method or by a

programmed sequence.

Section 34 21 26: TPS Local Centralized Monitoring System and Intelligent Electronic Devices

2.01 – GENERALA. Provide an LCMS for monitoring and control of the traction power substation equipment at each TPSS.

1. Master Programmable Automation Controller (PAC)2. Equipment IEDs3. HMI Touch Panel

2.03 – MASTER CONTROLLERA. Provide a master programmable automation controller (PAC) for interfacing with other LCMS components

and CCS:B. Manufacturer: Allen Bradley ControlLogix Platform and Modules or approved equal.C. Master Controller will have data logging features for IED data, LCMS alarms and events.D. Master Controller will communicate alarms and events to CCS and the HMI panel, and process all

commands received from CCS and HMI.M. The Master Controller will provide remote diagnostics via simple network management protocol (SNMP).

2.07 – HMI FUNCTIONAL REQUIREMENTSA. Circuit Breaker Control:B. Local/Remote Control:M. HMI will have conversion buttons for input and output units and values in the operator panel such as from

Celsius to Fahrenheit.N. The HMI will display the local time and date at all times.

2.08 – HMI SCREENS AND APPLICATIONSB. Design and provide HMI screens and applications as indicated below. Conceptual screen shots are provided

in the Contract Drawings:1. Substation Status and Operation:

a. Equipment status of the traction power equipment will be displayed in real time. Equipment includes AC breakers, DC breakers... Status will be shown via the color codes and by graphical icons

b. This view will provide open/close operation of the equipment in accordance with the HMI user management system.

c. If any protection function is triggered, the related equipment and alarm field will flash until it is acknowledged.

2. Traction Power System Status:a. Equipment status of the traction power equipment will be displayed in real time. Equipment includes

AC breakers, DC breakers, DC disconnect switches, bus, and voltage presence detectors (VPDs). Status will be shown via the color codes provided and by graphical icons.

3. Local Centralized Monitoring System Status4. Event History5. Alarm History6. Annunciation7. Document/Drawings Viewer

TRADITION WHEN YOU NEED IT, INNOVATION WHEN YOU WANT ITWe have already indicated our strong knowledge and capabilities to provide traditional Metro Train Control designs. However, we are aware that in the next decade, Metro may need to move to higher capacity systems, such as Communications-Based Train Control (CBTC), for the Red Line, and perhaps elsewhere. SDP has a strong cadre of engineers with CBTC experience:New York Canarsie (J) Line: Ed Mortlock, Angel Velazquez and Michael Harris-GiffordSVRT-BART Core System Improvements: Vineet AgrawalHyderabad Metro Rail Project: Saral Dwivedi

Approach to Project Controls�� Program Management Plan

�� Schedule Management

��Managing Scope

�� Budget Control

�� Change Management

�� Quality Management

�� Contract and Subcontract Administration

�� Requirements Management

�� Progress Reporting


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APPROACH TO MANAGE SCHEDULES, SCOPES AND COST OF CONTRACT TASK ORDERS

SDP’s successful delivery of projects on time and within budget, is a testament to our proven systems for managing schedules, scopes and cost. But it all starts with the Program Manager, and Michael and his team are proven and ready to manage this complex program. Our history of successfully managing projects gives Metro a degree of cost certainty to deliver on the promises made in Measure M.

Elements of our systems and approach to managing scope, schedule and budget include:�� Fully integrated and resource loaded schedule for design services.�� Fully developed task orders including scope, resources, deliverables and schedule.�� Monthly project reporting on each task order.�� Risk registers developed at the task and contract level to proactively avoid any task

order challenges.

Program Management Planpage 70

Schedule Managementpage 70

Managing Scopepage 71

Budget Controlpage 72

Change Managementpage 72

Quality Managementpage 73

Contract and Subcontract Administrationpage 73

Requirements Managementpage 74

Progress Reportingpage 74

Metro Contract No. AE47810E0128

Systems Engineering and Support Services

Task Order 001:

Eastside Phase 2 EIR Support, Engineering and

DB Solicitation TASK ORDER PROPOSAL



Task Order 002:

Sepulveda HRT EIR Support, Engineering and P3 Solicitation

TASK ORDER PROPOSAL



Task Order 003:

East San Fernando Valley LRT

EIR Support, Engineering and DB Solicitation

TASK ORDER PROPOSAL



Task Order 004:

West Santa Ana Branch LRT

EIR Support, Engineering and P3 Solicitation TASK ORDER PROPOSAL



Task Order 005:

Development of Systems Standard Drawings and

Updating of Metro Design Criteria

TASK ORDER PROPOSAL




150

140

130

120

110

100

90

80

70

60

50

40

30

20

10

SDP

Com

mite

d FT




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PROGRAM MANAGEMENT PLANMichael has intentionally structured his team to address both the focus of each individual corridor and the correlations across the entire Metro program. Our task order process is shown in Exhibit 31. Under Michael’s leadership, SDP will establish and maintain an organization that effectively manages all elements of the work. Our PMP will document the internal processes related to administration of the contract. The PMP is an umbrella document that describes managerial approach, strategy, and quality procedures to control the project and achieve all requirements of each task order, while maintaining consistency and conformity.

Key contract administration elements that will be clearly laid out in the PMP include:�� Project leadership and reporting relationships�� The requirements and task flow for each phase of each task order�� Requirements management�� Scope, budget and schedule control requirements, including task order management�� Design review�� Configuration management�� Quality management�� Progress reporting�� Records management�� Interface management�� Project closeout

The PMP will serve as the contract administration reference manual for our team and will be instrumental in achieving efficiency as we manage multiple task orders. Each task order will describe the:�� Work to be performed�� Resources assigned to the work�� Cost�� Deliverables�� Schedule for their delivery

SCHEDULE MANAGEMENTWe propose to resource load our schedule in a manner consistent with Metro’s work breakdown structure (WBS) and schedule format requirements. This provides a number of advantages. Primarily, it allows our team and Metro to collaboratively integrate schedules to verify correct relationships, track status on both a corridor and program level, identify any potential schedule conflicts in advance and proactively manage the ebb and flow of systems related resources. We will progress our schedules monthly showing original, actual progress and any adjustments.

Schedules for design services certainly are not uncommon, however for this contract we propose to develop a detailed, fully integrated and resource loaded schedule. This uncommon approach to managing design schedule is an advantage to Metro for many reasons, as shown in Exhibit 32.

Exhibit 31: Task Order Phases and Requirements.

1. RESPOND TO CONTRACT TASK ORDER�� Assemble the optimal Team�� Define Task and Approach to

Scope of Work: Preliminary Work Plan and Cost Proposal�� Negotiate Task Order

2. TASK MANAGEMENT AND DELIVERY�� Prepare Project Management

Plan�� Prepare Quality Control Plan�� Task Manager Responsible for

Scope, Schedule, Budget and Quality Management

3. PROJECT EXECUTION�� Contract Administration�� Quality Control�� Project Controls�� Budget Control�� Design Review�� Performance Reporting�� Risk Management

4. TASK ORDER CLOSEOUT�� Conduct Closeout Meeting�� Financial Closeout�� Technical Backups/Records

Archiving�� Closeout Performance

Assessment/Lessons Learned

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The project schedule will be an integral part of our management program and will clearly define the prosecution of the work from issuance of NTP. It will be resource loaded and updated each month to reflect the commitments made in each task order. Our Deputy Program Manager/Program Controls Manager, Jeff Goodling, will manage the schedule in coordination with Metro schedulers and Metro Project Management, and will develop monthly analysis and reports. Our Program Manager Michael Harris-Gifford, will plan the resources reflected in the schedule, provide oversight of the process and assist Metro with programmatic planning.

Exhibit 32: Benefits of a Fully Integrated and Resource Loaded Schedule for Design Services.

Managing a Program of Projects

Multiple interface points where actions on one project may affect another. An integrated schedule identifies and highlights those interface actions. The integrated schedule allows us to not only identify interface points, but allows us to work with Metro in determining system resources and demands for systems related DB reviews, integration testing and rail activation that may be occurring concurrently on separate corridors.

Efficiencies By identifying resources by activity, the SDP team can more effectively balance resources giving Metro added capacity when needed. Having the deepest resources of any team and the efficient management of these resources is a significant benefit to Metro.

Schedule Analyses

Our schedule will have the same WBS, calendars, and structure as Metro’s program schedule to make them compatible. We also intend to work with Metro’s program schedulers to identify activity links, such as predecessors and successors, between the systems design activities and program activities to make them fully integrated. This schedule will allow Metro staff to do their own programmatic or project specific analyses.

Accuracy We will develop a detailed schedule that goes beyond the typical design, review and finalize activity cycle that is common in many design schedules. This provides both our team and Metro more accuracy in determining resource demands, tracking progress and identifying potential impacts.

This schedule will be used to assist with the following�� To communicate to Metro our current plan for performing and completing the work�� To identify work items and paths that are critical to the timely completion of the work�� To identify upcoming activities on the critical path(s)�� To identify when submittals will be made for Metro’s review�� To document the actual progress of the work�� To evaluate resource requirements�� To aid in integrating the Work with Metro’s other design consultant’s (i.e. identifying

interfaces and dependencies with any proceeding, concurrent, and follow-on activities)�� To assign responsibility for performing specific activities

This schedule, and specifically our schedule adherence, will be discussed in the Monthly Report, where attention will be paid to any tasks that have slipped and the monthly report will discuss the best course of action for mitigating any delays.

MANAGING SCOPEMichael will draw on his experience managing similar contracts to make sure our team delivers the work on-time and within budget, while complying with established processes and procedures. Michael and his team understand the importance of providing a robust project controls function to support the administration of the contract and we have assigned our Deputy Program Manager Jeff Goodling, to this task to ensure we have the necessary resources and authority to manage the task orders. The Project Controls Team will ensure that Michael has up to date information regarding scope, budget, schedule, quality, risks and interfaces. This information will be available not only for the SES contract, but also for each individual task order. Michael will review this information with the responsible individuals on his project controls team on a regular basis and will discuss with Metro on a monthly basis.

OUR RESOURCE LOADED SCHEDULE WILL INCLUDE:�� WBS setup in compliance with

program�� Interface with program schedule�� Back-check against corridor

milestones�� Forecast systems integration

efforts�� Resource loading and reports�� Effective planning of resources�� Supports programmatic recovery

planning and what-if analysis�� Monthly updates

EACH TASK ORDER WILL INCLUDE:�� Work to be performed�� Resources assigned to the work�� Cost�� Deliverables�� Schedule for their delivery

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Michael will serve as our primary point-of-contact with Metro, working hand in hand with Jeff and our project controls team. Michael will create a transparent project environment to keep Metro apprised of progress, and the individual members of the project controls team will be available to discuss any details as needed.

BUDGET CONTROLSDP will establish a process to compare, analyze and interpret the cost of the work against the budgets established in each Task Order. Any variances will be discussed with the key individuals responsible for the work who will be expected to identify (and exercise) appropriate corrective actions.

An accounting, by task order, will be reported to Metro in each monthly report. This report will clearly identify any budgetary issues, their causes and the recommended corrective actions.

CHANGE MANAGEMENTMetro’s Measure M and SOGR programs are large, complex and fluid. This is compounded by numerous external forces influencing the environment in which the Metro program must be built. Changes will be inevitable and as Metro adapts to the changing environment, we are prepared to assist in an equally fluid, efficient and proactive manner. Exhibit 33 highlights potential areas of contract change and how our team is prepared to manage those changes.

Exhibit 33: SDP is prepared to manage any changes that arise.

Schedule As already indicated, our team proposes to have a resource loaded schedule that integrates seamlessly with Metro’s program schedule. With a resource loaded and integrated schedule our team will be able to quickly recognize, calibrate and respond to schedule changes in an accurate manner. As program milestone dates change, our schedule will identify which of our schedule-linked systems deliverables must also change. As those systems schedule changes are made it will also highlight what our resource demands will be. Our team will therefore have a quicker and more accurate means of defining the challenges, which in turn allows us to more quickly and accurately adjust our resources, through adding or re-assigning, to meet the challenges.Schedule changes are another area where the experience and knowledge of the SDP team creates a distinct advantage for Metro. The extensive knowledge our staff have regarding Metro’s systems and processes allows our team to be more responsive and find solutions sooner when schedule challenges arise.

Personnel Given the duration of this program, whether it be through attrition, promotion or other developments, personnel will change.The depth of resources our team can bring to this program provide Metro a double advantage in this regard. Not only do we have the resources necessary to sufficiently staff the systems design and systems integration effort for potentially concurrent corridor design efforts, we also have backup resources to fill either vacancies or newly identified roles. If personnel demand should alternately decline, our respective organizations are capable of readily re-assigning staff part-time or full-time to other work or projects outside the Metro program.Our proposed work force development and Mentor/Protégé program similarly provides Metro a double advantage. Not only does it provide training and development of local and upward rising professionals and businesses, it also prepares them to assume larger roles as vacancies do occur.Another component that will be critical to on-boarding new staff is to ensure they are given a comprehensive training and indoctrination regarding not only processes and procedures that our team employs, but also the applicable processes and procedures of Metro. Our PMP will identify the training required by position and a follow-up with the trained individuals to verify comprehension.

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Scope of Services

Identification of a change in the scope of services may occur in a couple of ways, either through a direct request from Metro or identified as potentially indirect changes highlighted by means of our regular review of the scope of services document.Once a potential change to the scope of services has been identified the SDP team will discuss the change with Metro to either verify the change is necessary or enact corrective actions to avoid the change. For authorized changes the well-defined scope of services document then becomes the tool by which we are readily able to identify what our team will do to accommodate the change. If the change does not impact cost or schedule, we will simply document the change to the scope of services with Metro. If the change does affect cost or schedule we will work with Metro to seek to minimize the impact by adjusting resources, schedule or other deliverables and ultimately obtain Metro’s authorization.

QUALITY MANAGEMENTWe will develop, implement, and maintain a Design QMP, in compliance with Metro’s process and ISO 9001, that includes the following:�� Reporting structure and coordination�� Design quality control (calculations, reports, design drawings and reviews) and quality

assurance (process documentation and audits) processes�� Quality measures that encourage continuous improvement of the design submittals�� Involvement of Metro throughout the design development and the design review

comment process�� Interdisciplinary reviews of deliverables�� Verification that the design submittals are complete�� Use of our common digital environment�� Assurance that comments will be responded to and corresponding changes

incorporated into the design�� Observation and NCR identification/resolution process (monthly reports)�� Peer reviews to confirm that all design meets all applicable codes and standards�� RFIs and changes during construction�� Subconsultants

Our QMP will facilitate the completion of design documents, and allows Metro to oversee the design process and design products. It will include confirming that all designers have been properly trained, that the deliverables match the commitments made in each task order, that the deliverables have been checked prior to submission, and that revisions to those deliverables address comments received from Metro.

Quality management, under the leadership of Roberto Dilig will, as indicated in our organization chart, report directly to Program Manager Michael Harris-Gifford. The QMP will be submitted for Metro’s review and approval prior to implementation.

CONTRACT AND SUBCONTRACT ADMINISTRATIONContract and subcontract administration and control are essential tools in the smooth running of the task orders. We anticipate that, over time, the number of concurrently-operating task orders will grow as more projects move into the Preliminary Engineering and subsequent phases. We will have the tools in place to manage the overall contract, the individual task orders and task order proposals, and our subcontractors from the task order and overall contract perspectives.

“Performing work with quality is an important and personal metric for me. I have always taken personal pride in producing quality products. I expect no less for the SDP team and will instill and demand matching standards of quality throughout the SDP organization for the duration of this contract.” – Program Manager


DBE COMP PLAN:A vital part of our subcontracting approach will be our DBE Contract Outreach and Mentoring Plan (COMP) included in Volume II

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REQUIREMENTS MANAGEMENTEach task order will clearly identify the tasks to be performed, the resulting deliverables and the cost and schedule limitations. To ensure that the requirements of each task order are incorporated in our deliverables, we will implement a requirements management procedure in coordination with Metro’s Project Management Team. SDP’s Corridor/Task Order Lead will author a Requirements Management Plan, which shall be included in the PMP, verifying that design submittals are in compliance with the applicable Basis of Design Report.

The validation and verification process will continue into the final design, construction, testing and activation phases through continuous check of contractor deliverables against contractual requirements. We will facilitate this by requiring each contractor submittal to be accompanied by a compliance matrix, similar to what we successfully implemented on Metro’s Regional Connector project.

PROGRESS REPORTINGIn line with our PMP, we will provide a monthly progress report on all current task orders, plus a forecast on any task orders anticipated to commence in the following three months. Our monthly report outline will include:�� Task order status and forecast�� Schedule progress�� Key issues�� Invoice status�� Requirements management�� Interface management�� Risk management�� Quality report and NCR status�� Implementation of the DBE and COMP plan�� Audit schedule, findings and corrective actions


Work Force Diversity and Mentoring�� Commitment to DBEs – 9 Firms and a JV Partner

��Mentor Protégé Plan for SES Contract

��Mentor Protégé Success – First Ever for LA Metro Mega Project

��WIN-LA

�� Building the Next Generation Workforce

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WORK FORCE DIVERSITY AND MENTORINGWith the passage of Measure M and the resultant dynamic program of transit, highway and other transportation projects, Los Angeles County will be the epicenter of transportation development for the next half century. SDP’s member firms will certainly continue to be a part of that development and will work to ensure our efforts on the systems engineering contract enhance and expand efforts to prepare the transportation workforce of the future. In addition to our firms’ commitment, Metro can be assured of our Program Manager Michael Harris-Gifford’s personal commitment. During his tenure at Metro, Michael regularly took part in Metro’s

“Meet The Buyers” events. As a WSP employee, Michael works with TBAC’s Conflict of Interest Committee to continue his involvement with and support of Metro’s DBE/SBE program.

COMMITMENT TO DBEs – 9 FIRMS AND A JV PARTNERJust as Metro is committed to business diversity reflective of the local communities, SDP is fully committed to exceeding your goals for diversity and inclusion of DBEs on this long-term contract. SDP partners have the proven experience and ability to integrate the COMP Program objectives into our project delivery process. Our history demonstrates that our commitment goes beyond participation goals. Our team includes nine DBE firms, all of which our team has worked with in the past. Each firm is providing a meaningful role on the systems contract, and was selected because of their relevant expertise and/or local resources. Our commitment to Metro’s DBE program is further demonstrated by the composition of our joint venture, which includes DBE firm AC. AC is enthusiastic about this opportunity to expand their northern California practice into Los Angeles. SDP is committed to helping AC understand the local marketplace, assist with best contracting practices and establish a presence in Los Angeles. For further details on our team’s commitment to Metro’s DBE program, please refer to Volume II for our COMP plan.

MENTOR PROTÉGÉ PLAN FOR SES CONTRACTSDP is building our Mentor Protégé program to leverage our collective experiences and help other firms grow their businesses in Los Angeles and thus leave a legacy of transit-experienced companies and individuals to continue Metro’s transportation vision. Each of these firms is enthusiastic about this new program, and the Mentor Protégé Agreements are provided with our COMP Plan in Volume II. Our team’s four protégé firms and their specific goals for this contract are identified below.

�� Auriga Corporation (DBE and JV Partner): AC has worked on many Metro transit projects, and is interested in expanding their northern California practice into Los Angeles. SDP is committed to helping AC understand the local marketplace, assist with best contracting practices and establish a presence in Los Angeles.

�� Cornerstone Transportation Consulting, Inc. (DBE): CTC will be actively involved as one of the four protégé firms and bring their unique perspective to our team. They have worked with MM on various transit projects over the past 20 years. Their

Commitment to DBEs – 9 Firms and a JV Partnerpage 75

Mentor Protégé Plan for SES Contractpage 75

Mentor Protégé Success – First Ever for LA Metro Mega Projectpage 76

WIN-LApage 77

Building the Next Generation Workforcepage 77

DBE FIRMSEnabled ConsultantsIntueor Consulting

JLM Strategic Talent PartnersLKG-CMC, Inc.

Virginkar & Associates, Inc.

DBE/MENTOR PROTÉGÉ FIRMS

Cornerstone Transportation Consulting, Inc.

D’Leon Consulting Engineers Corporation

Rani Engineering, Inc.

DBE/MENTOR PROTÉGÉ/JOINT VENTURE FIRM

Auriga Corporation

“WSP and Mott MacDonald have provided pivotal rail transit opportunities to Rani Engineering in Minnesota and Washington DC for the past 17 years. We have been co-located with WSP working on the Blue Line LRT extension for the Metropolitan Transit (St. Paul, MN) for the past two years. With Mott MacDonald, we have two years of track record on WMATA (Washington Metropolitan Area Transportation Authority) safety improvement and asset management task orders. Rani Engineering looks forward to working with this team on the LA Metro systems contract.” – Susan Rani,

Rani Engineering

» Meeting potential DBEs at our Outreach event on December 10, 2017.

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Mentor Protégé program will be focused on building their technical capacity in systems engineering.

�� D’Leon Consulting Engineers (DBE): D’Leon will be actively involved as a DBE subconsultant, providing systems support for the contract. D’Leon has been a very active mentor protégé participant on WSP’s Purple Line project and is on MM’s team on Regional Connector. By working with the mentors, D’Leon’s goal is to grow their practice as a strong small Hispanic transportation consulting firm.

�� Rani Engineering (DBE): WSP and MM have worked with Rani Engineering for many years. They provide communications systems design, and their goal is to grow their practice into Los Angeles. Rani’s goal is to get training in project control tools, systems and procedures for quality control, project monitoring, change orders and risk assessment, right-sized for their firm.

MENTOR PROTÉGÉ SUCCESS – FIRST EVER FOR LA METRO MEGA PROJECTWSP developed the first voluntary mentor protégé program on a Metro mega project (Purple Line). Led by our Principal-in-Charge Ashok Kothari, our Purple Line mentor protégé program involved three DBE subconsultants: RAW International, Advantec and D’Leon. D’Leon has been selected to join our team and will once again be part of a mentor protégé program for the systems engineering contract. These firms received mentoring in the areas of business development, project management, and rail engineering. As illustrated in Exhibit 34, led by our Principal-in-Charge Ashok Kothari, WSP engaged a national team of experts for a full-day business development training session.

In addition, team member MM recently began a mentor protégé program with their joint venture partner on Purple Line Section 3 CM, CTC. CTC has also been invited to become a mentor protégé firm for our team. To round out our mentor protégé program, we have included two firms that are committed to expanding their practices to bring resources to Los Angeles, in Rani Engineering and AC. We have worked with both firms and are committed to helping them grow in Los Angeles.

Exhibit 34: A one-day business development training was held for WSP’s Mentor Protégé firms on the Purple Line project. Metro’s leadership team joined our Principal-in-Charge Ashok Kothari to show support.

Mentor-Protege Training Program January 13, 2017

TIME TOPICSLIDES PRESENTER1:30 pm Welcome

Ashok Kothari 1:35 pm Overview

Introductions and expectations 1 - 4 Adiele Nwankwo

& Group 1:50 pm Client Relations Management – Understand Your Client and Your Marketplace

United Airlines Commercial (video) Who are your clients? Pipeline Development CRM and the pursuit of winning CRM and delivery excellence

5 - 15 Adiele Nwankwo

2:20 pm Civic Engagement: Why it’s Important to You 16 – 22 Adiele Nwankwo 2:40 pm Case Study: Client intelligence gathering and open ended questions; practice interview Effective client engagement (video examples) Read ahead and test your own interviewing skills

23 - 26 Judy Jones

3:00 pm Break All 3:15 pm Improving your Marketing Success

Pursuit Management Process Targeting decision makers Identify your differentiators Consistency and discipline in your marketing

27 - 45 Judy Jones

3:45 pm Proposals and Interviews Case Study: Take the Judy test of proposal story telling The right people and experience Understanding key issues Developing a winning strategy and theme Storylining your “sell” Case Study: What key issues did you hear from the earlier practice interview? Interview preparation

46 - 86 Judy Jones

4:40 pm Wrap-up and Final Questions 87 Adiele Nwankwo 5:00 pm Adjourn All

Mentor Protégé Success Stories“WSP has helped Advantec to expand our business development and pursuit skills, and we have applied that towards winning a Caltrans project as prime and we are currently working on more proposals. The pursuit management training was invaluable! WSP has even flown their Business Development leader from New York to conduct a training session with us! We feel privileged and thankful!” – Leo Lee, Advantec

“Gaining leadership experience on large scale projects has been an on-going business development objective of RAW International. Through the Mentor/Protégé program, I got the opportunity to work under WSP’s Ashok Kothari, the leader and chief engineer of the historic Westside Extension Subway Project. Serving as chief architect, I was able to participate in the dynamics of managing a complex and multi-discipline major infrastructure project with one of the best chief engineers in the business. This role has afforded me the opportunity to lead and be led by some of the brightest architects and engineers I have ever worked with. I have gained first-hand knowledge of the importance of building a strong relationship with the client and creating a workplace culture that both respects the chain of command and also promotes creative thinking. RAW’s next goal is to leverage this transit experience into future Prime Architect opportunities for large projects with Metro and transit agencies around the country.”– Roland Wiley, RAW International

“D’Leon has worked with WSP on several Los Angeles rail projects, starting with the Blue Line. On the Purple Line Extension, where we are part of WSP’s mentor protégé program, my staff is working with WSP’s management team, and they get the unique opportunity to learn more and more every day on this exciting project.” – Domingo D’Leon,

D’Leon Consulting Engineers

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WIN-LAIn alignment with Metro’s Career Pathways Program, SDP is committed to helping to prepare tomorrow’s transportation leaders to accept the mantle of infrastructure development in Los Angeles. SDP is a registered partner in Metro’s WIN-LA program and our member firms have historically been strong supporters of growing the bench of women in the workforce, and SBE/DBE subcontractors.

Lisa Maurath, our JV Board Chair and COMP Liaison is a member of Dean Emily Allen’s Advisory Board for California State University, Los Angeles College School of Engineering, Computer Science and Technology (CSULA ECST). She is working on an initiative with the Dean to increase female enrollment at ECST by 2020, and to develop a Systems Engineering Certificate Program. WSP is also partnering with LAUSD’s Girls’ Academic Leadership Academy (GALA) to provide monthly presentations to the seventh grade Introduction to Engineering class.

Cambridge Education, is a subsidiary of the Mott MacDonald Group that supports schools, school districts and state departments of education across the U.S., is another opportunity for SDP to grow the workforce through exposure to Science, Technology, Engineering and Mathematics (STEM). The Calculus Project, a program created by Dr. Adrian Mims in 2014 and run by Cambridge Education, increases access to honors and Advanced Placement (AP) math for students of color and low-income students. The Calculus Project begins in middle school and continues through high school graduation. The program involves summer pre-teaching, after-school tutoring, parent involvement, study skills, field trips, hands-on experiences, and exposure to STEM workplaces and professionals of color in the field. The Calculus Project provides preparation and support starting at an early age, ensuring that STEM majors and professions are attainable for all students. The program currently operates in more than in 50 schools across six school districts, and serves more than 2,000 students. The project is growing each year to promote positive outcomes for even more schools and students across the country.

BUILDING THE NEXT GENERATION WORKFORCEMetro, in common with many other U.S. transit agencies, has become increasingly concerned about the potential impact of an aging workforce and the difficulty of finding new personnel with acceptable education levels and vocational training. Between 2011 and 2016, Michael worked closely with Metro’s department of Organizational Development & Training on a series of work force development initiatives. One of Metro’s primary concerns was maintaining and expanding its work force of skilled rail vehicle, traction power, train control and communications maintainers. Michael was a core member of Metro’s team, collaborating with LA Trade Technical College (LATTC), that helped LATTC develop programs aimed specifically at providing students with the skill-set to become Metro rail system maintainers. This effort resulted in Metro being awarded a $480,000 Workforce Development grant from the FTA.

The Metro-LATTC collaborative program was also expanded to include courses for incumbent Metro maintainers for both re-training/refresher and to enable incumbent workers to gain new skills as a route for promotion. The latter program resulted in a joint apprenticeship program between Metro, LATTC and the Amalgamated Transit Union (ATU).

SDP is committed to continue working with LATTC to increase the systems engineering components of their engineering program. As part of our workforce development in Los Angeles, Michael and his team will make this a part of our goals for this project.

» Recently, Monica Born led a team of WSP professionals from Los Angeles in a presentation to GALA. The Los Angeles WSP team will be making monthly presentations to the seventh-grade class throughout the 2017–2018 school year.

» MM’s Calculus Project scholars in the robotics laboratory. The program currently operates in more than 50 schools and serves more than 2,000 students.


Statement of Work Implementation�� A Holistic Approach to Metro’s Services with Innovative Enhancements and Metro’s Goals in Mind

�� Environmental Study Support

�� Preliminary Engineering and Beyond

�� Development of Procurement Documents

�� Support Services during Final Design and Construction

�� System Integration Testing, Activation, and Cutover

�� Other Systems Support Services

�� System Safety and Security

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STATEMENT OF WORK IMPLEMENTATIONSDP’s approach to implementing the SES Scope of Services is based on almost 40 years of experience delivering for Metro, our program manager’s 17-year history delivering on systems engineering for Metro, and SDP’s LA-based leadership team developing a strategy for collaborating with Metro and the many consultants and stakeholders that will be involved in successfully delivering new corridors for Metro. Our approach is focused on:�� Thoughtful consideration of Metro, it’s consultants, stakeholders and the SES team for

this new contract in terms of roles, responsibilities and collaboration to deliver new corridors.

�� Efficient task order delivery to reach revenue service as quickly as possible.�� Developing designs efficiently using our historical understanding of each Metro

corridor and Metro technology.�� Approaching procurement documents with both a designer and owner’s perspective,

resulting in an overall cost-effective project for Metro.�� Minimizing impacts to existing operations.�� Assigning Metro-proven leaders to manage the high-risk area of rail activation and

start-up.

A HOLISTIC APPROACH TO METRO’S SERVICES WITH INNOVATIVE ENHANCEMENTS AND METRO’S GOALS IN MINDMichael and his Los Angeles-based leadership team have developed a holistic approach to the SES scope of work. Our approach is focused on providing efficiency and cost effective strategies to achieve Metro’s Measure M and Twenty-Eight in ‘28 goals with minimal risk to schedule and on-going operations. Exhibit 35 on the following page graphically illustrates our approach to the scope of work organized by the five phases of project delivery, a detailed narrative follows.

A Holistic Approach to Metro’s Services With Innovative Enhancements And Metro’s Goals In Mindpage 78

Phase 1: Environmental Study Supportpage 80

Phase 2: Preliminary Engineering and Beyondpage 80

Phase 3: Development of Procurement Documentspage 90

Phase 4: Support Services During Final Design and Constructionpage 91

Phase 5: System Integration Testing, Activation and Cutoverpage 93

Other Systems Support Servicespage 96

System Safety and Securitypage 97


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Exhibit 35: Our Holistic Approach to Managing the SES Scope, Accomplishing Metro’s Goals and Minimizing Risk to Schedule and On-going Operations.

