M-1 RAIL SAFETY AND SECURITY MANAGEMENT PLAN. Version 4, November 2014

Transcription

1 M-1 RAIL SAFETY AND SECURITY MANAGEMENT PLAN Version 4, November 2014

2 DOCUMENT REVISION LOG M-1 RAIL Safety and Security Management Plan Each revision to the Safety and Security Management Plan shall be issued with a revision log requiring an authorized signature and date of revision. Version No. Revision Date Remarks Authorized Signature 1 November 2013 Initial Draft 1 February 2014 Address PMOC Comments 3 May 2014 Address PMOC comments; removed references to M-2 4 November 2014 Incorporated PMOC Cephas comments; remove vehicle maintenance contractor; rename VSMF; document formatting Safety and Security Management Plan, Version 4, November, 2014

3 Contents INTRODUCTION MANAGEMENT COMMITMENT AND PHILOSOPHY Safety and Security Policy Statement Purpose of the SSMP Applicability and Scope SSMP Goal Objectives Reviews and Updates INTEGRATION OF SAFETY AND SECURITY INTO PROJECT DEVELOPMENT PROCESS Safety and Security Activities Project Development Engineering Construction Systems Integration Testing Pre-revenue Operations Procedures and Resources Safety and Security Contractors Interfaces with Management Hierarchy of Safety and Security Communication ASSIGNMENT OF SAFETY AND SECURITY RESPONSIBILITIES Responsibility and Authority Project Director/Chief Operating Officer Project Engineering M-1 RAIL Staff and Key Project Personnel Detroit Police Federal Transit Administration Committee Structure Safety and Security Certification Committee (SSCC) Safety and Security Operations Committee (SSOC) Fire / Life Safety and Security Committee (FLSSC) SAFETY AND SECURITY ASSESSMENT Safety and Security Management Plan, Version 4, November, 2014

4 4.1 Approach to Safety and Security Assessment Requirements for Safety and Security Assessment DEVELOPMENT OF SAFETY AND SECURITY DESIGN CRITERIA Design Criteria and Design Standards Design Reviews Deviations and Changes PROCESS FOR ENSURING QUALIFIED OPERATIONS AND MAINTENANCE PERSONNEL Operations and Maintenance Personnel Requirements Plans, Rules and Procedures Training Program Emergency Preparedness Public Awareness Public Information Interface with State and Local Agencies Media Interface Emergency Responders Outreach SAFETY AND SECURITY VERIFICATION PROCESS Design Criteria Verification Process Construction Specification Conformance Process Testing / Inspection Verification Hazard and Vulnerability Resolution Verification Operational Readiness Verification Safety and Security Certification Requirements Non-Compliance Resolution Certification Verification Report CONSTRUCTION SAFETY AND SECURITY Construction Safety and Security Elements M-1 RAIL Contractor Safety and Security Program Contractor Auditing Contractor Safety Training Program Construction Phase Hazard and Vulnerability Assessment Safety and Security Incentives Safety and Security Management Plan, Version 4, November, 2014

5 9.0 REQUIREMENTS FOR 49 CFR PART 659, RAIL FIXED GUIDEWAY SYSTEMS: STATE SAFETY OVERSIGHT Activities Schedule of Activities Coordination Process FEDERAL RAILROAD ADMINISTRATION COORDINATION DEPARTMENT OF HOMELAND SECURITY (DHS) COORDINATION Activities Implementation Schedule Coordination Process Safety and Security Management Plan, Version 4, November, 2014

6 FIGURES Figure 2-1: Safety and Security Activities Matrix Figure 2-2: M-1 RAIL Streetcar Project Organization Figure 2-3: M-1 RAIL Streetcar Operations Organization Figure 3-1: M-1 RAIL Committee Structure Figure 3-2: Safety and Security Responsibilities Matrix Figure 4-1: Project Methodology for Identifying and Resolving Hazards, Threats, and Vulnerabilities Figure 4-2: Hazard Categorization and Assessment Figure 4-3: Hazard Risk Index and Categories Figure 4-4: Vulnerability Categorization and Assessment Figure 6-1: M-1 RAIL Operations Roles and Responsibilities Figure 6-2: Operations Plans and Manuals Development Schedule Figure 9-1: Activity Schedule Figure 11-1: DHS Schedule and Activities Safety and Security Management Plan, Version 4, November, 2014

7 ACRONYMS The following acronyms are used within this document or in documents referenced within this Safety and Security Management Plan. APTA BOD CAP CCTV CEL CFR CII CM/GC COTR CPM CPTED CTR DBM DCM DEIS DHS DMS DOT EOP FEIS FLSSC FMEA FMECA FMIS FRA FTA IEI MP MDOT NEPA NFPA NTP NTSB American Public Transportation Association Basis of Design Corrective Action Plan Closed Circuit Television Certifiable Elements List Code of Federal Regulations Critical Infrastructure Information Construction Manager/General Contractor Contracting Offices Technical Representative Capital Program Management Crime Prevention Through Environmental Design Contractors and their sub-contractors Department of Budget and Management Design Criteria Manual Draft Environmental Impact Statement Department of Homeland Security Document Management System U.S. Department of Transportation Emergency Operating Procedure Final Environmental Impact Statement Fire/Life Safety and Security Committee Failure Modes and Effects Analysis Failure Mode, Effects and Criticality Analysis Financial Management Information System Federal Railroad Administration Federal Transit Administration Interactive Elements, Incorporated Maintenance Procedure Michigan Department of Transportation National Environmental Policy Act National Fire Protection Association Notice to Proceed National Transportation Safety Board Safety and Security Management Plan, Version 4, November, 2014

8 O & M OCC OEC OSHA PA/VMS PD PHA PMOC PMP QA/QC QMP RE SCADA SOP SSCC SSCP SSEPP SSI SSPP SSMP SSOC TDD TSA TUN TVA UL Operations and Maintenance Operations Control Center Office of Engineering and Construction Occupational Safety and Health Administration Public Address/Variable Message Signs Project Development Preliminary Hazard Analysis Project Management Oversight Contractor Project Management Plan Quality Assurance/Quality Control Quality Management Plan Resident Engineer Supervisory Control and Data Acquisition Standard Operating Procedure Safety and Security Certification Committee Safety and Security Certification Plan System Security and Emergency Preparedness Plan Sensitive Security Information System Safety Program Plan Safety and Security Management Plan Safety and Security Operations Committee Transit Development and Delivery Transportation Security Administration Temporary Use Notice Threat and Vulnerability Assessment Underwriter s Laboratories Safety and Security Management Plan, Version 4, November, 2014

9 INTRODUCTION The Federal Transit Administration (FTA) requires the development and implementation of a Safety and Security Management Plan (SSMP) for major capital projects as defined in 49 CFR Part 633, Project Management Oversight. Additionally, FTA Circular Safety and Security Management Guidance for Major Capital Projects, dated August 1, 2007, identifies specific safety and security activities that must be performed and documented in the SSMP. The SSMP is developed as part of the recipient s Project Management Plan (PMP) and must be updated if required whenever the PMP is revised. This document, the M-1 RAIL SSMP, has been developed to meet the above requirements and all known safety and security-based codes, regulations and guidelines. The M-1 RAIL Streetcar System will be constructed and operated by M-1 RAIL. 1.0 MANAGEMENT COMMITMENT AND PHILOSOPHY 1.1 Safety and Security Policy Statement M-1 RAIL Streetcar Project The mission of M-1 RAIL is to be an effective participant in the continuing development of a high-quality, livable environment in the City of Detroit by supporting streetcar development, serving high-density areas and by delivering safe, reliable, clean, costeffective transit service. Safety and security are paramount and a core value in all M-1 RAIL operations, including project development, engineering, construction, testing, commissioning, and acceptance of the streetcar system. M-1 RAIL is committed to a goal, which is to strive for safety results above industry norm. To meet this goal, three key objectives have been established: 1. Avoid loss of life, reduce injury and minimize damage or loss of property. 2. Install an awareness of safety and security in all M-1 RAIL employees and contractor personnel. 3. Provide for the identification and elimination or control of hazards, threats and vulnerabilities through a systematic approach of auditing and analyzing the operational system. Roy Bryans, the M-1 RAIL Safety and Security Officer, is directed and empowered to develop, implement and administer a comprehensive, integrated and coordinated System Safety and Security Program. All M-1 RAIL staff members, including consultants and construction personnel, are directed to comply with the provisions of this SSMP. The Program is to emphasize preventative activities and responsibilities of each department in an effort to identify, control and resolve threats, vulnerabilities and hazards during design, construction and operational phases of transit service. Accordingly, the M-1 RAIL Safety and Security Officer is empowered to order the cessation of activities or operations, which are evaluated as presenting an immediate and serious hazard, threat or vulnerability within the transit system. Safety and Security Management Plan, Version 4, November

10 Accountability for safety and security rests with each employee, supervisor, and manager. All are responsible for meeting the safety and security requirements inherent to their position. Individual employees must comply with the safety rules and procedures applicable to their work duties. Supervisors and managers must comply with safety policies and standards applicable to their departments. Managers are responsible for fostering support through the commitment of resources to eliminate safety, security or health hazards. Matt Cullen Paul Childs Chairman Chief Executive Officer, Project Director M-1 RAIL, Board of Directors M-1 RAIL Signature Signature Date Date Roy Bryans Safety and Security Officer M-1 RAIL Signature Date Safety and Security Management Plan, Version 4, November

11 1.2 Purpose of the SSMP The purpose of this SSMP is to define requirements and responsibilities for the implementation of the Safety and Security Policy during the project development, engineering, construction, testing, commissioning, and acceptance of the M-1 RAIL Streetcar Project. It defines the process, activities, and methods for identifying, evaluating, and resolving potential safety hazards and security vulnerabilities of the streetcar system. It establishes responsibility and accountability for safety and security during the project development, engineering, procurement, construction, testing, and start-up phase of the M- 1 RAIL Streetcar Project. The SSMP: States M-1 RAIL s commitment and philosophy to achieve the highest practical level of safety and security for M-1 RAIL customers, employees, and the public that comes in contact with M-1 RAIL s operations and systems. Establishes and manages safety and security analyses and activities intended to minimize risk of injury and property damage, and to maximize the safety and security of M-1 RAIL employees, customers, and the public. Integrates safety and security functions and activities throughout M-1 RAIL s organizational structure and activities. Defines the safety and security responsibilities, communication, integration, and interface among M-1 RAIL personnel, including those of consultants and contractors for overall coordination. Establishes the mechanisms for documenting and verifying project safety and security activities. Establishes the mechanisms for the management and process of the Safety and Security Certification/Verification activities. Establishes mechanisms for evaluating project activities to ensure continued development and advancement of safety and security. Establishes the framework for construction safety and security. 1.3 Applicability and Scope This SSMP is applicable to all organizational units, employees, and contractors affecting, or affected by M-1 RAIL operations and services throughout all project development, engineering, construction, start-up testing, pre-revenue operations, and operational phases. The SSMP also: charges each manager with responsibility and accountability for the implementation, enforcement, and success of the System Safety and Security Programs during the project mandates coordination, integration, communication, and cooperation among all personnel and departments relative to matters of safety and security Safety and Security Management Plan, Version 4, November

12 encompasses all fixed facilities, vehicles, and employee activities; and applies to all who come in contact with the M-1 RAIL Streetcar Project and the systems implemented identifies the relationships and responsibilities with local, state, and Federal agencies and any other organizations that have an impact on operations, (e.g. DHS, FTA, MDOT and TSA) A portion of the costs of the system will be financed through New Markets Tax Credits and a TIGER I grant. M-1 RAIL will construct and own the Project including all contracts with project vendors including a future Operations Contractor. M-1 RAIL will enter into a lease with the Michigan Department of Transportation ( MDOT ) for the capital assets and operation of the entire system. M-1 RAIL will operate the system during the period necessary to accommodate the New Markets Tax Credit transaction (seven years from the issuance of the New Markets Tax Credits, which is anticipated to occur in 2013). Upon the expiration of such period, the lease arrangement will terminate and the assets of the entire system are intended to be donated (i.e., transfer without consideration) to the recently established Regional Transit Authority (RTA) or another federally recognized transit agency. This SSMP applies to project activities during Project Development (PD), Engineering, procurement and construction, inspection and testing, and integration testing and start-up. M-1 RAIL systems must be designed and constructed in accordance with M-1 RAIL safety and security requirements defined in the System Safety Program Plan (SSPP) and certified as specified by the M-1 RAIL s Safety and Security Certification Plan (SSCP). This SSMP encompasses the following equipment, facilities, plans, and procedures as they relate to the M-1 RAIL system. Projects under this SSMP may include: System-wide elements and sub-elements including: - Traction electrification such as traction power substations and overhead contact system - Train control systems - Vehicles - Fare collection - Communication backbone systems - Radio communications systems - Data and voice communications systems - Closed circuit television (CCTV) - Variable Message Signs (VMS) - Digital image recorders - Trackwork - Supervisory control and data acquisition (SCADA) (If added in the future) - Fire protection systems, including alarm and suppression systems Fixed Facilities including: the Central Control Center (CCC) at the Tech Center, stations, parking facilities, and bridges, structures, traction power substations and rail yards and shops. Safety and Security Management Plan, Version 4, November

