Written Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP-DOT O&M Submitted by:

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1 Written Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP-DOT O&M Submitted by: Veolia Transportation Services, Inc Georgia Ave., Suite 604 Silver Spring, MD

2 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP-DOT O&M Staffing Plan

3 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Technical Approach Element a - Mobilization The transition from design and construction to operations and maintenance will be the most challenging period of this project. We will have our entire management team and additional corporate support in place for all mobilization activities, but their focus during this period will be unique. The transition will require coordination of the DBM firms, station finishes contractor, signal contractor, our operating team, equipment suppliers, third party contractors, CSX, FCEN, Amtrak, local first responders, and FDOT. Activities will include the transition of documents, testing of live equipment, running normal and emergency demonstration service, safety certification, hiring, training, inventory, and the preparation of rule books, plans and SOPs, all on many newly constructed facilities. Safety will be paramount, and we will implement a safety plan specific to this period and the transition activities, including a community outreach safety information campaign jointly with FDOT and the local communities. Our goal will be simple: no accidents or lost time injuries that could tarnish the project or compromise a smooth start-up under any circumstances. The graphic below shows the main tasks of each of the departments of our organization during this critical phase of the SunRail project. Veolia understands that the transition from the DBM Firm to the O&M contractor is a critical step in the process of a successful SunRail start up. The DBM Firm will be handing over valuable assets to our care and we need to ensure this handover is smooth and on time. We will work 1

4 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M closely with them and FDOT to ensure any interface issues are clear so that our mobilization efforts are well orchestrated and organized. The mobilization of the SunRail project has a number of components that will be intertwined to create an independently operated railroad system. There are three main components: 1. The transition of the CFRC from a CSXT dispatched railroad segment to an independent, publically dispatched commuter railroad hosting Amtrak and the FCEN. 2. The second component is the transition from routine intercity freight and passenger train track maintenance to a commuter rail approach of high reliability driven by closer scrutiny, and higher priority placed on the prevention of failures and the expeditious correction of defects. This will occur with the transition from construction to acceptance testing and maintenance of the newly built infrastructure. 3. The development of a commuter rail operation that will exceed the public's expectations for reliability, cleanliness, comfort and customer service. All of these efforts in combination require the close and active cooperation of our team with the stakeholders on the line, FDOT, the DBM and Station Finishes Firms, CSXT, FCEN, Amtrak and their customers. Our goal will be for the transition to be completely uneventful to the corridor's existing users, their customers and the public agencies along the route. The Veolia team has been an active participant during the transition of major rail contracts including the nation s largest commuter rail contract in Boston and Tri-Rail in South Florida. The Department, the client railroads and the travelling public will benefit from our experience as we apply the full range of lessons learned to the mobilization plan. We have depth, resources and the operational experience of domestic and international companies that have a proven history of managing and operating such a service. A critical point is the interests of Veolia and FDOT are identical: a flawless start-up of the entire scope of services. Therefore, instead of a resource to FDOT, we view ourselves as an extension of staff to ensure the swift resolution of issues and provide the full depth of our knowledge to the project. From the outset, our proposed General Manager Bill Farquhar will lead the local mobilization effort with the other key individuals proposed being in place early in the process.. They will be supported by a Mobilization oversight team made up of seasoned rail professionals provided thorough Veolia s corporate team. This oversight team will serve as Steering Committee during start up to ensure adequate resources are applied to the tasks, under the direction of the General Manager. Further support will be given through internal and contracted corporate resources, most of whom have experience at starting up rail projects. Such technical resources will include but is not limited to, operations, engineering, mechanical, human resources, finance, IT and legal. The mobilization team will develop a dynamic Mobilization Services Plan (MSP) detailing the work to be accomplished before the Revenue Services Date (RSD). In addition to the scope of work, the MSP will include a listing of the required plans (System Safety Plan, Passenger Train Emergency Preparedness Plan, Training plans for the various positions, etc.) and the expected delivery date of each. As part of the MSP, we will supply organization charts showing lines of authority, areas of responsibility and naming the management staff. 2