ENVIRONMENTAL





While traditionally the SEC is not involved during this phase, we believe that a modest level of involvement may pay dividends in reducing the probability of requiring Supplementary EIR/S. Items we believe we can provide tangible benefit include: ▪ Review of alignment for compatibility with Metro operations and TC ▪ Review of TP substation locations, with possible simulation to verify

adequacy ▪ Verification of property needs for signal and communications houses and

cases

▪ Verification that the planned yard and shop support for Metro O&M needs ▪ Operations simulation to verify runtime and fleet size assumptions ▪ Conceptual-level cost estimate for systems

Additionally, and where appropriate, we can commence work on some long-lead items such as opening discussion with utility companies regarding tunnel alignment power. + Recognition that a modest, but early, start on some

systems engineering elements can help Metro deliver an EIR/S with less risk of needing subsequent Supplementary EIR/S. =

There are many elements to this phase of our work, which are discussed in more detail in this Section. Broadly, the systems PE includes: ▪ Develop a systems basis of design ▪ Review and coordinate with facilities and MEP engineering ▪ Develop systems design drawings, specifications, calculations, analyses

and reports ▪ Perform operations analysis




Our plan and approach is to provide efficient and effective oversight, management and support to the project. In that task, we see our key roles to be: ▪ Review of contractor deliverables for compliance, together with making sure

relevant Metro departments are fully engaged in the process ▪ Response to contractor RFIs and requests for inspection of existing Metro

facilities

▪ Management/ oversight of existing system interface and cutover development and construction activities, including Metro operations support

▪ Oversight and reporting on Metro-furnished project support activities (such as rolling stock and rail operations control)

▪ Inspection of factory and field construction and testing ▪ Support to Metro- and contractor-initiated changes

Our plan and approach is to help Metro complete the final tasks to project completion and successful transition to revenue service. In that phase, our key responsibilities: ▪ Set up the rail activation group comprising Metro, contractor, SEC and

relevant third parties ▪ Management/oversight of any remaining existing system cutover activities ▪ Integrated testing and rail activation oversight and contractor/Metro support ▪ Scheduling contractor training with Metro O&M departments ▪ Scheduling emergency response drills


SDP PROGRAM ENHANCEMENTSAPPROACH GOALS


+ =+ =+ =+ =

An independent integration review team to keep the project on-track for successful project delivery.

The SDP team personnel, led by Michael Harris-Gifford, with a deep, abiding, and personal relationship with staff throughout Metro.

We Know Metro: We know the Metro personnel; who needs to review what; how to steer a path through differing Metro department priorities.








PHASE

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PHASE 1: ENVIRONMENTAL STUDY SUPPORTTraditionally, the Systems Engineer is not brought on-board until after the FEIS/R is complete. However, our experience suggests that there is often a need for Supplemental EIR/S because some Systems elements have not been sufficiently defined. Often, the performance of the final project does not live up to expectations. Therefore, we offer for consideration the following services during the FEIS/R stage of project development:

Conceptual TP Load-Flow Analysis

Led by Stoil Stoilov, and using WSP’s proprietary model, the load-flow analysis will be run to confirm the substation locations and property takes identified in the Draft EIR/S.

Conceptual Operations Analysis/Simulation

To confirm runtimes (critical to ridership analysis, as well as fleet size), crossover locations (thus their noise and vibration impacts) and terminal track arrangements (critical to ensuring support to design headways). Simulation will be performed by WSP’s Operations Simulation group, using Berkeley Simulation Software’s Rail Traffic Controller (RTC) model.

Conceptual Operations Plan

Building upon the operations simulation and the alignment, we will prepare and submit for approval a Conceptual Operations Plan to describe and prescribe the operations and maintenance requirements.

Yard Capacity and Requirements

Using data from the Conceptual Operations Analysis and Operations Plan, our project team will assist with defining the capacity and capabilities required of the maintenance facility.

Other Environmental Support Efforts

Including defining the visual impact of substations, OCS and C&S houses as required, as well as radio antennae locations and emergency back-up power supply (EBPS) generators for tunnel alignments.

PHASE 2: PRELIMINARY ENGINEERING AND BEYOND

Systems DesignApproach: Our team will accomplish the engineering design for all system-wide elements, including traction power, overhead catenary/conductor rail/contact rail, signals and train control, communications, radio, Rail Operations Control, and all other systems elements. Additionally, we will perform preliminary design of facilities mechanical (HVAC, gas heating, tunnel/station ventilation, etc), plumbing, fire protection (wet standpipes and sprinklers, etc) as required by the specific task order. The systems engineering work will be fully coordinated with the facilities design and corrosion protection. Additionally, we will work with Metro’s Universal Fare System (UFS) group for fare collection provisions, and with Metro’s Vehicle Acquisition and Fleet Engineering departments for vehicle interfaces (whether new or existing rolling stock) and maintenance facility design.

To accomplish this work for Measure M projects, we will start with the conceptual design and the EIR/EIS. We will also review existing system capacity to support the new project.

For state of good repair (SOGR) projects, our initial task will be one of data gathering of the status and condition of existing infrastructure. In the initial stages of scope and need determination, we need to work closely with Metro Engineering, MOW/Facilities Maintenance, and Metro’s Strategic Development of Facilities and Operations department, who are responsible for Metro’s SOGR program.

We anticipate, in general, performing design beyond the PE level, and approaching 100% design for Measure M projects.

Traction PowerApproach: Under the leadership of Traction Power Engineering Lead David Hetherington, the SDP Team will initiate the design of the traction power system. The basis of the traction power design will derive from existing systems criteria and standards as well as the

SDP VALUE-ADDEDWith staff who have worked closely with Metro MOW for many years, we have the relationships established and know who to coordinate with to ensure thorough, but efficient, determination of condition and need.

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proposed operating plan. In addition to the technical requirements for sizing and location of substations, there is likely to be community concern about the visual and noise (i.e. air conditioning units) impact of the substations. We will work closely with the Community Relations Group and the EIR/S team to address this issue.

The first and primary activity will be to run a traction power load-flow analysis to validate substation locations identified in the EIR/S. This will be led by Stoil Stoilov, using WSP’s Traction Electrification Load Simulator (TELS) computer program. WSP, and Stoil in particular, have performed several previous traction power load-flow analyses for Metro, including, most recently, the Regional Connector project and all three sections of the Purple Line Extension.

TELS is a time-driven, multi-line simulation model that runs on a personal computer. The software allows modeling of all key elements of the transit system and aspects of its operations that have a bearing on the traction electrification system (TES) performance, incorporating them into one integrated model, including:�� Horizontal and vertical profile�� Signaling system�� DC distribution system�� Traction power substations�� Primary AC distribution system�� Transit vehicle characteristics�� Train movement dynamics and resistance-to-motion�� Train operations plan

The program models the trains as operating simultaneously and solves the electrical network concurrently with the train movements. Train performance is also voltage sensitive and integrated with the network solution, resulting in a single-stage simulation. This provides for realistic replication of the transit system’s operations, including accounting for the impact of low voltages on the trains’ power demand and performance.

The program can calculate the temperature of the OCS conductors, such as contact wire and messenger wire, in the course of the simulation. Wire ampacity, thermal time constant and other parameters are determined in accordance with IEEE 738. The rail potentials at passenger platforms, substations and along the track, and stray current levels of the system, can be evaluated with this system.

Another key work item is the design and configuration of power distribution for tunnel segments. Metro design criteria, fire/life safety criteria, and current practice, demand the following key elements:�� Medium-voltage utility power drop at each passenger station�� Traction power substations at station locations�� Trainway feeder system to provide remote power feed to each station�� EBPS generator (for potentially gaseous tunnels)

Critically, tunnel power is a significant power utility issue in terms of anticipated power demand load (for traction and station power) and to obtain utility agreement for the trainway feeder interlocks and configuration. This will require a concerted effort between SDP, the Facilities Designer, Metro Project Management and Metro third party coordinators. Our experience suggests that utility power feed coordination, especially for tunnel segments, must commence at the start of the preliminary engineering phase of the project to ensure successful implementation when needed by the project schedule.

SDP VALUE-ADDEDAs further assurance for Metro, we can provide an alternative of using MM’s proprietary software (TRAIN program) for performing load flow analysis of the traction power systems, should additional capacity be required. TRAIN has been used on the Regional Connector and the Crenshaw line. Efforts using TRAIN will be led by David Hetherington and Kwaku Larbi.

DELIVERABLES�� Traction Power Load-Flow

Analysis�� Technical Specifications�� TPSS Schematics, Plans and

Ratings�� Trainway Feeder Configuration�� Existing System Cutover

and Interface Requirements (if applicable)�� Facilities and System Interface

Requirements�� Capital Cost Estimate

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More generally, activities contained within the traction power design include:�� Review of design criteria, plans and specifications for the traction power, value

engineering reports, etc.�� Survey for new right-of-way and interface with existing system.�� Development of Basis of Design.�� Development of a traction power load flow analysis.�� Performing iterative analyses to determine appropriate substation sizes, locations,

conductor particulars, maximum current and rail voltage levels.�� Preparing engineering designs for the TPSS including single-line diagrams, equipment

layouts, plans and elevations and grounding schemes.�� Emergency trip system tripping scheme and blue light station locations (coordinated

with fire/life safety).�� Yard and shop TPSS design (if applicable).�� Coordination of site plans with Facilities Designer (for surface TPSS) and for EBPS, if

applicable.�� Coordination of room sizes and ventilation requirements for underground substations.�� Coordination of the TPSS design with structural and civil designs for DC cabling,

trainway feeder, transfer trip/ETS, communications and utility services.�� Preparation of a capital cost estimate for the traction power system.

Overhead Catenary System/Overhead Conductor RailApproach: Building upon the system alignment and the traction power load-flow analysis, and under the leadership of OCS/OCR Engineering lead John Schnurbusch, we will develop the OCS/OCR design for the project. It should be noted that Metro uses three basic OCS/OCR configurations in its system:�� Simple Catenary Auto-Tension (SCAT) or Simple Catenary Fixed Termination (SCFT):

Main line track, other than tunnels.�� Overhead (rigid) Conductor Rail (OCR) in tunnels.�� Single Wire Fixed Termination (SWFT) in yards.

Metro made the change to OCR for tunnels only recently and this technology is currently being deployed for the Regional Connector, Crenshaw/LAX and Blue Line resignaling projects. It’s introduction to Metro was due to a collaborative effort by Metro’s Michael Ratnasingham, Ron Tien and WSP’s Michael Harris-Gifford to address maintenance, durability and reliability concerns with conventional OCS.

Cutover of OCS into the existing system will be a particular concern of ours as this has significant potential for disruption to on-going rail service, depending upon the existing system configuration and extent of any changes to the existing alignment. Equally, if there is reasonable expectation of future expansion of the project in-hand, then we will consider what provisions and requirements should be put in place to facilitate future system expansion.

Another area of concern will be system resiliency. Two focus areas will be to limit the exposure of catenary poles to automobile drivers who accidentally enter the right-of-way, and to ensure that no single OCS failure can lead to loss of OCS for all yard leads. Both these factors were key recommendations from an analysis performed by Michael Harris-Gifford with Metro’s Emergency Management department.

The OCS/OCR design for the project will, in particular, benefit from our proposal to develop a suite of System Standard drawings for OCS and OCR, minimizing the repeat-work for each project.

DELIVERABLES�� Review of design criteria,

plans and specifications for the OCS/OCR for projects as required, value engineering reports, etc.�� Survey for new right-of-way and

interface with existing system�� Development of Basis of Design�� Preparation of a Master Overlap

Plan and Sectionalization Diagrams�� Pantograph Security Analysis, as

applicable�� Technical Specifications�� Full-set of OCS/OCR Layout

Plans and Detail Drawings for final design task orders�� Existing System Cutover and

Interface Plan and Requirements (if applicable)�� Facilities and System

Interface Requirements�� Capital Cost Estimate

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Contact Rail SystemApproach: Building upon the system alignment and the traction power load-flow analysis, and under the leadership of Contact Rail Engineering Lead Lope Mayola, the SDP team will develop the contact rail design for the project.

A particular area of concern will be to eliminate unplanned locations where rail vehicles can become “gapped”; that is, having no power due to none of the four contact rail shoes touching a contact rail. It should be noted that contact rail gaps are desirable to prevent a vehicle from bridging two separate power zones and this is commonly used in yards (where power demands are less onerous) and on the approach side of passenger stations (where the train is normally braking). “Gapping” is undesirable for the following reasons:�� It impacts the operation and reliability of vehicle propulsion and auxiliary electrical

systems.�� Leads to arcing as the train “gaps”, which is a potential ignition source for trainway fire.�� In extreme cases, trains can become stuck with no propulsion power available.�� The loss of propulsion power can lead to some passenger discomfort (jerk).

Due to the plethora of turnouts in yards, these are particularly vulnerable to creating contact rail gaps. The issue can be mitigated by use of side-approach contact rail ramps as these are allowable in low-speed areas. The contact rail design for the project will, in particular, benefit from our proposal to develop a suite of system standard drawings for contact rail, minimizing the repeat-work for each project.

Train ControlApproach: Building upon the system alignment and the operations simulation, and under the leadership of Train Control Lead Abbas Sizar, we will develop the train control and grade crossing design for the project. Our team is fully aware that Metro uses three basic train control configurations in its system as shown in Exhibit 36.

Exhibit 36: Understanding Metro’s Unique Train Control Configurations is Critical to Accurate and Efficient Design.

Metro Heavy Rail System

�� Jointless audio-frequency track circuits�� 2.34 kHz modulated cab signal Automatic Train Protection (ATP)

system, with nine speed codes�� Automatic train operation (ATO) using a fixed-marker programmed

station stop system�� Train-to-wayside communication (TWC), using HCS-V system

Metro Light Rail System (except Green and Crenshaw lines)

�� Baseline power-frequency track circuits, with audio-frequency overlays�� 100 Hz modulated cab signal ATP, with seven speed codes. A 250 Hz

overlay is used to create one speed code.�� TWC using HCS-V system

Metro Green and Crenshaw Lines

�� Proprietary Ansaldo (Hitachi) ATO/ATP system, based upon jointless Frequency-Shift-Key (FSK) coded track circuits�� TWC and ATO functions are provided as part of the coded track

circuits�� Fully integrated ATP, ATO and TWC functions between the LRV and

wayside elements

DELIVERABLES�� Review of design criteria, plans

and specifications for the contact rail for projects as required, value engineering reports, etc.�� Development of Basis of Design�� Preparation of layout and

sectionalization diagrams�� Technical specifications�� Existing system cutover and

interface plan and requirements (if applicable)�� Facilities and system interface

requirements�� Capital cost estimate

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Ultimately, the capacity of a transit system is limited by its track configuration, ventilation zones, signal system and traffic control systems. The signal system functions to maximize operating efficiency while enforcing the safe separation of trains and preventing conflicting moves at converging routes. A key element in the achievement of these goals is the design of the block layout and grade crossing layouts. The SDP team has extensive block design experience both on heavy and light rail systems. Projects on which we have been directly involved and/or responsible for the block design include the Metro Red, Purple, Blue, Gold, Expo and Crenshaw lines, as well as the critical Regional Connector project.

Utilizing computer simulation techniques developed by our team, we will test the block design for headway, run time, and safe braking distance, as well as compliance with civil braking distance requirements. The results will be reviewed with Metro staff and adjustments made as required. While under a traditional preliminary engineering effort, a full block design and cab signal control lines are not required, we believe that experience from recent DB projects indicate that a more complete design is warranted to convey performance requirements that cannot be effectively conveyed through design criteria and performance specifications alone. We therefore offer to develop block layout, control lines and route and aspect charts to the 100% design level, for DB projects if Metro so wishes. Some of our block design goals are as follows:�� Additional speed commands on approach to an interlocking signal (which is at stop) to

enable trains to clear crossings and crossing approaches under ATP control.�� Additional blocks and speed commands and/or TWC to facilitate motorman’s platform

usage.�� Maximizing runtime and passenger comfort on approach to critical termini by use of

more speed commands.�� Coordination between speed commands and crossing activation for nearside and

close-to-nearside stations.�� Use of sectional release for critical interlockings.�� Use of overlap locking to maximize approach speed to critical turnback interlockings

(generally adjacent to stations).�� Maximizing civil restriction approach speeds and early release of restriction.�� Discussion with Rail Operations for the need for train ID for automatic routing.�� Block layout for crossing activation to enable warning times to be minimized, with

provisions such as timer circuits, to enable easy adjustment based upon real-world field testing.

�� Enforcement of ventilation zones, while minimizing headway and impact to regular train movements.

Interlocking plant will be designed to provide for the setting and clearing of routes and protection from conflicting movements. Using route and aspect charts, we will define the conditions for clearing and releasing each route. These charts will include locking tables that define approach, time, switch and route locking; the displayed signal aspects; and the route releasing requirement. To ensure that operating requirements are met, these charts will be coordinated with Metro operations and engineering staff. Routes will be selected automatically or by “fleeting”, depending upon the standard configuration of the line and the operational requirements of the interlocking.

Yard train control will comprise powered switches, train detection, wayside signals and TWC throughout. We will also develop drawings and specifications for the yard control tower train control system. Critically, yard and mainline train control design must be coordinated to facilitate mainline trains (of maximum consist size) to quickly exit and clear the main line prior to transfer to yard control. Likewise, there must be yard lead trackage to enable trains to await authorization to enter the main line while not blocking other yard movements.

SDP UNDERSTANDINGTWC is being added to the Red/Purple line, under an initiative started by Michael Harris-Gifford to reduce service disruption upon loss of remote control.

SDP PROOFFor the Regional Connector, Phil Minch and Michael Harris-Gifford used a novel approach of two speeds for critical curves at 2nd/Hope station, where the approach spiral and curve operate at 25 mph, but the short spiral into the station operates at 15 mph. This shaved critical seconds off the design headway.

OTHER CRITICAL ACTIVITIES FOR TRAIN CONTROL�� Grade crossing layout�� Verification of right-of-way for

signal bungalows and cases�� Cutover plans for interface to

existing train control�� Review of existing train control

configuration and capacity to support operation

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Generally, we do not anticipate the need for major coordination of train control design with existing and new rolling stock. This is because Metro is a mature system, with a solid and defined train-train control interface. There are a few potential exceptions, however:�� P3 projects could permit different rolling stock characteristics and train control

characteristics from existing Metro technology.�� Any extension of the Green Line involves a fully-integrated wayside and carborne

ATC/ATP/ATO system and will therefore involve reprogramming of any existing rolling stock.

�� Incorporation of new train ID routes for any new revenue system junctions, such as the one contemplated for the “combined” option for Eastside Phase 2.

�� Potential introduction of a new 65 mph speed code for 100 Hz LRT territory.

We will evaluate the need for grade crossing warning and protection devices and coordinate the design with the respective municipal traffic engineering agency, Metro operations, Corporate Safety and the California Public Utilities Commission. The design and installation of all grade crossing devices will adhere to the requirements and recommended practices of AREMA, the California edition of the Manual of Uniform Traffic Control Devices (MUTCD) and the appropriate general orders of the CPUC. Our experience leads us to strongly advocate that we develop grade crossing plans and conduct early field diagnostic meetings with Metro Operations, Corporate Safety, the City and CPUC Crossing Branch staff. Where the crossing is joint-use with a mainline railroad system the freight company and/or SCRRA as applicable and the FRA will be added to the committee. This should culminate in grade crossing applications for new crossings, or Form Gs for modified existing crossings, submitted to the CPUC prior to DB solicitation. Grade crossing controls (other than in street-running areas) will follow Metro’s standard practice of four-quadrant gates, with pedestrian gates. We will also include operator’s indicators, as required by Metro Design Criteria.

In the areas of street-running operations, a triggering device (generally detector loops) will be required to actuate an interface with the traffic control system and to detect a train clearing the intersection and so will generally not form part of the train control system. The exception to this may be where an intersection lies within the interlocking limits. Where practicable, we will avoid placing interlockings where they interface with traffic-controlled intersections. Where this cannot be avoided, we will coordinate bar signal and wayside signal placement and operations.

CommunicationsApproach: Under the leadership of Communications Engineering Lead Anh Le, we will develop the communications design for each task order. Metro’s communications system is a complex conglomerate of inter-dependent subsystems and all subsystem designs must progress in a coordinated manner. As indicated in Exhibit 37, there are unique characteristics to each subsystem which demand particular areas of engineering focus.

Successful design and specification of communications requirements demands specific skills and capabilities, which we provide:

�� Understanding of Metro existing infrastructure configuration, capacity and potential obsolescence.

�� Understanding the Metro stakeholder departments, including: MOW, ITS, Corporate Safety and Metro Security & Transportation.

�� Understanding Metro’s evolving requirements, especially for security and patron information.

�� Understanding of the evolving technologies, especially as applied to transit.

SDP PROOFWSP personnel participated in the development of a trial train control-traffic control coordination system at 3rd and Ditman on the Gold Line Eastside Extension.

Additionally, WSP personnel designed the embedded roadway light system on Eastside.

DELIVERABLES�� Review of design criteria, plans

and specifications for the train control and grade crossing system for projects as required, value engineering reports, etc.�� Control Line Diagrams�� Route and Aspects Charts�� Double Line Track Plans�� Grade Crossing Plans�� Development of Basis of Design�� Technical Specifications�� Existing System Cutover and

Interface Plan and Requirements (if applicable)�� Facilities and System Interface

Requirements�� Capital Cost Estimate


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Exhibit 37: Communication Scope Categories with Areas of Focus and SDP’s Value Added.

GAS DETECTIONSCOPE: The system is provided to detect concentration levels of Methane (CH4) and Hydrogen Sulfide (H2S) in areas classified as “gassy” or “potentially gassy” by CAL/OSHA, or when directed by the Fire/Life Safety Committee. Methane gas levels in excess of 25% LEL or hydrogen sulfide levels in excess of 10ppm will initiate an evacuation notice via the Fire Alarm Control Panel (FACP). Each gas monitoring alarm will be annunciated at Central Control and at the EMP. Presence of an alarm will initiate the appropriate Emergency Gas Operating Procedure (EGOP) which activates a pre-determined ventilation scenario to purge the gas.

AREAS OF FOCUS:�� Providing the Contractor with clear guidelines on what

detectors are required and where within passenger stations.

SDP VALUE ADDED

Our personnel collaborated with Metro Corporate Safety on the Regional Connector to provide sensor placement guidelines. We recommend making such guidelines permanent.

FIRE & EMERGENCY MANAGEMENT SYSTEM (F&EM)SCOPE: The system includes an Emergency Management Panel (EMP) at aerial and underground stations. The EMP includes a local SCADA HMI panel for indication and control of station ventilation, seismic detection, elevators, access control/IDS annunciator panel, local CCTV workstation, public address access, two emergency telephones and a remote graphic annunciator for fire alarm/gas alarms.Additionally, each underground station EMP is equipped with a station map book, EMP ventilation scenario book, and a Metro Rail Inventory System book. Our team will assist with their development and/or specification for the contractor to provide.

AREAS OF FOCUS:�� Modifications to existing F&EM/EMP systems.�� Coordination with the facilities designer on the

ventilation system.�� Determining EMP and Facilities and F&EM PLC

networking needs for system resiliency.

FIRE DETECTION SYSTEM (FDS)SCOPE: This system provides fire and related system (e.g. wet standpipe, sprinkler and deluge) detection for stations and other facilities throughout rail and BRT alignments and facilities. The system includes reporting to Metro’s ONIX Central Monitoring Station and to SCADA.

AREAS OF FOCUS:�� Review with Corporate Safety the scope and

configuration of FDS where modifications are required to existing infrastructure.

TELEPHONE SYSTEMSSCOPE: Metro’s telephone system includes maintenance telephones in rail and bus facilities, passenger telephones at stations, emergency telephones in stations and at blue light stations, elevator telephones, gate telephones (at fare gates) and administrative telephones at other facilities. The telephone system is administered by Metro’s ITS department, in collaboration with MOW RailComm. Included in the system are interfaces with SCADA (for line status monitoring) and CCTV (for automatic PTZ upon phone activation).Other communication systems include provisions for system infrastructure for ticket vending machines (TVMs) and fare gates, and uninterruptible power supply (UPS).

AREAS OF FOCUS:�� Coordination with ITS on support infrastructure to the

phone system.�� Potential transition to digital MTELs, ETELs, PTELs and

GTELs.

SEISMIC DETECTIONSCOPE: Seismic-event detection equipment is located in the TC&C Room of underground and aerial stations to detect seismic waves. The system will report a self-resetting minor alarm for events greater than 0.1G and less than 0.2G. The system will report a latching major alarm for events greater than 0.2G, manually reset. The System will record and transmit alarms of seismic events to SCADA.

AREAS OF FOCUS:�� Review with Corporate Safety regarding the need for

non-traditional SDS locations, such as bridges over active fault lines.

FIBER OPTIC BACKBONESCOPE: Metro has a well-established backbone communications network based upon Fujitsu FJ4500 carrier-class SONET technology. However, Metro is now moving to a Native Ethernet system based upon a Fujitsu FJ9500 platform. Assuming no further changes in platform availability, we plan to continue expansion of Metro’s system, using this platform. The Carrier Transmission System (CTS) supports all line communications needs, including data, video, remote control (SCADA), radio and fare vending systems. In addition to its primary role as the core CTS, our fiber optic design will support local communications needs, including train control vital/non-vital communications, ETS and transfer trip, radio, SCADA and telephone.

AREAS OF FOCUS:�� Existing (dark) fiber capacity.�� How and where to connect new lines to the existing CTS

and/or fiber.�� System resiliency through physical separation of fiber

cables.�� Incorporation of cyber security requirements in the CTS

and other network communication systems.

SDP VALUE ADDED

Please refer to our draft task orders for opportunities to use new rail lines to tie into other existing Metro facilities and divisions.

SUPERVISORY CONTROL AND DATA ACQUISITION (SCADA)SCOPE: This is the core command and control system and is based upon the ARINC AIMS platform. By tradition, the ROC portion of SCADA expansion has been performed by the SCADA Engineering Group under Charles Weissman. This arrangement has been highly successful for Metro and we see no reason to change it.

AREAS OF FOCUS:�� Modifications to and/or re-routing of existing

SCADA systems.�� Requirements for existing SCADA field infrastructure to

support new installation (or vice-versa).�� Capture project-specific SCADA needs not clearly

addressed through MRDC 9A/9B.�� Ensure that other non-systems design elements

incorporate SCADA requirements.�� Determine Emergency Management Panel (EMP) and

Facilities and Emergency Management (F&EM) PLC networking needs for system resiliency.�� Coordination with Chuck Weissman on scope and cost

for ROC changes.

SDP VALUE ADDED

Michael Harris-Gifford has a 17-year working relationship with Chuck Weissman on the coordination of field and central SCADA.

CLOSED CIRCUIT TV (CCTV)SCOPE: The development and design of the system will provide for everyday safety and security requirements as well as revenue protection, anticrime and antiterrorist applications. CCTV video at each facility will be concurrently recorded on a local Network Video Recorder (NVR) and transmitted via the CTS to ROC as a live video stream. In particular, our CCTV design forms a critical part of the Crime Prevention Through Environmental Design (CPTED) and Threat & Vulnerability Assessment as described elsewhere in our proposal.At passenger stations, we will ensure 100% coverage in the public areas of the station with cameras at their “home” position, using Autodesk Revit Building Information Modeling (BIM). Other dedicated cameras will be provided in cross passages, on aerial structures, at tunnel portals, and in yards and layover areas. In addition to the CTS interface, there are also CCTV interfaces with Emergency and Passenger Assistance telephones (for automatic PT&Z when activated) and for tunnel portal intrusion.

AREAS OF FOCUS:�� Coordination of CCTV with Threat & Vulnerability

Assessment.�� Ensuring CCTV requirements for parking lots and

structures are captured in the design.�� Review of station design for areas of poor CCTV

coverage.�� Discussion with Fire/Life Safety & Security on aerial

structure and tunnel portal coverage.�� Coordination with Metro and MOW Engineering on the

scope and cost for ROC changes.

TRANSIT PASSENGER INFORMATION SYSTEM (TPIS)SCOPE: The TPIS system is designed to provide live and prerecorded announcements. The TPIS comprises public address (PA) and visual message sign (VMS) announcement devices in the paid and unpaid passenger station areas. Prerecorded voice announcements will be coordinated with stored, preset text messages displayed on the VMS signboards, meeting Americans with Disabilities Act (ADA) requirements. The Station Controller Unit (SCU) communicate with ROC via the station CTS node. TPIS will also interface with the train control system for automatic train arrival warning messaging.Both WSP and MM use AFMG Technologies’ Enhanced Acoustic Simulator for Engineers (EASE) software to provide coverage plots to validate our design for the Public Address system. This is the software system often used by Contractors.

AREAS OF FOCUS:�� Review of any evolving Metro patron messaging

requirements not captured in Metro requirements.�� Validation of public address coverage through use of

EASE software simulation.�� Review of system technologies and protocols�� Review of central command and control capacity and

availability.�� Coordination with Metro and MOW Engineering on the

scope and cost for ROC changes.

INTRUSION DETECTION AND ACCESS CONTROL SYSTEM (IDACS)SCOPE: This system provides controlled access to designated areas at the Station, yard, and key facilities. Intrusion Detection is composed by two systems: Ancillary intrusion detection monitored by Metro Transit Security/Law Enforcement and Right of way (ROW) intrusion, monitored by ROC.Access Control` is provided through Metro’s Sielox Pinnacle card key system. This system is administered by Metro’s ITS department out of Gateway Center. This card key system provides access control into controlled-access areas and rooms throughout the Metro system for bus and rail facilities.Intrusion detection is also provided at key points along rail right-of-way, most particularly at tunnel portals. Additionally, for alignments shared with mainline railroad, wayside intrusion detection is required where separation is less than 30 feet.

AREAS OF FOCUS:�� Coordination with facilities designer on door schedules

to have electric door locks, etc for Access Control.�� Coordination with Metro ITS on work needed at Gateway

to incorporate the project.

SDP VALUE ADDED

Team member Parsons designed the railroad intrusion detection system for Foothill Phase 2A.

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Radio SystemApproach: Tunnel radio is a complex and highly technical matter and will be led by Davy Leung, with the support of Kurt Drummond for all projects, with the support of his team and the Corridor Lead. The first task will be to define what radio channels are required for the project. This can be further complicated where a tunnel segment runs through the areas of different agencies (e.g. City of Los Angeles and Los Angeles County) and/or different operating divisions within one agency (such as LAPD). It is important to determine, but also to constrain, the quantity of channels and their frequencies. This is not merely a matter of cost; if more channels are broadcast then there is increased risk of intermodulation (interference) between channels which can render them inoperative. We will aggressively engage Metro Operations, Metro Security and third parties (through Metro Corporate Safety) to garner information and input and to secure an early decision and agreement on the path forward.

The Metro Radio Frequency (RF) Communications System provides voice communication between train operators or other on-board Metro personnel, Metro stations and right-of-way, and ROC. For underground systems, it will additionally provide the retransmission of the local fire and emergency organizations in the jurisdiction. The Metro Operations radio systems will be an extension to Metro’s ICOM’s IDAS digital radio system, using ICOM’s IP Voice and Control Protocol over Ethernet and the Next Generation Digital Network (NXDN) common air interface.

The Metro radio system uses a series of hardware, firmware, and software such as Network Management System (NMS) and associated hardware and software equipment for Single Carrier Amplifiers (SCA)/On-Frequency Repeaters (OFR), or Channelized Repeater Amplifiers (CRA), Master Optical Units (MOU), and Fiber-Fed Bi-directional Amplifiers (FFBDAs), Ethernet switches for LAN and IP networking, NMS servers, and power supplies.

Our team will assist Metro with Federal Communications Commission site licenses, site surveys and radio coverage analyses. For tunnel radio, we will determine radio antennae locations and configurations for transmitters and receivers. However, we will also, with Metro’s support, conduct surface alignment coverage analyses for Metro radio channels for new alignments and for new maintenance facilities.

Rail Operations ControlApproach: Metro’s current practice for new rail lines and rail extensions has been for Metro to either self-perform modification and expansion work and/or contract separately for such work. If this trend continues for some or all projects, we will work directly with Metro Engineering and Maintenance staff to ensure the schedules, scopes of work and interfaces are properly defined and agreed upon.

A complication arises for projects to be promulgated as P3 initiatives. Ostensibly, such projects would be placed into service as independent operators with their own control centers. Equally, with these rail lines, being similar in type and configuration as existing Metro rail lines, it may make sense to fold them into and under Metro’s existing Rail Operations Control center. The SDP team has experience with both approaches and can assist Metro in reviewing and determining which is best for Metro.