13 Safety and Security Plans, and Procedures including: the M-1 RAIL Safety and Security Certification Plan (SSCP), the M-1 RAIL System Safety Program Plan (SSPP), the M-1 RAIL Streetcar Project Management Plan (PMP), the Environmental Compliance Plans, Contractor s Project Safety and Security Plans and Quality Assurance Plans. Procedures and Instructions including: Operations and Maintenance Plans, training programs, drills, exercises, standard operating procedures (SOPs), the hazard identification and resolution procedures, threat and vulnerability identification and resolution procedures, maintenance procedures (MPs), emergency preparedness procedures, safety and security design criteria and standards, accident investigation procedures and administrative procedures, as applicable, requirements and procedures which comply with 49 CFR 659, such as the Michigan Department of Transportation (MDOT) Office of Rail, the State Oversight Agency (SOA), and the US Department of Homeland Security (DHS). 1.4 SSMP Goal The goal for implementing the SSMP is to achieve an acceptable level of risk through a systematic approach to hazard and threat vulnerabilities management for the M-1 RAIL Streetcar Project ensuring that when accepted into revenue service it will be safe and secure for passengers, employees, public safety personnel, and the general public. It is also the goal of the SSMP to support the establishment of a proactive Construction Safety and Security Program that achieves zero accidents and security breaches during all project work activities Objectives The objectives of the SSMP are to ensure: Development of an outline for an effective management process that applies to system safety and security disciplines throughout the life cycle of the project, Safety hazards and security vulnerabilities are identified, evaluated, resolved, and documented at the earliest possible phase of the project, Resolutions of restrictions to full safety and security certification, Verify operational readiness Verify establishment of safety and security committees Appropriate codes, guidelines, standards, and industry practices are applied to the M-1 RAIL Streetcar Project and form the basis for safety and security considerations in the design criteria, drawings, specifications, and associated project documents through the safety and security certification and verification process, Project designs conform to safety and security design principles, Facilities, systems, and equipment are supplied, constructed, inspected, and tested in compliance with the design criteria and specifications, Implementation of construction safety and security programs in compliance with the M- 1 RAIL Construction Safety Procedures and Standards and construction security Safety and Security Management Plan, Version 4, November

14 requirements, Compliance with US Occupational Safety and Health Standards and State Programs as applicable, and Emergency preparedness and readiness for the start of revenue service is in compliance with FTA and MDOT Office of Rail requirements and Emergency Preparedness Plan Reviews and Updates The M-1 RAIL SSMP will be reviewed at least annually, whenever the PMP or other reference documents are modified or following SSMP audits, so as to ensure safety and security aspects remain current and applicable. The SSMP will be updated to reflect changes to these documents or changes to the safety and security program when applicable during all phases of the project; and re-issued to all Plan recipients. The development, review and update process for the SSMP is the responsibility of M-1 RAIL and its Owner s Representative (HNTB) with the oversight of the M-1 RAIL Safety and Security Officer, Roy Bryans. 2.0 INTEGRATION OF SAFETY AND SECURITY INTO PROJECT DEVELOPMENT PROCESS 2.1 Safety and Security Activities M-1 RAIL s Project Team consists of M-1 RAIL personnel, M-1 RAIL s Management Team and Board of Directors, Owner s Representative, Final Designer, Contractors and their sub-contractors (CTR). With the participation of the Project Team and safety and security committees, the integration of safety and security into project development is effectively accomplished. Figure 2-1 illustrates how the key activities are integrated into all phases of project development. Safety and Security Management Plan, Version 4, November

15 SSMP Paragraph Figure 2 1: Safety and Security Activities Matrix Activity Project Develop ment Engineer ing Project Phase Testing & Start-up Test & Verifica tion Construction Pre- Revenue Operations Develop Safety and Security Policy Identify Existing Safety & Security Requirements for the Acquisition Process Develop Safety & Security Management Plan & Update as applicable Assign Safety & Security Certification Responsibilities Establish Safety & Security Committees Develop Safety & Security Certification Plan & Update as applicable Identify Safety & Security Certifiable Elements & Items (CEL) Initiate Project Safety & Security Documentation System Perform Preliminary Hazard Analysis & Update and Perform Additional Hazard Analyses as applicable Perform Threat & Vulnerability Assessment & Update and perform Additional Threat & Vulnerability Assessments as applicable Prepare Design Criteria Manual to include safety and security & Update Analyses revised as applicable Integrate Operations & Maintenance Requirements into the design Develop and verify Design Criteria Conformance Checklists Implement Hazard and Vulnerability Resolution & Tracking Perform Safety & Security Design Reviews Identify Safety & Security Requirements for Test Program Plans, Integrated Tests, and Operational Readiness Reviews Develop and Complete Specification Conformance Checklists Develop Construction Specification, including Construction Phase Safety and Security Requirements Verification of Safety and Security Requirements Procured, Constructed, and Installed Update CEL Construction Site Safety and Security Audits/Inspections Safety & Security Review of Engineering Change Orders and Waivers Issue Permits & Certificates (as applicable) Update Operations & Maintenance Manuals, Plans, Procedures and Training Systems Integration Testing Pre-revenue Operations Complete Operational Readiness Review Issue Final Safety & Security Certification Verification Report Safety and Security Management Plan, Version 4, November

16 2.1.1 Project Development Develop Safety and Security Policy. The safety and security policy of the project has been developed and is stated on page one of this document Identify Existing Safety & Security requirements for the Acquisition Process. The safety and security requirements for acquisition are being developed through the Design Criteria Manual and are inherent in the final design and the Certifiable Elements List (CEL) Develop the SSMP and Update as Applicable. M-1 RAIL has developed Version 4 of the SSMP Assign Safety and Security Certification Responsibilities. Safety and Security certification responsibilities are assigned in the initial version of the SSCP. These responsibilities will be defined further as the project progresses through the engineering phase Establish Safety and Security Committees. This includes Safety and Security Certification Committee (SSCC), Safety and Security Operations Committee (SSOC), and a Fire/Life Safety and Security Committee (FLSSC) All safety and security committees are chaired by the Safety and Security Officer Roy Bryans. The SSCC is responsible for assuring that the proper system requirements have been established, that systems safety reviews will be performed at each stage of the project, and that sufficient documentation supports the review and resolution of identified deficiencies. The SSOC will ensure all safety requirements and regulations for operation of the M-1 RAIL Streetcar system are met and that policies and procedures are kept up to date in order to keep the system and passengers safe. The FLSSC will coordinate between M-1 RAIL and external emergency response agencies. The SSCC and the FLSSC have been established and are operational. The SSOC will be established when a private operator is retained Develop the Safety and Security Certification Plan (SSCP) and update as applicable. The SSCP provides the formal basis of understanding and agreement among all members of the project team regarding how the SSCP will be executed. It describes safety and certification management, certification processes and procedures, hazard and vulnerability management, and the certification of conformance. Currently, a draft of the SSCP has been prepared and will be updated as applicable Identify Safety and Security Certifiable Elements and Items. A list of safety and security certifiable elements, CEL, has been prepared and incorporated into the SSCP. The CEL will continue to be developed for use in certifying all M-1 RAIL systems. The CEL will include all project elements that can affect the safety and security of M-1 RAIL passengers, employees, contractors, emergency responders, or the general public. Safety and Security Management Plan, Version 4, November

17 Initiate Project Safety and Security Documentation system. A centralized document management system has been implemented for all M-1 RAIL activities to maintain basic project configuration management. This system will implement a coordination, approval, control, and distribution process for all policies, procedures, and documents developed for the program. M-1 RAIL has acquired and implemented SharePoint secure document management software to facilitate this activity. The Owner s Representative has been issued M-1 RAIL licenses as needed and will use SharePoint on behalf of M-1 RAIL in support of all DMS activities Perform Preliminary Hazard Analyses (PHA); update and perform additional hazard analyses as applicable. PHAs are conducted to identity potential hazards that could affect the M-1 RAIL system. M-1 RAIL defines a hazard as any condition or set of conditions, internal or external to the system or system operation which, when activated, can cause injury, illness, death, or damage including loss of equipment or property, or severe environmental damage. The results of the hazards analyses are evaluated for criticality and ranked according to severity and frequency of occurrence in order to establish an initial risk index. Mitigation measures are proposed to provide a residual risk index. All identified hazards will be tracked through Project closure. The draft general project PHA is in progress and will address the following system elements: Guideway UPS OCS Train Control Traffic Control Electrical/Facility Power Traction Power Stations Trackwork Vehicles Perform Threat and Vulnerability Assessment (TVA); update and perform additional threat analyses as applicable. M-1 RAIL defines a threat as a real or potential condition that can cause injury or death to passengers or employees, or damage to or loss of transit equipment, property, and/or facilities. Vulnerability is a measure of the susceptibility of the transit system to specific threats. The TVA examines threats to and vulnerabilities of the transit system to evaluate the risk and consequences from security threats. M-1 RAIL s TVA process generally follows the FTA s System Security and Emergency Preparedness Planning Guide. This process is similar to the one used for evaluating hazards in PHAs. A matrix is constructed and threats are analyzed based on likelihood of occurrence and vulnerability. The matrix allows for a qualitative categorization of threats. The threat categorization allows M-1 RAIL to ascertain countermeasures, cost impacts of mitigation, and approval levels for accepting risk. Safety and Security Management Plan, Version 4, November

18 Prepare Safety and Security Design Criteria; update and revise as applicable. The Design Criteria Manual (DCM) was developed for Project Development and Engineering. The DCM provides a uniform basis and framework for defining the project based on established codes, standards, and criteria applicable to streetcar systems. The DCM is intended to define requirements to direct the project designers in the various project design disciplines and ensure safety and security requirements are incorporated throughout all project design phases. The DCM is a living document and will be revised as necessary throughout the design process Integrate Operations & Maintenance Requirements into the Design. M-1 RAIL has consultant personnel with streetcar operational experience that are integrated into the design development and review process. M-1 RAIL consultants have participated in hazards assessment on similar modern streetcar projects and have provided perspective on design issues throughout the design process. The M- 1 RAIL Streetcar Project will continue to integrate M-1 RAIL operational and maintenance experience into the development of the M-1 RAIL Streetcar Project Develop and verify design criteria Conformance Checklists. Checklists will be created for each certifiable element to record requirements generated from safety and security design criteria. These checklists provide a format to verify compliance with identified safety and security requirements Engineering Implement Hazard and Vulnerability Resolution and Tracking. Hazards and vulnerabilities will be tracked in an integrated conformance checklist as outlined in section 4.2 of the M-1 RAIL SSCP including a Preliminary Hazard Analysis (PHA) and Threat and Vulnerability Assessment (TVA). The PHA is the initial safety analysis document prepared during final design. The PHA is provided to Project contractors and will support their development of additional hazard analyses that may be required. A TVA is developed during final design and will be updated as the Project progresses. M-1 RAIL will manage the identification and resolution or mitigation of hazards and vulnerabilities as described in the PHA and TVA documents that describe the tracking of safety hazards and security vulnerabilities to closure Perform Safety and Security Design Reviews. Design reviews will be performed by M-1 RAIL and the Owner s Representative for each design package prepared by the Final Designer. Design reviews have occurred at the Preliminary (30%), Semi-final Design (70%) stages and will occur at the Final Design (100%) stage of each package to verify the project is complying with the DCM. Safety and Security Management Plan, Version 4, November

19 Identify Safety & Security Requirements for Test Programs Plans, Integration Tests, and Operational Readiness Reviews. Contractor and integration testing requirements will be reviewed for safety and security considerations to determine if the testing will verify safety and security design and construction requirements. M-1 RAIL will identify a minimum level of safety and security conformance that should be met, as well as the criteria used to assess this conformance. Safety/security-related test results will be documented, as appropriate, in the Specification/Design Conformance Checklist. Examination of test plans and programs will commence during the Final Design phase Develop and Complete Specification/Drawing Conformance Checklists. The specification conformance checklists will verify that all safety and securityrelated specification and contract document requirements are satisfied during the construction, installation, and testing phases of the project. Each certifiable element will be listed to verify that the safety and security design requirements have been incorporated into the as-built facilities and systems. Proposed deviations from project design criteria and standards will be evaluated for impact to the safety and security of the streetcar system through the project change control and configuration management process and approved by the SSCC and Safety and Security Officer as appropriate Develop Construction Specifications, including Construction Phase Safety and Security Requirements. Construction specifications will include identification of tests and verification methods necessary to ensure that the as-built configuration contains the safety and security-related requirements identified in the design criteria and other contract documents. Construction specifications will facilitate the development of documentation that verifies the delivered project meets the established safety and security requirements Construction Verification of Safety and Security Requirements Procured, Constructed, and Installed Update CEL. In the construction phase of the project the following safety and security activities will be implemented: Verify and document that procurement, installation, and construction comply with the design and update of the CEL using safety and security construction/installation certification checklists developed from the design phase checklists, Confirm items from the CEL conform to their intended requirements after being procured and installed during the construction process Construction Site Safety and Security Audits/Inspections. Conduct site inspections to verify that safety and security requirements are being addressed during construction Safety & Security review of Engineering Change Orders & Waivers. The SSCC will review deviations from the approved design, workarounds, change orders, and other temporary measures. Safety and Security Management Plan, Version 4, November