5 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M At the same time the MSP is finalized, the development of the Rail Activation Plan (RAP) and the RAP's major subcomponent, the Rail Services Plan (RSP) will commence. In these plans we will describe the approach to supplying staff and management resources necessary to support the timely certification of the safety and security reviews of new infrastructure required in providing commuter rail services. The Rail Activation Plan will focus on the transition of the CFRC from a construction project under outside dispatch control, to a railroad providing dispatching and maintaining the tracks, passenger facilities, equipment and offering passenger rail service. The RSP will focus on the implementation of the SunRail passenger service. The RAP will cover such items as passenger stations, track, telephones, communications, ticket vending machines (TVM), ticket validators and at-grade crossings. The RSP will further detail the processes to be used to accept and conduct the safety certifications of the passenger equipment as the vehicles arrive. Finally, the RAP will include sections detailing the methods to be used to transition the IT functions from the DBM Firm to the O&M contractor while verifying that no data is lost or corrupted. The development of the RSP will be lead by the General Manager assisted by the key department heads as indicated on our organization chart. Each of the key management staff will be active participants on the Rail Services Committee (RSC). We will assign staff experienced in material control, signals, track, safety certification, communications, and other functions as necessary during the safety reviews and acceptance testing process. The Rail Services Plan (RSP), a document supporting the RAP, describes the activities required to prepare the CFRC system to reliably and safely provide railroad operations and maintenance as well as provide a superior service to the SunRail passengers. The plan will be submitted 30 days after NTP. As described above, RSP can be divided into three components: 1) Transition of the CFRC from a CSXT dispatched railroad to a hosting Amtrak and the FCEN to a publicly dispatched passenger railroad. This component includes filing the required FRA documentation for operating a railroad, (e.g. Passenger Train Emergency Preparedness Plan, Part 213, 214, 217, 218, 219, 225, 227, 228, 232, 240, 241 and 242 filings )along with documents to support the FTA FFGA (e.g. System Safety Program Plan and System Security Plan) and the laws of Florida. (The proceeding list is not all inclusive.) In addition, the modification of the CSXT Operating, Safety, Equipment Handling, Air Brake/Train Handling Rules and Special Instructions to serve as the operating documents for the CFRC fall into this component. Vital to a transparent transition from CSXT to the O&M contractor will be the assumption of dispatch control. In order for there to be a smooth transfer, the CFRC rulebook and operating timetable is expected to become effective on the transfer date. The transfer date will be determined in cooperation with the DBM Firm, CSXT and FDOT. It is anticipated this date will be as early as possible to allow the signal testing, equipment testing and cut-over of new track to be done under the control of the OCC. An early transfer will further benefit SunRail by providing as much time for territory familiarization as possible. 2) Transitioning from routine right of way maintenance to a sharper focus on enhancing the state of good repair and providing a better infrastructure for the users and the transition from construction to acceptance testing and maintenance of the newly built infrastructure. This component starts with the assumption of the routine track and switch inspections, along with correcting minor track concerns such as adjusting switches, correcting small surface 3

6 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M deviations (i.e. "section work") from the DBM Firm. We will manage the signal contractor to take similar actions with signal and crossing components, and focus particularly on track/signal interface issues. We envision this occurring in the very early stages of maintenance mobilization. At the same time, the material inventories will be verified and disposition of excess supplies will begin. We will be supporting the DBM Firm in the safety/security certifications and acceptance testing of new infrastructure such as the VSMF, track, grade crossings, signals, passenger stations, TVM, CCTV, etc. A key part of this component is the development of the Maintenance of Way Services Plan, Building and Facility Maintenance Plan as well as the procedures for maintaining the track, bridges, passenger facilities and corridor property. 3) The development of a commuter rail operation that will exceed the public's expectations for reliability, cleanliness, comfort and customer service. This component starts with the creation of standard operating procedures for passenger service employees, detailing not only operation of the equipment, but equally important, best practices in customer service, based upon our proprietary customer service training program and our supplemental instructions to crews. These best practices include methods of customer assistance programs, including passengers with disabilities, services for bicycle customers, receiving, documenting and responding to complaints in a timely manner, lost and found, and procedures disseminating information at station and onboard the trains. The training programs developed for the engineers and conductors will be timed so that the class room portion is completed as the first full train set of equipment arrives and is ready for acceptance testing. The crews will be able to witness and participate in the acceptance testing while at the same time gaining hands-on experience in the operation of the equipment and troubleshooting techniques. While the transportation crews are being trained, so will be the Qualified Mechanical Persons (QMP). This will allow our team to be fully prepared to conduct preventive maintenance and daily inspections when the cars and locomotive arrive on the property. The QMP's will also be prepared to coordinate with the car and locomotive contractors as necessary to facilitate any warranty work to be done by MPI or Bombardier. The next stage is the verification of the operational schedules to ensure they provide sufficient running time and recovery time for a high degree of reliability. At this point, the daily equipment rotations in and out of service, along with the methods for operating special/excursion trains will be created. The final step in the mobilization process will be pre-revenue operations, allowing for the final determination of the public schedules and customer service procedures. We will coordinate this with FDOT and other interested parties. As part of the pre-revenue testing, we will participate in emergency preparedness drills coordinating with local fire and emergency services per 49 CFR Part 239 along the entire corridor. The training drills provide a number of benefits to both SunRail and the local first responders. The drills provide an opportunity to develop relationships between parties. The drill also provides an opportunity for the first responders to familiarize themselves with the passenger equipment. Lastly, the drills create an opportunity for the first responders to understand the importance of clearing an incident as quickly as possible. The goal of the pre-revenue testing is to formalize both normal and emergency response procedures. A further goal of the pre-revenue testing is to familiarize the transportation crews, management staff, FDOT and other stakeholders with the SunRail system and to determine the methods that utilize the system in the most efficient, customer friendly manner. As the pre-revenue operation s are being undertaken, we will coordinate with FDOT and support efforts to educate the public with the route, station locations and schedules, enhancing 4