Rail Transit VehicleApproach: Our team, led by DBE subconsultant Virginkar & Associates, will work directly with Metro Rail Fleet Engineering, Metro Vehicle Acquisition and their consultants to confirm vehicle characteristics and interfaces. Specific characteristics that will be part of the systems and facilities design efforts include vehicle dimensions, static and dynamic

SDP UNDERSTANDINGA critical element that will impact all new rail and bus corridors, and many SOGR projects, will be the development of Metro’s command and control system over the next decade. There are several factors at work:�� Limited physical expansion

capacity at the existing ROC�� Design and cutover/activation

of Metro’s new ESOC, including provision for new lines�� The continued task to

predict and proactively address equipment/system obsolescence�� The need to transition Metro’s

TPIS into a unified command and control system

DELIVERABLES�� Project Radio Channel

Requirements Report�� Technical Specifications�� Facilities and System Interface

Requirements�� Radio Coverage Report�� Radio Design and Configuration�� Radio Antennae Location(s) and

Height (for input into ROW Plans and Environmental Analysis)

DELIVERABLES�� Report on Control Capacity –

physical space and expansion requirements (as needed)�� Interface, Schedule and Scope

Requirements�� P3 Support (as needed)

DELIVERABLES�� Vehicle Criteria and Technical

Data necessary for design�� Systems input to Operating Plan�� Input to Facilities and Systems

Engineering Design Programs

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clearance envelopes - including pantograph or contact rail system, vehicle speed and acceleration/deceleration characteristics, power consumption and regeneration, ADA requirements, electromagnetic interference, communications, noise and vibration, and wheel profiles.

Facilities Mechanical, Plumbing and Fire Protection SystemsWe will provide facilities mechanical, electrical and plumbing (MEP) design as required by each task order.

Facilities Mechanical Design

Since the original Red Line, SDP team members have been Metro’s go-to engineer for tunnel and station ventilation systems. We will design station and facility HVAC and ventilation systems, including design calculations using Trane software and T-24 energy software analysis for equipment sizing and indoor air requirements. Air distribution duct design will include air duct pressure loss calculation for equipment selection.We will perform chilled water cooling system design including chiller sizing, chilled water circulating pumps, air handler, cooling tower, cooling coil, and pipe head calculations using pipe-flo software. We will perform gas heating system design, including direct and indirect heating.

Plumbing Design

We will perform plumbing design for underground, at-grade, and elevated transit facilities as well as ancillary and maintenance facilities. This includes layout of water, gas, drainage, storm, sewage distribution systems in accordance with plumbing code and local applicable codes. We will perform pump station design for tunnel and underground transit facilities for accommodation of sanitary sewage, storm drainage and fire flows. This includes hydraulic calculation for pump and piping selection, as well as sump pit design and level controls.

Fire Protection Design

We will perform design fire protection systems for tunnels as well as underground, at-grade and elevated transportation structures. This includes fire sprinkler system layout within public and ancillary spaces, standpipe system layout and provisions for gas suppression systems. Design will be performed in accordance with NFPA 13, 14, 130, and applicable building and fire codes. We will perform hydraulic analysis for fire protection systems including filling analysis for dry pipe systems, determination of pipe size, confirmation of minimum and maximum system pressure, and determination of boost pressure at fire department connections.

Corrosion ControlApproach: The SDP team will perform corrosion control design, including protection of Metro and third-party infrastructure against the impact of stray DC traction current. SDP has extensive Metro and national corrosion control and stray current experience. Additionally, we have specifically included capabilities in microbiologically-induced corrosion (MIC) in our staff as we know Metro have suffered problems with this, especially for wet standpipe systems.

Interface ManagementApproach: We will designate the task order manager as the Systems Integration Manager for each task order, who will author and manage the Interface Management Plan and be responsible for managing the interface process for system-wide elements to ensure that each of these interfaces is coordinated and to document that process. The Systems Integration Team, led by Guido Eyzaguirre, will support and review each task order team’s work.

This interface control (IC) process will consist of the development of an Interface Management Plan (IMP) and a master IC Register (ICR) for each project, encompassing not only interfaces between systems and facilities elements of a project, but will extend to the interfaces between a project and the existing Metro system. The objective of the IMP is to ensure that all elements within the project can be integrated together effectively and provide a system that meets or exceeds Metro’s requirements. This is for both new and pre-existing

DELIVERABLES�� Corrosion control studies,

analysis and design

SDP UNDERSTANDINGThe IMP provides an overview of a typical interface life-cycle, including:�� Identification�� Specification�� Implementation�� Verification and validation�� Integration

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systems. The IMP describes the program approach to interface management, including but not limited to:�� Program stages and steps�� Inputs and outputs/deliverables for each stage/step�� Stakeholders roles and responsibilities�� Tools and methods

The IMP identifies the critical interfaces that are to be managed and tracked from the program perspective, typically referring to interfaces between project elements, different procurement contracts and existing conditions/systems affecting the overall project performance. The master ICR will be the database listing and recording the status of each identified interface for tracking and status purposes. Interface conflicts, once identified, will be resolved by bringing all parties together for interface resolution meetings. These meetings can be attended by the designer, Metro staff and outside agencies as necessary.

Design ReviewWe will implement a regime of proactive, scheduled review meetings, integrated with the civil team’s schedule. Our team believes that continuous engagement is the key to preparing a complete and fully integrated systems design. To that end we will use various tools as outlined in Exhibit 38.

Exhibit 38: Tools for Design Review.

Over-the-Shoulder (OTS) Reviews

This effort is intended to facilitate a review of the on-going approach to design issues. OTS reviews will include staff from Metro Engineering and Operations.

Fire/Life Safety A fire/life safety committee will be established to ensure that issues related to safety, security and fire/life safety are properly addressed and included in the design. Team members from other disciplines will participate in this meeting on an as-need basis. The Fire/Life Safety Committee will continue in effect through final design, construction and rail activation.

Timely Design Progress

We recognize that on each project there will be other consultant teams that we need to support; just as we will be requiring their support to the systems design. We will need to support Metro’s environmental consultant with timely input to the Final EIR/EIS. Our focus will be to work to the environmental consultant’s schedule to provide pertinent design information; particularly crossover locations, locations of train control and communications houses, and locations of traction power substations.Our other primary design client will be the facilities designer. In general, our design efforts will lag slightly behind the civil and facilities design as we need alignment, station and maintenance facility data to progress much of the systems design. Never-the-less, we are committed to a process of shared information as the design develops. To that end, we can collocate systems staff with the facilities designer at the IPMO.

Constructability Reviews (CRs)

Having worked on various projects with many delivery methods, Michael understands that early engagement of staff from the construction industry is essential to putting together a final design package that is reasonable and constructible. We will start our construction involvement during the early stages of design. We will leverage our construction experts (Bruce Shrewchuk and Pat McNamee) and fully engage participation from Metro construction, operations and maintenance personnel to perform thorough CRs and look for any additional opportunities for value engineering during design.

ProjectSolve – Web-Based Data Management Site

A major aspect of the project that needs to be planned for and managed is the flow of project data, as previously mentioned in our CDE. All this information must be tracked, stored and made accessible to the project team as appropriate. Our team proposes to use ProjectSolve, an online file management system, unless a different system has been set-up for the project. ProjectSolve allows close collaboration between project team members by providing an online directory that can be tailored to the project structure and needs. All project team members will be invited and levels of security and access can be set so that sensitive documents can have restricted access. This process will be managed by Deputy Program Manager/Program Control Lead Jeff Goodling.

DELIVERABLES�� IMP�� ICR�� Monthly Reports

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Design Review and Comment Manager (DRCM)

We propose to develop and administer a project specific DRCM database, a WSP-developed web-based program, to facilitate the collection and tracking of all client, subcontractor, stakeholder and other third-party submittal comments. The DRCM database will enable our team to streamline tracking and coordination of and responses to comments for each milestone submittal. Each comment will be logged, tracked and responded to via the DRCM. By automating the comment collection and response process, our team will save time and labor costs as compared to a manual system through using email and spreadsheets, and ensure timely documenting, tracking, and implementing of comments and responses. The tool also has enhanced capabilities, such as reporting tools, reminder alerts, and advanced search tools, to enable end users to quickly and efficiently find comments and status for each submittal.

Design Deviation Request (DDR)/ Request for Special Consideration (RFSC)

It is almost certain that each project will require some deviations from Metro Rail Design Criteria (i.e. DDRs) from Fire/Life Safety Criteria (i.e. RFSCs). Our intent is to aggressively identify and process these as they are a source of contractor and project risk. Our strong and trusted relationship with Metro Engineering, Operations and Corporate Safety should help passage of these essential documents.

PHASE 3: DEVELOPMENT OF PROCUREMENT DOCUMENTS

Design/Build ProcurementApproach: Our workplan is to collaborate closely with the Facilities Design Team, the Metro project delivery team and Metro Contracts to develop and assemble a set of contract documents specifically tailored to DB procurement. The SDP team and our Program Manager, Michael Harris-Gifford, believe it is important to understand that merely assembling a conventional set of preliminary engineering-level drawings and specifications is not a basis for successful DB procurement.

Our aim is to perform engineering with the final solicitation strategy in mind. In this way, we will have already focused our engineering efforts on defining the project and the project requirements with successful DB procurement as the goal. In practice this means not bringing the design forward to a uniform 30% completion level. Rather, our strategy is to define the project in terms of:�� Performance requirements, where there is little risk of unsatisfactory end product

performance, longevity and maintainability. Other than sectionalization requirements, OCS/OCR may suit this approach.

�� More prescriptive design drawings where performance can be impacted by giving the contractor more freedom of design. A good example of this is train control block, control line and route and aspect layout.

�� More prescriptive specifications where the quality and durability of equipment is at risk. A good example being communications equipment and equipment air conditioning.

�� More prescriptive specifications or drawings where particular form and function are desired. This is especially the case for human-machine interface such as EMPs and LCPs.

�� More descriptive specifications for general analyses and support functions that cannot be fully developed at the preliminary engineering phase, such as safety analyses and safety certification processes.

We will meet with Metro Project Delivery, Operations, Maintenance and Engineering stakeholders as well as the Facilities Design Team to agree on a strategy for procurement along the lines we have indicated above during the early phases of preliminary engineering, so that we focus our engineering efforts on those areas most impactful to successful project delivery. This will then place us in a good position to frame the design drawings and specifications with the overarching contract technical documents to form a comprehensive technical definition of the project.

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There are some further recommendations we have, specific to the systems scope:�� That “shop” design be submitted for approval.�� That software, including ladder logic and screen shots, be submitted for approval.�� That factory, local field acceptance and systems integration test procedures be

submitted for approval.�� That cutover procedures, requirements and documentation be specified in the greatest

possible detail.�� That we provide input to the special provisions, especially warranty, substantial

completion, and incentives/disincentives for cutover and work within the operating system.

�� That we review and provide input to the proposal requirements and selection criteria in the area of systems.

During solicitation, we will provide support through the review and drafting of Request for Clarification responses and Addenda. During proposal evaluation, we will provide technical review of systems elements of proposals. This may also include assistance to Metro in negotiations and Best and Final Offer (BAFO) support. For negotiations and BAFO, we feel it is important that changes in the contract be reviewed for compliance with design criteria and standard drawings.

Finally, upon selection and award, we will conform the contract documents to the final form of the agreed contract.

P3 ProcurementApproach: P3 procurements are ones in which operations and maintenance are part of the scope of services provided by the contractor. There are, therefore, fundamental decisions that need to take place at the very earliest stages of solicitation development, especially in relation to systems:�� Whether compatibility and consistency with existing Metro systems is required.�� Whether the line will be part of the Metro TAP system.�� Whether the P3 line will be independently controlled, or from ROC/BOC by Metro.�� Role of Metro Transportation and Maintenance staff in P3 operations and maintenance.�� P3 operator’s relationship with and responsibilities to the CPUC.�� Metro’s Corporate Safety oversight role and enforcement rights.�� Requirements for on-time performance for peak, off-peak and other service times.�� Requirements for maintenance and Metro’s auditing means, measures and rights.

The above discussions will drive to what degree systems contract documents are provided to a level of prescriptiveness similar to DB. It will also drive other contractual and performance requirements in the realm of operations and maintenance.

PHASE 4: SUPPORT SERVICES DURING FINAL DESIGN AND CONSTRUCTION

We believe that it is important to retain continuity of personnel into the period of final design (if a DB or P3 project is enacted) and construction. The SDP team has the depth of resources to achieve this goal and it is our intent to do so. Equally, we recognize that Metro may not require full-time engineering personnel throughout the duration of final design, construction and testing. Indeed, we recognize and plan for a “bathtub curve” level of effort; with more intense periods to support final design and to support final testing, cutover into the Metro system and rail activation.

DELIVERABLES�� Contract Documents for Systems

and coordination with other sections�� Addenda�� Request for Clarification

Response�� Proposal Evaluation�� Negotiations and BAFO support�� Conformed Contract Documents

for Systems

SDP ENHANCEMENTAs the former head of Metro Wayside Systems, SDP Program Manager Michael Harris-Gifford can provide valuable input to P3 O&M contract requirements. Additionally, Deputy Program Manager Jeff Goodling has managed multiple P3 projects, including the Sydney light rail project.

DELIVERABLES�� Contract Documents for Systems

and coordination with other sections�� Addenda�� Request for Clarification

Response�� Proposal Evaluation�� Negotiations and BAFO support�� Conformed Contract Documents

for Systems

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Final DesignWe anticipate final design to be the most intense period of our involvement. Our role will be to perform critical review of systems design to ensure contract compliance, compliance with Metro requirements, constructability and maintainability. Our plan is to retain the same staff to perform design review, thus maintaining continuity and consistency of project and contractual understanding. Additionally, the SDP team is uniquely able to provide staff that are intimately familiar with Metro’s existing system and will be able to perform review of the contractor’s design for safe, efficient and effective cutover, while minimizing disruption to revenue service.

Our Program Manager Michael Harris-Gifford, strongly believes that systems design is somewhat different from civil and structural engineering in that design continues into the

“shop” phase of systems development. Indeed, our finding is that, most often, the “design”, except for OCS, is only sufficient for procurement and not for construction. For example, for Metro’s Regional Connector Project, the WSP team worked with Metro Project Management to require that shop drawings for traction power, train control and communications were submitted “for approval”, rather than “for record only”. We strongly recommend that Metro continue the successful Regional Connector formula and the SDP team is ready to support Metro in this manner. Additionally, we anticipate the Contractor submitting RFIs, Design Deviation Requests (DDRs) from Metro Design Criteria and Requests for Special Consideration (RFSCs) for deviation from Metro Fire/Life Safety Criteria. We will support the review and processing of these submittals as required.

Change ControlLarge rail projects inevitably result in some Metro-directed and contractor-claimed changes. We will assist the Metro Project Management Team to develop change-orders, review contractor change requests for merit and review contractor cost proposals for reasonableness. We will also, if requested, develop independent engineer’s estimates for change orders.

Factory Assembly and Factory Testing SupportIt is advisable for Metro and/or its representative to perform some factory inspections and to witness some factory acceptance tests. We will select which inspections and test witnessing to conduct. Our focus will be on first article/proof-of-design testing and witnessing field acceptance tests (FATs) on the more critical equipment or locations.

Construction and Field Testing Support and AcceptanceWhile we recognize field testing may be the primary responsibility of Metro’s construction management consultant, SDP stands ready to perform and witness such tests. Furthermore, our intimate knowledge of Metro departments and personnel mean we are particularly able to acquire and organize Metro support to contractor testing activities. Additionally, while local FATs are relatively routine, systems integration testing (SITs) are, by their very nature, more complex and may require engineering oversight and input.

We highly recommend the engagement of the respective Metro maintenance and operations departments in final acceptance/walk-through and punchlist development. Nevertheless, we believe there is merit in selective use of Systems Engineering staff to conduct walk-throughs to capture any outstanding construction issues.

SDP UNDERSTANDINGAn important factor in the design review process is gaining consensus of review and comment. Metro is not a monoculture and the SDP team understands that the various departments within Metro have different areas of focus and can have widely differing review comments on submittals. Equally, we, more than any other consultant team, know which personnel and departments within Metro need to be engaged for design review.

» WSP completing the witness testing for Rectifier at Montreal Canada for Regional Connector in November 2017.

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PHASE 5: SYSTEM INTEGRATION TESTING, ACTIVATION AND CUTOVER

The work in this phase covers tasks related to the successful start-up of the new system. This phase will transition the system from its construction, installation and testing phases into an integral part of the Metro Rail system. This will be achieved through the implementation of a series of pyramiding activation tests and the development of operating rules and procedures to be integrated into those already existing within Metro.

The successful connection of new construction into the operating railroad is no easy matter. It needs an understanding of systems design, of construction means and methods, and intimate knowledge of Metro existing infrastructure.

Identifying and Planning Cutover ActivitiesUnlike facilities and track, cutover of communications, train control, traction power and OCS systems can stretch as much as a mile into the existing operating railroad. One cannot guarantee that the contractor is fully conversant with existing system equipment and configuration. Our staff has found over many years of working on Metro projects that this is a key area where the contractor needs help to understand what is involved in systems cutover.

Commencing at about the time of systems integrated testing, there is likely to be some cutover of systems into the existing Metro system. Our team will incorporate requirements and guidance in the contract documents, together with an outline cutover plan. However, we anticipate the need for through and early planning of cutover with the contractor, the project team and the various Metro operations and maintenance departments involved. Our approach is to commence cutover planning during the preliminary engineering phase of the project. There is good reason to do so:�� It is only through study of cutover that deficiencies in existing infrastructure can be

assessed, and thus addressed in the project scope.�� The cost of this work cannot be truly understood without proper study.�� The impacts of cutover to on-going revenue operations cannot be understood

without study. This is important because the impacts should be agreed-upon prior to solicitation. Moreover, the costs of activities such as bus bridging may need to be captured.

�� Cutover is one of the least efficient activities for a project, not least because activities may be restricted to only a few hours each night, or to weekends. Therefore, these activities are relatively impactful to the overall project schedule.

�� Lastly, it may be necessary to apply contractual/commercial incentives and disincentives to this work to protect Metro operations from unnecessary disruption.

The results of our study of cutover during the preliminary engineering phase will be incorporated throughout the scope of work, specifications, drawings and reports, and may include cutover phasing plans. All of this will, of course, be closely coordination with Metro Operations and Corporate Safety.

During the final design and construction phase, we will monitor the Contractor’s work closely to verify that they are providing cutover contract deliverables, including:�� Cutover designs.�� Phased construction drawings and diagrams.�� Construction work plans and hour-by-hour schedules for cutover work.

SDP UNDERSTANDINGKey aspects of cutover:

�� Equipment configuration�� Equipment status/condition

of repair�� Impact to Metro operations of

cutover activities�� Limitations on safe access�� Limitations on work

location/wayside worker protection�� Limitations on work hours�� Limitations on availability of

Metro support staff�� Provision of working

drawings to Operations as equipment is placed (or returned) to revenue service

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�� Immediate provision of as-in-service drawings when modified infrastructure is placed back into revenue service.

�� Documentation of tests performed.

With former Metro Operations staff in our team, we understand the importance of protecting revenue operations during cutover activities.

Integrated Test Plan and TestingApproach: These tests are part of the start-up phase of the project and are accomplished after all components and subsystems have been successfully tested to the post-installation or commissioning level. Typically, these tests are performed to verify the interfaces(s) between, and functionality of, multiple subsystems operating together as a system. The goal of integrated system testing is to demonstrate that the overall system will function properly and as expected in a fully integrated environment, all in accordance with the design specifications and requirements.

During the development of each system procurement, our team will incorporate the following into the procurement specification and review supplier responses for adequacy:�� Minimum requirements for acceptance testing for each subsystem. �� Supplier support required during integration testing. �� Testing requirement for the verification of compatibility across contractual and function

interfaces.

The test plans included in project subsystems equipment contracts will be used as the base from which an integration test plan will be developed. An inventory of contractor-performed tests will be compiled and expanded to include additional integration tests required to assure the safe operation of the system in the way it was designed to operate.

If required, the tests will be divided into two phases. Phase I will test all the interfaces between systems and facilities equipment within the stations. Phase II will be an end-to-end test that will test all functions between the central control facility and the field equipment. These tests will validate that annunciation, supervisory controls and control of the field equipment through the SCADA system functions per design.

System readiness drills are a sub-set of system integrated testing. Performed during the system integrated testing and pre-revenue phases, they are designed to verify that the system can permit an appropriate response to an abnormal or emergency operational condition. These drills involve the simulation of an abnormal or emergency condition that generates a response by operations and emergency personnel. The drills provide an opportunity for verifying operational readiness, testing planned emergency response procedures, and providing a training exercise to personnel.

We will assist Metro in the following activities: �� Coordination of simultaneous test scheduling.�� Support for administration of the “Red Tag” desk.�� Perform pre-verification of readiness of integrated test.�� Discrepancy report preparation.�� Troubleshooting and recommend corrective action.�� Scheduling of all training classes and witness completion of the same.

DELIVERABLES�� Integrated Test Plan and Test

Procedures, including data sheets

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Rail ActivationRail activation will be led by Metro Rail Operations. In fact, Metro has set-up a department, led by Frank Alejandro and reporting directly to the Chief Operations Officer, James Gallagher, to be responsible for operations liaison for all new rail projects and for activation. Our personnel have a long and close relationship with Frank and his personnel, which means we will be able to work hand-in-hand to complete successful project delivery through successful transition to revenue service.

Approach: To affect a smooth transition from the construction, installation and testing phases to the revenue service phase of the project, an Activation Plan will be developed, by working closely with Metro and contractor staff to identify the functions that need to be accomplished prior to the start of revenue service. Some of these activities, such as training Metro personnel and testing of the equipment they supply or install, will be the responsibility of project contractors; however, many of the required preparations are external to these contracts.

Our team is particularly well qualified in rail systems activations, having worked on the start-up of several of Metro’s rail systems. For each of these projects, we worked with the contractors, local units of government, public and private utilities, police, fire and other emergency services agencies. We will schedule the specific safety and integrated tests, including arranging for the availability of personnel and equipment needed for these tests. In addition, the SDP team will provide coverage on the following activities as requested by Metro on a case-by-case basis:�� Line activation planning.�� Staffing and training of personnel.�� Facility availability.�� System testing.�� Verification of safety and system assurance.�� Implementation of rail service.�� Management requirements.�� Documentation.

Pre-Revenue Operations TestsThese tests are conducted at the system level to simulate revenue service operations during normal, abnormal, and emergency conditions. These tests verify and augment the training of train operators, supervisors, maintenance, safety and security personnel and include system readiness drills and performance demonstration. The goal is to verify the system performs as expected, and to provide hands-on training for operating personnel. This ensures the system will operate safely and to capacity at the beginning of revenue service.

Approach: Our first step is to establish a workshop with all related personnel. This would include senior project, construction management, contractor, rail operations and maintenance, safety and security, and other stakeholders. The intention is to gain an overall understanding by all participants on all the physical and operational elements of the new system. This is a continuance of the planning and development process. It is the final stage prior to revenue service. All items of the operational tests including readiness drills will be determined, assigned and agreed upon.

Prior to revenue service, a systems performance demonstration procedure will be developed. Once into revenue service the systems performance demonstration will begin. Data will be collected over a 30-day period. The data is then analyzed to determine if the system performance is within the specified goals. The data will also be used for adjustments to operations and maintenance procedures.

DELIVERABLES�� Activation Plan listing those

start-up activities necessary to the successful start-up of each system�� Rail Activation Schedule

SDP ENHANCEMENTAs discussed in the earlier Section of Experience and Capabilities of the Team, our staff introduced the concept of stress testing for Expo 2 and Foothill. We recommend stress testing for all future rail lines.

DELIVERABLES�� Workshop Documents�� Test Plan�� Test forms �� Test Reports�� Systems Demonstration

Procedure�� System Performance

Demonstration Report

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OTHER SYSTEMS SUPPORT SERVICESThis section describes other system-related service offerings.

Operations and Maintenance (O&M) PlanningThe objective of these activities is to ensure that the rail or bus system provides the services for which it was planned; that is, to carry passengers as safely and efficiently as possible along the route of the project. This requires that an O&M plan be developed, that analysis of failure recovery modes be performed, and that input be developed for the design of the project systems and facilities to reflect the O&M requirements. Core activities in O&M planning, including development of an O&M Plan, will follow MRDC Section 10.

Operations Simulation

Approach: We propose to use the Berkeley Simulation Software (BSS) Rail Traffic Controller (RTC) to conduct operational analyses. RTC is a powerful railway simulation modeling tool that accurately represents the physical characteristics of the infrastructure, trainset characteristics and vehicle performance parameters, signaling and train control system, and automatic train control combined with the street running. The model realistically simulates train movements over a variety of rail networks with different levels of complexity, multiple tracks and/or routes and variable stopping patterns.

We start from developing a base case model, that accurately represents the planned alignment, such as grades, elevations, operating speeds and speed restrictions, platform and switch locations, track layout, switch geometry, train control and traffic signal system details, rail vehicle performance parameters and schedules. Once the base case is built, it will be validated with the project team and Metro Operations to ensure adequate system representation. Then this model will be used to collect relevant statistics and review performance.

Our plan is to perform initial analysis of the conceptual alignment in each project’s FEIS/R to make initial confirmation of system runtimes and to provide initial assessment of whether crossover placement will comply with required single-tracking headways as specified in MRDC Section 10. Runtime information can be used to confirm assumptions using in building the ridership modeling and revenue vehicle fleet size for the EIS/R. Further analyses will be performed during preliminary engineering to further confirm alignment speeds, runtimes, single-tracking headways and initial train control block layouts for achieving operating headway requirements.

Operations and Maintenance Plan

Approach: Peak service headway, consist size and train capacity, and fleet size will generally be defined as part of the environmental process. Our operations simulation will confirm runtimes which form part of the fleet size determination.

We will work with the environmental consultant and Metro Operations to confirm peak, off-peak and night-time service levels and periods, as well as weekends and anticipated special events. This will help us define any particular project needs for operator facilities, motorman’s platforms, and locations to break consists (if changes in consist are anticipated).

MRDC Section 10 already defined minimum requirements for design headway and single-tracking headway. However, we will review these minimum requirements against the project’s characteristics to verify whether they adequately capture what is needed.

WE WILL USE OPERATIONS MODELING TO REVIEW AND VALIDATE:�� Yard/main movements and

capacity�� Complex junction operation

(such as may be contemplated for Eastside Phase II)�� Wider operational analysis (such

as interaction between connected rail lines)

DELIVERABLE�� Operations analysis and reports

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and Appr

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97

Our plan is to develop a comprehensive O&M Plan, even at the preliminary engineering level, and to gain approval from Metro Operations so that we can be sure that the project, as it moves forward, is doing so in line with Operation’s needs.

Failure Recovery Analysis

Approach: A failure recovery analysis will be completed. Thus, backup-operating modes will be defined, such as back-up operating procedure (e.g. TWC) or single tracking between interlockings. This, in turn, will be used to evaluate the system specifications and special trackwork needs.

More specifically, we will determine the number of double or universal crossovers and their location on the project, to achieve the single tracking requirements or other failure recovery modes. Those locations will need to be coordinated with facilities design to restrain the cost of construction, for example by avoiding locating them in tunnels. The first crossover on a new extension will consider the location of the last crossover on the line being extended. Finally, applying Metro’s design criteria and the type of performance of operations required in case of a substation failure, we will define the number and location of substations, which satisfy these requirements.

SYSTEM SAFETY AND SECURITYThe safety and security of patrons, employees and the general public are of primary concern in the planning, design and operation of a rail or bus transit system such. System safety will provide for planning and implementing programs for system safety, fire/life safety and safety certification. The Safety and Security Program for our team will be led by Gulzar Ahmed.

System Safety Program Plan (SSPP)

Approach: We will develop a comprehensive System Safety Program Plan to ensure that appropriate technical and management requirements for a safe system are established for each project. We will prepare an System Safety Program Plan (SSPP) that will provide definitions and descriptions of safety approaches and concepts to guide design engineers and architects for a safe design of facilities and equipment for DBB, DB and P3 contracts. The objective of the system safety program will be to ensure that the system achieves a level of safety that equals or exceeds that of other similar transit systems. Covering all phases of the project, the SSPP will describe the methodology to implement the system safety, fire/life safety, and safety and security certification. The plan will conform with Metro’s System Safety and Security Policy, the Metro System Safety and Security Program Plan, and California Public Utility Commission (CPUC) General Order 164. The plan will address the following three key areas, as shown in Exhibit 39.

DELIVERABLE�� Operations and Maintenance

Plan

DELIVERABLE�� Failure Recovery Analysis Report

DELIVERABLE�� System Safety Program Plan

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Exhibit 39: Three key areas of the SSPP

System Safety

This part of the SSPP will define the safety-related activities and management roles and responsibilities. It will include organization charts defining the participants in the safety program; a list of safety related tasks and activities; a schedule for their completion; and the role of each participant for completing their assigned tasks. To achieve system safety objectives, the plan will address all tasks in each project’s Technical Scope of Services including the following:�� Establishing safety goals and standards�� Performing and reviewing system safety analyses�� Monitoring system design changes to ensure they do not degrade safety�� Witnessing safety critical tests�� Evaluating training courses for completeness and accuracy

The safety of passengers, transit personnel and the general public will be an overriding consideration in the design of system elements. This will be accomplished through the incorporation of design features and procedures for the safe and efficient handling of both normal and emergency conditions. All systems, subsystems, components and parts will be designed such that no single point failure or common-cause failures will result in an unsafe condition. Safety compliance checklists will be developed and verified at each milestone submittal of the design. For DB and P3 contracts, we will develop the appropriate provisions calling for the contractor to submit a safety plan demonstrating that the safety provisions of the contract are implemented.

Fire/Life Safety

This part of the SSPP will define the fire/life safety activities and describe the methodology to verify compliance of the design to applicable codes and regulations, and Metro’s fire/life safety design criteria. The objective of the fire/life safety program will be to provide a reasonable degree of safety from fire and related hazards. To achieve this objective, the plan will address all tasks identified in each project. The plan will distinctly identify tasks for DBB, DB and P3 contracts and will provide a basis for input to contract documents. The fire/life safety reviews will be a requirement of all design work in progress. Any exceptions to design criteria will be reviewed by fire/life safety to determine impact on safety and find acceptable alternative solutions.

Safety & Security Certification

This part of the SSPP will include a Safety and Security Certification Program. The Safety and Security Certification Program will verify that safety related requirements are incorporated in all phases of the project: planning, design, construction/installation, testing and start-up. The Safety and Security Certification Program will verify that safety and security requirements are met or exceeded in:�� Facility construction and systems equipment installation�� System testing�� The development of operations and maintenance functions, and training activities

The program will also verify that identified safety hazards and security vulnerabilities have been satisfactorily resolved.

Safety Analyses

Approach: Safety analyses will be performed throughout preliminary engineering and final design to verify the incorporation of safety in design. These analyses include:

Preliminary Hazards Analysis (PHA): During preliminary engineering, we will develop a PHA for each project, following FTA guidelines per DOT-FTA-MA-26-5005-00-01. The PHA will be a comprehensive analysis of potential hazards for the project. The PHA process will commence with the development of hazard tracking forms. These forms will initially be completed with a hazard number, description, potential cause and effect. Hazards will be categorized by major project element, including guideway, stations, ventilation, traction power, OCS/third rail, train control, communications and yard and shop.

Next, we will assess each hazard for its predicted failure rate and severity. These two factors provide a basis for whether the hazard can be accepted as-is, or whether further mitigation should be implemented. We will then indicate potential controlling measures for each hazard.

As design progresses, we will revisit the PHA to verify what mitigations have been implemented, or mandated for final design and construction.

Failure Mode Effects Analysis (FMEA): During preliminary engineering, we will determine the need for FMEAs and probability analyses during final design. For DB and P3 projects, we will include contract requirements for such analyses.