20 Issue permits & certificates (as applicable). Temporary permits and workarounds will be issued to facilitate construction, occupancy, and testing newly constructed/installed equipment. These permits and certificates will be reviewed for safety and security impacts. The process will continue into the testing and start-up phase Update Operations and Maintenance (O&M) Manuals, Plans, Procedures, and Training. The Safety and Security Operations Committee will work with the Operations Contractor to review O&M manuals, plans, and procedures for compliance with safety and security requirements. Update and integrate M-1 RAIL system requirements into the documents. The Operations Contractor will prepare qualifications and training programs for all personnel who will operate and maintain the project in revenue service and be responsible for ensuring that its O&M training programs address the safety and security elements of plans, rules, operating procedures, emergency procedures, and manuals for the project and trainees demonstrate their understanding of the course material that is presented Systems Integration Testing In the testing and start-up phase of the project the following safety and security activities will be implemented: Systems Integration Testing. Integration testing verifies the functional interface between different equipment and/or systems of the streetcar system, including those systems related to safety and security. Through the use of the CEL, verify, document, and confirm that integration test results demonstrate compliance with safety and security requirements and substantiates safety and security design/performance criteria. The system integration test results will ensure compatibility among components, vehicles, and system elements after being tested and operated in a simulated operations environment. Update the CEL accordingly Pre-revenue Operations Pre-revenue Operations. Pre-revenue operations tests are those tests that require acceptance of all systems and are designed to verify the functional capability and readiness of the system as a whole. The testing ensures that all systems are functioning safely and securely prior to the system being placed into operation Complete Operational Readiness Review. The Operational Readiness Review will verify that emergency training for all streetcar and public safety personnel has been completed and that emergency drills have been conducted. It will also verify that operations, maintenance, and emergency rules, procedures, and plans have been developed, reviewed, and implemented. Safety and Security Management Plan, Version 4, November

21 Prepare and Issue Safety Certification Report and Certificate. A safety certification report will be issued detailing the certification process, project milestones, and certification program outcomes. The report and certificate verify through appropriate documentation that a certifiable level of operational system safety and security has been achieved. 2.2 Procedures and Resources A Project Management Plan (PMP) for the M-1 RAIL Streetcar Project has been prepared. The PMP: establishes the framework for managing and administering all activities related to the implementation of the Project outlines the project management processes and the M-1 RAIL Streetcar Project Team organizational structure provides guidance for the coordination of activities M-1 RAIL has developed the Safety and Security Certification Plan (SSCP) which details all of the pertinent certification steps and methodologies. M-1 RAIL s involvement in the safety and security management process begins during design and continues through the construction, testing, and final verification phases of the project. Implementation of the SSCP document will assure M-1 RAIL that the requirements of the SSMP are executed by the M-1 RAIL Streetcar Project Team; including but not limited to the performance of safety analyses and security assessments, if required, at the appropriate phases of the project. The implementation of a Safety and Security Certification Program from the start of the project ensures that safety issues and security concerns are addressed and tracked to resolution. To ensure that SSCP safety and security activities are performed effectively and within the requirements of the SSMP, periodic audits are performed by the SSCC and/or M-1 RAIL staff. The ultimate responsibility for the construction project safety and security programs always remains with the M-1 RAIL. Procedures are available to the M-1 RAIL Streetcar Project Team for the protection of project information that is considered and marked as Sensitive Security Information (SSI). The following are two categories of security information that are relevant to the M-1 RAIL Streetcar Project Team during the safety and security certification phases of the Project: 1. Critical Infrastructure Information (CII): refers to the M-1 RAIL systems and assets, physical or computer-based, that are vital to national or regional defense and/or national or regional security. For the purposes of this policy, examples of critical infrastructures include the streetcar stations, rolling stock, and Operations computers and equipment that support the operation of the rail system. 2. Sensitive Security Information (SSI): information defined in 49 C.F.R , including, but not limited to, vulnerability assessments, security programs, and contingency plans, that are generated by M-1 RAIL or by a covered person under 49 C.F.R , which has been, or will be, submitted to the Transportation Security Safety and Security Management Plan, Version 4, November

22 Administration or the Secretary of Transportation. The M-1 RAIL Streetcar Project Team will manage these processes, with the assistance of the Detroit Police Department Safety and Security Contractors M-1 RAIL has developed the Safety and Security Certification Plan to support the new streetcar alignment. The Safety and Security Certification Program encompasses construction programs and projects that have safety or security impacts on the system. Additionally, 49 CFR Part 659 Rail Fixed Guideway Systems, the Federal Transit Administration Circular and the MDOT Office of Rail, (the authority responsible for providing rail safety oversight of the M-1 RAIL Streetcar System) all require the development and implementation of a Safety and Security Certification Program for construction of the M-1 RAIL Streetcar Project. The M-1 RAIL Owner s Representative will provide safety and security support services as needed to M-1 RAIL s Safety Committees and management staff. The M-1 RAIL Owner s Representative will also provide safety and security certification technical support to the M- 1 RAIL Streetcar Project Team, as required and requested by the Contracting Offices Technical Representative (COTR). The following are potential tasks that may be required from the M-1 RAIL Owner s Representative for Safety and Security Certification Program Support: Review and comment on Preliminary Hazard Analysis (PHA) conducted by the Final Designer Review and comment on Threat and Vulnerability Assessment (TVA) conducted by the Final Designer Attend and support M-1 RAIL s SSCC as requested by the COTR Review and comment on the checklists developed by the Final Designer to verify that contract documents comply with design criteria, specifications, test and operational conformance procedures related to safety and security Monitor, review, and audit verification activities Maintain safety and security Open Item Lists and prepare reports Development of the SSCP for the M-1 RAIL Such other tasks as required by the COTR. 2.3 Interfaces with Management M-1 RAIL is led by Matthew Cullen, the Chairman of the M-1 RAIL Board of Directors. Reporting to the Chairman is the Project Director, also called the Chief Executive Officer, Paul Childs. Roy Bryans is the Safety and Security Officer. Virginia Fallis is the Chief Administrative Officer. M-1 RAIL utilizes a team of an Owner s Representative and a Final Designer to manage, design, and build the M-1 RAIL Streetcar Project. The Owner s Representative reports to the Project Director, while the Final Designer Safety and Security Management Plan, Version 4, November

23 reports to the Owner s Representative. For the M-1 RAIL Streetcar Project, the Owner s Representative is HNTB. The Owner s Representative is responsible for overall program and design discipline management while the Final Designer is responsible for performing direct design and engineering functions. M-1 RAIL s Final Design Consultant is URS. Together, the Owner s Representative and the Final Designer are referred to as the M-1 RAIL Streetcar Project Team. Safety and security committee relationships are shown in Figure 3-1 later in this SSMP. Figure 2-2: M-1 RAIL Streetcar Project Organization The M-1 RAIL Safety and Security Officer, Roy Bryans, and the Owner s Representative are assigned the task of overall development and administration of the SSMP. Once the system is running, independent contractors will be involved to handle day to day operations and report to M-1 RAIL staff as outlined in Figure 2-3 below. System Safety will be the responsibility of the Operations Contractor who has yet to be selected. System Security will be handled by the Security Contractor with input and coordination from the Operations Contractor. Electrical Maintenance will also be handled by an independent contractor. Safety and Security Management Plan, Version 4, November

24 Figure 2-3: M-1 RAIL Streetcar Operations Organization In the following discussion, the Chief Operating Officer, the Owner s Representative and the Safety and Security Officer are referred to as the M-1 RAIL Management Team. The project managers, Safety Committees, and Detroit Police support the M-1 RAIL Management Team as required. The level of assistance is dependent on the particular needs of the Management Team. The M-1 RAIL Streetcar Project Team provides the resources/consultants for the execution and oversight of the project s safety and security activities Hierarchy of Safety and Security Communication Safety and security issues can be raised from project personnel and contractors to subsequent higher levels of management through the following communications structure. Issues should progress up the management chain from project discipline designers and engineers to their Final Designer discipline managers. If unresolved, the issue can be referred to Owner s Representative discipline managers. At some point, most likely after the issue has been referred to the Final Designer discipline managers, the issue may be referred to the Safety and Security Officer for resolution. Safety and Security Management Plan, Version 4, November

25 3.0 ASSIGNMENT OF SAFETY AND SECURITY RESPONSIBILITIES 3.1 Responsibility and Authority The Safety and Security Officer is responsible for the development and implementation of the Safety and Security Management Plans that conform to the requirements of the FTA Circular , Safety and Security Management Guidance for Major Capital Projects. The M-1 RAIL Streetcar Project Team and contractors are tasked with the implementation of those safety and security activities within their area of responsibility. M-1 RAIL s executive management and the Safety and Security Committees are charged with the responsibility for overseeing the M-1 RAIL Construction Project safety and security activities with the assistance of the Detroit Police as needed. The following is a summary of positions and responsibilities relative to the Project Project Director/Chief Operating Officer The M-1 RAIL Management Team has been organized to insure the successful completion of the M-1 RAIL Streetcar Project. This Team is under the leadership of the M-1 RAIL Streetcar Project Director, Paul Childs. Mr. Childs ensures that M-1 RAIL s resources are allocated to meet the SSMP goals and objectives, and is ultimately responsible for execution of the Safety and Security Management Plan. The Project Director is supported with personnel from the Owner s Representative, who will act as an extension of M-1 RAIL staff Project Engineering M-1 RAIL will manage the planning, design, and construction of the M-1 RAIL Streetcar Project through a combination of in-house M-1 RAIL staff, an Owner s Representative, and a Final Designer as noted in Figure 2-2. The Final Designer (URS) has assigned a Project Manager, Laura Aylsworth, who will oversee and manage all aspects of the project s design. The M-1 RAIL Streetcar Project Director and Owner s Representative (HNTB) Project Manager, Matt Webb, are responsible for communicating with M-1 RAIL s senior management and with the FTA, PMOC and other stakeholders, with respect to the overall project status and activities of the M-1 RAIL Streetcar Project. They are also responsible for supervising the overall M-1 RAIL Streetcar Project activities of M-1 RAIL s staff, Owner s Representative, Final Designer, contractors and others working on the project implementation. Safety and Security Management Plan, Version 4, November

26 3.1.3 M-1 RAIL Staff and Key Project Personnel M-1 RAIL s staff will provide a high-level guidance and direction to the Owner s Representative Program Manager and other key individuals on issues that require consideration in the context of statewide concerns and federal matters. Descriptions of the roles of various key personnel anticipated for planning, design and construction of the M-1 RAIL Streetcar Project are provided below. M-1 RAIL Key Staff Qualifications Paul A. Childs, Vice President and Chief Executive Officer, M-1 RAIL Paul serves as the Chief Operating Officer of the Downtown Detroit Partnership (DDP) and is an independent consultant whose services are supported by DTE Energy. Prior to joining DDP and M-1 RAIL, he performed numerous consulting roles to a diverse array of industries, and has significant experience in developing and managing complex, high-profile projects spanning engineering design, construction and operations of major utility generation systems in both the fossil and nuclear industries. Additionally, Childs has significant experience in multimodal transportation network design and operations, and complex technology design and implementations on a global scale. Roy Bryans, Security and Safety Officer, M-1 RAIL Roy serves as the Security and Safety Officer for M-1 RAIL. He will chair the SSCC, FLSSC and SSOC committees through the construction and into the operations of the system. He is responsible for overseeing the compliance with the safety requirements as outlined for the project. Roy serves as a consultant to M-1 RAIL for Utility Coordination, and general Project Management Staff duties. Prior to joining M-1 RAIL he has performed several consulting roles to a special array of industries, with significant experience in developing and managing very high profile projects spanning engineering design, construction, testing, and operations for a major utility generation system encompassing both nuclear and fossil power plants. Additionally, Roy has been key in developing a state of art nuclear scheduling module that has been adapted worldwide. Jeni Norman, Chief Financial Officer Jeni has more than a decade of experience in accounting, auditing and financial reporting. She worked for the Rehmann Group from and Most recently, as senior manager, Jeni coordinated all stages of an audit, supervised staff, identified client business risks and managed relationships for clients in a variety of industries. Jeni also performed single audits in accordance with OMB Circular A-133 for not-for-profit and governmental entities. Jeni s administrative responsibilities included serving on the firm s not-for-profit committee. From , Jeni worked in the Department of Management and Budget of Wayne County. As the Director of Accounting and Financial Reporting, she was responsible for cash management, internal controls, policies, managing staff, meeting deadlines and general financial analysis. Sommer N. Woods, Community/Government Relations Lead Sommer is very experienced in marketing, project management, government relations, public relations and event planning, working with such events as the PGA TOUR and Super Bowl XL. With the Super Bowl, Sommer assumed responsibility for sponsorship activation of Host Committee contracts valued at $10 million. She also oversaw a $1 million plus budget for sponsorship and fulfillment, and managed sponsorship fulfillment for the $6 million Motown Winter Blast. In 2006, Sommer founded Sommer Solution LLC, a marketing, project and event management company that has provided consulting event management Safety and Security Management Plan, Version 4, November