7 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M community relations and preparing publications for service schedule. We strongly believe in the importance of public education on right of way safety along a corridor. Thus, we will work with FDOT, Local Municipalities and Operation Lifesaver to conduct safety awareness training at schools (including sessions for the students and the bus operators) near to the CFRC route. During the transition from the DBM Firm to the O&M contractor and the passenger start up phases, it is important to have a clear vision and a core set of values to embed within the organization. Implementing a new passenger service on top of an existing operating and maintenance organization provides an ideal opportunity to establish a culture of safety and customer service. It is far easier to create a new culture during the formative period of an operation than to attempt cultural changes within an organization anchored in traditional and sometimes archaic practices. We are dedicated to providing a safe, transparent and effective transition from the DBM and CSXT to our team, free of injuries or loss of time accidents. The transition period will include many highly visible activities, not the least of which is the constant monitoring of current train operations to ensure the customers, both freight and passenger, perceive any adjustments as enhancements to the corridor. Our vision is to, in close collaboration with FDOT deliver a world-class rail system that will be a source of pride for the residents and businesses in Central Florida. Our values are built on safety, innovation, partnership, stewardship and a desire to treat the SunRail operation as our own. Element b - Maintenance Plan Veolia will perform maintenance, rehabilitation, training, safety and quality control in a manner that ensures safety and integrity is never compromised. Veolia s maintenance and asset replacement practices are based on industry best practices. We will continually assess and periodically update our instructions to ensure that procedures and methods support our infrastructure maintenance and renewals in order to achieve the expected life cycle and system performance for the Sun Rail system. Veolia will: 1. Provide a safe and well maintained track system to support freight and passenger operations 2. Complete all ROW inspections and perform all maintenance work in accordance with FRA regulations, State laws, American Railway Engineering and Maintenance of Way Association (AREMA) and other industry standards 3. Provide trained and qualified individuals to inspect and maintain all track, structures, and other ROW Installations, including the stations and the Vehicle Maintenance facility 4. Coordinate MOW activities with other Sun Rail contractors Daily and Bi-Weekly Inspections - Mainline Track will be inspected by hi-rail or by foot at least twice per week with at least one day between each inspection. Areas that require urgent repair will be identified and repaired immediately. Curves will be inspected for accelerated wear. Close attention will be given to detect signs of wear and fatigue. Surface and alignment of all special track work (switches, crossing frogs, and track crossings) will be closely inspected. The Right of Way will be inspected, including fences, obvious signal apparatus, graffiti, dead animals, illegal 5