DELIVERABLES�� Preliminary Hazards Analysis�� Failure Mode Effects Analysis�� Probability Analysis

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Approach: The Safety and Security Certification Program will address all tasks and activities for each project. The plan will take into consideration the DBB and DB contracts and applicable tasks and activities. We will provide all required reviews and will provide support to the safety and security certification effort during planning, design, construction and start-up. The first step in the certification process will be preparation of a list of certifiable elements. For each certifiable contract, a criteria and specification conformance checklist will be prepared. Completion and verification of each criteria conformance checklist will certify that the design packages comply with the design criteria requirements. The specification conformance checklist is completed and verified during detail design, construction, installation and testing. The completion of the specification conformance checklist certifies that the work is completed in accordance with specified safety and security requirements.

System Security Program Plan

Security problems can involve patrons and personnel and can take the form of revenue theft, fare evasion, acts of terrorism and crimes against the Metro property. In response, we will develop a system security plan that addresses all aspects of possible crimes.

Approach: We will develop a System Security Plan (SSecP) in coordination and joint effort with Metro personnel. Prior to the security plan development, we will review any applicable federal, state and local laws, rules and regulations, and specific Metro operating rules and procedures as they relate to system security.

We will coordinate the activities of this task with other systems tasks to ensure that the security of the overall system is considered. Careful coordination between system safety, security and other systems engineering disciplines will be part of the overall efforts to ensure a secure and reliable system. Security areas to be covered by the plan include:�� Crimes against passengers: methods of deterrence and control�� Crimes against employees: means to control and mitigate crime against Metro

employees�� Crimes against transit property, including vandalism and graffiti�� Acts of terrorism

Threat and Vulnerability Assessment (TVA)

Approach: We will perform a TVA to consider various potential threats and vulnerabilities, their causes and effects on the system and possible mitigation measures to eliminate or reduce risks to an acceptable level. The TVA provides a process to consider the likelihood that a specific threat will endanger the system. This assessment includes five elements:�� Asset analysis�� Target or threat identification�� Vulnerability assessment�� Consequence analysis�� Countermeasure recommendation

The completed TVA will provide input to designers to complete their design with enhanced security features. In addition to the TVA, Crime Prevention Through Environmental Design (CPTED) can improve security through the application of concepts and strategies including:�� Natural Surveillance – Reduce target opportunities by maximizing visibility�� Natural Access Control – Channeling people in and out of spaces and limiting entrance

elsewhere

DELIVERABLES�� List of certifiable elements�� Criteria and specification

conformance checklists for certifiable contracts�� Completed criteria conformance

checklist package�� List of minimum system

requirements as they relate to safety and security certification for rail project openings�� Summary report of certification

status prior to each rail project record-of-decision

DELIVERABLES�� A Threat Vulnerability

Assessment and recommendations based from CPTED

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100

�� Territoriality – Notification that surveillance techniques are in use�� Activity Support – Encouraging authorized activities in public spaces�� Maintenance – An expression of ownership for the intended purpose of the area

Systems AssuranceSystems assurance represents the overall process of developing, defining, implementing, and verifying that the system will function in the required manner, with the required reliability/availability, for the required time, at the projected cost, and under the control of persons who can interact with it in a reasonable and safe manner.

System Reliability/Availability/Maintainability (RAM) Plan

Approach: We will prepare a RAM plan, which will include Metro-defined objectives. The plan will address the procedures to establish a RAM program and will describe the methodology for allocation of RAM requirements. The RAM plan will address the methodology to be used to confirm that the RAM requirements are being met. The plan will clearly define this process for DBB and DB contracts.

The RAM work will be performed with maximum utilization of appropriate existing techniques, methods and procedures. We will rely on our extensive experience with heavy rail, light rail and modern bus systems throughout out the country with emphasis on Metro. To achieve this objective the plan will:�� Develop technical definitions�� Identify system elements�� Specify RAM studies and analyses to be conducted�� Establish appropriate RAM models�� Develop RAM requirements�� Provide input to contract documents

DELIVERABLES�� System RAM Plan

Administrative Factors

Past Performance – Current Projects (Pro Form 054)��WSP USA Inc.

��Mott MacDonald, LLC

�� Auriga Corporation

�� Parsons Transportation Group Inc.

�� Cornerstone Transportation Consulting, Inc.

�� D’Leon Consulting Engineers Corporation

�� Enabled Consultants

�� Innovative Solutions in Signaling, LLC

�� Intueor Consulting, Inc.

�� JLM Strategic Talent Partners

�� LKG-CMC, Inc.

�� Rani Engineering, Inc.

�� RF Networks, Inc.

�� Universal Corrosion Services, LLC

�� Virginkar & Associates, Inc.


5-6

LIST OF CURR & COMP PROJ (BACKLOG) PRO FORM 054

REVISION DATE: 05.15.02

BIDDER/PROPOSER: WSP USA Inc.

LIST OF CURRENT PROJECTS (BACKLOG)

PROJECT NAME AND LOCATION DESCRIPTION OF WORK

OWNER’S NAME, ADDRESS, PHONE NO.

CONTACT PERSON ESTIMATED COST OF

BIDDER’S WORK ESTIMATED

COMPLETION

Metro Regional Connector Los Angeles, CA Contract #E0119, C0980

Prime ☒ Sub ☐ (part of JV for program management) planning, environmental, preliminary engineering, procurement, and design services during construction

Metro One Gateway Plaza Los Angeles, CA 90012 Gary Baker Executive Officer – Program Mgmt. 213-893-7191, [email protected]

$23.2 million December 2020

Metro Purple Line Westside Extension Los Angeles, CA PS43502000

Prime ☒ Sub ☐ project management, planning, environmental, preliminary and final design, procurement, and design services during construction

Metro 777 S. Figueroa St. Suite 1000 Los Angeles CA 90017 Michael McKenna Executive Officer – Projects Engineering 213-312-3132, [email protected]

$227 million December 2019

SANDAG Mid-Coast Corridor Transit San Diego, CA 5001904

Prime ☒ Sub ☐ planning, environmental, and preliminary and final engineering

SANDAG 401 B Street, Suite 800 San Diego, CA 92101 John Haggerty Director of Rail 619-699-6937, [email protected]

$130 million 2021 (construction)

Metro West Santa Ana Branch (WSAB) Transit Corridor Environmental Phase Los Angeles, CA PS43703116

Prime ☒ Sub ☐ Preparing environmental document for LRT extensions

Metro One Gateway Plaza Los Angeles, CA 90012 Fanny Pan Director, Subregional Planning 213-922-3070, [email protected]

$5 million December 2018

Metro ExpressLanes Program Mgmt. Support Los Angeles, CA AE275020011497

Prime ☒ Sub ☐ Program management services for next generation express lane projects

Metro One Gateway Plaza Los Angeles, CA 90012 Philbert Wong Transportation Planning Manager 213-418-3137, [email protected]

$8.3 million September 2019

BIDDER/PROPOSER: Mott MacDonald, LLC




LIST OF CURRENT PROJECTS (BACKLOG) (Click here for the pdf with form fields version: http://media.metro.net/ebb/contract_templates/5-

005_054_and_055_List_of_Curr_and_Comp_Proj_%28Backlog%29.pdf)

PROJECT NAME AND LOCATION

DESCRIPTION OF WORK

OWNER'S NAME, ADDRESS, PHONE NO.

CONTACT PERSON

ESTIMATED COST OF PROPSER’S WORK

ESTIMATED COMPLETION

LA Metro, Regional Rail Bench Los Angeles, CA

Prime (JV) Sub On-Call Railroad Engineering

Los Angeles County Metropolitan Transportation Authority One Gateway Plaza Los Angeles, CA 90012 Janet Owens Tel: 213-922-6877 [email protected]

$1,441,976.00 (Task orders to date)

Current task orders estimated to be completed in June 2017

SANBAG, On-Call Transit & Rail Services, San Bernardino, CA

Prime Sub Project and Construction Management

SANBAG 1170 West 3rd Street, San Bernardino, CA 92410; Tel: 909-889-8611 Fax: 909-885-4407 Carrie Schindler, PE [email protected]

$ 4.1 Million December 2018

Orange County Transportation Authority, Grade Separation Program Orange County, CA

Prime Sub Full-time staff to manage the preliminary engineering, environmental, design, and construction along with on-call services for special requirements, including QC review, traffic engineering, and specification development.

Orange County Transportation Authority (OCTA) 550 S. Main Street Orange, CA 92868 Tel: 714.560.5729 Rose Casey, Director of Highways [email protected]

$ 3 Million 2017

Orange County Transportation Authority, Highway and Rail Improvement Program, Orange County, CA

Prime Sub Program management, planning, preliminary engineering, project management, cost and scope control, estimating, and construction management services

Orange County Transportation Authority, 550 S. Main Street, Orange, CA 92868 Tel: 714-560-5740 Fax: 714-560-5734 Dinah Minteer [email protected]

$ 6 Million 2019

mailto:[email protected]







DESCRIPTION OF WORK


CONTACT PERSON

ESTIMATED COST OF PROPSER’S WORK

ESTIMATED COMPLETION

North County Transit District, Rail and Transit Program, Oceanside, CA

Prime Sub Rail and systems design engineering reviews and construction observation support for all contract segments, including the design of the MOW improvements on the 47 Program Management Consultant task orders

North County Transit District 810 Mission Street Oceanside, CA 92054 Tel: 760-966-6684 Fax: 760-967-2001 Peykan Abbassi, PE [email protected]

$ 350,000 (1st year of 5-year contract)

2019

LA Metro, Regional Connector Design-Build, Los Angeles, CA

Prime Sub Prime designer for the Regional Connector Constructors (RCC) joint venture for scope that includes final design of 1.9 miles of twin bored and cut-and-cover tunnels, three underground stations, systems design and integration

LA Metro 444 Flower St, Suite 2200 Los Angeles, CA 90071 Girish Roy Tel: 213-694-3484 [email protected]

$41 Million 2021

SCVTA Capital Projects Program, San Jose, CA

Prime Sub Project management, resident engineering, construction management

Santa Clara Valley Transportation Authority (VTA) 3331 North First Street San Jose, CA 95132 Tel: 408-321-5713 Fax: 408-321-7535, John Ristow [email protected]

$ 36.5 Million January 2017 (additional 5-year contract currently in negotiations)

LA Metro, Crenshaw/LAX Transit Corridor Los Angeles, CA

Prime Sub Design support during construction, startup and activation (completed tasks listed in Form 055)

Los Angeles County Metropolitan Transportation Authority One Gateway Plaza Los Angeles, CA 90012 Tel: 213-922-7308 Fax: 213-922-7382 Kimberly Ong [email protected]

$56 Million

2019


BIDDER/PROPOSER: Auriga Corporation

METRO LIST OF CURR & COMP PROJ (BACKLOG) RFP NO. AE47810E0128 1 PRO FORM 054 ISSUED: 11.14.2017 REVISION DATE 05.15.02






COMPLETION

San Francisco Municipal Transportation – As Needed Specialized Engineering Services San Francisco, CA

Prime Advanced Train Control System, Overhead Catenary System, Radio Communication Systems, System Integration and Testing, Project Management and Construction Management

San Francisco Municipal Transportation Authority, 1 South Van Ness San Francisco, CA 94102 Bijan Ahmadzadeh: (415) 271-0951 [email protected]

$5 million 2019

San Francisco Municipal Transportation Authority Central Subway Project San Francisco, CA

Sub Project management and engineering design services for SFMTA Central Subway Project for tunnel radio, data communications and control system

San Francisco Municipal Transportation Authority, 1 South Van Ness San Francisco, CA 94102 Frank Lau : (415) 701-4267 [email protected]

$2 million 2018

Metropolitan Transportation Commission Clipper Support Services

Oakland, CA

Prime Database Management Services for Clipper Asset Performance and Maintenance Monitoring. IT support to develop, store and manipulate maintenance reporting data supplied by the Clipper Crystal Reports

Metropolitan Transportation Commission 375 Beale Street, Suite 800 San Francisco, CA 94105 Stephen Abbanat: (415) 778-5222 [email protected]

$750,000 2018

Santa Clara Valley Transportation Authority Automated Train Tracking System Santa Clara, CA

Prime Design and Implementation of Automated Train Tracking System. System Integration, testing and maintenance of ATTS.

Santa Clara Valley Transportation Authority 3331 North First Street San Jose, CA 95134 Gary Miskell: (408) 321-7100 [email protected]

$850,000 2018

Los Angeles County Metropolitan Transportation Authority On Call IT Bench Services Los Angeles, CA

Prime Provide on call Information Technology Services, Network Administration, System Administration, Application and Database Development

Los Angeles County Metropolitan Transportation Authority One Gateway Plaza Los Angeles, CA 90012-2952 Vincent Tee: (213) 922-4537 [email protected]

$ 2.5 million 2019




METRO GA17-140RFP NO. AE47810E0128ISSUED: 11.14.17

5-6LIST OF CURR & COMP PROJ (BACKLOG)

PRO FORM 054REVISION DATE: 05.15.02

PROPOSER: ______________________

LIST OF CURRENT PROJECTS (BACKLOG)(Click here for the pdf with form fields version: http://media.metro.net/ebb/contract_templates/5-


PROJECT NAME ANDLOCATION DESCRIPTION OF WORK

OWNER'S NAME,ADDRESS, PHONE NO.

CONTACT PERSONEMAIL ADDRESS

ESTIMATED COST OFPROPOSER'S WORK

ESTIMATEDCOMPLETION

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Parsons Transportation Group Inc.

Westside Purple LineExtension Project, Section 1 Design-Build, Los Angeles, CA

X

Design-Engineering

Metro, One Gateway Plaza Los Angeles, CA 90012, Jim Cohen, (213) 922-7238,[email protected]

58 million12/2017

I-605 I-5 InterchangeProject, Los Angeles, CA

X

PA/ED Design Services

Metro, One Gateway Plaza, Los Angeles, CA 90012 Erika Estrada, 213-922-1102 [email protected]

20.6 million10/2019

Joint Water Pollution Control Plantluent Outfall Tunnel, Carson, CA

X

Feasibility studies and preliminary engineering

Sanitation Districts of Los Angeles County, 1955 Workman Mill Road. 562-699-7411

11.8 million12/2017

SR 91 Program/Construction Management Riverside, CA

X

Lead designer for the initial 29-mile alignment

California High-Speed Rail Authority, 1401 Fulton Street #200, Fresno, CA 93721, 559-445-5172, Diana Gomez, [email protected]

45 million06/2019

SR 91 Program/Construction Management Riverside, CA

X

Project and construction management services

RCTC, 4080 Lemon Street, Riverside, CA 92501, (951) 787-7141, Michael Blomquist [email protected]

140 million

03/2018




PROPOSER: ______________________







ESTIMATEDCOMPLETION

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


AC Transit East Bay Bus Rapid Transit Professional Engineering and Architectural Services, Oakland, CA

X

Environmental and engineering services for developing BRT

Alameda-Contra Costa Transit District, 1600 Franklin Street, 8th Floor, Oakland, CA 94612, James Cunradi

24.3 million12/2017

I-405 Program Management ServicesOrange County, CA

X

Various program management services

OCTA, 550 Main Street Orange, CA 92863, (714) 560-5633, Rose Casey [email protected]

93 million07/2020

I-10 Corridor Improvement Project, Project Report/Environmental Document, Ontario, CA

X

Environmental and engineering services

SBCTA (SANBAG), 472 North Arrowhead Ave, San Bernardino, CA 92401, 909-884-8276, Garry Cohoe, [email protected]

29 million12/2017

LAWA Project Management/Construction Management Support Services, Los Angeles, CA

X

Program and construction management staffing services

Los Angeles World Airports, 1 World Way, Los Angeles, CA 90045, 310-646-5252

83.4 million12/2017

BART General Engineering Services, Northern California

X

General engineering services

Bay Area Rapid Transit, 800 Madison Street, Oakland, CA 94604, (510) 465-2278

15 million

08/2019




PROPOSER: ______________________







ESTIMATEDCOMPLETION

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


Centennial Corridor Design and Advanced Preliminary Engineering Bakersfield, CA

X

Advanced preliminary engineering for the Centennial Corridor

City of Bakersfield Public Works Department, 1501 Truxtun Avenue, Bakersfield, CA 93301, (664) 326-3575 Theodore Wright

29.4 million12/2019

I-15 Express Lanes Program Management, Riverside County, CA

X

Project and construction management services

RCTC, 4080 Lemon Street, Riverside, CA 92501, (951) 787-7141, Michael Blomquist [email protected]

50.6 million12/2021


5-6



BIDDER/PROPOSER:Cornerstone Transportation Consulting, Inc.






COMPLETION

2L152 – SFO Terminal 1, San Francisco, CA

Prime ☐ Sub ☒ Project Management Support Services

SFO/ACJV 300 California Street, Suite 400 San Francisco, CA 94104 Alexandira Casares Phone: (650)921-7609 Email: [email protected]

$355K 2019

SFMTA As-needed Specialized Engineering, San Francisco, California

Prime ☐ Sub ☒ Specialized Engineering and Staff Augmentation

SFMTA/HNTB 1111 Broadway, 9th Floor Oakland CA 94607 Sharika Rakibullah Phone: (510)587-8632 Email: [email protected]

$760K 2020

BART Powell Street Station Ceiling Upgrade San Francisco, California

Prime ☒ Sub ☐ Construction Management Services

Mike Wong- BART SE San Francisco Bay Area Rapid Transit 300 Lakeside Drive, Oakland CA 94612 (510) 464-6497 Email: [email protected]

$1,600K 2018

Caltrain Electrification San Mateo California

Prime ☐ Sub ☒ Design Support Services for the Design Build Team

PGH Wong Engineering Inc. 182 2nd Street, Suite 500 San Francisco, CA 94105 Jeffrey Katz, Project Manager (650) 282-8420 Email: [email protected]

$350K 2019

Silicon Valley Berryessa Extension Milpitas, San Jose California

Prime ☐ Sub ☒ Construction Management Services

Daren Gee – VTA Engineering Manager Santa Clara VTA 3331 North First Street, Building B San Jose, CA 95134-1927 Phone 408-942-6144 Email: [email protected]

$4,500K 2018

PROJECT NAME

AND LOCATION

LAX Airport Connection Los Angeles, CA

Regional Connector Los Angeles Los Angeles, CA

High Speed Rail Burbank - L.A. Anaheim Los Angeles, CA

Crenshaw Corridor Light Rail Los Angeles Los Angeles, CA

5tn St. Bridge City of Los Angeles Los Angeles, CA

METRO GA 17-140 RFQ NO. AE47810E0128 ISSUED: 11.4.17

PROPOSER: D'Leon Consulting Engineers (DLCE)


DESCRIPTION OF WORK

Prime D Sub•

Environmental Report for Existing Facilities along Aviation Blvd. 96, Century, Sepulveda, Arbor Vitae Blvd for future connection to LAX

Prime D Sub•

Provide support to Prime in structures, utilities, track, street improvements, CAD Prime D Sub•

Prepare master file for (E) and relocated utility lines along 30 miles from Union Station in L.A. to Anaheim, Orange County

Prime D Sub•

Provide support to Prime in structures, utilities, track, street improvements CAD

Prime D Sub•

Prepare pot holing plan for (E) utilities and utility investigation Prepare demolition plans and CAD

OWNER'S NAME

ADDRESS, PHONE NO.,

CONTACT PERSON,

E-MAIL ADDRESSSTY-PB Mr. Taylor Bonstead AICP Senior Associate 1055 ih St. LA 90017 E: Tyler. [email protected] T: (213) 247-6838 METRO Skanska - Greg Zweip 444 Flower St., Los Angeles T: (951) 233-8622 E: [email protected] Calif. High Speed Rail Authority/STY Mr. Craig Phelps 16261 Laguna Canyon Road, Suite 150 Irvine, CA 92618-3608 Direct Line: (909) 472-5940 E: craia. ohelosln)stvinc.com METRO/HNTB

Mr. Steve Whitaker, P.E. 1111 Broadway, 9th Fir, Oakland CA 94607 T: (510) 208-4599 C: (510) 798-6011

E: [email protected] City of Los Angeles- CH2MHILL Mr. Matt Reifer 6 Hutton Centre Dr, Santa Ana, CA 92707 T: (714) 435-6278 C: 949-462-4542 Matt. [email protected]

ESTIMATED COST OF ESTIMATED

BIDDER'S WORK COMPLETION

$200,000 08/2018

$1,000,000 02/2020

$250,000 01/2030

$1,300,000 07/2018

$700,000 12/2018

5-6 LIST OF CURR & COMP PROJ (BACKLOG) PRO FORM 054




PRO FORM 054 REVISION DATE: 05.15.02

BIDDER/PROPOSER: Enabled Enterprises LLC






COMPLETION

SCRRA PTC Comm & Signal Systems Design and Engineering Services – Communications Standards Review & Update Los Angeles, CA E742A-16 CTO17

Prime ☐ Sub ☒ Review Agency’s communications standards documents and furnish written recommendations regarding additions, deletions, and updates relating to Agency’s deployed communications equipment and technologies.

Southern California Regional Rail Authority 2700 Melbourne Ave. Pomona, CA 91767 Jaime Romo, Assistant Director PTC Technical Services 818-367-2041, [email protected]

$40,000 2018

Project Management, Construction Management and Staffing Assistance Services - Station VSS I.T. Support Los Angeles, CA E741B-15 CTO3

Prime ☐ Sub ☒ IT support for installation of new video surveillance system (VSS) at Metrolink stations.

Southern California Regional Rail Authority 2700 Melbourne Ave. Pomona, CA 91767 Llency Aquino, Project Engineer 213-598-8952, [email protected]

$273,000 2018

Prime ☐ Sub ☐

Prime ☐ Sub ☐

Prime ☐ Sub ☐


Metro Gold Line Prime Foothills Extension

Phase 2B

Los Angeles Co &

San Bernardino Co, C1

LIRC and CSXT Prime South Wind Project

Louisville, KY to

Indianapolis, IN

Clagg Bridge Prime Reliability Project

Louisville, KY

Prime

Prime

BIDDER/PROPOSER: ISiS Consultants LLC


OWNER'S NAME,

DESCRIPTION OF WORK ADDRESS, PHONE NO.

CONTACT PERSON

D Sub 0 Foothill Gold Line

Construction Authority

406 E. Huntington Dr

Moravia, CA 91016

Phil Dinets pdinets@foothi

C8l Sub D Louisville & Indiana RR

500 Willinger Lane

Jeffersonville, IN 47130

(812)288-4977

James Connolly jconnolly@c

C8l Sub D Louisville & Indiana RR

500 Willinger Lane

Jeffersonville, IN 47130

(812)288-4977

James Connolly jconnolly@a

D Sub D

D Sub D

ESTIMATED COST OF ESTIMATED BIDDER'S WORK COMPLETION

6/2017

$200,000

llgoldline.org

6/2017

$75,000

nacostia.com

12/2017

$50,000

nacostia.com

_year_

_year_





Train Control and SCADA Systems Upgrade Program for MART A Atlanta, GA

Program Management of Capital Program Controls System Implementation San Francisco, CA

Procurement Support and Project Management Services for VT A's CAD/AVL Systems, Santa Clara CA

Enterprise Asset Management Software Acquisition for NYMTA, New York NY


PROPOSER INTUEOR CONSUL TING, INC.


DESCRIPTION OF WORK

Prime II Sub 1-

I

Multi-disciplinary effort assisting in implementation of modern technology to better manage operations. Orchestrating and integrating products and services from multitude of contractors.

Prime II I ·, Sub ·- 1

Review and assess capital project management. Develop project controls system, implementation strategy, and procurement RFP. Acquire and oversee software and system intearator services.

Prime II Sub I_ : Review and Finalization of CAD/AVL Technical Specifications, Development of Procurement Strategy, Development of RFP, Support in evaluation and selection of CAD/AVL Vendor and Systems, Project manaaement and implementation oversiaht.

I ' Prime '- 1 Sub II Define business processes, functional and technical requirements for EAM Systems to support business operations consistently across seven (7) operating divisions of NYMTA, development of procurement strategy, development of RFP, proposal evaluation, vendor selection, contract neaotiations

1

OWNER'S NAME, ADDRESS, PHONE NO. CONTACT

PERSON

MART A, 2424 Piedmont Road NE, Atlanta, GA 30324 David Springstead (404) 848-3438 [email protected]

SFMT A, 1 South Van Ness Avenue, 7th Floor, San Francisco, CA 94103 Drew Howard (415) 701-4298 [email protected]

SCVT A, 3331 North First Street, San Jose, CA 95134 Joanie Tolosa (408) 321-5659 Lu [email protected]

NYMTA, 2 Broadway, New York, NY 10004 Michael Salvato (646) 252-6859 [email protected]

ESTIMATED COST ESTIMATED OF BIDDER'S WORK COMPLETION

$1 ,500,000 Annually 2019 (Ten Year Program)

$1 ,750,000 2018

$792,000 2018

$160,000 2018




Enterprise Asset Management Gap Analysis for NYMT A, New York NY

Rail Vehicle Consulting Services for MARTA Atlanta, GA

Program Management Consultant Engineering Services for the Office of Innovative Delivery, GDOT Atlanta , GA

Professional Operations Analysis and Support Services for Asset Lifecycle Management for PANYNJ, New York NY

Metro Westside Extension Alternatives Analysis, Advance Conceptual Engineering, Preliminary Engineering Bid Support Los Angeles County, CA


and

DESCRIPTION OF WORK

Prime 1-

1 Sub ll Identify gaps between industry standards such as ISO 55000/PAS 55:2008 and MTA's Asset Management Practices across their seven (7) Operating Divisions, analyze gaps, develop recommendations for improvements, define change management requirements.

----Subll Prime

Program Management and Technical Consulting services for acquiring new rail fleet

Prime Subll Program Management and Technical Consulting services for designing and implementing the $148 MMIP program. Responsible for Strategic and Technology Initiatives

- .

Subll Prime Identify gaps between industry standards such as ISO 55000/PAS 55:2008 and MTA's Asset Management Practices across their seven (7) Operating Divisions, analyze gaps, develop recommendations for improvements, define change management requirements.

-Subll Prime -

Conduct an Alternatives Analysis , EIS/EIR and conceptual engineering , including worksite traffic control plans for the Westside Purple Line Subway Extension transit corridor project.

2

PROPOSER INTUEOR CONSUL TING! INC. OWNER'S NAME, ADDRESS,

PHONE NO. CONTACT PERSON


MARTA, 2424 Piedmont Road NE, Atlanta, GA 30324 David Springstead (404) 848-3438 [email protected] Georgia Department of Transportation One Georgia Center 600 W Peachtree Street, NW Atlanta, Georgia 30308 Gay Knipper (504) 220-8623 [email protected]


Los Angeles Metro One Gateway Plaza Los Angeles, CA 90012 (213) 922-7238 Dennis Mori , Executive Officer [email protected]


$500,000 2018

$285,000 (Annual Task Order) 2022

$700,000 (Annual Task Order) 2022

$500,000 2018

$3,454,000 2018




Metro Regional Connector Alternatives Analysis, Advance Conceptual Engineering, Preliminary Engineering and Bid Support Los Angeles, CA

Restoration of Historic Streetcar Service in Downtown Los Angeles Los Angeles , CA

Los Angeles County Grade Crossing and Corridor Safety Program Study Los Angeles County, CA

METRO GA17-140 RFP NO. AE47810E0128 ISSUED: 11 .14.17

DESCRIPTION OF WORK

Prime SubD Conduct an Alternatives Analysis , EIS/EIR and conceptual engineering for a proposed transit corridor connecting Union Station with the ?'h and Flower Metro Station.

Prime SubD Conduct a traffic study for the proposed streetcar alignment within downtown Los Angeles connecting Broadway and Hill with the Staples Center area. Evaluate traffic operations and identify mitigations.

Prime SubfJ Collect traffic and accident data at 110 at-grade crossing locations within Los Angeles County. Conduct traffic studies at select locations and provide traffic control design support services. Prepare the traffic study for a PSRE at the proposed Van Nuys grade seoaration concept.

3

PROPOSER INTUEOR CONSUL TING, INC. OWNER'S NAME, ADDRESS,

PHONE NO. CONTACT PERSON

Los Angeles Metro One Gateway Plaza Los Angeles, CA 90012 (213) 893-7119 Girish Roy, Deputy Exec. Officer [email protected] Los Angeles Metro One Gateway Plaza Los Angeles, CA 90012 (213) 922-3040 David Mieger, Executive Officer mieaerdln)metro. net

Los Angeles Metro One Gateway Plaza Los Angeles, CA 90012 (213) 922-7597 Vincent Chio, Senior Engineer [email protected]


$2,124,750 2018

$361,275 2018

$220,000 2018




5-6



BIDDER/PROPOSER: JLM Strategic Talent Partners






COMPLETION

METRO Temporary Staffing Contract Los Angeles, CA

Prime ☒ Sub ☐ Provide staff augmentation for the METRO DEOD department.

LACMTA One Gateway Plaza Los Angeles, CA 90012 Keith Compton, DEOD 213-92-2406, [email protected]

$ 500,000 2019

Gerald Desmond Bridge Project Long Beach, CA

Prime ☐ Sub ☒ Provide staff augmentation for Project Controls, Engineering, and Business Site Office.

Port of Long Beach/LACMTA Port of Long Beach 4801 Airport Plaza Drive Long Beach, CA 90815

$2,500,000 2019

LAX Crenshaw Project Los Angeles, CA

Prime ☐ Sub ☒ Provide staff augmentation for Project Controls, Engineering, and Business Site Office.


$2,000,000 2019

Mid Coast Corridor Project San Diego, CA

Prime ☐ Sub ☒ Provide staff augmentation for Project Controls, Engineering, and Business Site Office

SANDAG 401 B Street Suite 800 San Diego, CA 92101 619-699-1900, [email protected]

$2,800,000 2020

Reginal Connector Project Los Angeles, CA



$800,000 2023




BIDDER/PROPOSER: LKG-CMC, Inc.






COMPLETION

Honolulu Rail Transit – Core Systems Support Honolulu. HI SC-HRT-1400049

Prime ☐ Sub ☒ Document Control, Policies and Procedures, RFI Processing and Tracking, Submittals Processing and Tracking

Honolulu Authority For Rapid Transportation 1099 Alakea Street Ste 1700, Honolulu, HI 96813 Justin Garrod, Deputy of Core Systems 808-768-6147, [email protected]

$900,000 03/07/14 to 03/3/19

RailCar and ATC Project Harrison, NJ PAT-05-01

Prime ☐ Sub ☒ Action Item Tracking, Database Development, Document Control, Project Controls, Scheduling, Technical Writing/Editing

Port Authority Trans-Hudson Corporation PANYNJ – Harrison Car Shop – Foot of Cape May Street, Harrison, NJ 07029 Peter Harris, Superintendent of Car Equipment 973-350-3961, [email protected]

$2,678,018 03/01/02 to 12/31/17

General Engineering Consulting Services for Track and Systems Atlanta, GA P5424

Prime ☐ Sub ☒ Administrative Support, Change Control, Configuration Management, Construction Administration, Contract Administration, Contract/Accounting Services, Cost Analysis, Document Control, Office Engineering, Policies and Procedures, RFI Processing and Tracking, Submittals Processing and Tracking

Metropolitan Atlanta Rapid Transit Authority (MARTA) 2424 Piedmont Road, NE, Atlanta, GA 30324 Ronald Y. Martin, MARTA Contracts and Administrator 404-848-4626, [email protected]

$5,647,276 07/30/07 to 06/30/18

Caltrain Modernization Program (CalMod) Peninsula Corridor Electrification Project San Francisco, CA 14-PCJPB-P-005

Prime ☐ Sub ☒ Configuration Management, Document Control, Document Control Plan development, Needs Assessment, Policies and Procedures, Software Implementation

Peninsula Corridor Joint Powers Board 2121 El Camino Real, Ste 300, San Mateo, CA 94403 Ms Liria Larano, Deputy Chief Officer 650-622-7828, [email protected]

$$1,184,519 05/20/14 to 02/01/21






5-6



BIDDER/PROPOSER: Rani Engineering, Inc.