27 services to the Detroit Jazz Fest, United Negro College Fund Michigan Area Office, Comcast and the NCAA. Matthew P. Cullen, President & CEO Matthew has extensive experience in revitalizing major cities, working as president and CEO of Rock Ventures LLC, which helps spark development within Detroit, and president and COO of Rock Gaming LLC, a gaming partnership developing first class casinos in Cincinnati and Cleveland and creating jobs. Matthew is also a 29 year veteran of General Motors (GM) and was chief architect of GM s $500 million acquisition and development of the Renaissance Center. In addition, Cullen is also the chairmen of Invest Detroit and founding chairman of the Detroit RiverFront Conservancy, both organizations whose goal is to revive Detroit. Owner s Representative Key Staff Qualifications Matt Webb, AICP, Project Manager Matt is a senior project manager with 16 years of experience in the transportation planning field. He has experience working at the state and local government levels and also the private sector. During that time, Matt managed and delivered more than $20 million worth of early preliminary engineering and transportation planning study work. Rick Gustafson, Streetcar Delivery Advisor (SOJ) Rick has extensive transportation project experience, including participation in initial streetcar feasibility studies as early as He has served as the chief operating officer for the Portland streetcar operation since its opening in 2001, and has also served as executive director since Rick has led numerous projects for streetcar development, including new expansions for the Portland system, vehicle manufacturing, feasibility studies, and operational plans for numerous cities. He was a key political leader in supporting the first light rail in Portland, which has proven to be very successful, and this experience has provided him with an understanding of how to best identify and minimize risks. Roger Hendrickson, CCC, MRICS, PSP, Project Controls Lead Roger understands every detailed facet of the M-1 RAIL Streetcar Project and has delivered accurate cost estimating on it and similar projects throughout the U.S. He has planned, directed and coordinated these activities for projects and made sure claims, goals and objectives were accomplished in accordance with outlined priorities, time limitations, and funding conditions. Additionally, Roger has been responsible for coordinating the successful, simultaneous development of several projects; negotiated and wrote contracts that met quality and standards; and reviewed project reports and schedule status at each phase. Ashley Booth, Systems & Tech Center Design Oversight Ashley brings experience from serving as the deputy project manager on the Milwaukee Streetcar project since With eleven years of experience, Ashley understands how proactive and effective transit and transportation stakeholder communication creates a smooth-running project. He will combine his planning expertise with his history on the Milwaukee Streetcar to develop ways to minimize impacts during construction while laying the foundation for strong ridership during startup and operations. Matt Simon, PE, Civil Design Oversight Matt has more than 22 years of experience completing complex urban design and designbuild (DB) projects. His in-depth understanding of delivering projects is proven through his leadership role on the design of the Ambassador Gateway in Michigan and I-95 Express Safety and Security Management Plan, Version 4, November

28 and I-495 HOT Lanes in Virginia. These projects required multi-agency coordination, multidiscipline design, and extensive public information on maintenance of traffic and access during construction. Tony Migaldi, Utility Coordination Lead Tony brings 20 years of experience at both the state and local levels in roadway design, DB procurement, and stakeholder engagements, as well as project coordination and management. Additionally, he has more than 10 years of experience working for MDOT in capacities such as lead design engineer, utility and drainage engineer, and project manager. As acting utility and drainage engineer for MDOT Jackson TSC, Tony was responsible for utility project coordination, subsurface utility engineering coordination and municipal coordination, including betterments and utility relocation. As a project manager, Tony is responsible for leading project coordination and management, including task leads and subconsultants. Victor Frendo, Construction Oversight Victor brings more than 28 years of experience in inspection management in southeast Michigan. He oversees the construction of major, high-impact highways, bridges and allied transportation facilities and manages and trains personnel. Victor has knowledge of AASHTO and MDOT standards and procedures and has successfully completed and passed NACE sessions I and II. Most of his experience comes directly from serving state and municipal clients on road, bridge, sewer and water main projects. Peter Kinney, PE, Roadway QA Oversight Peter brings 24 years of experience in the design and management of roadway engineering projects. He has managed projects ranging from urban arterial rehabilitations to major urban freeway reconstructions, all of which have involved coordinating the resolution of municipal and private utility impacts. Peter is the Michigan office operations manager and quality assurance manager. James Brenden, PE, Track QA Oversight With 40 years of experience in track, roadway and civil engineering design, Jim has been responsible for preliminary and final design and preparation of plans, specifications and cost estimates for a variety of projects. He has been involved in almost every BNSF commuter rail and capacity improvement project designed and constructed by HNTB for the past 13 years, bringing proven BNSF project successes, trusted relationships and extensive experience managing design while incorporating elements of construction management requirements. Jim also has experience with environmental impact assessments; horizontal and vertical alignments; geometric and safety designs; right-of-way identifications; grading, drainage and utility designs; and public involvement programs. Curt Sohn, PSP, PMP, Budget Controls Curt is a cost and scheduling project manager with 17 years of project management experience. He has developed engineer s estimates, performed cost studies, and created/managed schedules for multiple transportation and public works projects. Curt was the lead estimator and project controls manager for the $959.9 million, 11-mile central corridor light-rail transit line in St. Paul, MN, who developed detailed (bottoms up) cost estimates for all levels from conceptual estimates through engineer s estimates and change orders. He also performed quantity takeoffs and communicated with material suppliers and subcontractors to maintain current cost data, and worked with the owner s staff to identify criteria for alternative analysis estimates. Curt was also the estimator who prepared a preliminary engineering estimate for the M-1 RAIL Streetcar Project in Detroit, MI, which Safety and Security Management Plan, Version 4, November

29 included rail installation, utility modifications, overhead contact system, traction power, street restoration and a maintenance facility. Dr. Audrey Andrews, Title VI/DBE Compliance Dr. Audrey Andrews serves as the Director of Business Diversity and Development for HNTB, which oversees disadvantaged, minority and women-owned businesses partnering on HNTB contracts. In this position, she monitors D/M/WBE goal compliance, manages subconsultant training and development programs, and plans activities to engage and foster business relationships. With over 20 years of experience managing community, businessto-business (B2B) and transportation programs, Dr. Andrews background in business and project management, training, and leadership development provides a unique opportunity to support the cohesion, partnering and relationship building of HNTB s teams. Cindy Rood, CEP, Schedule Control Cindy has 30 years of experience with proven results in contract management of federal, state, municipal and private projects, including scheduling, purchasing, estimating, negotiating and value analysis. She is experienced in developing and guiding estimating processes and preparing independent cost estimates and alternative construction cost studies, and understands how to garner change management and schedule adherence during the construction process. Cindy is also proficient in multiple software platforms such as Primavera and Microsoft Project, Niche Bid2win, HCSS, Viewpoint Accounting, Paydirt, Agtek, Timberline and OST 3. Paul Ashworth, AIA, NCARB, Tech Center Architectural Review Lead Paul has more than 18 years of experience in building design, documentation, and construction. His expertise in design and project management provides the vision to anticipate potential challenges and implement preemptive corrective action that results in savings of time and money. Design-build projects have been a key point in his experience, enabling him to minimize the project risk for an owner and reduce the delivery schedule and overall costs. Paul was the architectural project manager for the design of the 84-mile highspeed rail project from Tampa to Orlando that included five stations totaling more than 850,000 square feet, as well as 300,000 square feet of maintenance shops and administration facilities. Paul White, OCS Review Lead Paul is a catenary engineer and systems designer with 32 years of experience in the transit industry. He has designed, built and maintained catenary, third rail, cable, conduit and related systems, as well as designed and patented devices related to overhead contact lines. His tenure at the Massachusetts Bay Transportation Authority (MBTA) included the responsibility of design, operation, and maintenance of the overhead and underground power system. This experience has provided Paul with a practical perspective for the design of OCS systems that are simple, reliable and maintainable. Paul was the OCS designer for the advanced preliminary engineering phase of the M-1 RAIL Streetcar Project, and in this role was responsible for laying out poles and overhead contact system. Paul also developed an ultralow clearance overhead system passing under Amtrak railroad bridges, allowing streetcar pantographs to operate under adverse conditions. He also assisted the design team with design of ornamental streetlight poles for suspending the overhead system. Al Greig, PE, LEED AP, TPSS (Traction Power Substation) Review Al brings 40 years of experience in the planning, design, and construction of significant projects in both the public and private sector. His responsibilities include design of electric traction systems for both heavy and light rail projects. Al has worked in the area of traction Safety and Security Management Plan, Version 4, November

30 power design and project management for 17 years, where he has been responsible for overall design of all aspects of the traction power system furnishing power for rapid transit operations, including substations, power conversion equipment, contact rail, duct lines, distribution cables, supervisory control and corrosion mitigation equipment. Tim Keefe, Road & Track/Station & Platform Review Lead Tim is a transportation design engineer with a background in the planning, design and construction of rural and urban transportation facilities. He has prepared plans, estimates, quantity computations and special provisions, and is experienced in PS&E delivery as well as in the use of MicroStation and InRoads software for automated design. Tim was the lead track design engineer responsible for developing 30% plans for the Milwaukee Streetcar project, where design efforts included track horizontal and vertical alignment and pavement structure and cross-section design, and urban civil and roadway design. Mark Gentile, PE, Road & Track Review Lead Mark has more than 15 years of experience in geometric design and preparation of roadway design and right-of way plans. He assists project team members with a variety of CAD tasks (overall plan production) and provides project team coordination. Mark has experience using MicroStation, InRoads, GEOPAK and SignCad, and is knowledgeable in both AASHTO and MDOT standards and procedures.. Tony Shkurti, PhD, SE, PE, Structure Review Lead Tony is a nationally recognized authority in structural engineering and provides senior-level technical expertise on projects with unique and complex problems. As an experienced problem solver, Tony provides solutions in many areas of functions that are beyond the scope of standard procedures. He has led design teams from conceptual design through final plan delivery on projects involving design of precast segmental and cast-in-place posttensioned concrete bridges as well as steel plate girder bridges with unique/complex framing layout. Tony is one of the top modelers in the firm and has prepared some of the most complex and refined models. His research includes seismic retrofit of bridge substructures, redundancy of bridge superstructures, bracing systems, fatigue and fracture behavior of steel bridges, infrastructure security risk assessment and mitigation, and vehicular impact analysis. Karianne Steffen, PE, PTOE, MOT Review Lead Karianne has 10 years of transportation experience, including developing plans and specifications for signal optimizations, maintaining traffic, traffic signals, pavement markings, signing and ITS design. She has also prepared numerous traffic reports, including traffic operations, warrant analysis, traffic impact studies and geometric improvement studies. Karianne is proficient in MicroStation V8, Synchro 7.0, PC-Travel, HCS+ and AutoTurn. Pat Johnson, PE, Signals Review Lead Pat brings 18 years of experience as a project manager and project engineer for the development of plans and specifications for traffic maintenance, traffic signals, pavement markings and traffic signing projects. In addition designing more than 700 traffic signals, Pat has also investigated transportation systems, identified capacity deficiencies, trip distribution and traffic assignments, and performed circulation studies. Pat has strong technical skills in traffic signal design, ITS design, traffic operations, warrant analysis, signing and marking plans, maintenance of traffic plans, ADA ramp design and traffic impact studies. He is proficient in MicroStation V8, Autodesk 2008, Synchro 7.0, HCS+, PC Warrants, ArtPlan, Marc NX, Jamar Counter Software, Trip Gen and AutoTurn. Safety and Security Management Plan, Version 4, November

31 Matt Junak, PE, Communications Lead Matt is a transportation engineer with 10 years of experience in intelligent transportation systems (ITS), transportation planning, traffic engineering and highway design. He is knowledgeable in national and MDOT standards and procedures for traffic engineering and ITS planning and design. Matt designs ITS projects, including the development of PS&E (plan, specification and estimate) bid packages. He has performed ITS system management tasks (integration oversight, acceptance testing and field coordination), performed reviews of technical shop drawings, developed technical specifications and incident management plans, trained in an ITS integration facility and has field experience in the placement of ITS devices. Matt is knowledgeable in using Synchro and SimTraffic, HCS+, Microsoft Visio and MicroStation software. Leah Tapp, PE, AVS, Document Control, Agreements & MOU Support Leah has gained a broad range of experience in 10 years that includes utility coordination, geometric design and modeling, design-build, technical writing, guardrail design, safety improvements, project estimating, development of maintaining traffic concepts, public information work, and value engineering studies. She has performed these roles and responsibilities on both large and small projects for state DOTs and municipalities. Her specific utility coordination assignments include MDOT s I-275 ITS Fiber Expansion Project, the Blue Water Bridge Corridor Reconstruction of I-94/I-69 between Lapeer Road and the Black River Bridge, and the I-94 MITS Upgrade, Phases I and II, in Wayne County. Ken Holbert, PE, Resident Engineer Ken brings 20 years of experience, including four years working directly for MDOT as delivery engineer for the Port Huron TSC. In that position, Ken supervised TSC inspection staff for MDOT projects, oversaw local government construction, and participated in design and plan review meetings. With an extensive background in construction, Ken serves as a resident engineer and represents the client s best interest while coordinating between standards, specifications, contractors, and the work being built. Jonathan Bailey, Lead Roadway Inspector Jonathan inspects heavy highway concrete production paving in reinforced pavement sections, non-reinforced sections, and high performance sections, as well as roadways and bridges, joint layouts, joint sealing, bituminous pavements, traffic control, soil erosion, and utility upgrades. Jonathan also inspects density, concrete and bituminous testing, earth and drainage work, and landscaping, superstructure and substructure components, steel erection, bridge scoping, electrical upgrades, bridge painting, and PT bar verification and grouting. Jonathan has knowledge of both AASHTO and MDOT standards and procedures. Rich LaPalm, Electrical/Signals & Lead Inspector, Constructability Reviewer Rich brings 25 years of experience overseeing major bridge and highway construction projects in southeastern Michigan. His responsibilities include reviewing plans and proposals and interpreting contract specifications while monitoring project workforce and providing quality assurance/quality control. Rich s road construction experience includes signals, surveying, earth work, paving, drainage operations, and traffic control. This includes many at-grade railroad crossings where the approach pavement and utility design was coordinated with the railroad. Rich s experience gives him the ability to review the constructability of ideas and help make sure that what is envisioned is able to be built in a sound and efficient manner. Safety and Security Management Plan, Version 4, November

32 Brett Hess, PE, Drainage Lead Brett is a water resource engineer with eight years of experience in hydrologic and hydraulic analysis, including drainage for rail and highway projects, stormwater management systems, combined sewer overflow modeling, inflow and infiltration modeling and green infrastructure projects. He has brings five years of design-build experience designing and integrating complex drainage systems and Best Management Practices. Brett uses several modeling programs including MicroStation, AutoCad, Storm & Sanitary, XP-SWMM, EPA- SWMM, HEC-RAS, PondPack and Culvert Master. Package A Final Designer Key Staff Qualifications Laura Aylsworth, PE Ms. Aylsworth-Bonzelet, a Vice President with URS, has a diverse range of highway design and transportation project experience. Ms. Aylsworth is a top tier project manager with over 21 years of transportation engineering experience and a long track record of successfully delivering multi-million dollar complex freeway and arterial projects. She has the ability to assemble a team of experienced and driven professionals who are willing to dive into a project and make sure that deadlines are met while delivering high quality plans. Ms. Aylsworth s experience in Southeast Michigan that she has managed or served as a deputy include: M-1 RAIL Streetcar Project, Detroit; Woodward Light Rail Project, Detroit; M-39 (Southfield Freeway) from I-94 to M-20, Wayne County; and New International Trade Crossing, Detroit. Todd Bonzelet, PE Mr. Bonzelet s technical experience includes a diverse range of freeway and highway design and transportation projects. His 15 years of experience includes intersections, urban arterials, State trunklines, rural highways, freeways and complex interchanges. Mr. Bonzelet is a company expert regarding the GeoPAK Roadway Modeler and 3D technology employed by URS and MDOT. Recent project experience includes: M-1 RAIL Streetcar Project and M-39 (Southfield Freeway) from I-94 to M-20 in Wayne County. Kurt Weslock (Mannik & Smith) Mr. Weslock has over 19 years of experience in the design of road projects, including plans, profiles, typical sections, pavement marking and signing plans, signal plans, maintaining traffic and detour plans, guardrail, quantity calculations, and cost estimates. Mr. Weslock has extensive knowledge of AASHTO, ODOT, and MDOT standards and procedures. Mr. Weslock has worked on a variety of Detroit, Michigan projects including M-85 rehabilitation near the Detroit Produce Terminal; Civic Center Drive realignment near Cobo; Randolph Streetscape and resurfacing from Gratiot to Monroe; M-23 & M-46 reconstruction in Saginaw, Michigan with extensive underground utility replacements; and the M-43 CPM project including numerous ADA ramp upgrades in the City of Lansing, Michigan. Kyle Reidsma, PE PTOE Mr. Reidsma, PE PTOE has 12 years of professional signal design experience on a variety of traffic engineering projects, including traffic signal systems design and operations, maintenance of traffic design, pavement marking and signing design, traffic simulation, and traffic impact studies. Mr. Reidsma has overseen the design of more than 475 traffic signals for URS on previous MDOT projects and local agency projects. He has performed a variety of traffic signal designs including interconnected systems, flashing beacons on warning signs, overhead flashers, standard four-leg intersections, part-width construction signal staging plans, and complex designs involving single-point urban interchanges and intersections with more than four legs. Mr. Reidsma has recently completed an assignment as Lead Traffic Signal Design Engineer for the design of twelve (12) traffic signals, including Safety and Security Management Plan, Version 4, November

33 construction staging plans along the I-696 Service Drives from west of M-53 (Van Dyke) to M-97 (Groesbeck) in Macomb County as part of an MDOT bridge design project. Ron Simons, PE Mr. Simons has 22 years of experience in planning, design, bidding assistance, construction management, and associated start-up of wastewater collection systems, wastewater treatment facilities, and water transmission mains. Mr. Simons has extensive experience in construction methodologies for a variety of projects including outfall construction, large interceptor sewers, wastewater pump stations, and wastewater treatment facilities throughout Michigan and the United States. Mike DeVries, PE Mr. DeVries is a Vice President with URS who has 18 years of technical experience in access management, EPE studies, EIS/MIS preparation, traffic impact studies, and signing, pavement marking, and maintenance of traffic plans. Mr. De Vries has extensive expertise in the areas of traffic simulation modeling and optimization of signal networks, arterial streets and isolated intersections. Mr. De Vries is an adjunct professor at Calvin College and an instructor for Michigan State University s Office of Highway Safety Programs, teaching classes on traffic engineering, highway design, traffic simulation and traffic impact studies. Mr. De Vries has served as Lead Traffic Engineer for countless road and bridge design projects all across the state of Michigan and has recently been involved with the Silver Line BRT Station Routing and Visioning project in Grand Rapids; City of Detroit Traffic Signal Optimization; and the I-75 from Gibraltar Road to Dix-Toledo Highway project. Doug Parmerlee, PE Mr. Parmerlee is the Manager of Bridge Design for URS Michigan office. He has over 20 years of design experience and is well-versed in the design of highway bridges, earth retaining walls, and sound walls. Mr. Parmerlee routinely manages or leads design efforts on projects within his area of expertise. He performs quality reviews and is intimately familiar with plan and specification preparation, including the AASHTO LRFD Bridge Design Specifications, having attended multiple training sessions and applied the code to numerous designs since MDOT formally adopted LRFD. He aided MDOT in writing foundation piling and mechanically stabilized earth wall special provisions to align with the LRFD code. Mr. Parmerlee taught several introductory courses in Bridge Design through the Highway Traffic Safety Program of Michigan State University. Tim Martin, PE Tim Martin is a civil engineer with 16 years of experience in the design and construction of transportation projects. He has specific involvement in freight rail, light rail, and streetcar projects in Oregon, Washington, California and Utah. His experience includes trackwork design, roadway design, drainage design, project management and construction management. Lindsay Yazzolino, PE, LEED AP Ms. Yazzolino is a transportation engineer with 9 years of experience which includes transit and local street design, site development, and design services during construction. Her experience includes site layout, street design, site grading design, erosion control, earthwork calculations, and utility design for various transportation and private development projects. She also has experience designing water quality and detention facilities. Recent light rail experience includes:portland to Milwaukie LRT, East Segment, TriMet, Portland, OR; Santa Ana Fixed Guideway (Streetcar) Project Study, Santa Ana, CA; and Portland Streetcar Loop, Portland, OR. Safety and Security Management Plan, Version 4, November

34 Lucito Gatlabayan, PE, PEng Mr. Gatlabayan is a senior transportation design engineer with more than 35 years of experience in design, construction, and project management. The first 16 years of his career were spent working for transportation design consultants in BC, Canada including the design of LRT (Skytrain) projects, freight railway yard projects, mining site work, roadway, and highway projects. Currently and for the past 19 years, he has been designing light rail transit, heavy freight railway projects, and track/ roadway for port container terminal projects. Leonard Occhiogrosso, BA Mr. Occhiogrosso has over 32 years of experience in transit planning. He is an experienced Project Manager and a seasoned manager, leader and coach, and he has proven experience in all aspects of transit and transportation planning. Mr. Occhiogrosso has been responsible for the provision and monitoring of service levels, operation and management systems, business development, and marketing. He has been involved with environmental assessment, rapid transit studies, transportation planning and policy experience, including land use / transit relationship, regional and corridor planning studies, strategic planning, property acquisition and development issues, and public consultations. Dan Mills, PE Mr. Mills is a traffic engineer with 19 years of experience on traffic engineering and transportation planning projects. His traffic engineering capabilities include: traffic signal design, roadway and intersection signing and striping, roadway lighting, construction staging, and traffic control. Dan has been involved in numerous transportation and transit planning projects of varying scope and complexity. Jeffrey Sinclair Mr. Sinclair has more than 34 years of experience in the design and construction of transit signals and communications systems. He has worked with railroads, commuter rail, light rail, and subway systems. He has been involved in numerous rail transit projects and has diversified experience in all areas including: detailed system circuit design, preparation of contracts, project management, construction management, and field construction. Mr. Sinclair worked as a consultant for eight years with New York City Transit s Capital Program Management group where he prepared technical specifications and contract documents for over twenty separate CPM signal projects with a total construction value over one billion dollars. Graceanna Baird, EIT, LEED AP BD+C Ms. Baird has over 5 years of experience supporting catenary design of 1-wire, 2-wire, and 3-wire systems, as well as projects involving electrical network simulation for transit authorities. She has also gained field experience inspecting geotechnical work and measuring catenary wire heights. Recent project experience includes: Metropolitan Atlanta Rapid Transit Authority Atlanta Streetcar; Toronto Transit Commission Toronto Transit Expansion; and City of Cincinnati - Cincinnati Streetcar. Silvero Conte Mr. Conte has over 35 years of electrical engineering experience, 30 of which were with NJ TRANSIT in progressively responsible positions, including Electric Traction Engineer, Chief Engineer of the Electrical Department, and Deputy General Manager of the Infrastructure Engineering Department. His experience includes the maintenance, construction, and repair of all electrical power and light rail facilities and the proper operation of the catenary systems and high- and low-voltage supply substations and switch gear, autotransformers, and signal generating stations. Safety and Security Management Plan, Version 4, November