COMPLETION

Blue Line LRT Extension Minneapolis, MN 14P061

Prime ☐ Sub ☒ Supporting design of train control signals, grade crossing warning systems, and systemwide electrical systems

Metropolitan Council Blue Line Extension Project Office 5514 N. Broadway Avenue, Suite 200 Crystal, MN 55428 Dan Soler, Project Director 612.373.5301 [email protected]

$ 600,000 2018

General A/E Task Orders Washington DC FQ15192

Prime ☐ Sub ☒ Railroad safety quality control Asset management Engineering modification instructions

WMATA 600 5th Street NW Washington, DC 20001 Errol Roper, Contract Administrator 202.962.5870 [email protected]

$ 116,000 2018

Cascade Mill Parkway Crossing Yakima, WA

Prime ☐ Sub ☒ Grade crossing warning system design, specifications, cost estimate

City of Yakima, WA 129 North 2nd Street Yakima, WA 98901 Brett Sheffield, Chief Engineer 509.576.6797 [email protected]

$ 52,000 2018

Prime ☐ Sub ☐

$

Prime ☐ Sub ☐

$

BIDDER/PROPOSER: ______________________





BIDDER'S WORK ESTIMATED

COMPLETION

Prime Sub$

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


1LIST OF CURR & COMP PROJ (BACKLOG)


RF NETWORKS INC.

✔

✔

SCRRA ProfessionalEngineering & TechnicalSupport.Los Angeles, CA

Wynn Design andDevelopment.

Boston, MA

Southern California Regional Railroad Authority2700 Melbourne Ave. Pomona, CA 91767.Jerone HurstDirector: Communications & SignalingOffice: 909-451-2346Email: [email protected]

Stella Smith | contract administratorWynn Design and Development | t.702.770.5024 | f. 702.770.5005734 Pilot Road | Las Vegas | NV | [email protected]

172,485

688,332

3/31/2018

6/30/2019


5-6



BIDDER/PROPOSER: Universal Corrosion Services, LLC






COMPLETION

West Coats CIS CA contract # CW2248053 Master Service Contract

Prime ☒ Sub ☐ Performing Annual DOT Survey on all Oil & Products pipelines for Tesoro/Andeavor Design and Install Cathodic Protection systems

Tesoro/Andeavor Logistics 6 Center Point Dr. La Palma, CA 90623 Jeffrey Ewart, Terminal Manager 714-880-1646, [email protected]

Approximately: $450,000 /Year On-Going

FSM CA contract #:5660041502

Prime ☒ Sub ☐ Performing Internal Corrosion Monitoring Utilizing Field Signature Monitoring and all Location in Sothern California

Sothern California Gas Gas Company Tower Los Angeles, CA, 90013 Charles Gepford, Project Engineer 213-244-5408, [email protected]

Approximately: $75,000/Year On-Going

Coupon Analysis for Internal Corrosion CA contract #:5660041502

Prime ☒ Sub ☐ Performing external and Internal corrosion probes reading and analysis

Owner: Sothern California Gas Gas Company Tower Los Angeles, CA, 90013 Charles Gepford, Project Engineer 213-244-5408, [email protected]

Approximately: $75,000/Year On-Going

EMWD AS needed corrosion Engineering Perris, CA Kennedy Jenks Consultants

Prime ☒ Sub ☒ Various Cathodic Protection Project Through our As -Needed Contract and Subcontract with Kennedy Jenks Consultants

Owner: EMWD 38977 Sky Canyon Drive, Suite 100 Murrieta, CA 92563 Ryan Huston, Principal Engineer 951-375-5563, [email protected]

Approximately: $20,000/ Year On Going




PROPOSER: ______________________



PROJECT NAME ANDLOCATION

DESCRIPTION OF WORK




ESTIMATEDCOMPLETION

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


LACMTA P3010 LRVProcurementLos Angeles, CA

LACMTA | 320 S. SantaFe Avenue, Los Angeles,CS | Jess Montes| (213) 922-3293 | [email protected]

1,500,000 2019

MBTA HRV Redline,LRV Greenline RehabInspectionBoston, MA

MBTA | 10 mPark Plaza,Suite 3910, Boston, MA | Jun Lee | (617) 222-5150 |[email protected]

3,400,000 2018

NICTD PTC ImplementationConsulting ServicesMichgan City, IN

Technical Support & Inspection Services

Quality Assurance & Inspection Support

Design Management Support & Inspection of Carborne Equipment

NICTD | 601 N. RoeskeAvenue, Michigan City, IN |Victor Babin | (219) 874-4221|[email protected]

822,000 2019

WMATA VehicleEngineering ConsultingServicesWashington D.C. Engineering Support & Inspection Services

WMATA | 600 Fifth Street,Washington D.C., 20001 |Ghadebo Ogunrincle |(201) 562-2347 | [email protected]

2,300,000 2018

NYCT R179 New Subway Car SupportServicesBrooklyn, NY Inspection Services

NYCT | 130 Lexington Street,New Yprn, NY | Siu Ko |(718) 694-4479 | Siu,[email protected]

1,800.000 2019

http://media.metro.net/ebb/contract_templates/5-005_054_and_055_List_of_Curr_and_Comp_Proj_%28Backlog%29.pdf


Past Performance – Completed Projects (Pro Form 055)��WSP USA Inc.
















5-7LIST OF COMP PROJECTS - LAST 3 YR


BIDDER/PROPOSER: WSP USA Inc.

LIST OF COMPLETED PROJECTS – LAST THREE YEARS Include only projects that are pertinent for this Invitation for Bids/Request for Proposal, in order to demonstrate Bidder's/Proposer's ability to perform the required Work.



NAME, E-MAIL ADDRESS ACTUAL FINAL

CONTRACT VALUE DATE

CONTRACT DURATION

Metro Expo Line Phase 2 Los Angeles, CA XP8902-002

Prime ☒ Sub ☐ Preliminary and final engineering, design services during construction, procurement, project management

Exposition Metro Line Construction Authority 707 Wilshire Blvd, 34th Floor Los Angeles, CA 90017 Bill Reagan Director of Engineering & Construction 213-243-5522, [email protected]

$45.2 million (Design) 2011–2016

Metro WSAB Technical Refinement Study Los Angeles, CA PS43703116

Prime ☒ Sub ☐ Feasibility study, preliminary alignments, conceptual engineering services

Metro One Gateway Plaza Los Angeles, CA 90012 Fanny Pan Director, Subregional Planning 213-922-3070, [email protected]

$1.6 million 2014–2015

SCAG SR-57/SR-60 Confluence Supplemental Needs Study Diamond Bar and City of Industry, CA 16-012-C1

Prime ☒ Sub ☐ Professional and technical services to prepare a Supplemental Needs Study related to improvements within the SR-60 and SR-57 Confluence in the cities of Diamond Bar and Industry

Southern California Assoc. of Gov’ts 818 West 7th Street, 12th Floor Los Angeles, CA 90017 Annie Nam SCAG Project Manager 213-236-1827, [email protected]

$124,888 2016–2016

Metro SR-91/I-710 Congestion Area PSR-PDS Los Angeles, CA AE322940011372

Prime ☐ Sub ☒ Engineering analysis/design and environmental analysis for the SR-91/I-710 Interchange

Metro One Gateway Plaza Los Angeles, CA 90012 Lucy Olmos-Delgadillo Transportation Planning Manager 213-922-7099, [email protected]

$800,000 2015–2017







CONTRACT VALUE DATE

CONTRACT DURATION

Metro Airport Connector (Green Line to LAX) Los Angeles, CA PS114330-2636

Prime ☒ Sub ☐ Support the preparation of the final EIR and EA

Metro One Gateway Plaza Los Angeles, CA 90012 Cory Zelmer Senior Director 213-922-1079, [email protected]

$7.2 million 2011–2017



LIST OF COMP PROJECTS - LAST 3 YR PRO FORM 055


LIST OF COMPLETED PROJECTS - LAST THREE YEARS (Click here for the pdf with form fields version http://media.metro.net/ebb/contract_templates/5-


Include only projects that are pertinent for this Request for Proposal, in order to demonstrate Proposer's ability to perform the required Work.


DESCRIPTION OF WORK


CONTACT PERSON EMAIL ADDESSS

ACTUAL FINAL CONTRACT VALUE

DATE CONTRACT DURATION

Los Angeles World Airports (LAWA) LAX Modernization Program Los Angeles, CA

Prime Sub

Conceptual, preliminary, and final design for multiple projects on a task order basis

Los Angeles World Airports 7301 World Way West, 10th Floor Los Angeles, CA 90045 Tel: 424-646-7553 Roger Johnson, Deputy Executive Director [email protected]

$41.4 Million 2008-2014

LA Metro Crenshaw/LAX Transit Corridor Los Angeles, CA

Prime Sub Advanced Conceptual Engineering support for the environmental documents (NEPA and CEQA); Preliminary Engineering; Bid Support

Los Angeles County Metropolitan Transportation Authority One Gateway Plaza Los Angeles, CA 90012 Tel: 213-922-7308 Fax: 213-922-7382 Kimberly Ong [email protected]

$28 Million (for these completed tasks)

2009-2014 (additional tasks listed in Form 054)

SANDAG Mid-Coast Transit Corridor San Diego, CA

Prime Sub Station Planning, Cost Estimating, Rail Systems, Rail Communications

San Diego Association of Governments (SANDAG) 401 B Street, Suite 800 San Diego, CA 92101 Tel: 619-684-3459 John Haggerty, Construction Mgr. [email protected]

Approximately $1 Million 2013-2014

LA Metro Airport Metro Connector Los Angeles, CA

Prime Sub Concepts for track alignment, LRT stations stops, traction power, signals, communication systems, and yard/shop requirements

LACMTA, One Gateway Plaza, Los Angeles, CA 90012; 213-922-3018; Roderick Diaz [email protected]

$1 Million 2011-2013

BIDDER/PROPOSER: Auriga Corporation

METRO RFP NO. AE47810E0128 1 ISSUED: 11.14.2017


REVISION DATE 05.15.02

LIST OF COMPLETED PROJECTS – LAST THREE YEARS Include only projects that are pertinent for this Invitation For Bids/Request for Proposal, in order to demonstrate Bidder's/Proposer's ability to perform the required Work.

PROJECT NAME AND

LOCATION

DESCRIPTION OF WORK OWNER’S NAME, ADDRESS, PHONE NO. NAME, E-MAIL ADDRES

ACTUAL FINAL CONTRACT

VALUE


Bay Area Rapid Transit District Traction Power Engineering

Oakland, CA

Sub Electrical engineering and traction power design for new substations. Project management and field inspection services for traction power and fiber optic communication systems.

Bay Area Rapid Transit District 300 Lakeside Drive, 9th Floor Oakland, CA 94612 Steven Sims: (510) 464-6417 [email protected]

$750,000 2015-2017

Bay Area Rapid Transit District Warm Springs Extension

San Francisco, CA

Sub Design drawings for radio communication system

Bay Area Rapid Transit District – Sub to Kiewit 160 Spear Street San Francisco, CA 94105 Renat Guibadoulline: (415) 963-6700 [email protected]

$360,000 2012-2017

New York Metro North Railroad - Systems Engineering for Real Time Data Links Design

New York, NY

Sub Analysis and assessment of Automatic Vehicle Location (AVL) via Global Positioning Systems (GPS), Car-borne Passive Radio Frequency ID (RFID) Tags and Wayside Readers, Axle (wheel) Counters, and Loop Detectors.

Metro North Railroad (MNR)-Sub to HNTB 300 Apollo Drive Chelmsford MA 01824 Douglas J. Woodbury: (978) 905-4054 [email protected]

$650,000 2015-2016

Samtrans On-Call Information Technology Services

San Carlos, CA

Prime On-call IT support services: Project management, ERP upgrade, rail operations control systems, system administration and database migration

San Mateo County Transit District 1250 San Carlo Avenue San Carlos, CA 94070 Peter Salazar: (650) 508-7749 [email protected]

$ 2.5 million 2012-2016

Information Technology Services Bench Contract

Los Angeles, CA

Prime On-call IT consulting services, system administration and support, web architecture assessment.

LA County Metropolitan Transportation Authority One Gateway Plaza Los Angeles, CA 90012 Vincent Tee: (215) 922-4537 [email protected]

$ 250,000 2010-2015






PROPOSER: ______________________

LIST OF COMPLETED PROJECTS - LAST THREE YEARS(Click here for the pdf with form fields version http://media.metro.net/ebb/contract_templates/5-


Include only projects that are pertinent for this Invitation For Bids/Request for Proposal, in order to demonstrate Bidder's/Proposer's ability toperform the required Work.




ACTUAL FINALCONTRACT VALUE

DATECONTRACTDURATION

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


Metro Gold Line LRT Phase 2A, Design-Build Project, Los Angeles, CA

X

Engineering and construction support services

Metro Gold Line Foothill Ext Const Authority, 406 Huntington Dr #202, Monrovia, CA 91016, Chris Burner, (626) 305-7022, [email protected]

481 million10/2011-9/2015

Houston METRO Light Rail Expansion Project, Design-Build, Houston, TX

X

Engineering and construction support services

Metropolitan Transit Authority of Harris County (METRO), PO BOX 61429 Houston, TX 77208-1429, (713) 739-6062, Roberto Trevino,[email protected]

1.2 billion5/2009- 2/2017

Central Mesa Light Rail Extension, Design-Build

X

Design and design management

Valley Metro Rail, Inc., 101 North 1st Avenue, # 1300Phoenix, AZ 85003, (602) 480-4832, Marty Spong, [email protected]

11 million3/2012-12/2015

Metro Blue Line Signal System Rehabilitation, Los Angeles, CA

X

Design, procurement and manufacturing of train control systems

Metro, One Gateway Plaza, Los Angeles, CA 90012, (213) 922-7202, James Wei,[email protected]

5.9 million6/2017 - 11/2017

Regional Integration of Intelligent Transportation Systems Program Maintenance, Los Angeles, CA

XDesign, procurement and manufacturing,

supplying, commissioning, and integration for all items for a fully functional train control system

Los Angeles County Metropolitan Transportation Authority, PO Box 512296, Los Angeles, CA 90051, 213-922-2665, Kali Fogel, [email protected]

564,3706/2014 - 1/2017




BIDDER/PROPOSER: Cornerstone Transportation Consulting, Inc.





CONTRACT VALUE DATE

CONTRACT DURATION

SFO West Field Cargo Redevelopment, San Francisco International Airport, California

Prime ☒ Sub ☐ Project Management Support Services

Greg McCarthy, Project Manager San Francisco International Airport 710 North McDonnell Road, San Francisco, CA 94128 (650) 642-4849Email: [email protected]

$439K 2012 to 2014

BART A-Line Structure RetrofitSan Leandro, Hayward,Fremont,California


BART-PGH Wong Engineering Inc. 182 2nd Street, Suite 500 San Francisco, CA 94105 John Chen, Resident Engineer (619) 818-4191Email: [email protected]

$456K 2013 to 2015

BART Fremont Warmspring Extension Fremont, California


Paul Medved, PE - BART PM San Francisco Bay Area Rapid Transit 300 Lakeside Drive, Oakland CA 94612 (510) 287-4750Email: [email protected]

$1,406K 2010 to 2016

SFO Ground Transportation Unit, San Francisco International Airport, California

Prime ☐ Sub ☒ Project Management Support Services

Derrick Homer, Project Manager San Francisco International Airport 710 North McDonnell Road, San Francisco, CA 94128 (650) 821-7864Email: [email protected]

$411K 2015 to 2017

SFMTA Radio Replacement Project San Francisco, California


Jianmin Fong, Project Manager SFMTA One South Van Ness Avenue, 3rd Floor San Francisco, CA 94103 (415) 701-5208Email: [email protected]

$776K 2015 to 2017



PROPOSER: D.Leon Consulting Engineers <DLCE)

LIST OF COMPLETED PROJECTS - LAST THREE YEARS

Include only projects that are pertinent for this Invitation For Bids/Request for Proposal, in order to demonstrate Bidder's/Proposer's ability to perform the required Work.

PROJECT NAME

AND LOCATION

Foot Hill Corridor Light Rail Azusa CA

1-710 Gap LosAngeles CA

SR-605 Hot Spots Project METRO-CAL TRANS DIST 7 Los Angeles, CA

Division 11 Maintenance Facility Long Beach, CA

DESCRIPTION OF WORK

Prime D Sub•

Support Prime with bridge structural design build, inspection for trains maintenance facility frames and footings

Prime D Sub•

Program Management

Prime D Sub•

Investigation of facilities along HOT SPOTS at SR-605, 91, 710, 5, 60 & 405

Prime D Sub•

Seismic retrofit for structural buildings

OWNER'S NAME

ADDRESS, PHONE NO.,

CONTACT PERSON,

E-MAIL ADDRESS

Foot Hill Corridor LR Authority Kiewit/PTG-Steve McFadden & Dianna Vergara 10704 Shoemaker Ave, Santa Fe Sp, CA 90670 (562) 946-1816 [email protected]@kiewit.com

METRO/Caltrans CH2M - Yoga Chandran 6 Hutton Centre Dr, Santa Ana, CA 92707 (714) 429-2000E: [email protected]

METRO, RBF - Michael Baker International Company Steve Huff and Philip Masto 14725 Alton Parkway, Irvine, CA 92618 (949) 330-4131 & (949) 331-0945E: oamsto(Q)mbakerintl.comMETRO/STVDavid Bo�er1055 W 7 h St #3150, Los Angeles, CA 90017 T: (213)236-2536/(213)482-9444 E: [email protected]

ACTUAL FINAL

CONTRACT DATE

VALUE CONTRACT

DURATION $250,000 02/2013 to

08/2015

$1,100,000 01/2014 to 02/2014

$250,000 02/2014 to 08/2015

$200,000 01/2014 to 08/2015




5-7




BIDDER/PROPOSER: Enabled Enterprises LLC





CONTRACT VALUE DATE

CONTRACT DURATION

SCRRA Signal and Communications Design Services – MPLS Network Migration Los Angeles, CA

Prime ☐ Sub ☒ managed migration of MPLS network in support of PTC backhaul communications network and provided technical assistance on various associated projects.

Southern California Regional Rail Authority 2700 Melbourne Ave. Pomona, CA 91767 Darrell Maxey, Deputy COO 909-451-2343, [email protected]

$350,000 2012 To

2014

SCRRA Signal and Communications Design Services – LAUS Field and Office CIS and CAD Systems Support Los Angeles, CA

Prime ☐ Sub ☒ designed and built custom (CIS) customer information system application for Los Angeles Union Station electronic signage.

Southern California Regional Rail Authority 2700 Melbourne Ave. Pomona, CA 91767 Jerone Hurst, Director Signals & Communications 909-451-2346, [email protected]

$125,000 2014 to

2014

SCRRA Signal and Communications Design Services – LAUS CIS Improvements Los Angeles, CA

Prime ☐ Sub ☒ expanded functionality of (CIS) customer information system across entire SCRRA system/all stations.

Southern California Regional Rail Authority 2700 Melbourne Ave. Pomona, CA 91767 Jerone Hurst, Director Signals & Communications 909-451-2346, [email protected]

$225,000 2014 To

2015

BIDDER/PROPOSER: ISiS Consultants LLC


Include only projects that are pertinent for this Invitation for Bids/Request for Proposal, in order to demonstrate Bidder's/Proposer's ability to perform the required Work.


DESCRIPTION OF WORK

Metro Gold Line Prime D Sub IZI

Foothills Extension Phase 2A

Los Angeles Co, CA

Metro Gold Line Prime IZI Sub 0

Aspect Revision

Project

Los Angeles Co, CA

Raymer to Bernson Prime 0 Sub IZI

Double Track Project

Los Angeles Co, CA

Metro Blue Line Prime IZI Sub 0 Grade Crossing Circuits Modificatio1

Los Angeles Co, CA

Metro Blue Line Prime IZI Sub D

124th Street Quad

Gate Control &

Vehicle Detection

Los Angeles Co, CA


NAME, E-MAIL ADDRESS

LA Metro

284 s. Santa Fe Ave

Los Angeles, CA 90012

(213)922-3218

Ricardo Moran MoranR@Metro

LA Metro 284 s. Santa Fe Ave


(213) 922-3218

Ricardo Moran MoranR@Metrc

LACMTA/ SCRRA

One Gateway Plaza


(909)451-2351µ"aime Romo [email protected]

LA Metro

284 s. Santa Fe Ave


(213)922-3218


LA Metro

284 s. Santa Fe Ave


(213) 922-3218


2

ACTUAL FINAL DATE

CONTRACT CONTRACT VALUE

DURATION

.net

.net

.net

.net

5/2012 $1.4 M

6/2016

6/2014 -$305,929

7/2016

$303,139 9/2014 -

6/2016

4/2013 $114,247

-

1/2015

2/2012 -

$26,407 11/2015




waddilla

Line





WMAT A Program Management Services on their CIP, Washington, DC

OCT A IT Application Portfolio Assessment, Orange County, CA

California State Centralized Financial System (Fl$CAL) Sacramento, CA

Assessment of Engineering Bureau at Port of Long Beach Long Beach, CA

Rapid Transit Program Development Services Region of Waterloo, Canada


DESCRIPTION OF WORK

Prime I -1 Sub DProvided Technology and Systems Support Services as part of the Program Management Services. Services included - asset management program; communication systems; transit operations systems; and contract management;

Prime D Sub !_i Evaluated IT application portfolio. Developed assessment framework to allow agency to conduct self-assessment and monitor value.

P. , I rime -- Sub DAssisted Fl$Cal with implementing a statewide ERP. Deployed information and application and information security compliance program.

PrimeC' Sub DAssessment of organization. Reviewed and evaluated staff, process, and technology tools

PrimeD Sub !_iProvided organization assessment, procurement strategy & roadmaps, PM support, and systems evaluation for a DBFOM project

OWNER'S NAME, ADDRESS, PHONE NO. CONTACT

PERSON

WMAT A, 600 5th Street, NW Washington, DC 20001 Joe Grey (301) [email protected]

OCT A, 550 S. Main Street, Orange, CA 92868 Annette Hess (714) 560-5536ahess®octa.netFl$Cal, 2500 Evergreen DriveSacramento, CA 95825Mark Howard(303) [email protected], 4801 Airport PlazaDrive, Long Beach, CA 90815Sean Garnette(562) [email protected] of Waterloo, 150Federick Street, Kitchener, ONN2G 4J3Darshpreet S. Bhatti(519) 575-4757DBhatti (mreq ionofwaterloo. ca

ACTUAL FINAL CONTRACT VALUE

$5,497,000

$50,000

$750,000

$125,000

$165,000


2010-2016

2012-2013

2012-2014

2012-2013

2012-2013



Capital Projects Construction Management Best Practices Study for LACMT A, Los Angeles CA

Project Management of Trapeze System Implementation Services, Santa Clara Valley, CA

Workforce Modernization Program Development City of Philadelphia, PA

Implementation of Capital Program Improvements for Port of Long Beach Long Beach, CA

Technology Needs Assessment for Massport's Capital Programs and Environmental Affairs Dept., Boston MA


PrimeD Sub Collect, Review, and analyze data to evaluate Construction Management practices on Capital Projects, compare with PMI practices, benchmark with respect to peers and industry, recommend best practices and improvements

PrimeD Sub Support services for: design reviews, technology technical support, inspection and testing plan, acceptance and implementation assistance, training & documentation, and business processes

Prime SubD Review and assess current business processes. Recommend enhancements to business processes, IT applications, and technology investments. Developed interface & data miaration reauirements

Prime Sub D Formalizing EB organizational structure and model. Development of roles and responsibilities including new positions. Establish Project Controls Division. Review and align MIS and tools with project delivery orocess.

PrimeD Sub Review and assessment of IT Systems supporting the business functions of CP&EA Dept., identification of gaps, development of functional and technical requirements for systems, developing procurement instruments (RFx), assistance in acquisition of software and implementation services, project manaaement services.

2


LACMTA, One Gateway PlazacLos Angeles, CA 90012 Karen Gorman (213) [email protected]

SCVT A, 3331 North First Street, San Jose, CA 95134 Joanie Tolosa (408) [email protected]

City of Philadelphia, 1401 John F Kennedy, 15th Floor, Philadelphia, PA 19102 Richard Steward (215) [email protected]

POLB, 4801 Airport Plaza Drive, Long Beach, CA 90815 Sean Garnette (562) [email protected]

MPA, 100 Harborside Dr., East Boston MA 02128 John Audi (617) [email protected]

$280,000 2015 - 2016

$275,000 2012-2015

$363,500 2013-2015

$800,000 2014 - 2015

$300,000 2014 - 2015






BIDDER/PROPOSER: JLM Strategic Talent Partners





CONTRACT VALUE DATE

CONTRACT DURATION

I 405 Widening Project Los Angeles, CA

Prime ☐ Sub ☒

Provide staff augmentation for Project Controls, Engineering, and Business Site Office

LACMTA One Gateway Plaza

Los Angeles, CA 90012 Keith Compton, DEOD 213-92-2406, [email protected]

$3,292,494 2011 to

2016

Gold line Foothill Extension Arcadia, CA

Prime ☐ Sub ☒

Provide staff augmentation for Project Controls, and Business Site Office

Foothill Transit Authority $214,622 2011 to

2016

EXPO 2 Line Project Los Angeles, CA

Prime ☐ Sub ☒

Provide staff augmentation for Project Controls, and Business Site Office


$52,872 2014 to

2016

EXPO 2 Maintenance Facilities Los Angeles, CA



$203,500 2013 to

2016

Haynes Power Plant Long Beach, CA


LA DWP PO OBZ 5111 Los Angeles, CA 90051-0100

$818,908 2011 to

2014




BIDDER/PROPOSER: LKG-CMC, Inc.





CONTRACT VALUE DATE

CONTRACT DURATION

Mid-Coast Corridor Transit Project San Diego, CA 5001904

Prime ☐ Sub ☒ Deliverables Management, Document Control, Policies and Procedures, Progress Report Development

San Diego Association of Governments 401 B Street, Suite 800 San Diego, CA 92101 Greg Gastelum - Deputy Project Director - Capital Management Project Development Program Manager 619-699- [email protected]

$835,969 05/01/13 to 09/30/16

East Link LRT Seattle to So Bellevue Seattle, WA RTA/AE 0073-12

Prime ☐ Sub ☒ Project Controls

Sound Transit, 401. S. Jackson St. Seattle, WA 98104-2826 Dirk Bakker, Corridor Design Manager, Design Engineering and Construction (206) 370-5661,[email protected]

$544,777 11/05/12 to 01/20/15

East Link LRT So Bellevue to Overlake Seattle, WA RTA/AE 0143-11

Prime ☐ Sub ☒ Document Control, Policies and Procedures

Sound Transit 401 S. Jackson St. Seattle, WA 98104 Design Engineering and Construction Management DeWitt Jensen, Corridor Design Manager (206) 903-7486,[email protected]

$525,865 03/26/12 to 09/30/16





BIDDER/PROPOSER: Rani Engineering, Inc.





CONTRACT VALUE DATE

CONTRACT DURATION

Region of Waterloo Stage 1C LRT Project Ontario, Canada

Prime ☐ Sub ☒ Producing hardware plans, which consisted of both complicated interlockings and highway crossings

Mass Electric Construction Canada (Prime – owner information is not available) 601 Colby Drive Waterloo, ON N2V 1A1 Mike Cotter, Project Manager 519.807.6690, [email protected]

$ 154,000 2015 to

2016

Class 1 Railroad Signals & PTC Multiple Contracts in Western US 23 States

Prime ☐ Sub ☒ Provided design and internal quality checks for detailed wiring plans of Class 1 freight rail signal system enclosures, track, and switch circuits

Progress Rail Services (Prime – the owner does not want to be disclosed by its name) 1656 Livingstone Blvd. Hudson, WI Vance Batchelor, General Manager 715.377.3673 [email protected]

$ 7,164,000 2000 to

2016

Prime ☐ Sub ☐ $

Prime ☐ Sub ☐ $

BIDDER/PROPOSER: ______________________





CONTACT PERSON ACTUAL FINAL

CONTRACT VALUE DATE

CONTRACT DURATION

Prime Sub$

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


2LIST OF COMP PROJECTS - LAST 3 YR


RF NETWORKS INC.

✔

✔

✔

SCRRA- Metrolink.PTC PROJECT.Los Angeles County, CA

SCRRA- Metrolink.VVSG PROJECT.Los Angeles County, CA

LACMTA.TO19- MRL Radio SystemUpgrade. Los Angeles, CA



Arkady BernshteynLA MetroSr. Director, Project EngineeringRail Maintenance and Engineering213.617.6249 [email protected]

1,100,000

1,400,000

515,000

12/2014.5 years

6/20155 years

12/20171 year




BIDDER/PROPOSER: Universal Corrosion Services, LLC





CONTRACT VALUE DATE

CONTRACT DURATION

TPMC Wells, CP Monitoring, Improvement Design and Installation Burbank, CA

Prime ☒ Sub ☐ Performed CP monitoring and performance evaluation on 7 well casing -Performed CP Improvement Design and Installation

City of Burbank Address: 3200 W. Monterey Ave., Burbank, CA 91505 Charles Grace, General Manager 818-861-7253

Approximately: $40,000 2015 to 2017

MIC Analysis on all Pipelines Different Cities, state: CA contract #, if applicable: CW2248053 Master Service Contract __

Prime ☒ Sub ☐ Performed Sample collection and Microbiological Induced Corrosion Analysis on All Pipelines.

Tesoro/Andeavor Logistics 6 Center Point Dr. La Palma, CA 90623 Jeffrey Ewart, Terminal Manager 714-880-1646,[email protected]


Tank CP Evaluation and Installation CA Multiple Contracts

Prime ☐ Sub ☒ Cathodic Protection system evaluation and installation for several tanks as the sub-contractor to Blastco Inc.

Rancho California Water District Las Virgenes Water District San Juan Water District Brent Matteson, General Manager 562-231-5456,[email protected]


CP Evaluation and Improvement Orange, CA

Prime ☒ Sub ☐ CP Evaluation , Design Improvement, Installation for Ducommun Aerostructure Facility in Orange

Ducommun Aerostructures 1885 N. Batavia Orange, CA 92865 Mark Anderson 714-921-5369,[email protected]





PROPOSER: ______________________

LIST OF COMPLETED PROJECTS - LAST THREE YEARS(Click here for the pdf with form fields version http://media.metro.net/ebb/contract_templates/5-


Include only projects that are pertinent for this Invitation For Bids/Request for Proposal, in order to demonstrate Bidder's/Proposer's ability toperform the required Work.

PROJECT NAME ANDLOCATION

DESCRIPTION OF WORK



ACTUAL FINALCONTRACT VALUE

DATECONTRACTDURATION

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $

Prime Sub $


LACMTA ConditionAssessmentLos Angeles, CA Condition Assessment | Inspections of

LACMTA LRV & HRV Vehicle Fleets

LACMTA | One Gateway Plaza, Los Angeles, CA 90012 | Randy Lamm | (213) 922-2470 |[email protected]

152,000 2016

LACMTA SubwayCar OverhaulInspectionLos Angeles, CA Specifications Review

LACMTA | One Gateway Placa, Los Angeles, CA 90012 | Cop Tran | (213)922-3188 | [email protected]

80,000 2013 - 2016

LACMTA HR4000Subway Car Procurement SpecificationLos Angeles, CA

Technical Support & ProcurementServices

LACMTA | One GatewayPlaza, Los Angeles, CA90012 | Cop Tran | (213)922-3188 | [email protected]

108,000 2013 - 2016

LACMTA P2000LRV Overhaul SpecificationsLos Angeles, CA Specifications Review

LACMTA | One GatewayPlaza, Los Angeles, CA90012 | Fred Kan | (213)922-6000 | kanf!metro.net

77,000 2013 - 2016

Baltomore MTA On-Call Systems Engineering Inspection& Support ServicesBaltimore, MD

Inspection Services & HomelandSecurity Special Projects

Maryland Transit Admin |6 St. Paul Street, Baltimore,MD | Vern Hartsock |(410) 767-3323 | [email protected]

258,000 2011 - 2014



Experience/ Performance Questionnaire (Form V1.0)��WSP USA Inc.