35 Rick Schuitema, LEED AP Mr. Schuitema has 14 years of experience in the field of electrical engineering. He has provided lighting design and electrical/its shop drawing review and inspections on numerous MDOT projects, including 9 bridges along I-696 in Macomb County; the I-196 reconstruction and widening in Grand Rapids; and electrical design for numerous Michigan rest area projects. His expertise also includes electrical design for primary and secondary electrical power distribution systems, grounding, energy conservation, system controls, indoor illumination design, fire alarm systems, emergency generator systems, lightning protection systems, specifications; system studies; and outdoor lighting. Chris Vogelheim, AIA, NCARB, LEED AP Mr. Vogelheim has over 18 years of experience in architecture and design. He provides design and technical leadership on retail, commercial, and institutional projects; programs and conceptualizes project designs; creates presentations to gain client approvals; generates specific and complete contract documents that detail the approved design concepts; and provides contract administration services and construction supervision to ensure proper construction of the project. He has accomplished design and technical experience on commercial, healthcare,and retail projects ranging from small scale to large and complex projects. Jonathan Fahling, AIA, NCARB, LEED AP Mr. Fahling is a registered architect with architecture and business experience in a distinctive range of architectural project types including commercial, institutional, federal, and transportation projects. He provides design and technical leadership, generates specific and complete contract documents, and performs quality reviews. Mr. Fahling is experienced managing projects at all phases of design development, bidding and construction contract administration, including execution of LEED projects. Recent project experience includes Detroit Department of Transportation Facilities design; Cadillac-Wexford Transit Authority New Bus Transit Facility; and Blue Water Area Transit Commission new bus storage, maintenance, and administration building. Mark Wrona, ASLA, CLARB With 39 years of experience, Mr. Wrona's professional expertise is well-founded in site planning and design, municipal master planning, and zoning code preparation. His experience includes consultation with governmental jurisdictions, builders, and developers, and collaboration with architects, engineers, and environmental scientists. His responsibilities include total project coordination, with close client involvement in all phases of project development, from initial programming and planning through design development, construction documents, and construction administration. A talented designer, Mr. Wrona's work has been recognized by the American Society of Landscape Architects, the American Association of Nurserymen, the Michigan Society of Nurserymen, and the U.S. Tennis Court and Track Builders Association. CM/GC Key Staff Qualifications Tom Gilman, Project Manager Tom has worked in the construction and engineering industries for 16 years, most of which has been in streetcar and light rail construction. He worked on the initial Portland Streetcar projects, the first modern streetcar projects and the first CM/GC transit project in the country. Tom was instrumental in the development of our three blocks in three weeks construction approach to minimize impacts to local businesses. His expertise in rail transit Safety and Security Management Plan, Version 4, November

36 construction in urban environments and his CM/GC experience will directly benefit the project team. Randy Olmstead, Civil Construction Manager Randy has 12 years of experience in the construction industry. Since joining SWI, he has worked on major CM/GC rail transit projects, gaining valuable experience in all aspects of heavy civil and rail work. He is currently managing all field activities on the Sugar House Streetcar Project, which features work elements similar to the M-1 RAIL Streetcar Project including embedded track, multi-lane road crossings, train and traffic signals, stations, catenary system, and traction power substation infrastructure. Nick Patridge, Rail Construction Manager Nick has 16 years of experience in track construction. He began his career with SWI and has managed track operations on streetcar, light rail, and commuter rail projects in Portland, Phoenix, Salt Lake City, and San Diego. He is adept at managing multiple track crews on complex, schedule-driven projects in urban environments. John Huddleston, Structural Construction Manager John has over 30 years of experience in construction on transit and transportation projects. His experience includes highway bridges, transit-only bridges, combined transit and roadway bridges, and bridge construction over major roadways and rail yards. He is adept at scheduling and supervising structures crews on complex projects. Darrell Jones, OCS/Electrical Construction Manager (Truland) Darrell has over 30 years of experience in railway systems construction. He has worked on many of the nation s largest rail transit systems, managing installation of traction power, overhead catenary systems, train control, and communications systems in urban environments. His experience will be invaluable throughout the pre-construction and construction phases of this project. Matthew Blackburn, Utility Relocation Manager Matthew has extensive experience coordinating the relocation, protection, and treatment of public and private utilities. His role as utility coordinator on a $526 million, 45-mile commuter rail project required coordination with multiple municipalities and utility owners. He is particularly attuned to safe work practices which is critical when working on utility relocations in congested environments with substantial vehicle and pedestrian traffic. Lori Ballard, DBE and Workforce Utilization Manager (Ballard Associates, LLC) Lori is president of Ballard Associates, LLC, a Detroit-based firm formed to facilitate opportunities for underutilized firms on major projects. Her experience as Small Business Facilitator and Business Diversity Manager at the Wayne County Airport Authority is directly relevant to her role on this project. Brian Dagsland, Schedule Manager Brian is currently the Schedule Engineer and track Field Engineer on the Sugar House Streetcar Project where he recently coordinated two complex, accelerated track installations across major UDOT arterial roadways with no unplanned disruption to traffic. He has detailed knowledge of developing and updating resource loaded schedules using the Critical Path Method (CPM) and currently works with Primavera P6 software. Rick Tortorello, Cost Estimating and Budget Manager Rick has negotiated GMPs on many CM/GC streetcar projects, including the Portland Streetcar Loop, Portland Streetcar Phases 1, 2, and 3, Sugar House Streetcar, South Lake Safety and Security Management Plan, Version 4, November

37 Union, and First Hill Streetcar projects. He is recognized as one of the few senior estimators in the U.S. with experience in arriving at an agreed CM/GC price for streetcar, light rail, and commuter rail projects. Rick s experience will be a benefit to the M-1 RAIL team in identifying value engineering opportunities and other innovative solutions to reduce project costs and to arrive at the GMP. Scott Lewis, Safety Manager (White Construction) White Construction has offered their corporate safety director to provide safety program management on this important project. Scott s formal safety education, practical training, and jobsite experience combine to make him well qualified for this role. Scott s local roots will complement SWI s healthy culture to ensure safe workplace practices for employees, subcontractors, the M-1 RAIL team, and the public. Courtney Beesley, Quality Assurance/Quality Control (QA/QC) Manager Courtney has 12 years of experience in construction on rail transit, roadways, buildings, and other projects. He is currently Quality Control and Safety Manager on the Sugar House Streetcar Project, which includes most of the same elements as the M-1 RAIL Streetcar Project. Cory Abourezk, Construction Manager Cory has been working on urban streetcar and light rail construction projects with SWI for 20 years. Cory was the superintendent on the first modern streetcar project in the U.S. Portland s Central City Streetcar. He is among the few construction managers in the nation with the experience to successfully construct a streetcar system in an urban environment while successfully balancing the needs of the project, the general public, and the business community. Cory will coordinate the discipline-specific construction managers during Segment 1 construction, while Project Manager Tom Gilman will continue to support the pre-construction services on Segment 2. Billy Johns, Maintenance of Traffic (MOT) Manager Billy is experienced in managing MOT operations on urban rail transit projects. This role is critical on in-street running rail construction projects. He will be embedded with the crews and have the authority to ensure our team is delivering on our commitments for vehicular and pedestrian safety, business impact mitigation, and overall project communication. He has the responsibility to coordinate all work with affected property owners, and has the authority to stop work and adjust schedules to accommodate individual needs when necessary. Bassett & Bassett, Community Relations/Public Involvement Located on Woodward Avenue, Detroit-based Bassett and Bassett is a deeply experienced communications group with decades of successful experience in community outreach and stakeholder communications on large, complex construction projects. Bassett and Bassett is available as a part of our team to lead community outreach and public information to the extent M-1 RAIL requires. Their local knowledge and relevant experience can support M-1 RAIL s community engagement program to deliver this work while maintaining community support. Katie Nance, Corporate Safety Manager Katie has more than 10 years of experience as a construction safety professional with certification as a Construction Health and Safety Technician. Her responsibilities include developing, implementing, reviewing, and managing the company safety and health program. She administers the company safety and health training program, tracks safety Safety and Security Management Plan, Version 4, November

38 performance and trends, ensures regulatory compliance, and serves as a resource to the project safety managers. Brandi Lisle, Corporate Quality Control Manager Brandi has extensive experience developing, implementing, and monitoring quality programs on streetcar, light rail, commuter rail, and maintenance facility projects. She is knowledgeable in all aspects of rail construction and the related quality requirements of federal, state, and transit agencies. Brandi emphasizes increased communication, training, and information sharing among projects to build awareness for all construction team members. Clayton Gilliland, Principal-in-Charge Clayton has worked in the construction industry for 23 years, most of which has been in rail transit construction. He has an excellent reputation with project owners and stakeholders, and is known for his successful coordination with municipalities, businesses, and residents on projects. He will take an active role in ensuring project goals are met. He will meet in person, at least monthly, with our project staff to monitor safety, quality, schedule, and budget performance. He will also monitor DBE and workforce participation as well as community approval to ensure that the project team is delivering on all of our commitments. George Furnanz & John Zehner, Executive Leadership Team George is the Chief Operating Officer, and John is a Senior Vice President of SWI. They bring a wealth of experience in urban rail transit construction as well as in many aspects of the CM/GC process, including innovations, value engineering, client relations, estimating, and GMP negotiations. Once into the construction phase, this executive team will provide oversight, meeting regularly to review project status with M-1 RAIL s management group as well as other key stakeholders in order to facilitate a positive team relationship Detroit Police M-1 RAIL will work with the Detroit Police Department, as well as security guards as needed. The Detroit Police Department will participate on an as-needed basis in the development and reviews of the technical content of the security-related portions of the request for proposal documents, and participates in the review of the final design deliverables, and security-related deliverables submitted by the contractor to ensure compliance with established police and security programs Federal Transit Administration The Federal Transit Administration (FTA) provides support as the Project progresses through Engineering and into construction. To provide guidance through these phases, FTA has assigned the Burns Group as the Project Management Oversight Contractor (PMOC). FTA representatives will review and approve various documents at the appropriate stages. 3.2 Committee Structure The M-1RAIL Streetcar Project is supported by the following committee structure which all report to the M-1 RAIL Safety and Security Officer, Roy Bryans and final authority resting with the M-1 CEO, Paul Childs: Safety and Security Management Plan, Version 4, November

39 Figure 3-1: M-1 RAIL Committee Structure Safety and Security Certification Committee (SSCC) A Safety and Security Certification Committee has been formed to facilitate the implementation and management of the SSCP. The committee consists of representatives from M-1 RAIL Staff, Detroit Police as necessary, contractors, MDOT Office of Rail, and safety and security staff. The SSCC is responsible for monitoring the status, results, and issues of the certification process through periodic review. Additionally, the SSCC provides related approvals, concurrences, guidelines, checklists, and/or direction for the resolution of identified hazards, critical safety and security concerns, or non- compliances, as appropriate. The committee ensures system safety, system security, safety and security certification, and systems assurance resources are provided. The SSCC also identifies the processes to be used for hazard analysis and threat and vulnerability assessment so that all credible hazards identified during design reviews, material and hardware selection, assembly and integration, audits, inspections, and testing are resolved and appropriately documented. The committee serves as a forum to build consensus for a comprehensive safety and security certification process, reviews lessons learned from previous or ongoing safety and security certification programs, and tracks the status of the safety and security certification process. During the construction phase, the Committee also reviews, analyzes, and directs activities related to the fire/life safety and security aspects of the project and identifies the emergency response needs (such as training, drills, etc.) that are required to adequately respond to accidents/incidents that may occur during each phase of the project, including operations and maintenance in coordination with the Fire / Life Safety and Security Committee. The SSCC also provides expertise to facilitate the development and implementation of emergency responder training programs and activities, and emergency operating procedures and plans. Safety and Security Management Plan, Version 4, November

40 The SSCC reviews changes to the SSCP, in addition to reviewing and approving the consolidated checklists. SSCC members may witness testing that verifies safety and security certifiable items, and will review all testing results for certifiable items to ensure compliance with criteria and specifications. The Safety and Security Officer serves as Chair of the SSCC and convenes meetings and review sessions necessary to achieve final certification. The Safety and Security Officer will resolve many issues within the committee, however all approval and sign-off responsibility will rest with the M-1 RAIL CEO, Paul Childs. Minutes will be kept of each meeting. Preparation of all materials and logistics for SSCC meetings is the responsibility of the Chair or designee. Meetings of the SSCC are scheduled, as required, to support the certification process. The SSCC reviews documentation of compliance, assigns responsibility for resolution of deficiencies, and assigns resolution actions. The SSCC also authorizes the issuance of a Certificate of Compliance but the Safety and Security Officer will have final authority and responsibility for decisions made with input from the general membership. Voting members will be the Chair and lead project managers from each organization. The Committee: Serves as a liaison between M-1 RAIL and the external emergency response agencies Reviews DCM relative to safety and security industry standards Implements and manages the implementation of the SSCP and the certification process Participates in the development and review of the CEL process Oversees of the Contractor s job site safety program Performs hazard analyses of system modifications to determine potential hazards that may be created as a result of the system modification, and support the development of mitigating and controlling factors to address such hazards SSCC Members are as follows: Chair- Roy Bryans, Safety and Security Officer General Membership Owner s Representative HNTB Project Manager, Matt Webb SOJ- Carter MacNichol HNTB- Construction Oversight, Victor Frendo HNTB- Systems Lead, Ashley Booth HNTB- Civil Lead, Matt Simon HNTB- Utilities Lead, Tony Migaldi LTK- Vehicles, Jason Krause Safety and Security Management Plan, Version 4, November

41 Final Designer- URS CM/GC Contractor-Stacy Whitbeck Rail Operations Contractor Electrical Maintenance Contractor Project Manager- Laura Aylsworth Safety- Rick Nannenga Civil/Rail- Mark Dorn Stations- Kathryn Brendle Systems Design- Jeff Sinclair Project Manager- Tom Gilman Construction Manager- Randy Olmstead Safety Officer- TBD TBD TBD The SSCC will be managed by the Safety and Security Officer who will gather input and resolve issues with the committee members. Ultimate responsibility and sign-off authority will rest with the CEO of M-1 RAIL Safety and Security Operations Committee (SSOC) The SSOC will be led by M-1 RAIL s Safety and Security Officer, Roy Bryans, and will include members of safety, security, operations, maintenance, training, and staff who are most familiar with the operations of the system. Safety Staff will be assigned to facilitate the incorporation of the System Safety Program into all aspects of M-1 RAIL s operations and services. The Safety and Security Officer acts as a resource for the operations, maintenance, and administrative staff, and is responsible for the administration of the System Safety Program, with assistance from management as required. The SSOC has the authority and responsibility to: Perform accident/incident investigation on behalf of M-1 RAIL and MDOT, when requested Ensure that all major accidents/incidents, hazards, and internal safety issues are reviewed and resolved Conduct internal safety reviews and inspections Report unacceptable hazardous conditions to M-1 RAIL s executive management as soon as possible Work with modal operations and maintenance staff on a daily basis to ensure all System Safety Program requirements are being implemented and Program goals and objectives are being achieved Develop Corrective Action Plans (CAP) that result from accident/incident investigations, hazard analyses, and safety reviews and audits, and tracking corrective actions through fruition to ensure all identified deficiencies are adequately eliminated or controlled Ensure the CEO is immediately notified of hazards of imminent danger or as other problems are identified or arise Ensure recommendations are followed upon and corrected Safety and Security Management Plan, Version 4, November

42 Review findings and comprehensive reports with recommendations, findings, and actions that cannot be resolved by staff. Develop action plans and monitor the implementation of any corrective action plan pursuant to any reports and recommendations Review, approve, or recommend changes to the reports and corrective action plans, prepared by the Committee for safety hazards and threat and vulnerabilities audit findings and corrective actions, prior to submittal of the final reports to the responsible parties for implementation. Review, approve, or recommend changes to corrective action plans that are developed in response to recommendations of the MDOT Office of Rail. Review, approve, or recommend changes to the annual reports of the internal safety review process required for submission to the MDOT Office of Rail. Review, approve, or recommend changes to M-1 RAIL safety rules and procedures established to implement the requirements and programs defined in the SSPP. The management structure of the SSOC is as follows: Chair- Roy Bryans, Safety and Security Officer General Membership M-1 RAIL Staff- TBD Operations and Maintenance Contractor- TBD Electrical Maintenance Contractor- TBD Security Contractor- TBD MDOT Office of Rail- State Safety Officer- Dan Harris The SSOC will be managed by the Safety and Security Officer who will gather input and resolve issues with the committee members prior to signing off on primary documents. Local agency partners, such as Detroit Fire and Police will be involved and informed of operational safety and security issues as needed depending upon the particular issue. Ultimate responsibility and sign-off authority will rest with the CEO of M-1 RAIL Fire / Life Safety and Security Committee (FLSSC) The FLSSC involves staff from M-1 RAIL, the Owner s Representative, and the Final Designer during the safety and security management and hazard and threat and vulnerability assessment processes. The committee also includes the Operations and Maintenance and Security Contractors Once they are selected and before the system becomes operational. As hazards, threats and vulnerabilities are identified any potential design solutions will be investigated by the Owner s Representative and Final Designer. The FLSSC includes M-1 RAIL staff, local emergency response agency representatives, and other local, state, and federal officials, as necessary. It serves as a liaison between M- 1 RAIL and the external emergency response agencies. The FLSSC is chaired by M-1 RAIL Safety and Security Officer. This Committee will review, analyze, and direct activities related to the fire/life safety and security aspects of the project and identify the emergency response needs (such as training, drills, etc.) that are required to adequately respond to accidents/incidents that may occur during each phase of the project, including operations Safety and Security Management Plan, Version 4, November

43 and maintenance. The Committee also provides expertise to facilitate the development and implementation of emergency responder training programs and activities, and emergency operating procedures and plans. The management structure of the FLSSC is as follows: Chair- Roy Bryans, Safety and Security Officer General Membership Owner s Representative- HNTB, Matt Webb Final Designer- URS, Laura Aylsworth CM/GC Contractor- Stacy Whitbeck, Tom Gilman Operations Contractor- TBD Electrical Maintenance Contractor- TBD Security Contractor- TBD State Safety & Security Officer- Dan Harris Partners State of Michigan Department of Transportation Jon Loree Office of Rail- State Safety Officer- Dan Harris SE Michigan Traffic Operations Center- Michelle Mueller Michigan State Police- Lt. Walter Davis City Of Detroit Police- Commander Hall Fire- Chief Austin Wayne State University- Chief Holt Wayne County DC Richardson FHWA- Phil Lynwood FTA- Cecelia Comito DHS- Emad Shenouda The FLSCC will be managed by the Safety and Security Officer who will gather input and resolve issues with input from the committee members prior to signing off on primary documents. Committee Partners, such as Detroit Fire and Police will be involved and informed of operational safety and security issues as need and depending upon the particular issue. Ultimate responsibility and sign-off authority will rest with the CEO of M-1 RAIL. Safety and Security Management Plan, Version 4, November

44 Activity Develop Safety & Security Policy Identify Existing Safety & Security Requirements for the Acquisition Process Figure 3-2: Safety and Security Responsibilities Matrix Project Development OR OR Engineering OR FD Project Phase Construction SSCC OR FD CMGC Testing & Start-up Test & Verification SSCC OR FD OC CMGC SSCC OR FD Pre-Revenue Operations SSCC OR FD OC Develop Safety & Security Management Plan & Update as SSCC SSCC OR OR applicable OR FD OR FD Assign Safety & Security Certification Responsibilities SSO Establish Safety & Security Committees SSO OR SSO OR SSO OR SSO OR SSO OR Develop Safety & Security Certification Plan and Update as SSO OR SSO OR SSCC, SSO OR SSO OR SSO OR applicable SSCC SSOC SSCC SSCC Identify Safety & Security Certifiable Elements & Items OR OR SSCC OR FD OC OR FD OC, (CEL/CIL) FD FD OR FD OC CMGC SSOC Initiate Project Safety & Security Documentation System OR SSO OR SSO FD SSCC OR SSO FD SSCC OC OR SSO FD SSCC OC OR SSO FD SSCC OC, SSOC OR SSO OC SSCC, SSOC OR SSC OC SSCC, SSOC Perform Preliminary Hazard Assessment & Update and Perform OR SSC OC OR SSO OC OR SSO OR SSO Additional Hazard Analyses as applicable SSCC SSCC Perform Threat & Vulnerability Assessment & Update; and Perform Additional Threat Analyses as applicable OR SSO OR SSO Prepare Safety & Security Design Criteria & Update and Revise OR FD SSCC OR FD SSCC, as applicable CMGC SSOC SSCC, SSOC Integrate Operation & Maintenance Requirements into the FD SSCC OC, FD Design SSOC FD OC FD SSC OR OC Develop and Verify Design Criteria Conformance Checklists SSCC SSCC SSCC Implement Hazard and Vulnerability Resolution & Tracking SSC OR SSCC SSCC, SSCC, SSOC SSC OR SSC OR SSC OR Perform Safety & Security Design Reviews FD SSC OR FD SSC OR PMC DM PMC DM OC PMC SSM PMC SSM Identify Safety & Security Requirements for Test Program Plans, Integrated Tests, and Operational Readiness Reviews SSO SSO SSCC OR Develop and Complete Specification Conformance Checklists OR FD SSO OR FD SSO SSCC SSCC Develop Construction Specifications, including Construction Phase Safety and Security Requirements OR FD SSO SSO CMGC Verification of Safety & Security Requirements Procured, Constructed and Installed Update CIL SSCC SSCC Construction Site Safety & Security Audits/Inspections MDOT OR Safety & Security Review of Engineering Change Orders & Waivers SSCC SSCC Issue Permits & Certificates (as applicable) MDOT OR MTA CMD MTA CMD Update Operations & Maintenance Manuals, Plans, Procedures and Training SSO SSCC SSO SSCC SSO SSCC Systems Integration Testing FD OR SSCC SSOC Pre-Revenue Operations SSCC OC Complete Operational Readiness Review SSCC, SSOC Issue Final Safety & Security Certification Verification Report SSCC, SSOC CMGC- Construction Manager/General Contractor MDOT OR Michigan Department of Transportation, Office of Rail OR Owner s Representative SSO M-1 RAIL Safety & Security Officer FD Final designer OC Operations Contractor SSCC Safety and Security Certification Committee SSOC Safety and Security Operations Committee Safety and Security Management Plan, Version 4, November

45 4.0 SAFETY AND SECURITY ASSESSMENT 4.1 Approach to Safety and Security Assessment Since the M-1 RAIL Streetcar Project is a new rail system which will be constructed in a new corridor, all standard hazard identification and resolution assessment and threats and vulnerabilities assessment will be employed. M-1 RAIL defines a hazard as any unintentional act or set of conditions, internal or external to the system or system operation which, when they occur, can cause injury, illness, death, or damage or loss of equipment or property, or severe environmental damage. M-1 RAIL will require the Owner s Representative and the Final Designer to be held responsible for ensuring that all of the designers, project managers, contractors, and subcontractors use acceptable hazard identification, assessment, and resolution methods and threats and vulnerabilities assessment. Threats are defined as specific intentional acts that will damage the system, its facilities, or its patrons. Threats include any intentional actions which detract from overall security. They range from the extreme of terrorist-initiated bombs or hostage-taking to more common events such as theft of services, pick-pocketing, graffiti, and vandalism. Those responsible for identifying and assessing threats and vulnerabilities must not only measure the degree of potential danger, but the chances of that particular danger actually occurring. Vulnerability is defined as the susceptibility of the system to a particular type of security hazard. Vulnerabilities can be corrected, but risk analyses must be undertaken to determine which vulnerabilities take the highest priority. The Project Managers and Contractors will be held responsible for employing a Preliminary Hazard Analysis (PHA) and a Threat and Vulnerability Assessment (TVA) in the earliest stages of design in conjunction with and in cooperation with the M-1 RAIL SSCC. In addition, any deviations from the M-1 RAIL Design Criteria or Design Standards involving safety or security that may occur during the course of the project and potentially pose a hazard will undergo a hazard analysis and vulnerability assessment. In addition to any hazards or vulnerabilities identified during assessments of deviations, other hazards or vulnerabilities may be identified during the normal course of work on the project, including such activities as design reviews, construction inspection and testing, integration testing and start-up. All potential hazards and vulnerabilities will be documented for evaluation and resolved. All potential hazards and vulnerabilities identified during Project Development (PD), Engineering, Procurement, Construction and Installation, Inspection and Testing, Integration Testing and Start-up phases will be evaluated for validity, categorized, assessed, and resolved. Safety and Security Management Plan, Version 4, November

46 Figure 4-1: Project Methodology for Identifying and Resolving Hazards, Threats, and Vulnerabilities 4.2 Requirements for Safety and Security Assessment Hazard and vulnerabilities categorization, assessment and resolution are a requirement of this project. The project requirements for categorizing hazards and vulnerabilities based on their probability of occurrence and severity are shown below in Figure 4-2 for hazards and Figure 4-3 for vulnerabilities. M-1 RAIL is adopting a system to assess levels of risk and to determine what action(s) must be taken to assess, correct, and document hazards and vulnerabilities and their associated risks. This risk assessment system will be based on the FTA Hazard Assessment Guidelines for Transit Projects and the latest version of MIL-STD-882. This process is a qualitative assessment based on largely subjective judgments used to determine the risk associated with each hazard and vulnerability and thus the urgency for implementing corrective measures to eliminate or reduce risk to a level of acceptability. Corrective measures are applied through design selection to eliminate or reduce hazards, by providing Safety and Security Management Plan, Version 4, November

47 (specifying) safety devices, by providing (designing) warning devices, by instituting special procedures or training, or by eliminating the use of the system and substituting with another. Figure 4-2 depicts hazard categorization, assessment methodology and resolution. The combinations of hazard severity and frequency are assigned a hazard risk index number from 1 to 20. Hazard risk index values are used in grouping individual hazards into hazard categories, which can then be used to generate specific actions, such as mandatory reporting of the most severe hazards to management for action. Figure 4-3 lists the hazard risk categories, their level of priority for resolution, and hazard risk index values. M-1 RAIL s level of risk acceptance and approval based on the hazard risk category is also given. Similarly, Figure 4-4 depicts threats/vulnerabilities (Security) categorization, assessment and resolution. The Final Designer will apply these methodologies to the M-1 RAIL Streetcar Project design and the subsequent contractors in other phases will address the mitigations as they apply through construction and final phases of the project, resolving all identified hazards and vulnerabilities or seeking M-1 RAIL approval to defer them to a later phase for resolution through M-1 RAIL procedure modification and training. On the M-1 RAIL Streetcar Project the types of analyses that will be required in various phases are a PHA, an Operating Hazard Assessment, and TVA. These analyses will be performed by the M-1 RAIL Owner s Representative/Final Designer safety and security team. Review and input by the Owner s Representative and Final Designer discipline leads as well as the M-1 RAIL operations and security personnel will ensure that these analyses are as complete as possible. The SSCC will review and approve these analyses. During the design of critical systems, a Failure Mode and Effects Analysis (FMEA) or a Failure Mode, Effects, and Criticality Analysis (FMECA) may be required during design of the critical systems. Additionally a Fault Tree Analysis may be required, depending on the critical system. These more detailed analyses will be completed by members of the Owner s Representative\Final Designer team that have the appropriate expertise in conjunction with Owner s Representative\Final Designer discipline leads if required. The results of these analyses will be tracked in the CEL to ensure that they are considered and incorporated into the design. Results could be incorporated into revisions of the design criteria, design documentation, and specifications. Ideally, the results will be incorporated into the final design. Safety and Security Management Plan, Version 4, November