WSP USA Inc.

tjM--.-- -------.~-~•- l!!!!!!!!!!!----~---F!!!!!!!!!!!!ORM!!!!!!!!!!!!v1~.o-

EXPERIENCE/,PERF0RMANCE QUESTIONNAIRE

Page 1 of 3

Los Angeles County Metropolitan Transportation Authoritv============== = ===

THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT O.F THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PR·OPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL IBE R1ESPONSIBLE IFOR PERFORMING WORK. PROPOSER (,IDENTIFIED CONSULTANT IN SECTION 1 BELOWI HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

~EQflON 1: PROf'Q$fRICON$_l/LTANT JDENVFIC.1J/t/O}l_(,G_PIVIPLETED ·a¥ i:y'ALUA t08L

WSP USA Inc. Name of Proposer/Subconsultant/Other Entity

I

S~O.rlQN 2, ti)ENTIFICAT/ON 0~ RESROND{NG /;/RM {COMPLETEP ~y I;VAL.IJA1'0RJ

1. Gary H. Baker, Executive Officer P.roject Management Name & ntle of Responding Firm(s) .Representative

2. Los Angeles County Metropolitan Transportation Authority Exact Name of Responding Firm

3. One Gateway Plaza, Physical / Mailing Address

L9s Angeles CA City State

4. 213 893-7191 Primary l Main Te'lephone No.

Los Angeles Country

213 617 0294

90012 Zip Code

Primary I Main Fax No. 5. Brief Description of Work Performed for Responding firm

For past 7 years, WSP as .a JV partner, has provided Advanced Conc_eptual Engineering Design, Preliminary Engineering

and Design Services during Construction in support of the Regiona1 Connector Design/Build project.

. '

!

ti. •!'~-.--=-E!!!!X!!!!P!!!!!E'!!!!!!!!R!!!!!!!!IE!!!!!!!!N!!!!!!!!C!!!!!!!!E!!!!!!!!/!!!!!!!!PE!!!!!!!!R=FO!!!!!!!!- !!!!!!!!R!!!!!!!!M!!!!!!!!A!!!!!!!!N!!!!!!!!C!!!!!!!!E!!!!!!!!- ~======-F-O!!!!RM!!!!. !!!!v

1

-·

0

~ QUESTIONNAIRE Page 2 -of 3

Los Angeles County Metropolitan Transportation Authoritv==================

IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH me PAST OR CURRENT OVERALL PERiFORANOE OF THIE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS 'TO BE ASSESSED ON THE BASIS O'F YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIIENCE WITH THE CONSUL TANT ONLY.

PLEASE PLACE AN "X" IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION'S LEVEL OF SATISFACTION WITH THE CONSULT~NT IN QUEST:ION. THE SCALE IS DEFlNED AS FOLLOWS:

• LI- UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE,

• _S -SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH OORRECTNE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G - GOOD: PERFORMANCE CLEARLY~ CONrRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTJONS APPEAR EFFECTIVE.

• E- EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONT .AilNS FEW MINOR. PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIG'HL Y EFFECTIVE.

II 1. Consultant accomplished/performed work being evaluated.

2. Consultant provided experienced design and/or project manag.ers wlth abilities needed to meet contract requirements.

3. Consultant demonstrated ability to hire, maintain, and replace , if necessarv) ,aualified personnel durinq the co,ntrac-t period.

4. Consul,tant proVided a timely response to nonconformance issues.

5. Consultant exercised initiative to solve prob'lems.

6. Consultant provided timely resolution of design defects.

7. Consultant developed and met established project schedules.

8. Contractor provided timely cost proposals for changed worl<.

9. Consultant paid subcontractors/suppliers in a timely manner.

10. Consultant provided effective Occupational Safety & Health Policies, Procedures & Programs to meet contract reauirements

11. Consu'ltant provided and effectively implemented Project Qualitv Proaram Manual reauirements.

12. Consultant provided Quality Control I1nspection !Instructions and effective1v conducted inspections.

13. Consultant effectively imp'lemented requirements for Engineering Design Procedures(s)

14. Consultant obtained permits, inspections and necessary aoorovals from third-party's in a timely manner.

15. Consultant effectively coordinated with the Buyer/Owner

16. Consultant mitigated daims and changes.

17. Any other comments you wo1.1ld like to make such as would you contract aaain with this Consultant?

I FaH I u s D D 0 D

D D

I D D

D D

D D I

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Any other comments you would like to make such as would you contract again with this Consultant? (Note: if no additional ,comments so indicate below.)

Within the JV partnership on the Regional! Connector Project, WCP has been the prjmary p:rovider

of !he system engineering resouroes. This began with defining the general configuration ,of the systems elements and the

development of design characteristics, functional descriptions and operations philosophy. During the PE phase, the syslem

preliminary systems design was expanded to include various sub-systems, equipment layouts and specifications to a llevel

necessary for procurement of a 0/B Contractor. WSP currently has very experienced systems resources assigoed the project

and is effectively servicing as the project's System Integration Manager - a vital role on an extremely complex p.roject I am very

satisfied with the level of support being provided by WSP at this phase of the project.

To Pass Consultant/Subconsultant/Other Entity must ieceive passing marks or a N/ A in twelve (12) out of the sixteen (16) questions;, at a minimum, for this reference only.

(Note: The Technical Evaluation Team may det,ermine any unsatisfactory identified as critical to the procurement)

Score

Propo.ser's s.tatus. all•r,•w

<$J3~~ .Jiast Ex,perience/Performance Team Member Date

Los Ange,les County· Me,tropoUtan Trans,portation Authodtv==================

~Questl~6,fairei Purpose._! Introduction .

THI!$ PERFORMANCE QUESTIONNIAIRE, IS lO ASSISl' THE MTA IN "1S ASSESSMENT O·F THE GENERA'L PAST EXPERIENCELPERFORMANCE OF A PROPOSERr SUB.CONSULTANT OR OTHER ENTliTY THAT WILL BE RESPONSIBLE FOR PERFO·RMING1 WORK. PROPOSER {IDENTIFlED1 C01N1SULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANl1ZATION AS A REFERENCE FOR. PAST EXPEREEN:CEJPERFORMANCE.

l ~st=f:;JIOlV_:t :J?fiORQSER/CQNSUJ:IANr IQEf±IlFJP~Tl9fJ~(~O_rjlf Lf=..TEP J3Y E_\{J!LU~C:fB) _ ·--- -·- -

WSP/Flarsons Bri11kerh0iff Name of ProposerlSubconsultanUOther Entity

I

I

I

, ~SEO.TJON.'2:L. lbEfa/FIP'i if.LON OF RESPONDING FIRM (COMP-LETED SY l;VAL.UA_TOR) .... - ,.91 ............. _ ..... ;:i,_·-.1

1. William H Rea.ga11, Chief Executive Offic.er Name &. Title ofr Responding Firm(s}, Representative

2. Expositio,11 Metro Line Construction Autholiity, Exact Name of' Responding Firm

3,. 707 Wilshire Blrvd, 34th Floor Physica,11 l Mailing Address

Los, Angeles GA USA 9.0017 City State Country Zip. Gode

4. 2113~243-5522' [email protected] ___ ____,_ ___________ _ Primary I Main Telephone No,. Primary l Main Fax No.

5. Brief Description o,f Work P'erformed for Responding firm

Principal desi'g11 consultant tor Skanska Rados JV,, destgin bui.lder for the Expo Phase 2, the light rail transit project was 6.6

miles of new alignment and seven new stations,,

I

t!~ EXPERIENCE/PERFORMANCE FORM v1

,o > . • • l!:::::::=!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q!!!!!!!U=IE=·S:=!!!!T!!!!!!!II0!!!!!!!

1

!!!!!!!N!!!!!!!N!!!!!!!A!!!!!!!IR!!!!!!!!!!!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!~!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!!!!!ag!!!!!!!!.e!!!!!!!!2

!!!!!!!!!!0

!!!!!!!!f 3!!!!!!!!. =!I

los, Angeles County Metro1poutan Transp:o,rtati.on Authoritv=.==================

IN THIIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONISULTANT IDENTIFIED IN SECTI.ON 1 ABOVE, THE CONSULTANT ,INI QUESTION IS TO BE ASSESSED ON THE BASIIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.

PLEAS~ PLACE AN ~x.~ IN TH:E APPROPRIATE BOX, INDICAJING YOUR ORGANIZATION'S LEVEL OF SATISF'ACilON WITH Tl-IE CONSULTANT IN QUESTION. THE sc:AlE IS DEFINED AS FOtLOWS:

•· U - UNSATISFACTORY: CONSULTANT IS OR WAS IIN DANGER OF NOT BEING ABLE TO SATISFY, CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOiT LIKELY IN A TIMELY MANNER AREA OF EVALUATION CONTAINS SERIOUS PROBlEMS FOR WHICH liHE C,QRRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S-SATI.SFrACTORY: ~ERfORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF !VALUATION CONTAINS SOME P~OBlEMS FOR WrUCH CORRECTIVE. ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMP!.EMENTED, BUT APPEAR ONLY SATISFACTORY.

• G- GOOD: PERFOR'MANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUAlilON CONTAINS SOME MINOR PROB!.EMS FOR WH~CH CORRECTIVE ACTIONS APPEAR EFFECTIVE.

• E - EXCEP'Tl!ONAL: Pf:H:FORMANCE CLEARLY E!XC!iEEDS, CONTRACTUAL REQUIREMENTS. AREA OF !:VALUATION CONTAINS FEW MINIOR PROBLEMS FOR WHIICH CORRECTIVE ACTION APPEAR HIGHLY ~FFECTIVE.

11. Consultant accomplished/performed work being evaluated. 2. Consultant provided experienced des,ign and/or project

managers with abi1~ities needed to meet contract requirements. 3. Cansultaint demcmstrarted ability to hi1re 1 maintain, and replace.

(if necessal'V) qualified personnel during tlhe contract period. 4. Consultant provided a timely response to nonconforrnanee

issues. 5. Consultant exercis,ed initiatiive· to sol1ve probl!ems.

6. Consultant pro,vided timely reso.iution o,f desfgn defects.

7. Consultant developed and met es.tabli'shed p1roject schedules.

8. Contractor provided timely cos.t proposals for changed work.

9. Consultant paid subcontractors/supplliers ini a1 timely manner.

10. Consultant provided effective· Occuipa.tionia! Safety & Health Pallid es. Procedures & Prag:rams, to meet contract requirements,

11. Gonsultan,t p,rovided and effective1l1y implemented Project L Qua1litv· P'roQrarn Manual reo1uiremenrts1.

12. Consultant provided Quality Conitrol llnspection Instructions and effectively· conducted inspections.

13. Consultant effectiveliy implemente.d requirements for En:gineerinQ Desiqn Procedlures('s,)

14. Co11s ultanrt obtained permits, inspections and necessary aoo1ro,vals from third-partis in a timely manner.

15. Cor1s1llltant effectrveliy coordinated with the· Biuye.r/Owner 16. Consultant mitigated cl1aims and changes. 17. Any other comments, you would like· to make such as WOtJlld

vou contrae.t again with this Conrsuftant?

Fail Pass

I u s. G I

I

DI I

D D D

I

D D

D I DI D

D D D

D D: D

D D D

D DI D

D I DI D

D D D

D DI D

D D D

D D D

D D D

D D D

D Di D D D D o:

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0: D

0

Lo,s Ang1eles County MetropoUtan Transportation Authoritv===============~=-

Any other comments you would like to mak.e such as would you contract again wirth this Consultant? (Note: if no addiUonal comments so indicate below.)

WSP/Parsons Brinkerhoff provided a strong technical and effi.cient team that was able to effectively

the design activifies of the. project.

To Pass Consultant/Subconsuitant/Other Entity must receive passing marks or a NIA in twelve (12) out of the sixteen (16) questions, at a minimum, for this reference only.

(Note: The· Technical Evaluation Team may dete:rmine any unsatisfactory identified as critical to the procurement)

William H Reag1an

Score

16

1-2/18/17

Date

EXPERIENCE/PERFORMANCEQUESTIONNAIRE

FORM V1.0

Page 1 of 3

Los Angeles County Metropolitan Transportation Authority

Questionnaire Purpose / Introduction

THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PASTEXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FORPERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOURORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

SECTION 1: PROPOSER/CONSULTANT IDENTIFICATION (COMPLETED BY EVALUATOR)

Name of Proposer/Subconsultant/Other Entity

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

SECTION 2: IDENTIFICATION OF RESPONDING FIRM (COMPLETED BY EVALUATOR)

1.Name & Title of Responding Firm(s) Representative

2.Exact Name of Responding Firm

3.Physical / Mailing Address

City State Country Zip Code

4.Primary / Main Telephone No. Primary / Main Fax No.

5. Brief Description of Work Performed for Responding firm

WSP USA Inc.

Robert Wittmann, Vice President of Construction

Chicago Transit Authority (CTA)

567 West Lake Street, 9th Floor

Chicago IL USA 60661

312-681-3853 312-681-3896

WSP provided CM services for the complete reconstruction of 10 miles of double-track alignment and the rehabilitation of

8 transit stations along the Dan Ryan Red Line in Chicago. The $264M job was completed in 5 months with a total line cut.


FORM V1.0

Page 2 of 3


SECTION 3: OVERALL PROJECT EXPERIENCE/PERFORMANCE

IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION’S SATISFACTION WITH THE PAST OR CURRENT OVERALLPERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BEASSESSED ON THE BASIS OF YOUR ORGANIZATION’S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.

PLEASE PLACE AN “X” IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION’S LEVEL OF SATISFACTION WITH THECONSULTANT IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:

U – UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUALREQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATIONCONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.S – SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLYIMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.G – GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.E – EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATIONCONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

Fail Pass

U S G E N/A1. Consultant accomplished/performed work being evaluated.2. Consultant provided experienced design and/or project

managers with abilities needed to meet contract requirements.3. Consultant demonstrated ability to hire, maintain, and replace

(if necessary) qualified personnel during the contract period.4. Consultant provided a timely response to nonconformance

issues.5. Consultant exercised initiative to solve problems.



8. Contractor provided timely cost proposals for changed work.


10. Consultant provided effective Occupational Safety & HealthPolicies, Procedures & Programs to meet contractrequirements

11. Consultant provided and effectively implemented ProjectQuality Program Manual requirements.

12. Consultant provided Quality Control Inspection Instructions andeffectively conducted inspections.

13. Consultant effectively implemented requirements forEngineering Design Procedures(s)

14. Consultant obtained permits, inspections and necessaryapprovals from third-party’s in a timely manner.

15. Consultant effectively coordinated with the Buyer/Owner16. Consultant mitigated claims and changes.17. Any other comments you would like to make such as would

you contract again with this Consultant?

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FORM V1.0

Page 3 of 3


Any other comments you would like to make such as would you contract again with thisConsultant? (Note: if no additional comments so indicate below.)

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

To Pass Consultant/Subconsultant/Other Entity must receive passing marks or a N/A in twelve(12) out of the sixteen (16) questions, at a minimum, for this reference only.

(Note: The Technical Evaluation Team may determine any unsatisfactory identified as critical tothe procurement)

Score

Proposer’s status after review _____

_____________________________ __________________Past Experience/Performance Team Member Date

WSP provided excellent construction management services under very challenging conditions. The project

included the complete reconstruction of the 10 miles of double-track system, including drainage, ballast, ties, rails, traction

power and communications, as well as the rehabilitation of 8 transit stations including new elevators at 3 stations. WSP brought

outstanding leadership to the project and was efficient in their overall staffing. The work was completed within a 5 month total

line-cut outage, during which time free bus service was offered to the community, and was opened to revenue service on time

and on budget. Completing the work in this way saved millions of dollars but put increased pressure on ensuring the project

was completed on time. Notably, the CTA was very pleased that WSP completed the work with 42% DBE participation.

Robert Wittmann December 21, 2017

Mott MacDonald, LLC

FORM V1.0EXPERIENCE/PERFORMANCEQUESTIONNAIRE

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________






4.Primary / Main Telephone No. Primary Email


Mott MacDonald

Krishna Davey

Santa Clara Valley Transportation Authority

3331 N 1st Street

San Jose CA Santa Clara 95134

408 942 6124 [email protected]

Design of approximately five mile tunnel guideway for a heavy rail system with three underground stations.

Underground stations designed by others. Design included interfacing with systems and stations designers.


Page 2 of 3



IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION’S SATISFACTION WITH THE PAST OR CURRENT OVERALLPERFORANCE OF THE FIRM IDENTIFIED IN SECTION 1 ABOVE. THE FIRM IN QUESTION IS TO BE ASSESSED ON THE BASISOF YOUR ORGANIZATION’S FIRST-HAND/DIRECT EXPERIENCE ONLY.

PLEASE PLACE AN “X” IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION’S LEVEL OF SATISFACTION WITH THEFIRM IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:

U – UNSATISFACTORY: FIRM IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUALREQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATIONCONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.S – SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLYIMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.G – GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.E – EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATIONCONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

Fail Pass

U S G E N/A1. The Firm accomplished the work contracted.2. The Firm provided experienced managers with abilities needed

to meet contract requirements.3. The Firm hired, maintained, and replaced (if necessary)

qualified personnel during the contract period.4. The Firm responded satisfactorily and resolved

nonconformance or defect issues.5. The Firm exercised initiative to solve problems.

6. The Firm developed and met project schedules and contractmilestones.

7. The Firm paid subcontractors/suppliers in a timely manner.

8. The Firm provided effective Occupational Safety & HealthPolicies, Procedures & Programs to meet contractrequirements.

9. The Firm provided and effectively implemented Project QualityProgram requirements.

10. The Firm provided Quality Control Inspection Instructions andeffectively conducted inspections.

11. The Firm effectively implemented procedures for EngineeringDesign and approvals, timely permit inspections and third partyapprovals.

12. The Firm effectively worked with its team.13. The Firm effectively utilized small or disadvantaged

businesses.14. The Firm effectively coordinated and /or partnered with the

Buyer/Owner.15. The Firm mitigated claims and changes.

x

x

x

x

x

x

x

x

x

x

x

x

x


Page 3 of 3


Any other comments you would like to make, such as, would you contract again withthis Firm? (Note: if no additional comments so indicate below.)

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

To pass the Firm must receive passing marks or a N/A in twelve (12) out of the fifteen (15)questions, at a minimum, for this reference only.

(Note: The Evaluation Team may determine any item rated as “Unsatisfactory” critical to theprocurement)

Score

Firm’s status after review _____

_____________________________ __________________Evaluator Date

13

Krishna Davey May 24, 2017

Auriga Corporation

EXPE~ENCBPERFORMANCE QUESTIONNAIRE

FORM V1.0

Page 1 of 3

Los Angeles County Metropolitan Transportation Authorlt•v=-================

<-~ . - Questionnaire Purpose I Introduction '

~.... .

THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

SECTION 1: PROPO.SERICONSUL TANT IDENTIFICATION (COMPLETED BY EVALUATOR)

Auriga Corporation Name of ProposerlSubconsultant/Other Entity

SECTION 2: IDENTIFICATION OF RESPONDING FIRM (COMPLETED BY EVALUATOR}

2. SAN F;6\A)d-sco JY}JYU.'0,J-mu,spb+~nn -tenc.1- 5rl'J1TA. Exact Name of Responding Firm

3. / cfou'ft ~¼ss 1 3~ F/o(j)r ~ t4 Physical / Mail~ Address

~ ~ r?t'/HC/.Jl'o (]4 1ty State Country Zip Code

4. Cil~a~ o~~~) Primary/ Main Fax No.

.

EXPERIENCE/PERFORMANCE QUESTIONNAIRE

FORM V1.0

Page 2 of 3

Los Angeles County Metropolitan Transportation Authoritv=-==================

SECTTON3: OVERALLPROJECTEXPERIENCEIPERFORMANCE

IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSUL TANT ONLY.

PLEASE PLACE AN "X" IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION'S LEVEL OF SATISFACTION WITH THE CONSULTANT IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:

• U - UNSATISFACTORY: CONSUL TANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S - SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G - GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.

• E - EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

1. Consultant accomplished/performed work being evaluated.

2. Consultant provided experienced design and/or project manaQers with abilities needed to meet contract requirements.

3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) qualified personnel during the contract period.

4. Consultant provided a timely response to nonconformance issues.

5. Consultant exercised initiative to solve problems.




9. Consultant paid subcontractors/suppliers in a ti_mely manner.

10. Consultant provided effective Occupational Safety & Health Policies, Procedures & Programs to meet contract requirements

11. Consultant provided and effectively implemented Project Quality Program Manual requirements.

12. Consultant provided Quality Control Inspection Instructions and effectively conducted inspections.

13. Consultant effectively implemented requirements for EnQineerinQ DesiQn Procedures(s)

14. Consultant obtained permits, inspections and necessary approvals from third-oartv's in a timelv manner.


16. Consultant mitigated claims and changes.

17. Any other comments you would like to make such as would you contract again with this Consultant?

Fail Pass

u s G

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EXPE~ENC8PERFORMANCE QUESTIONNAIRE

FORM V1.0

Page 3 of 3

Los Angeles County Metropolitan Transportation Authoritv=-==============

Any other comments you would like to make such as would you contract again with this Consultant? (Note: if no additional comments so indicate below.)

Auifr-- 0 /~~~ -/o -1£ &en./ ,4eec/s_ ~ ,/4 Vb :JIfr .e)( ~ e J,,j tJtl' f );!kd-oJ~ JIJ / j }?.-VY,,. J, 1:J ,/f'-e' e ck, d clf'/1.A ~

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/4

A utr, To Pass Consultant/Subconsultant/Other Entity must receive passing marks or a N/A in twelve (12) out of the sixteen (16) questions, at a minimum, for this reference only.

(Note: The Technical Evaluation Team may determine any unsatisfactory identified as critical to the procurement)

Score

Proposer's status after review

Los Angeles County Metropolitan Transportation Authority·==================

Questionnaire Purpose I Introduction

THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSUL TANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.


Auriga Corporation Name of ProposerlSubconsultant/Other Entity


1. Gary Miskell Chief Information and Technology Officer Name & Title of Responding Firm(s) Representative

2. Santa Clara Valley Transportation Authority Exact Name of Responding Firm

3. 3331 North 1 St street Physical / Mailing Address

San Jose CA USA 95134 City State Country Zip Code

4. 4083484309 N/A Primary/ Main Telephone No. Primary/ Main Fax No.


VTA is currently replacing our CAD/AVL system and Auriga is one of the contracts supporting this effort.

Auriga also coded a Train yard map, Dispatch dashboard, and Vehicle location to supplement our SCADA system.

Los Angeles County Metropolitan Transportation Authority,===================


IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.

PLEASE PLACE AN "X" IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION'S LEVEL OF SATISFACTION WITH THE CONSUL TANT IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:


• $-SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G- GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.



2. Consultant provided experienced design and/or project manaoers with abilities needed to meet contract requirements.

3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) qualified personnel durinq the contract period.








11. Consultant provided and effectively implemented Project Quality Prooram Manual requirements.

12. Consultant provided Quality Control Inspection Instructions and effectively conducted insoections.

13. Consultant effectively implemented requirements for Enoineerina Desian Procedures(s)

14. Consultant obtained permits, inspections and necessary annrovals from third-party's in a timely manner.



17. Any other comments you would like to make such as would you contract aqain with this Consultant?

I Fail I u s D D

D D

D D

D D

D D

D D

D D

D D

D D

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Pass

G

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N/A

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D

Iii

D

[i]

D D

D

M .. ·. EXPERIENCE/PERFORMANCE FORMV1.o

QUESTIONNAIRE · . •. ll!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!a!!!g!!!e!!!3!!!!!!!!of!!!3!!!!!!!!~

Los Angeles County Metropolitan Transportation Authority============ =====


Auriga has done a number of different type of projects for VTA. Auriga has been a great partner and show

flexibility in changing requirements and strong ownership in making the solution meet VT A's needs.

To Pass Consultant/Subconsultant/Other Entity must receive passing marks or a N/A in twelve (12) out of the sixteen (16) questions, at a minimum, for this reference only.


Score

Proposer's status after review 16

Ga,y M;skell A LMuZ Past Experience/Performance Team Member

12/07/2017

Date


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








Auriga Corporation

Ron Nickels Division Manager Energy and Automation

City of San Jose Regional Wastewater Facility

700 Los Esteros Road

San Jose California Santa Clara 95134

408-635-2022

Designed and commissioned VFD's for a pumping Process, Design, Project Manager for the replacement

Of obsolete VFD's.


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



Auriga Corporation and staff are very professional. They were outstanding to work with on the two

projects here at the facility and recycle water pump station. I would highly recommend their firm to perform your needs.

17

Ron Nickels 12/14/2017


Los Angeles County Metropolitan Transportation Authority·=================

Questionnaire Purpose/ Introduction


SECTION 1: PROPOSER/CONSUL TANT !DENT/FICA T/ON (COMPLETED BY EVALUATOR)

p ~'( .S.Db...S Name of Proposer/Subconsultant!Other Entity

SECTION 2: /DENT/FICA TION OF RESPONDING FIRM (COMPLETED BY EVALUATOR)

1. C.'h-c,-s±ooh,c f3 u{Q -l,t Name & Title of R~sponding Firm(s) Representative

2. 6\-\J<" G ., / J L ;'0-\ &~-fh ,-,( Exact Name of Responding Firm

3. ,Yo~ II""' . (" . Sv 1 ~:ol Physical / Mailing Address

~o·n\Jt ~ elf V..!A 9101, City State Country Zip Code

4. G ;,1 , -- so.r-- 7~ ).,;)__ Primary/ Main Telephone No. Primary/ Main Fax No.


/Jb "-S~ 'lA of Fr,,,ft,z[ Got/· L,n~ .

Los Angeles County Metropolitan Transportation Authority·===================

SE.CT/ON 3: OVERALL PROJECT EXPERIENCE/PERFORMANCE

IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/O'IRECT EXPERIENCE WITH THE CONSULTANT ONLY.



• S- SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.


• E- EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.











11. Consultant provided and effectively implemented Project Quality Prooram Manual requirements .


13. Consultant effectively implemented requirements for Enaineerina Design Procedures(s)




17. Any other comments you would like to make such as would you contract aQain with this Consultant?

Fail Pass

u s G

D D 0

D D D

D D D

D 0 D

D D 0

D D 0

D D 0

D D ~

D D D

D 0 0

D D D

D D 0

D D D

D D 0

D D 0 D D D

D D D

E

El Jg

~

~

la

~

~

0

'81.

~

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~

~

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0

N/A

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D 0 'l)d"

Los Angeles County Metropolitan Transportation Authority================


To Pass Consultant/Subconsultant/Other Entity must receive passing marks or a N/ A in twelve (12) out of the sixteen (16) questions, at a minimum, for this reference only.