48 Figure 4-2: Hazard Categorization and Assessment HAZARD PROBABILITY Descriptive Word Level Within Specific Individual Items Within a Fleet or Inventory Frequent A Likely to occur frequently. MTBE* is less than 1000 operating hours. Probable B Will occur several times in life of an item. MTBE is equal to or greater than 1000 operating hours and less than 100,000 operating hours. Occasional C Likely to occur sometime in life of an item. MTBE is equal to or greater than 100,000 operating hours and less than 1,000,000 operating hours. Remote D Unlikely but possible to occur in life of item. MTBE is greater than 1,000,000 operating hours and less than 100,000,000 operating hours. Improbable E So unlikely it can be assumed occurrence may not be experienced. MTBE is greater than 100,000,000 hours. Continuously experienced Will occur frequently Will occur several times Unlikely but can reasonably be expected to occur Unlikely to occur, but possible *MTBE = Mean Time Between Events HAZARD SEVERITY Description Category Definition Catastrophic I Could result in death, permanent total disability, loss exceeding $1 million, or irreversible severe environmental damage that violates law or regulation. Critical Marginal Negligible II III IV Could result in permanent total disability, injuries or occupational illnesses that may result in hospitalization of 2 or more persons, loss exceeding $200,000, but less than $1 million, or reversible environmental damage that violates law or regulation. Could result in injury or occupational illness resulting in one or more lost workdays, loss exceeding $10,000, but less than $200,000, or mitigatible environmental damage without violation of law or regulation where restoration activities can be accomplished Could result in injury or illness not resulting in a lost work day, loss exceeding $2,000, but less than $10,000, or minimal environmental damage not violating law or regulation. Safety and Security Management Plan, Version 4, November

49 Figure 4-3 Hazard Risk Index and Categories Hazard Risk Index FREQUENCY I Catastrophic II Critical III Marginal IV Negligible (A) Frequent (B) Probable (C) Occasional (D) Remote (E) Improbable Hazard Risk Index Value Priority Hazard Risk Category Hazard Risk Acceptance/Approval Level High Administrator/SSCC Serious Director level/sscc Medium Director level/sscc Low Staff Level/SSCC Safety and Security Management Plan, Version 4, November

50 Figure 4-4 Vulnerability Categorization and Assessment Frequency of Occurrence VULNERABILITY CATEGORIES I II III High Moderate Low (A) High H(IA) H(IIA) S(IIIA) (B) Frequent H (IB) H (IIB) S (IIIB) (C) Occasional H (IC) S (IIC) L (IIIC) (D) Seldom S (ID) L (IID) L (IIID) (E) Never S (IE) L (IIE) L (IIIE) VULNERABILITY RISK RISK DECISION CRITERIA IA, IB, IC, IIA, IIB High (H) Risk must be mitigated ID, IE, IIC, IIIA, IIIB Serious (S) Threat should be mitigated if possible within fiscal constraints IID, IIE, IIIC, IIID, IIIE Low (L) Threat is acceptable with review by management SECURITY INCIDENT PROBABILITY CATEGORIES Description Level Specific Individual Item Fleet or Inventory High A Likely to occur frequently Continuously experienced Frequent B Will occur several times in life of an item Will occur frequently Occasional C Likely to occur sometime in life of an item Will occur several times Seldom D Unlikely but possible to occur in the life of an item Unlikely but can reasonably be expected to occur Never E So unlikely, it can be assumed occurrence may not be experienced Unlikely to occur but possible Safety and Security Management Plan, Version 4, November

51 5.0 DEVELOPMENT OF SAFETY AND SECURITY DESIGN CRITERIA 5.1 Design Criteria and Design Standards M-1 RAIL has developed and will maintain Design Criteria and Design Standards that address system safety and security requirements that are applicable to the entire M-1 RAIL System. They are based on standards prepared by the American Public Transportation Association (APTA), National Fire Protection Association (NFPA), and the Underwriters Laboratories (UL), as well as safety and security recommendations by DHS/Transportation Security Administration (TSA) and FTA. In addition, security requirements will also be developed based on Threat and Vulnerability Assessments (TVA). Using these resources and experience from other rail projects, discipline specialists from M-1 RAIL and the Owner s Representatives and Final Designers, in coordination with M-1 RAIL staff, developed design criteria that is applicable to the project. As hazard analyses and threat and vulnerability assessments are conducted, the design criteria will be revised accordingly. The M-1 RAIL Streetcar Project will be designed and built in accordance with established M-1 RAIL Design Criteria and Design Standards. M-1 RAIL will maintain, update and control changes to the Design Criteria and Design Standards. To ensure safety and security requirements are included in the Project design, design/specification conformance certifiable items checklists will be developed. The M-1 RAIL Sensitive Security Information (SSI) policy will ensure M-1 RAIL Streetcar Project documents, including drawings, specifications, and reports are maintained in a secure manner while they are in the possession or control of the contractors. All M-1 RAIL employees and all contractors who have a need to access and use documents will receive SSI training. To ensure safety and security requirements are included in the Project during construction, the certifiable items used during design will be carried forward to develop construction verification certifiable items checklists. 5.2 Design Reviews Safety and security is incorporated into the Design Criteria Manual using best practices for rail design and design reviews will be performed and documented as part of the 100% design milestone submittal to ensure the inclusion of required levels of safety and security. The design reviews support decision-making processes with respect to enhanced safety and security features for which additions to specifications, manuals, tests, and procedures have been requested. Safety and security specific reviews will occur at the final stages of each package. As part of the 30% Design process, M-1 RAIL had a Design Criteria Manual (Version O, dated 3/14/2013) developed. In June of 2013 in advance of the commencement of 70% plan development, the FD reviewed and recommended edits to the Design Criteria Manual. The OR updated the Design Criteria Manual to accept or reject the revisions requested by the FD. Criteria-related issues were identified, discussed and resolved. Agreed modifications were made to the Design Criteria Manual. Safety and Security Management Plan, Version 4, November

52 Upon completion of this review process, controlled copies of the Design Criteria Manual (Version 1, dated 8/16/2013) were formally issued by M-1 RAIL to the various consultant teams. The Manual of Design Criteria includes criteria for the design of all civil and systems elements, including fire/life, and safety and security requirements, and were based on appropriate codes, similar streetcar projects, guidelines and/or industry standards. Design reviews are to be conducted by the OR and FD at the 100% and final Plans, Specifications & Estimate (FPS&E) submissions. For each design submittal, including the final submittal, verification of compliance to the Manual of Design Criteria was documented. In addition, design submittals will be reviewed for elements included in the Certifiable Elements and Sub-Elements List. Design-related issues, including potential hazards and vulnerabilities, are being identified, discussed, resolved and documented as part of the 100% design and design review process. M-1 RAIL safety and security staff, and the Owner s Representative are included in the design reviews and may review design submittals for impact to M-1 RAIL safety and security. It is recognized that the overarching subjects of safety and security cross into all of the other design disciplines. Any Owner s Representative discipline or M-1 RAIL reviewer may flag comments as safety or security related. The Owner s Representative Safety and Security Manager reviews these comments and discusses with the Owner s Representative discipline or M-1 RAIL reviewer the resolution of the comment. The safety and security design criteria in the DCM is used as a baseline for evaluating design submittals. The PHAs and TVAs also evaluated to ensure that the design submittals reflect the results of their analyses. In this way, safety and security requirements and concerns with the design documentation and reports are addressed. Safety and security elements of the M-1 RAIL Streetcar Project are incorporated into the design by developing the following project design elements: Developing the CEL and the SSCP Tracking open safety and security issues with the CEL Developing Criteria Conformance checklists Safety and security requirements are incorporated into the final design by ensuring that M- 1 RAIL and Owner s Representative safety and security personnel fully participate in the design documentation reviews. Review of hazard analyses and threat and vulnerability assessments and incorporation of their results ensures that these concerns are addressed in the final design. The tracking of safety and security design criteria to the criteria conformance checklists and CELs and open hazard and threat issues through the CEL also ensures that safety and security requirements are implemented in the project final design. It is the responsibility of the Final Designer Project Manager to ensure the impacts of the proposed modifications or changes are thoroughly evaluated prior to implementing the system modification or change. Safety and Security Management Plan, Version 4, November

53 5.3 Deviations and Changes Deviations A variance is a specific exception to the design criteria for reasons such as: Insufficient physical space in the guideway to meet design criteria clearance requirements Obstacles to constructability that create an inability to meet design criteria Compliance with criteria will result in an adverse impact to adjacent design components A variance request must include a description of the variance, the section of the DCM for which the variance is requested, a description of the impacts of the variance, including safety and security, cost impacts, and advantages/disadvantages of the variance. The Owner s Representative and Management team considers the Final Designer variance request and its supporting documentation and determines whether to accept or reject the variance. Changes The process for making changes to the DCM involves an interdisciplinary review that follows the design review process discussed above. The procedure will provide a process that identifies changes, records them, assesses them for impact on safety and security, cost, and necessity, approves them, and ensures that approved change information is appropriately disseminated throughout the entire project team. 6.0 PROCESS FOR ENSURING QUALIFIED OPERATIONS AND MAINTENANCE PERSONNEL 6.1 Operations and Maintenance Personnel Requirements This section of the SSMP describes the processes for ensuring qualified O&M personnel are available and trained in their respective job functions. This training will occur prior to the initiation of revenue service. O&M staffing requirements for all components relative to Project operating systems will be detailed in the M-1 RAIL O&M Plan, a subcomponent of the M-1 RAIL PMP. Development of the O&M Plan for any subsystems or components as a result of the M-1 RAIL Streetcar Project will be completed during the Engineering phase. This will ensure that operation and maintenance staffing requirements/associated job tasks will be considered during the design phase of the M-1 RAIL Streetcar Project as they relate to providing safe and secure revenue service. The Operations Contractor is expected to provide Operations service some maintenance of Way tasks and maintain the vehicles and the Electrical Contractor will maintain the electrification system. Each division has various job classifications that are necessary for Streetcar operations. The selected Operations Contractor will apply models used on previous systems of similar nature to determine the number of personnel necessary to implement the M-1 RAIL O&M Plan. Approximately one year prior to revenue service, the selected Operations Contractor will begin recruiting the required personnel and initiate Safety and Security Management Plan, Version 4, November

54 training that will be completed prior to revenue service. These activities will be monitored throughout the M-1 RAIL Streetcar Project. The Management requires: General Manager Security and Safety Officer Operations Manager Maintenance Manager The Operations division requires: Streetcar Supervisor (on duty during all operations hours and qualified for incident response, dispatch, and service coordination) Streetcar Operators (trained and certified for operation on streetcar) Vehicle Maintenance division requires: Service and Cleaning Service Workers Maintenance Supervisors (trained and qualified for vehicle maintenance) Mechanics (trained and qualified for vehicle maintenance) Electrical Maintenance contract requires: Manager (qualified in electrical maintenance for substations and overhead wire) Technicians (trained in electrical maintenance for substations and overhead wire) Maintenance of Way activities are expected to be outsourced to outside vendors. duties/positions include: Maintenance of Way Supervisor Signal power Maintenance Track Maintenance Switch Maintenance Rail Laborers Platform/station cleaners The Operations Roles and Responsibilities is diagrammed in Figure 6-1. Safety and Security Management Plan, Version 4, November

55 Figure 6-1: M-1 RAIL Operation Roles and Responsibilities Each of the job classifications or positions will have following items developed and in place once the contracts with each of the individual independent contractors is executed and before operations commence: A job description that includes qualifications to ensure that selected personnel meet certain levels of competency relative to safe and secure O&M work activities; and respond to emergencies An applicant evaluation process to determine if the applicant is qualified for the position An associated training program for the position Because of the small size of the system, it is assumed that certain individuals will be able to cover multiple roles and duties within certain organizations. Embedded within these elements are the special needs necessary for front-line personnel including security awareness training that will likely be given to all M-1 RAIL and Operations Contractor employees. Safety and Security Management Plan, Version 4, November