Score

I:; · 71 I - 'J. 017 Date

~~~ EXPERIENCE/PERFORMANCE FORMVI.O

. ·. . • • l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q!!!!!!U!!!!!!E!!!!!!S!!!!!!!!!T!!!!!!IO!!!!!!N!!!!!!N!!!!!!!!!A!!!!!!I R!!!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!!!ag!!!!!!e!!!!!!1

!!!!!!0

!!!!!!f 3!!!!!!!!!!!!!!!



THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSUL TANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSUL TANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

SECTION 1: PROPOSER/CONSUL TANT /DENT/FICA TION (COMPLETED BY EVALUATOR)


1. Scott Van Dussen, Project Manager Train Control Modernization/Communication Based Train Control (CBTC) Name & Title of Responding Firm(s) Representative

2. Bay Area Rapid Transit (BART) Exact Name of Responding Firm

3. 300 Lakeside Drive, 21st Floor, Suite 2182T, Physical / Mailing Address

Oakland CA Alameda 94612 City State Country Zip Code

4. (510) 376-4 790 Primary/ Main Telephone No. Primary/ Main Fax No.


Parson's is BART's General Engineering Consultant (GEC) for BART's Train Control Modernization Program with CBTC

being the Train Control replacement, developing the RFP and the process to NTP and Design Support During Construction

~~ EXPERIENCE/PERFORMANCE FORM vi.o

. ·~!!!!!!!!!!!!!!!!!!!!!!!!!!!Q=U=E=S!!!!!!!!!T-IO=N=N!!!!!!!!!A-IR=E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!=P=ag=e=2

=0=t

3!!!!!!!!!!!!J

Los Angeles County Metropolitan Transportation Authority==================

SECTTON3: OVERALLPROJECTEXPERIENCE/PERFORMANCE



• U - UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S-SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G-GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.



2. Consultant provided experienced design and/or project manaaers with abilities needed to meet contract requirements.










12. Consultant provided Quality Control Inspection Instructions and effectivelv conducted insoections.

13. Consultant effectively implemented requirements for EnaineerinQ Desian Procedures(s)

14. Consultant obtained permits, inspections and necessary aonrovals from third-party's in a timely manner.



17. Any other comments you would like to make such as would you contract aQain with this Consultant?

Fail Pass

u s G

D D D

D D D

D D [ii

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D r. D D D

D D D

D D D D D r. D D D

E

[ii

[ii

D

[ii

[ii

[ii

[ii

[ii

[ii

Iii

[i]

D

[i]

D [i]

D [ii

N/A

D

D

D

D

D

D

D

D

D

D

D

D

D

Iii

D D

D

P.J EXPERIENCE/PERFORMANCE FORM Vi.o

. ' , l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q!!!!U!!!!E!!!!!!!!!S"""T"""I O!!!!N!!!!!!!!!N"""A"""I R!!!!!!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P .... ag"""e"""J"""o"""t .... 3

!!!!!!!!!!J



Parson's has been key to BART's Train Control replacement, they competed with 5 other GEC oncalls

and they exceeded in expertise to all the other GEC's in the award. They have guide BART in the RFP process, along with

culture shift issues that BART will need to implement with this Train Control change. They did an a detail investigation with

BART staff to develop Stakeholder requirements to understand how BART operates and key items that BART wants to

maintain. Parson's has been instrumental in helping BART enter into this CBTC technology and has provided key management

and technical staff for this implementation. If BART had to do this over again at this point in time BART would hands down

continue to pick Parson's again, they are leaders in their field.



Score


Past Experience/Performance Team Member

Los Angeles County Metropolitan Transportation Authority'==================


THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSUL TANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.


Parsons Name of Proposer/Subconsultant/Other Entity


1. Ray Abraham Chief Operations Officer Name & Title of Responding Firm(s) Representative

2. Valley Metro Exact Name of Responding Firm

3. 605 S. 48th Street Physical/ Mailing Address

Phoenix AZ USA 85034 City State Country Zip Code

4. 602-652-5054 Primary/ Main Telephone No. Primary/ Main Fax No.


Most recently, wrote the specifications, helped procure and acted as our representative and project manager for a new

SCADA/train control system.






• S -SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.




2. Consultant provided experienced design and/or project mananers with abilities needed to meet contract reauirements.

3. Consultant demonstrated ability to hire, maintain, and replace /if necessar"\ nualified oersonnel durina the contract neriod.








11. Consultant provided and effectively implemented Project Qualitv Pronram Manual renuirements.

12. Consultant provided Quality Control Inspection Instructions and effectivelv conducted insoections.

13. Consultant effectively implemented requirements for Enaineerino Desian Procedures/sl

14. Consultant obtained permits, inspections and necessary annrovals from third-oartv's in a timelv manner.



17. Any other comments you would like to make such as would vou contract aaain with this Consultant?

[ Fail [

u s D D

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Pass

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N/A

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Iii

D

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D

Los Angeles County Metropolitan Transportation Authority=================


Yes, I would engage this consultant again. They are experienced and responsive. Their project manager

maintained an excellent level of communications with the Agency. The project schedule was extremely aggressive. It was met

with minimal issues.



Score

12/13/17

Pa xperience/Performance Team Member Date

Cornerstone Transportation Consulting, Inc.

Los Angeles County Metropolitan Transportation Authorit·v=-==================


1. Gordon Wong Sr. Electrical Engineer Name & Title of Responding Firm(s) Representative

2. San Francisco Bay Area Rapid Transit District Exact Name of Responding Firm

3. 300 Lakeside Drive 936C Physical / Mailing Address

Oakland City

4. 510-464-6493 Primary/ Main Telephone No.

CA State

:!):: .::::;::.:::::;:·;::.: / .. ::::_:.:·:·

it$ystems ~l~•;ffl!ler$ JQ!nt Vent1;u-e

USA Country

[email protected]

94612 Zip Code

Primary/ Main Fax No.


Conerstone has provided and will continue to support the BART Fiber Optics Installation regarding construction and

management, field engineering and inspection support services.

Los Angeles County Metropolitan Transportation Authorit:v=-===================

IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSUL TANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSUL TANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSUL TANT ONLY.




• G-GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.



2. Consultant provided experienced design and/or project managers with abilities needed to meet contract requirements.









11. Consultant provided and effectively implemented Project Quality Prooram Manual requirements.


13. Consultant effectively implemented requirements for Engineering Design Procedures(s)




17. Any other comments you would like to make such as would you contract aoain with this Consultant?

I Fail I Pass

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~ - '-'~: -, ........ !!!!!!!!E!!!!!!!!X!!!!!!!!P!!!!!!!!E!!!!!!!!~!!!!!!!!IE!!!!!!!!UN!!!!!!!!Ec!!!!!!!!s!!!!!!!!~!!!!!!!!l~!!!!!!!!~!!!!!!!!~!!!!!!!!~!!!!!!!!o!!!!!!!!I ~!!!!!!!!:!!!!!!!!A!!!!!!!!!!!!!!!N!!!!!!!!C!!!!!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!F!!!!!!!!O!!!!!!!!R!!!!!!!!M!!!!!!!!V

1

!!!!!!!!.0!!!!!!!!!!!!!!I ~ Page 3 of 3

Los Angeles County Metropolitan Transportation Authority•==================


BART has a 3 year, $7M project to install fiber optic cable in the Right-of-Way. Cornerstone consulting

was selected because they were able to provide highly qualified and experienced professionals to manage the field inspections

and As-built verification process. Their actions included, coordinating contractor field activities and provided timely and accurate

Inspectors Daily Report. As a result, BART staff was fully informed of site conditions, thus minimizing Change Orders and kept

the project on time and on budget.

To Pass Consultant/Subconsultant/Other Entity must receive passing marks or a N/ A in twelve (12) out of the sixteen ( 16) questions, at a minimum, for this reference only.


Proposer' s status after review

Gordon Wong ~ /A. Past Experience/Pert

Score

Pass

Dec 26,2017

Date

- . .~


FORM V1.0

Page 1 of 3

Los Angeles County Metropolitan Transportation AuthoritlF-=================




~ _.,._ Cornerstone Transportation Consulting, Inc., a subconsultant of Systems Delivery Partners Joint Venture ., I Name of Proposer/Subconsultant/Other Entity

~ -I

-

• -- --~ -

' . -- - --- - --

L - --~ --- - - - -- - - -- -


1. Lisa Whitman, Construction Manager Name & Title of Responding Firm(s) Representative

2. PGH Wong Engineering, Inc. Exact Name of Responding Firm

3. 182 2nd Street Physical / Mailing Address

San Francisco CA USA 94105 City State Country Zip Code

4. 415-566-0800 lisa. [email protected] Primary / Main Telephone No. Primary/ Main Fax No.

5. Brief Description of Work Performed.for Responding firm

Project management support services for Planning, Design and Construction at San Francisco International Airport.


FORM V1.0

Page 2 of 3

Los Angeles County Metropolitan Transportation Authoritv===================

SECTTON3: OVERALLPROJECTEXPERIENCE/PERFORMANCE


PLEASE PLACE AN "X'' IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION'S LEVEL OF SATISFACTION WITH THE CONSULTANT IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:




• E-EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.













13. Consultant effectively implemented requirements for Enqineerinq Desiqn Procedures(s)

14. Consultant obtained permits, inspections and necessary annrovals from third-party's in a timely manner.



17. Any other comments you would like to make such as would you contract aaain with this Consultant?

I Fail I u s D D

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N/A

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FORM V1.0 EXPERIENCE/PERFORMANCE

QUESTIONNAIRE Page 3 of 3

....,.•,l,a•.,.l'I .. - .. •~· l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l Los Angeles County Metropolitan Transportation Authoritv=================


Cornerstone successfully provided QA/QC inspection services for the Ground Transportation

Relocation Project at SFIA.



Score


~ 2tftJG--trn~ Past Experience/Performance Team Member

12/27/2017

Date

FORM V1.0 ,;;M. ~ EXPERIENCE/PERFORMANCE QUESTIONNAIRE

111; __ ~ l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!a!!!!g!!!!e!!!!1!!!!o!!!!f!!!!3!!!!!!!!!!!!fl

Los Angeles County Metropolitan Transportation Authority===================



SECTION 1: PROPOSER/CONSUL TANT IDENTIFICATION (COMPLETED BY EVALUATOR)

Cornerstone Transportation Consulting, Inc., a subconsultant of Systems Delivery Partners Joint Venture Name of Proposer/Subconsultant/Other Entity

SECTION 2: !DENT/FICA TION OF RESPONDING FIRM (COMPLETED BY EVALUATOR)

1. Daren Gee, Transportation Engineering Manager Name & Title of Responding Firm(s) Representative

2. Santa Clara Valley Transportation Authority (VTA) Exact Name of Responding Firm

3. 1436 California Circle Physical / Mailing Address

Milpitas City


CA State

USA Country

[email protected]

95035 Zip Code

Primary/ Main Fax No.


Engineering, construction management, and administration for transportation project construction. Cornerstone is very

adept at scheduling, change management, cost control, cost estimating, trend analysis, field inspection, and management.


FORM V1.0

Page 2 of 3 ... •iol'-........ 1111 • ..-~ I!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

Los Angeles County Metropolitan Transportation Authoritv====================




• LI-UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.










7 . Consultant developed and met established project schedules.










17. Any other comments you would like to make such as would you contract aqain with this Consultant?

Fail Pass

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FORM V1.0

Page 3 of 3



Cornerstone was very professional and qualified to perform engineering and construction management.

Cornerstone helped VTA administer over $1 Billion in transit center facility construction, and was very active on the team, which

managed projects ahead of schedule or under budget. Many contracts were both ahead of schedule, or under budget. For

public works or government projects, this is exceptional. This was due to engagement from the entire team, while setting

good fiscal and time management priorities. Each team member contributed their strengths, and were asked to deliver core

business practices centered on trust, respect, accountability, transparency, and common goals for all stakeholders. Cornerstone

understands how to attain positive results from this type of delivery. If given the opportunity, I would hire Cornerstone again.



Score


' ( 2ar~ c~--- 12-27-17

Past Experience/Performance Team Member Date

D’Leon Consulting Engineers Corporation

J.S


FORM V1.0

Page 1 of3



THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSUL TANT OR OTHER ENTITY THAl WILL BE RESPONSIBLE FOR PERFORMING WORK PROPOSER (tDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

SECTION 1: PROPOSER/CONSULTANT /DENT/FICA TION (COMPLETED BY EVALUATOR)


D'Leon Consulting Engineers

3605 Long Beach Blvd. 235l Long Beach CA 90807

(562) 989 4591.1 [email protected]

SECTfON 2: /DENT/FICA TION OF RESPONDING FIRM (COMPLETED BY EVALUATOR)

1. Jill Steiner 1 PE Engineering Manager

2.

Name & Title of Responding Firm(s) Representative

Engineering Manager I SKANSKA

Exact Name of Responding Firm

3. 5055 Wilshire Blvd. 700 Physical / Mailirig Address

, Los Angeles, CA 90036

(323) 852 4222 [email protected] City State Country Zip Code

4. Primary/ Main Telephone No. Primary/ Main Fax No.

5. Brief Description of Work Performed for Responding firm D. Leon Consul ting Engineers pr·ovides support to SKANSKA

(Third Party Coordination) during the construction of

tunnels and underground structures for the Purple Line I


FORMV1.0

Page 2 of3

lllallll~'Li.-111111\:.a" 11!=========-------~--------=--===!l Los Angeles County Metropolitan Transportation Authoritv===================


IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH 1HE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.

PLEASE PLACE AN "X" IN THE APPROPRlATE BOX, INDICATING YOUR ORGANIZATION'S LEVEL OF SATISFACTION WITH THE CONSUL TANT IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:

• U- UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S - SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS, AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY,

• G- GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS_ AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.

• E - EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS, AREA OF EVALUATION CONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

I Fail I Pass

u s G E . 1. Consultant accomplished/performed work being evaluated. D D D El

NIA

D 2. Consultant provided experienced design and/or project

manaQers with abilities needed to meet contract requirements. 3. Consultant demonstrated ability to hire, maintain, and replace

(if necessary) oualified personnel durinq the contract period. 4. Consultant provided a timely response to nonconformance

issues. 5. Consultant exercised initiative to solve problems.






11. Consultant provided and effectively implemented Project Quality ProQram Manual requirements.

12. Consultant provided Quality Control Inspection Instructions and effectivelv conducted inspections.

13. Consultant effectively implemented requirements for EngineerinQ DesiQn Procedures(s)


15. Consultant effectively coordinated with the Buyer!Owner

16. Consultant mitigated claims and changes. 17, Any other comments you would llke to make such as would


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Los Angeles

EXPERIENCE/PERFORMANCE QUESTIONAIRE

FORMV1.0

Page3 of3


Mr. Paul Spiteri, a Civil Engineer of D.Leon, provides civil and utility design coordination and management for Temporary and permanent phases of the Purple Line La Brea and Fairfax cut and cover underground

structures. stations

Performs Third party coordination with all utility owners and City of Los Angeles

Provides engineering support for construction team with regard to civil and utility disciplines

Utility versus support of excavation conflict identification and mitigation. Paul has shown a great

understanding of LA METRO codes and standards, follows SKANSKA procedures and performing his

duties at excellence. I would consider Paul for similar position on future project

Jill.St [email protected] Skanska USA 5055 Wilshire Blvd., Suite 700 I Los Angeles, CA 90036

Ph: 323.852.4222

(a)-Js



Score

Proposer' s status after review

Jill Steiner, PE - --vc-"-"---''d-'-1r-=---------'----___ _ _ _ 10 J 9 2017 Past Experienc Date


Questionnaire :Pur)lose / Introduction


SECTION 1. PROPOSER/CONSULTANT IDENTIFICATION (COMPLETED BY EVALUATOR)

D'Leon Consulting Engineers (DLCE) Name of Proposer/Subconsultant/Other Entity

3605 Long Beach Blvd. Suite 235, Long Beach CA 90807

SECTION 2: IDENTIFICATION OF RESPONDfNG FIRM (COMPLETED BY EVALUATOR)

1 . Christopher Devery Name & Title of Responding Firm(s) Representative

2. HNTB Exact Name of Responding Firm

3. 601 W. 5th Street, 10th Floor

Physical / Mailing Address Los Angeles CA USA 90071


4. (414) 559-6122 [email protected]

Primary I Main Telephone No. Primary Email


Provided civil, track, grading, engineering and CADD support to the Design Build Team : Walsh-Shea-HNTB during the construction of the Crenshaw LR Project L.A.

---------- - --



IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE FIRM IDENTIFIED IN SECTION 1 ABOVE. THE FIRM IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE ONLY

PLEASE PLACE AN "X" IN THE APPROPRIATE BOX, INDICATING YOUR ORGANIZATION'S LEVEL OF SATISFACTION WITH THE FIRM IN QUESTION. THE SCALE IS DEFINED AS FOLLOWS:

• U - UNSATISFACTORY: FIRM IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.


• G-GOOD: PERFORMANCE CLEARLY M!;fil CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.


I Fail I u

1. The Firm accomplished the work contracted. D 2. The Firm provided experienced managers with abilities needed D to meet contract requirements. 3. The Firm hired, maintained, and replaced (if necessary) D qualified personnel during the contract period. 4. The Firm responded satisfactorily and resolved D nonconformance or defect issues. 5. The Firm exercised initiative to solve problems. D 6. The Firm developed and met project schedules and contract

milestones. D

7. The Firm paid subcontractors/suppliers in a timely manner. D 8. The Firm provided effective Occupational Safety & Health

Policies, Procedures & Programs to meet contract D requirements.

9. The Firm provided and effectively implemented Project Quality Program requirements . D

10. The Firm provided Quality Control Inspection Instructions and D effectivelv conducted inspections. 11. The Firm effectively implemented procedures for Engineering

Design and approvals, timely permit inspections and third party D approvals.

12. The Firm effectively worked with its team. 0 13 The Firm effectively utilized small or disadvantaged D businesses 14. The Firm effectively coordinated and /or partnered with the D Buver/Owner. -15. The Firm mitigated claims and changes D

Pass

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Los Angeles County Metropolitan Transportation Authorit.11=-=================

Any other comments you would like to make, such as, would you contract again with this Firm? (Note: if no additional comments so indicate below.)

D'Leon Consulting Engineer's staff civil engineers Ryan Browne and Werner Abrego provided civil engineering support to the Crenshaw/LAX Tr-ansit Corridor OE Project I ~rn the Designer Manager furWalshfShea/RNTB .JJ'Leon was a subcontractor Ryan and Werner reported lo me for street improvements at over 12 crossings; grading, drainage utilities, ADA ramps, parking lots end stations. The Crenshaw/LAX Transit Project is approximately 8.5 mile long consisting of one mile of Tunnel Boring Tunnel, at-grade and cut-and-cover constructton. It will serve Crenshaw Boulevard corridor end SOUth Los Angeles Communities, Westchester and the LAX eree. Project consists of 8 stations,park-ride lots, and traction power substations. ' The new rall stations wUI be Expo/Crenshaw, Crenshaw/Martin Luther King, Crer;ishawNemon (Leirnert Park), CrenshawfSlauson, FlorenceM'est, Floi'encefla Btea, Florence/Hlndry and Aviation/Century. In addition to that Mr. Paul Splteri and PaNln Aflatoni ,both oivll engineers acted as utlley cOQl'dillatars. I would consider D'Leon's staff in another similar project because of their performance.

To pass the Firm must receive passing marks or a N/ A in twelve (12) out of the fifteen (1 S) questions, at a minimum, for this reference only.

(Note: The Evaluation Team may determine any item rated as "Unsatisfactory" critical to the procurement)

Firm's status after review Chris Devery, PE Project Manager

Evaluator

Score

/5

May 08, 2017

Date

~,J ' ~ EXPERIENCE/PERFORMANCE

FORM V1.0

QUESTIONNAIRE I Page 1 of 3 •

Los Angeles County Metropolitan Transportation Authorlt,


THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSUL TANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSUL TANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A R!=FERENCE FOR PAST EXPERIENCE/PERFORMANCE.


D'Leon Consulting Engineers Name of Proposer/Subconsultant/Other Entity

D'LEON CONSULTING ENGIN&ERS GQRP.

3i0I Long Beach Blvd. - 235 LeAg 8eaeh. CA 98097

T. 562 989 4500 [email protected]


1. James Swanson, Project Manager Name & Title of Responding Firm(s) Representative

2. STV Engineering Exact Name of Responding Firm

3. 9130 Anhaeim 210 Physical / Mailing Address

Rancho Cucamanga( CA City State Country Zip Code

4. T. 909 4860660, 909 6942944 [email protected] Primary/ Main Telephone No. Primary/ Main Fax No.


ST~ js a Er:jrne . ... ~ tbat j s pr:epar:jag - envirQnmental documents for the High Speed Rail project from Los Angeles to Anaheim, Orance C01rnty, CA. D'Leon is a SBE, DBE support.i~g S!l"!\Z OD this pro3 ect ,

D ·r~~ l!!!!!!!!!!!!!!!!!!!!E!!!!!!!!X!!!!P_E_R_IE_N.,,,,,,,,,,C!!!!!!!!E .. /Pl!!!!!!E_R_F_O...,R!!!!!!!!M!!!!!!!!!!!IA_N_C_E_~- --!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!--F!!!!OR_M_v_

1

_·

0

~ QUESTIONNAIRE Page 2 of 3


SECTION J:· OVERALL PROJECT EXPEfflE_IICl!JPl:RFORMA~CE



• U - UNSATISFACTORY: CONSUL TANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT Lll<ELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.


• G- GOOD: PERFORMANCE CLEARLY ML;fil§ CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.



2. Consultant provided experienced design and/or project manaoers with abilities needed to meet contiact requirements.

3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) qualified personnel durina the contract oeriod.





8. r.nntr~~tnr nrnvidAd timelv cost orooosals for chanced work . - - - -· - - • - - .- - • - ,# ' ' -



11. Consultant provided and effectively implemented Project Quality Prooram Manual reciuirements.


13. Consultant effectively implemented requirements for En..gineerinq Design Procedures(s)


15. Consultant effectively coordinated with the Buyer/Owner 16. Consultant mitigated claims and changes. 17. Any other comments you would like to make such as would


I Fail j Pass

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(b-Js)

EXPERIENCE/PERFORMANCE QUESTIONAIRE


FORM V1.0

Page 3 of 3


STV has been retained by the California High Speed Rail Authority( CAHSRA) for preparing environmental

documents for the future High Speed Rail system from the City of Los Angeles to Anaheim ( ARTIC Hub Station)

On this respect, D'Leon 's engineers have supported STV on this effort. Engineers Calvin Liu

Vic Racelis, Gary Lindsey, Selena Pham prepared a utility master file for existing and relocated utilities

along this track alignment including site visits at 33 Grade Separations where utility conflict where to occur

D.Leon coordinated with the MTA, City of L.A. Caltrans, Utility Agencies and Rail companies: BNSF, Metro Link

Amtrak. Delivery of documents where prepare in accordance with current code and Authority Standards. I would consider D. Leon's staff for new projects



Score


_Jim Swanson, STV Project Manage~~~~· ~_::-;St~~W~a?t..a~~~!i"".::..J~<""""'-.--==-'"1_...0 ...... 1 .... 8 ..... 2""'0-"-'18'-'=-----Past Experience/Performance Team Member Date

Enabled Consultants


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








Enabled Enterprises LLC dba Enabled Consultants

Andy Althorp, Principal Engineer - Project Management

Souhern California Regional Rail Authority

2558 Supply Street

Pomona CA USA 91711

213 494 8080

Technical advice and support to installation and programming of Communication and I.T. systems at stations and

associated crew facilities


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



I have used Andrew Cho's support on two large new station development projects, for both of which he

has been instrumental in providing guidance, advice, technical support and programming and a managing role in successfully

implementing the communication systems and associated I.T. systems. It was Andrew's guidance and technical ability that

ensured that the passenger information systems at the ARTIC, Anaheim station delivered the required Metrolink service

schedule information, coordinated with the service information for other operators, to the main customer information screens

in the station. I would definitely recommend Andrew's support to any other project and use his services myself in the future as a

supplier/consultant of choice.

16

Andrew K. Althorp 12/20/17


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________









Jaime Romo Assistant Director PTC, Technical Services

Southern California Reginal Rail Authority

2700 Melbourne Avenue

Pomona California Los Angeles 91767

909-451-2351 909-621-7679

Technical support for server room and network implementation at high degree level. Performed audit work to develop

work plan.


FORM V1.0

Page 2 of 3






Fail Pass
















■

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■

■

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■

■

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D D

D

-I

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D D D

D D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D D

D


FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



Consultant always delivered strong technical information that benefited the project overall.

Would most likely contract again with this Consultant.


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________









Jerone Hurst, Director Signals & Communication Systems

Southern California Regional Rail Authority

2700 Melbourne Ave

Pomona CA USA 91767

909-451-2346 909-621-7679

Systems Design, Software Development and implementation, Staff assistance and Project Management


FORM V1.0

Page 2 of 3






Fail Pass
















■

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■

■

■

■

■

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D D

D

-I

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D D D

D D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D D

D


FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



I have worked with Enabled Consultants on several challenging projects over the past few years. I have a

high regard for the professionalism and quality work performed in our behalf. I have no reservations with the work done and

would absolutely contract again with this Consultant should the opportunity arise in the future.

Innovative Solutions in Signaling, LLC


FORM V1.0

Page 1 of 3

Los Angeles County Metropolitan Transportation Authoritv=-====================


THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE LACMTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.


Innovative Solutions in Signaling Consultants, LLC


108 South Madison Ave., Suite 200

Louisville, KY 40243


1. Travis Baxter - Manager Rail Systems Assets

Name & Title of Responding Firm(s) Representative

2. Utah Transit Authority

3.

4.

5.

Exact Name of Responding Firm

2254 South 900 West

Physical / Mailing Address South Salt Lake City UT USA 84119


(801) 237-1950 (801) 669-6211 [email protected]

Primary/ Main Telephone No. Alt. Telephone No. Email

700 South Interlocking - Complete circuit/software design and integration support to covert a manual universal crossover to a fully powered switch and signaled interlocking with controls and indications to the Operations Control Center.

Mario Capecchi Drive grade crossing - Final circuit/software design and integration support to implement a new active warning grade crossing.

Pedestrian Signals Project - Complete circuit/software design for the installation of pedestrian blank out signs at selected grade crossings to comply with new Utah DOT standards

Office Communications Phase II Project - Complete wayside circuit/software/communications design and integration support to provide controls and indications to the Operations Control Center for 9 interlocking locations.


FORM V1.0

Page 2 of 3

Los Angeles County Metropolitan Transportation Authoritv=-==================









2. Consultant provided experienced design and/or project manaqers with abilities needed to meet contract requirements.

3. Consultant demonstrated ability to hire, maintain, and replace {if necessary) qualified personnel during the contract period.







10. Consultant provided effective Occupational Safety & Health Policies, Procedures & Programs to meet contract requirements.

11 . Consultant provided and effectively implemented Project Quality Program Manual requirements.


13. Consultant effectively implemented requirements for Engineering Design Procedures{s).


15. Consultant effectively coordinated with the Buyer/Owner.


Fail Pass

u s G

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D

D D D D D D

E

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IXI

IXI

IXI

IXI

IXI

IXI

IXI

D

IXI

IXI

IXI

IXI

D

IXI IXI

N/A

D

D

D

D

D

D

D

D

IXI

D

D

D

D

IXI

D D


FORM V1.0

Page 3 of3



Innovation Solutions has always done great work for UTA. They are always willing to work with us and "do the right thing". UTA would definitely welcome them to perform work again. For Section 3, Question 16, no claims were made on any projects referenced above.


The Experience/Performance Questionnaire shall be considered in the evaluation of the skill and experience of the Proposer and its Key Participants.

Score


~--~--C? Travis Baxter 29 Nov 2017




THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE LACMTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

SECTION 1: PROPOSER/CONSULTANT /DENT/FICA TION (COMPLETED BY EVALUATOR)

Robert E. Burkhardt P.E., Innovative Solutions In Signaling - ISIS Name of Proposer/Subconsultant/Other Entity


1. Alvin Algarin - Engineer Project Manager Name & Title of Responding Firm(s) Representative

2. Capital Metropolitan Transportation Authority (CMT A) Exact Name of Responding Firm

3. North Operations Facility 9315 McNeil Road Physical / Mailing Address Austin

City

4. 512-852-7277 Telephone No.

Texas

State

Travis 78758

Country Zip Code

Primary / Main Alt. Telephone No. Email


Commuter/Passenger rail Signal system software design, highway-rail grade crossing predictive design configuration, Signal system software design configuration supporting the TIGER V, Austin Downtown and Positive Train Control/E-ATC projects.


FORMV1.0

Page 2 of 3

Los Angeles County Metropolitan Transportation Authority===================








Fail Pass

u s G E NIA

D D D D

D D D D

D D D D

issues. D D D D 5. onsu tant exercise 1rnt1at1ve to so ve pro ems.

D D D D

D D D D

D D D D ontractor prov1 e

D D D D contractors supp 1ers in a time y manner.

D D D D Sa ety

meet contract D D D D

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D D D requirements or

D D D necessary

D D D

D D D D D D



Robert E. Burkhardt P.E., Innovative Solutions In Signaling- ISIS, has been a supportive consulting firm

from the start-up of CMTA passenger service.


The Experience/Perfonnance Questionnaire shall be considered in the evaluation of the skill and experience of the Proposer and its Key Participants.

Score

Proposer's status after review \3


~~ EXPERIENCE/PERFORMANCE FORMVi.o

. , ~ l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q-U-E-S-T-I-O-N-N-A-I-R-E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P-a-ge-1- 0-f-3 !!!!!!11

Los Angeles County Metropolitan Transportation Authoritv=================


THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE LACMTA IN ITS ASSESSMENT OF THE GENERAL PAST EXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSUL TANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR PERFORMING WORK. PROPOSER (IDENTIFIED CONSUL TANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.


-::f l\JrJ O l[~T I VJi- SQl»T\ {! ,-)j IN 5 \&NP..\... W <,- LL(_ Name of ProposerlSubconsultant/Other Entity '


1. Name & Title of Re ending Firm(s) Representative

2. (Y}e,-hepo t·+C\c\ Jc~cSL4. Av4h.cn-\v/ of Exact Name of Responding Firm 1

3. I loo\ We/.,t Bel\ ~r+ Ave.. Physical / Mailing Address

\-\ows + c, o T X.. l J~A 77 os'-1 City State Country Zip Code

7/J, S~I.OS1l.. S&lote,[l~,o '} Alt. Telephone No. Email


lt\ltJovA--T\VE. Solu-ko/\.S wa..~ ~ Sv;AIJ de.-sijNe.., ttl\.A







• G -GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.











10. Consultant provided effective Occupational Safety & Health Policies, Procedures & Programs to meet contract requirements.

11. Consultant provided and effectively implemented Project Quality ProQram Manual requirements.


13. Consultant effectively implemented requirements for EngineerinQ DesiQn Procedures(s).


15. Consultant effectively coordinated with the Buyer/Owner.


Fail Pass

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The Experience/Performance Questionnaire shall be considered in the evaluation of the skill and experience of the Proposer and its Key Participants.

Score

Proposer's status after review G-

~~ Pa§t Experience/Performance Team Member Date

Intueor Consulting, Inc.

EXPERIENCEIPERFORMANCEFORM V1.O

QUESTIONNAIREPage 1 of 3




818W. 7th Street, Suite 500Physical I Mailing Address

Los Angeles, CA CA 90017City State Country Zip Code

21 3-244-7301Primary / Main Telephone No. Primary / Main Fax No.

Brief Description of Work Performed for Responding firm

See attachment.

SECTION 1 PROPOSER/CONSULTANT IDENTIFICATION (COMPLETED BY EVALUATOR)

lntueor Consulting, Inc.Name of ProposerlSubconsultantlOther Entity


1. Yvonne Zheng, Senior Audit ManagerName & Title of Responding Firm(s) Representative

2. LACMTA Office of the Inspector GeneralExact Name of Responding Firm

3.

4.

5.

EXPERIENCE/PERFORMANCEFORM V1.O

QUESTIONNAIREPage 2 of 3



IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION’S SATISFACTION WITH THE PAST OR CURRENT OVERALLPERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION I ABOVE. THE CONSULTANT IN QUESTION IS TO BEASSESSED ON THE BASIS OF YOUR ORGANIZATION’S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.


• U — UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUALREQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATIONCONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S — SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLYIMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G — GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.

• E — EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATIONCONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

Fail Pass

U S G E

1. Consultant accomplished/performed work being evaluated. LI LI E2. Consultant provided experienced design and/or project LI LI LImanagers with abilities needed to meet contract requirements. — — —

3. Consultant demonstrated ability to hire, maintain, and replace LI LI LI(if necessary) qualified personnel during the contract period. — — —

4. Consultant provided a timely response to nonconformance LI LI LIissues. — —

5. Consultant exercised initiative to solve problems. LI LI LI

6. Consultant provided timely resolution of design defects.LI ET E

7, Consultant developed and met established project schedules. LI LI LI

8. Contractor provided timely cost proposals for changed work.LI

9. Consultant paid subcontractors/suppliers in a timely manner. LI LI LI

10. Consultant provided effective Occupational Safety & HealthPolicies, Procedures & Programs to meet contract LI LI LIrequirements — — —

11. Consultant provided and effectively implemented Project LI LI LI LIQuality Program Manual requirements. — — — —

12. Consultant provided Quality Control Inspection Instructions and LI LI LIeffectively conducted inspections. — — —

13. Consultant effectively implemented requirements for LI LI LI LIEngineering Design Procedures(s) — — —

14. Consultant obtained permits, inspections and necessary LI LI LI LIapprovals from third-party’s in a timely manner. — — —

15. Consultant effectively coordinated with the Buyer/Owner LI fl LI J_16. Consultant mitigated claims and changes. LI D LI17. Any other comments you would like to make such as would LI LI LI

you contract again with this Consultant? — —

NIA

LI

LI

LI

LI

LI

LI

LI

LI

LI.

LILI

LI



Any other comments you would like to make such as would you contract again with thisConsultant? (Note if no additional comments so indicate below.)

I

r‘

bY7iU I’h 7fr%

(Note: The Technical Evaluation Team may’ determine any unsatisfactory identified as critical tothe procurement)

Score

. FORM V1.O

Page 3 of 3

t7L 7d Ii)/v9 hii’IIIPM)titi/?3i )) /‘Lf rL’i,

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To Pass Consuttant/Suhconsultant/Other Entity must receive passing marks or a N/A in twelve(12) out of the sixteen (16) questions, at a minimum, for this reference only.

Proposer’s status alter review

Past Ex eriencelPerformance Team Member

i—7/

Date /

Attachment

Section 2, 5. of Experience Performance Questionnaire (form V 1 .0)

Intueor Consulting, Inc. performed a study for the Metro Office of the Inspector General toidentify best practices for improving the management and oversight of major capital constructionprojects. Intueor accomplished this study by utilizing various work steps such as interviews within-house and outside experts, research of industry practices, benchmarking with similar transitagencies, review of related Metro policies and procedures, project reports, prior consultant’sreport relating to construction, software utilization and i-elated databases, and the consultant’sexpertise and knowledge of what works. The study included the following construction areas:general readiness, utility relocation, communications, partnering, safety, staffing and oversight,policies and procedures, project delivery methodology, and problem solving.

F’•” I I FORM V1.O

M EXPERIENCEIPERFORMANCE IQUESTIONNAIRE

Page 1 of 3



THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE MTA IN ITS ASSESSMENT OF THE GENERAL PAST

EXPERIENCEIPERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FOR

PERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOUR

ORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.

Physical I Mailing Address

San Francisco CA USA 94103City State Country Zip Code

415-652-1515Primary I Main Telephone No. Primary I Main Fax No.

SECTION 1: PROPOSER/CONSULTANT IDENTIFICATION (COMPLETED BY E VALUA TOR)

lntueor Consulting, Inc.Name of ProposerlSubconsultantlOther Entity


1. Lucien Burgert, Enterprise Project Controls ManagerName & Title of Responding Firm(s) Representative

2. San Francisco Municipal Transportation AgencyExact Name of Responding Firm

3. One South Van Ness Ave - 3rd Floor

4.

___________________________________ _____________________________________


1) PM oversight of the implementation and integration of a new Capital Program Controls System 2)Assistance with capital

proqram mmt needs, includinq cost, schedule, & resource mqmt 3) Aqency-wide expansion of new Controls System.

Los Angeles County Metropolitan Transportation nuulurILy•


• U — UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUALREQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATIONCONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S — SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLYIMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G — GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINSSOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.

• E — EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATIONCONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

Fail Pass



U S G B1. Consultant accomplished/performed work being evaluated. Li Li LI i2. Consultant provided experienced design and/or project Z Li Limanagers with abilities needed to meet contract requirements. —

3. Consultant demonstrated ability to hire, maintain, and replace Li •(if necessary) qualified personnel during the contract period. —

4. Consultant provided a timely response to nonconformance Li Li Liissues.5. Consultant exercised initiative to solve problems. Li Li II

6. Consultant provided timely resolution of design defects. Li

7. Consultant developed and met established project schedules. Li E E8. Contractor provided timely cost proposals for changed work. El -. —

9. Consultant paid subcontractors/suppliers in a timely manner.Li E

10. Consultant provided effective Occupational Safety & HealthPolicies, Procedures & Programs to meet contract Li Li Li Iirequirements

11. Consultant provided and effectively implemented Project Li Li Li iQuality Program Manual requirements. — — —

12. Consultant provided Quality Control Inspection Instructions andeffectively conducted inspections. — — —

13. Consultant effectively implemented requirements for Li Li LiEngineering Design Procedures(s) — —

14. Consultant obtained permits, inspections and necessary Li Li Liapprovals from third-party’s in a timely manner. — — —

15. Consultant effectively coordinated with the Buyer/Owner Li Li Li Iii16. Consultant mitigated claims and changes. Li El II17. Any other comments you would like to make such,ps woul&N

you contract again with this Consultant? (. €_e... crttc\,,*S Li Li Li i

NIA

Li

Li

Li

Li

Li

Li

Li

Li

Li

Li

Li

LI

Li

Li

LiLi

Li

Los Angeles County Metropolitan Transportation


To Pass ConsultantJSubconsultant/Other Entity must receive passing marks or a N/A in twelve(12) out of the sixteen (16) questions, at a minimum, for this reference only.


Proposer’s status after review

12/12/2017

Past Experience! riormance Team Member Date

Please see attached.

Score

16

JA SFMTAMunicipal

bTransportationAgency

December 13, 2017

re: LA Metro Client Survey — Intueor Consulting, Inc.

Dear Sirs or Madame:

In March 2011, the SFMTA executed an implementation contract that included the replacementof an aging Project Management Information System with a new (and improved) CapitalProgram Controls System. At the outset of this project, Intueor was hired as SFMTA’s businesspartner to oversee the design, development, and implementation of the new system, while alsoproviding best practice recommendations with regards to the configuration and utilization oftwo core software applications — EcoSys EPC and Oracle Primavera P6. Furthermore, after GoLive, Intueor provided continued support in the areas of capital program management, projectdelivery, project controls, system configuration, end-user training, and general guidance withsystem utilization / adoption. Lastly, our working relationship with Intueor includes theexpansion of all systems — and associated best practices — to the rest of the Agency.

Intueor’s services were instrumental in the success of the implementation, follow-onexpansion, and support of SFMTA’s new program management solution. The functional andtechnical expertise provided by their on-site staff allowed complex systems such as EcoSys andPrimavera to be introduced with minimal impact to the Agency’s unique working environment.With these technology solutions in place, Intueor utilized their retained knowledge of SFMTA’sbusiness practices and provided on-going program and project delivery support vital to theeffective implementation of a 5-Year / $3.44B Capital Improvement Program.

Even today, Intueor’s support services go unmatched in the consulting industry and I wouldgladly hire them to do it all again.

Sincerely,

Lucien BurgertSFMTA Enterprise Project Controls415.652.1515

1 South Van Ness Avenue 7th Floor, San Francisco, CA 94103 4157014500 www.sfmta.com


FORM V1.0

Page 1 of 3







Intueor Consulting Inc.

Joonie Tolosa Manager, Operations Analysis, Reporting, & Systems

Santa Clara Valley Transportation Authority

3331 N. 1st St.

San Jose CA USA 95134

408-321-5659 [email protected]

Program and Project Management Services, Requirements Gathering & Gap Analysis, Procurement Support


FORM V1.0

Page 2 of 3



U – UNSATISFACTORY:

S – SATISFACTORY:

G – GOOD:

E – EXCEPTIONAL:

Fail Pass

U S G E N/A■

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FORM V1.0

Page 3 of 3



Digitally signed by Joonie Tolosa - VTA DN: cn=Joonie Tolosa - VTA, o=VTA, ou, [email protected], c=US Date: 2017.12.21 09:10:01 -08'00'

Pass 12/21/2017

JLM Strategic Talent Partners


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








Rebecca A. Manning, Sr. Compliance Manager

Kiewit Infrastructure West Co.

10704 Shoemaker Ave.

Santa Fe Springs CA USA 90670

562-946-1816

Proving long-term, temporary hourly staffing.


FORM V1.0

Page 2 of 3






Fail Pass
















■

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■

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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



JLM Strategic Partners (JLM) excels in its recruiting abilities, provides candidate training, employee

benefits and is at the leading edge of current technologies to provide optimal customer service. JLM has the ability

to provide employees ranging from front-office personnel to engineering support staff and has supported a variety of

construction projects for Kiewit Infrastrucutre West Co. beginning in 2011 to the present time.


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








JLM Talent Partners

Daniel Trembly, JV Controller

Shimmick FCC Impregilo, Joint Venture

11 Golden Shore, Suite 330

Long Beach CA USA 90802

949-398-6103 949-398-6199

Provide Staff Augmentation in all areas of project management, for JV Prime Contractor on large bridge construction

project.


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



Would definitely use JLM Talent Partners again in the future. As a note to answer in item 2, I answered

the question as "N/A" because JLM, while providing various disciplines of clerical and supervision, they were never tasked with

providing the "Project or Design Manager". This is a position that we would staff with internal personnel.


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








JLM Strategic Talent Partnerss

Amber Linger Office Manager

4690 Executive Dr. Suite 100

San Diego CA US 92121

858.218.0700 619.363.4649

JLM provides administrative staff support.


FORM V1.0

Page 2 of 3






Fail Pass
















■

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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



JLM is one of the best contractors MCTC has worked with. MCTC would recommend JLM to anyone

needing administrative staff.

Amber Linger 12/21/2017

LKG-CMC, Inc.

~J EXPERIENCE/PERFORMANCE FORM v1

.o

. •l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q-U-E-S!!!!!!!!!T-IO-N-N!!!!!!!!!A-IR-E!!!!!!!!!!!!!!!!!!!!!!!!!!!~!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!-P-ag-e-1-

0-f

3~





LKG-CMC, Inc. Name of Proposer/Subconsultant/Other Entity


1. Greg Gastelum, Mid--Coast Transit Project Deputy Project Director - Capital Management Name & Title of Responding Firm(s) Representative

2. San Diego Association of Governments Exact Name of Responding Firm

3. 401 B St, Suite 920 Physical / Mailing Address

San Diego CA USA 92101 City State Country Zip Code

4. (619) 699-7378 Primary/ Main Telephone No. Primary/ Main Fax No.


LKG-CMC provided document control services for the planning/environmental and engineering team as well as document

control consulting services to SANDAG.

Los Angeles County Metropolitan Transportation Authorit









2. Consultant provided experienced design and/or project manaaers with abilities needed to meet contract requirements.

3. Consultant demonstrated ability to ·hire, maintain, and replace (if necessary) qualified personnel during the contract period.








11. Consultant provided and effectively implemented Project Qualitv Program Manual reauirements.


13. Consultant effectively implemented requirements for Enqineering Desiqn Procedures(s)

14. Consultant obtained permits, inspections and necessary approvals from third-party's in a timely manner.



17. Any other comments you would like to make such as would you contract aoain with this Consultant?

I Fail J

u s D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D D D

D D

Pass

G

[i]

D

[i]

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~

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D

[i

D

D D

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D [i]

D

D

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D

D

D D

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N/A

D

D

D

D

D

Ii]

D

Iii

D

Iii

Iii Ii

D

Los Angeles County Metropolitan Transportation Authority·=================


LKG-CMC provided expertise in document control procedures and requirements in conformance with

FTA New Starts program. Staff was innovative in developing process and overseeing the development of the document control

procedures applied in the delivery of the Mid-Coast Corridor Transit Project



Score


12/14/17

Date


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








LKG-CMC, Inc.

Kevin Collins, Eastlink South Bellevue to Overlake Transit Center Final Design Project Manager

H-J-H Final Design Partners Joint Venture (HNTB Managing Partner)

600 108th Ave. NE, Suite 900

Bellevue, WA 98004 WA USA 98004

(206) 398-5365 N/A

Document Control


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



oposer s stsssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssss atus affffftetetettetetetetetttttttttttttttttttt r rrr evie

______________________________________________________________________________________stttttttt ExxExExxExxExExExExxxExxExxExExxxxxxxxxxxxExxxxxExxxxxxExExxxxxExExExExxxxxxExxxxEExxxEExxxxEEExExxExxxxEExxxEExEExEEEEEEEEEEEEEEEEEEEEEEEEE perience/Perfor

My experience with LKG-CMC has been exceptional. Their attention to detail, client first focus, and sense

of ownership are their strongest qualities. Not only are they knowledgeable in document control procedures and make sure

we are compliant with requirements, they understand that good relationships are critical to success and go out of their way to

establish and maintain those relationships to the success of the project.

16

12/19/2017





LKG-CMC, Inc. Name of Proposer/Subconsultant/Other Entity


1. Huy Huyuh, Project Manager Name & Title of Responding Firm(s) Representative

2. Lea+ Elliott, Inc. Exact Name of Responding Firm

3. 1099 Alakea St. Suite 1700 Physical / Mailing Address

Honolulu HI USA 96813 City State Country Zip Code

4. (808) 768-8932 NIA Primary/ Main Telephone No. Primary/ Main Fax No.


Honolulu Rail Transit Project - Core Systems Contract- Document Control, RFI and Submittal Processing,

Procedure Development

~ EXPERIENCE/PERFORMANCE FORMVi.o

, , , • ll!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q!!!!!!!U!!!!!!!E!!!!!!!S!!!!!!!T!!!!!!!IO!!!!!!!!!!N!!!!!!!N!!!!!!!A!!!!!!!I R!!!!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!!!!ag!!!!!!!e!!!!!!!2

!!!!!!!0

f!!!!!!!3~







• G- GOOD: PERFORMANCE CLEARLY MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.




3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) qualified personnel durino the contract period.








11. Consultant provided and effectively implemented Project Qualitv Prooram Manual requirements.



14. Consultant obtained permits, inspections and necessary aoorovals from third-partv's in a timelv manner.



17. Any other comments you would like to make such as would vou contract again with this Consultant?

i Fail j

u s D D

D D

D D

D D

D D

D D

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D D

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D D

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N/A

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Los Angeles County Metropolitan Transportation Authoriitv==================


LKG has been one of our valuable sub-consultants working on the Honolulu Rail Transit Project. Their employee provides

the necessary support required by the Project in a timely and efficient manner.



Score


December 12, 2017

Date

Rani Engineering, Inc.





Rani Engineering, Inc. Name of Proposer/Subconsultant/Other Entity


1. David F. Peterson, PE, LRT Design Lead (Track and Systems), Blue Line LRT Extension Name & Title of Responding Firm(s) Representative

2. WSP USA Exact Name of Responding Firm

3. 520 Nicollet Mall, Suite 800 Physical / Mailing Address

Minneapolis City

4. +1 612 677 0999

MN State

USA Country

55402 Zip Code

Primary/ Main Telephone No. Primary/ Main Fax No.


Rani Engineering was part of the systems design team for the Blue Line LRT Extension, responsible for supporting design

of train control signals, grade crossing warning systems, and systemwide electrical systems.



IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSUL TANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSUL TANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.



• S -SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.



1. Consultant accomplished/performed work being evaluated. 2. Consultant provided experienced design and/or project

managers with abilities needed to meet contract requirements. 3. Consultant demonstrated ability to hire, maintain, and replace

(if necessary) qualified personnel during the contract period. 4. Consultant provided a timely response to nonconformance












16. Consultant mitigated claims and changes. 17. Any other comments you would like to make such as would


Fail Pass

U S G E

D D D Iii

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D D D ~

D D D D

D D D il

D D D Iii

D D D Iii

D D D D

D D D D

D D D D

D D D il

D D D D

D D D [i]

D D D D

D D D ii D D D D

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N/A

D

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D

D

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[i]

D

[i]

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[i]

D [i]

D

M EXPERIENCE/PERFORMANCE FORM v1.o . QUESTIONNAIRE

, . • ll!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Pa!!!!!g!!!!!e!!!!!3!!!!!!!!o!!!!!f !!!!!3~



Rani's staff worked with the WSP team in the Blue Line LRT office anq worked closely with other systems

and civil designers to coordinate systemwide electrical, traction power, and communications design. Rani's staff supported

the design starting at the conceptual design phase all the way through final design. Their hard-working and enthusiastic staff

are a key asset with our design team, with good technical abilities and a desire to help us meet our schedule and deliverable

goods. I would contract with Rani Engineering again when proper opportunities become available.

To Pass Consultant/Subconsultant/Other Entity must receive passing marks or a N/ A in twelve ( 12) out of the sixteen ( 16) questions, at a minimum, for this reference only.


Score


Past Experience/Performance Team Member

~!J ~!!!!!!!!!E!!!!!!!!!X!!!!!!!!!P!!!!!!!!!E!!!!!!!!!RQ!!!!!!!!!IE!!!!!!!!!UN!!!!!!!!!Ec!!!!!!!!!s!!!!!!!!!~!!!!!!!!!l~!!!!!!!!!~!!!!!!!!!~!!!!!!!!!~!!!!!!!!!o!!!!!!!!!l;!!!!!!!!!:!!!!!!!!!A!!!!!!!!!!!!!!!N !!!!!!!!!C !!!!!!!!!E !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!:!!!!!!!!!:!!!!!!!!!:!!!!!!!!!~!!!!!!!!!:!!!!!!!!!:~!!!!!!!!!o ~ Los Angeles County Metropolitan Transportation Authority,==================



SECTION 1: PROPOSER/CONSUL TANT !DENT/FICA T/ON (COMPLETED BY EVALUATOR)



1. Vance Batchelor, General Manager Name & Title of Responding Firm(s) Representative

2. Progress Rail Services (PRS) Exact Name of Responding Firm

3. 1656 Livingstone Road Physical/ Mailing Address

Hudson WI USA 54016 City State Country Zip Code

4. (715) 377-3673 (715) 377-3655 Primary/ Main Telephone No. Primary/ Main Fax No.


Worked as members of PRS design teams to provide design and internal quality checks for detailed wiring plans of

Class 1 freight rail signal system enclosures, track, and switch circuits.

~~ l'!!!!!!!!!!!!!!!!!E!!!!!!!X!!!!!!!P!!!!!!!E!!!!!!!R!!!!!!!6

!!!!!!!~!!!!!!!~!!!!!!!~!!!!!!!~!!!!!!!~6

!!!!!!!E!!!!!!!N R!!!!!!!N!!!!!!!~!!!!!!!I R!!!!!!!R!!!!!!!:!!!!!!!A!!!!!!!N!!!!!!!C!!!!!!!E!!!!!!!!!!!!!!""""""'!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!!!!F:!!!!!!!9:!!!!!!!:!!!!!!!:!!!!!!!:·!!!!!!!: !!!!!!!!!I

Los Angeles County Metropolitan Transportation Authority•===================




• U- UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.






3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) qualified personnel during the contract period .








11 . Consultant provided and effectively implemented Project Quality Program Manual requirements.






17. Any other comments you would like to make such as would you contract again with this Consultant?

I Fail I Pass

u s G

D D [i]

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N/A

D

D

D

D

D

D

D

D

D

Iii

D

Iii

D D

D



Progress Rail views Rani Engineering as a solid partner and would contract with them again.



Score

Prh after review 16

t2 /ul1 7 Past Experience/Performance Team Member Date




1. Bob Cailotto, Application Engineering Project Lead Name & Title of Responding Firm(s) Representative

2. Alstom Transportation Information Solutions Exact Name of Responding Firm

3. 4901 Belford Road, Suite 150 Physical / Mailing Address

Jacksonville City


Florida State

U.S.A. 32256-6020 Country Zip Code

Primary I Main Fax No.


Rani Engineering worked directly with our team to produce the hardware plans, which consisted of both complicated

interlockings and highway crossings.

I ll!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l!!!!!!!l!!!ll!!!!!!!!!!!!l!!!ll!!!!!!!!!!!!l!!!!!!!!!!!!!!!!!!l!!!!!!!!!!!!!!!!!!!!!!l!!!!!!!!!!!!l!!l!!!ll!!!l!!!ll!!!!!!!l!!!!!Fl!!!O!!IIRl!!!M-V1•.!!!!0!!!!!!!!l


Page 2 of 3

Los Angeles County Metropolitan Transportation Authority,==================

IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST·HAND/DIRECT EXPERIENCE WITH THE CONSULTANT ONLY.


• U - UNSATISFACTORY: CONSULTANT IS OR WAS IN DANGER OF NOT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE,

• $-SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.




2. Consultant provided experienced design and/or project manaqers with abilities needed to meet contract requirements.

3, Consultant demonstrated ability to hire, maintain , and replace (if necessary) qualified personnel during the contract period.

4 . Consultant provided a timely response to nonconformance issues.


6 . Consultant provided timely resolution of design defects.






12. Consultant provided Quality Control Inspection Instructions and effectivelv conducted inspections.

13. Consultant effectively implemented requirements for EnQineerinQ DesiQn Procedures(s)

14. Consultant obtained permits, inspections and necessary approvals from third.partv's in a timelv manner.



17. Any other comments you would like to make such as would vou contract aQain with this Consultant?

Fail Pass

u s G

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D D D

D D D

D D [!]

D D D

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We had the opportunity to work with Rani Engineering on our Waterloo Ught Rail Project in Canada (2015

-2016). Our company (Alstom) subcontracted to Rani to support with the hardware design. They worked directly with our team

to produce the hardware plans, which consisted of both complicated interlockings and highway crossings. They delivered

everything on time, within budget and to the high standards I was expecting. Very positive experience and would partner

with them again if the opportunity arises.

I am the Application Engineering Project lead in charge of the Engineering for the project and they worked directly with me.



Score


12/15/17


RF Networks, Inc.


FORM V1.0

Page 1 of 3



THIS PERFORMANCE QUESTIONNAIRE IS TO ASSIST THE LACMTA IN ITS ASSESSMENT OF THE GENERAL PASTEXPERIENCE/PERFORMANCE OF A PROPOSER, SUBCONSULTANT OR OTHER ENTITY THAT WILL BE RESPONSIBLE FORPERFORMING WORK. PROPOSER (IDENTIFIED CONSULTANT IN SECTION 1 BELOW) HAS IDENTIFIED YOURORGANIZATION AS A REFERENCE FOR PAST EXPERIENCE/PERFORMANCE.



_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________






4.Primary / Main Telephone No. Alt. Telephone No. Email


Tony Tiritilli

Los Angeles County Metropolitan Transit Authority

One Gateway Plaza

Los Angeles CA USA 90013

213-922-7233 [email protected]

Provided a complete engineering radio system design bid package to support the Metro Red Line radio

system upgrade, replacement, and enhancement future project.

RF Networks Inc.


FORM V1.0

Page 2 of 3






Fail Pass

U S G E N/A

1. Consultant accomplished/performed work being evaluated.2. Consultant provided experienced design and/or project








10. Consultant provided effective Occupational Safety & HealthPolicies, Procedures & Programs to meet contractrequirements.



13. Consultant effectively implemented requirements forEngineering Design Procedures(s).


15. Consultant effectively coordinated with the Buyer/Owner.16. Consultant mitigated claims and changes.

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X


FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________


The Experience/Performance Questionnaire shall be considered in the evaluation of the skill andexperience of the Proposer and its Key Participants.

Score


___________________________________________ _________________Past Experience/Performance Team Member Date

RF Networks is a very valuable resource to Metro. Their radio communications experience dating back to the Red Line

segment 2A & 2B projects is unsurpassed by any other communications system design contractor. RF Networks knows

Metro's engineering needs and requirements and has the engineering talent to get the job done right the first time!

16

TONY TIRITILLI 12/19/2017


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








RF Networks Inc.

Jerone Hurst, Director Signals & Communication Systems

Southern California Regional Rail Authority

2700 Melbourne Ave

Pomona CA USA 91767

909-451-2346 909-621-7679 / [email protected]

Communications Systems Design, RF Engineering staff assistance, and design support during construction.


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



I have worked with RF Networks for several years. I have a high regard for their professionalism, skill,

knowledge, and experience. With their assistance we were able to build out a state of the art communications network which

has been critical for our train control systems including PTC. I would absolutely contract again with this Consultant should

the opportunity arise in the future without hesitation.

16

JERONE HURST 12/18/2017


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________








RF NETWORKS Inc.

Hubert Chan, Project Manager

Caltrain (aka Peninsula Corridor Joint Powers Board, PCJPB)

1250 San Carlos Avenue

San Carlos CA U.S.A. 94402

(650) 508-7786 [email protected]

Kurt and Tony designed and assisted in implementation of various communications and railroad signal work; including

design, test & implementation of data radio & microwave network, voice radio networks, & relocation of a dispatch center.


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



Kurt & Tony provided excellent support to the Caltrain, while under contract. They were invested in their

design and their work. They were also easy to work with, once any issues became apparent with their design and work.

Due to their size at the time they performed work for the Caltrain, they sometimes had issues meeting all projects schedules.

However, they always found a way to meet Caltrain's, often, demanding needs. Recommend strongly.

16

HUBERT CHAN 12/19/2017

Universal Corrosion Services, LLC


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________









Jeffrey Ewart West Coast Corrosion Team Lead

Andeavor Logistics

6 Centerpointe Drive

La Palma CA U.S.A 90623

714-880-1646

Close interval survey. Cathodic Protection design. Internal Corrosion investigation.


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



UCorr has complete revitalized our Close Interval Survey inspections. I now know our surveys are being

completed correctly and all the areas of interest are identified in the report for ease of mitigation.

16

Jeffrey Ewart December 11, 2017


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________









Raymond Lyons, P.E. - Associate Engineer

Kennedy/Jenks Consultants

3210 El Camino Real, Suite 150

Irvine CA USA 92620

949-567-2106

Corrosion analysis, protection, and test station design for 36-inch steel pipeline


FORM V1.0

Page 2 of 3






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Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



Would contact Consultant again. Fast response, always communicative, and is clear about how the

design would work.

16

Raymonds Lyons 12/11/17


FORM V1.0

Page 1 of 3






_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________









Charles Gepford, Engineer-II-DOT

Southern California Gas Company

555 W. Fifth St.

Los Angeles CA` USA 90013

213.244.5408 213.244.8116

ECDA Surveys, Bellhole Inspection, Above Grade Interference Testing, Cathodic Protection trouble shooting,

Internal Corrosion Monitoring/Mitigation, Cathodic Protection Design, Cathodic Protection Installation


FORM V1.0

Page 2 of 3






Fail Pass
















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FORM V1.0

Page 3 of 3



______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________



Score



Universal Corrosion provides professional level engineering and design. They treat their clients with the

highest regard of respect and maintain a high level of safety on all of their projects. I highly recommend them and will continue to

request their services.

16

Charles Gepford 12/8/2017


~ EXPERIENCE/PERFORMANCE FORMV1

•0

. -~---Q=U=E=S=T=l=O=N=N-A=l=R=E---~------=P=a=ge=1=0=fJ==::=ll Los Angeles County Metropolitan Transportation Authorltv==================




Vi~inkar & Associates, Inc. Name of Proposer/Subconsultant/Other Entity

(RFP No. AE47810E0128 I Systems Engineering & Support Services)


1. Tara Soesbee, Senior Program Manager Name & Title of Responding Firm(s) Representative

2. Washington Metropolitan Area Transit Authority (WMATA} Exact Name of Responding Firm

3. 5801 Sunnyside Avenue, Building H Physical / Mailing Address

Greenbelt City


MD State

USA 20740 Country Zip Code

Primary / Main Fax No.


~!J EXPERIENCE/PERFORMANCE FORM v1.o

. ··~---Q=U=E=S=T=l=O=N=N=A=l=R=E-=~~~~~~~~~~~~~~~~~~=P=a~g=e=2~

0~,~

3~

Los Angeles County Metropolitan Transportation Authorlt


IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS OF YOUR ORGANIZATION'S FIRST-HANDfDIRECT EXPERIENCE WITH THE CONSUL TANT ONLY.



• §-SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR WHICH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.

• G - GOOD: PERFORMANCE CLEARLY~ CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME MINOR PROBLEMS FOR WHICH CORRECTIVE ACTIONS APPEAR EFFECTIVE.

• E - EXCEPTIONAL: PERFORMANCE CLEARLY EXCEEQS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.

1. Consultant accomplished/performed work being evaluated. 2. Consultant provided experienced design and/or project

manaaers with abilities needed to meet contract reauirements. 3. Consultant demonstrated ability to hire, maintain, and replace

(if necessarv} aualified oersonnel durina the contract oeriod. 4. Consultant provided a timely response to nonconformance







11. Consultant provided and effectively Qualitv Prooram Manual reauirements.

implemented Project

12. Consultant provided Quality Control Inspection Instructions and effectivelv conducted inscections.

13. Consultant effectively implemented requirements for Enoineerina Desian Procedures(s}

14. Consultant obtained permits, inspections and necessary acorovals from third-cartv's in a timelv manner.

15. Consultant effectively coordinated with the Buyer/Owner 16. Consultant mitigated claims and changes. 17. Any other comments you would like to make such as would

vou contract aaain with this Consultant?

I Fall I u s D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D

D D D D

D D

Pass

G

D

D

Iii

D

D

D

D

D

D

D

D

D

Iii

D

D D

D

E

Iii

Iii

D

Iii

Iii

Iii

D

D

D

D

Iii

Iii

D

D

Iii Iii

Iii

N/A

D

D

D

D

D

D

(ii

Iii

D

D

D

Iii

D D

D

~~ EXPERIENCE/PERFORMANCE FORMv1

,o

. -~---a_u_E_s_T_10-N_N_A_1_R_E------------P-a-ge_3_o_f_3!!!!!!1 Los Angeles County Metropolitan Transportation Authorlt:v================


I would use this consultant again as they have provided very qualified employees for the projects that they

have supported at WMATA.



Score

17

12/20/17

Past Exp ence/Performance Team Member Date

7iifft S~bee -Wtnlf 711-

~~J EXPERIENCE/PERFORMANCE FORM v,.o

. .. l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q!!!!U!!!!E!!!!!!!!!!!!!!!ST!!!!I O!!!!N!!!!!!!!!!!!!!!NA!!!!I R!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!ag!!!!e!!!!1!!!!

0!!!!f

3!!!!!!!!!!!!!11

Los Angeles County Metropolitan Transportation Authorit:v=-==================




Virginkar & Associates, Inc. Name of Proposer/Subconsultant/Other Entity

(RFP No. AE47810E0128 I Systems Engineering & Support Services)

.

SECTION 2: /DENT/FICA T/ON OF RESPONDING FIRM (COMPLETED BY EVALUATOR)

1. Susan Presley - Retired from BART as Rail Vehicle Program Manager Name & Title of Responding Firm(s) Representative

2. San Francisco Bay Area Rapid Transit District (BART) Exact Name of Responding Firm

3. 150 Sandoval Way Physical / Mailing Address

Hayward CA City State

4. 209 770-3282

USA Country Zip Code



Program Manager for New Vehicle Procurement.

~~ EXPERIENCE/PERFORMANCE FORM v1.0

. . . ~!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Q!!!!!U!!!!!E!!!!!S!!!!!!!!!!!!!T!!!!!IO!!!!!N!!!!!N!!!!!!!!!!!!!A!!!!!I R!!!!!E!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!,,!!!!!!!!!!!!!!!l!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!P!!!!!ag!!!!!e!!!!!2

!!!!!0

!!!!!f 3!!!!!!!!!!!!11

Los Angeles County Metropolitan Transportation Authority•====================


IN THIS SECTION, PLEASE INDICATE YOUR ORGANIZATION'S SATISFACTION WITH THE PAST OR CURRENT OVERALL PERFORANCE OF THE CONSULTANT IDENTIFIED IN SECTION 1 ABOVE. THE CONSULTANT IN QUESTION IS TO BE ASSESSED ON THE BASIS Of YQ\.lR ORGANIZATION'S FIRST-HAND/DIRECT EXPERIENCE WITH THE CONSUL TANT ONLY


• U - UNSATISFACTOB)'.: GONSULTANT IS OR WAS IN DANGER OF NqT BEING ABLE TO SATISFY CONTRACTUAL REQUIREMENTS AND RECOVERY WAS OR IS NOT LIKELY IN A TIMELY MANNER. AREA OF EVALUATION CONTAINS SERIOUS PROBLEMS FOR WHICH THE CORRECTIVE ACTIONS APPEAR INEFFECTIVE.

• S -SATISFACTORY: PERFORMANCE MEETS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS SOME PROBLEMS FOR YYrHCH CORRECTIVE ACTIONS HAVE YET TO TAKEN, OR HAS NOT BEEN FULLY IMPLEMENTED, BUT APPEAR ONLY SATISFACTORY.


• E- EXCEPTIONAL: PrnfQRMANCE CLEARLY EXCEEDS CONTRACTUAL REQUIREMENTS. AREA OF EVALUATION CONTAINS FEW MINOR PROBLEMS FOR WHICH CORRECTIVE ACTION APPEAR HIGHLY EFFECTIVE.


2. Consultant provided experienced design and/or project managers with abilities needed to meet contract reauirements.

3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) aualified oersonnel durina the contract oeriod.








11. Consultant provicleo c1nd effectively implemented Project Quality Proaram Manual reauirements.


13. Consultant effectively implemented requirements for Engineerina Desian Procedures(s)

14. Consultant obtained permits, inspections and necessary aoorovals from third-oartv's in a timelv manner.


16. Consultant mitigated c1aims and changes.

17. Any other comments you would like to make such as would you contract aaain with this Consultant?

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Los Angeles County Metropolitan Transportation Authority·======= ==========


I have worked with Virginkar and Associates for over 20 years which speaks for itself. They are a

quality organization providing excellent inspection and audit services on BARTs New Vehicle Procurement of 775 cars.



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Score

17 Proposer's status after review

Past Experience/Performan'te Team Member Date

~~J EXPERIENCE/PERFORMANCE FORMV1

-0

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Los Angeles County Metropolitan Transportation Authoritv================




V 1/< G ;,J !<A I<__ 4 AS'Soc1Ar~.S . t.~c: . Name of Proposer/Subconsultant/Other Entity

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3. Consultant demonstrated ability to hire, maintain, and replace (if necessary) qualified personnel durinc:i the contract period.








11. Consultant provided and effectively implemented Project Quality Prociram Manual requirements.


13. Consultant effectively implemented requirements for Enciineerinci Desiqn Procedures(s)




17. Any other comments you would like to make such as would you contract ac:iain with this Consultant?

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Los Angeles County Metropolitan Transportation Authoritv================


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Score

Proposer's status after review /)

'/4/ ~ J , r ,

<LA l,-NC 4 / --~) . ~ Past Experience/Performance'Team Member

l 2.... I 2- 7". Ir 7 Date

1985Parsons


1993Red Line(MOS 1)

WSP, Parsons

1996Purple Line


2000Red Line



WSP, MM


MM, Parsons

2019Crenshaw/ LAX

LineWSP, MM

2023Airport

ConnectorWSP, MM



WSP

TBDWSAB

Transit CorridorWSP

TBDOrange Line

LRT ConversionWSP

WSP, MMfirst work

with Metro1980


1990

Green LineWSP1995

Red LineHollywood

WSP, Parsons1999

Gold LinePasadena

WSP, Parsons2003


2010




2021


WSP, Parsons2024


WSP, MM2035


WSPTBD