8 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M dumping or entry into ROW, and vegetation. Highway and pedestrian grade crossings will be inspected for condition of crossing panels, approach aprons to the roadways, rail surface drainage and any hazards or obstructions to the trains or public. Drainage structures and ditches will be inspected to assure that they are free of debris. Monthly Inspections - All turnouts and crossovers will undergo a detailed monthly inspection. Gauge, surface-and-alignment, condition of switch points, frog points, stock rails, closure rails, rail joints, ties, clips, and fasteners will be inspected and documented. Special track work is inspected for guard rail gauge, guard check gauge, and switch point fit. Switch point movement and switch machine/stand operation are verified by throwing the switch. All slide plates are cleaned, lubricated and checked for proper bearing of the switch point. On spring frogs, the vertical clearances are checked between hold down housings and the horns. Ballasted turnout spikes, ties, ballast sections, walkways, switch machine area, cribbing under rails, and rod locations are inspected. A walking yard inspection will be completed once a month and documented on the Track Inspection Report. The switches and yard tracks will be inspected using the same methods as the semi-weekly mainline inspection. Special Track Inspections will be performed after accidents, vehicle malfunctions and defects, or may be prompted by natural occurrences such as floods or fires Semi and Annual Inspections - Mainline tack will be subjected to ultrasonic rail inspection annually for internal defects in the rail, bolted rail joints (standard or bonded), and turnouts. A Geometry Car will be run every six months to determine current geometry conditions. The test vehicle will confirm the class of track based on key measurements that meet FRA guidelines Documentation and Quality Control - During inspections, a Track Inspection Report will be generated and reviewed by Veolia for quality control purposes. The automated report record will include track inspection data, the inspector s name, the rail line inspected, and the date, time and segment of track inspected. The track inspection data will consist of the location, nature of, and extent of minor defects/conditions and major defects/conditions noted during the inspection. Additionally, as part of the document control system, Veolia will record the repair date, action taken/repair made and who performed the repair. Track and ROW Maintenance Services - Switches and track crossings will be kept free of debris. Hand throw switches will be lubricated, bolts and fasteners tightened to specifications and surface, gauge and alignment maintained to a minimum of FRA Class IV standards. Stock rails will be maintained for proper seating. Switch points will be adjusted to specified fit to the stock rails. Switch stands, connecting rods and bolts will be adjusted for ease of operation. Point detector locks will be assured as operable. Chipped or worn switch points and stock rails will be ground or replaced as required. Preventive maintenance grinding will be performed on the switch points, stock rails and frogs to remove excess metal flow. Frogs will be welded to maintain proper specifications. Spot hand tamping or production tamping will be performed to correct areas that have deviated from designed geometry. The majority of surfacing will be performed with portable hydraulic tampers at turnouts and transition points like bridges and crossings. Once a year we will perform full production surfacing as needed to maintain proper geometry and ride quality. There will be an annual pre-emergent chemical spray program which will be applied just before the rainy season with a follow up spot application as required. Tree branches will be trimmed back to maintain proper site distances as required. Drainage ditches will be maintained to allow proper drainage and eliminate erosion of the ROW and track bed. Fencing will be maintained to 6

9 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M control access to the right of way throughout the corridor. Corrective repairs will be scheduled and completed promptly to minimize trespassing. Veolia will perform routine track surfacing every 12 months. Irregular surface and line spots discovered during routine inspection will be corrected as soon as necessary to maintain ride quality and comply with applicable regulatory requirements. A tamper with raising and lining lights and a ballast regulator will be used as required. Spot and Hand Tamping will be made in small sections to correct minor deviations in surface and alignment of tracks. This will be performed between scheduled re-surfacing. Production Machine Tamping will be performed by a Mark 4 type production tamper that will be fully automated. Machine tamping of all ballasted mainline track will be scheduled to provide out of face surfacing as needed. Surfacing of transition sections will occur in between and will be performed under planned work windows. Machine switch tamping will be scheduled with mainline surfacing and as needed to maintain surface and prolong the life of the ties and turnout components. Ballast distribution will be scheduled with the operation of the production tamper, ballast regulator and ballast cars. Seasonal Rail and Tie Gangs - The SunRail system requirements for the provision and installation of two track miles of new CWR, 12,000 new cross ties, and approximately1,000 switch ties annually, will require the services of seasonal specialized work gangs and equipment. Veolia, through its internal subsidiary VTMI, will provide seasonal gangs to complete the required rail and tie installations within the specified time parameters. While on the SunRail property, these gangs will have their own supervisor, but will report directly to the Veolia Chief Engineer for SunRail, and will function as an integral part of Veolia s Engineering Maintenance team throughout the project duration. Bridges and Culverts - Culverts will be inspected and cleaned in coordination with track inspection and maintenance. Routine bridge maintenance will include cleaning bridge seats, cleaning and greasing bearings as required, maintenance painting, tightening bolts, minor structural repairs, repairing walkways and handrails, lining, surfacing, and tightening hardware on bridge ties, and replacing hardware. Veolia will establish an FRA compliant bridge safety program for all of the structures on the Sun Rail Corridor. This will include routine annual safety inspections, semi-annual inspections of open deck bridges over roadways, underwater inspections where required, emergency inspections after floods, accidents or other incidents, and bridge capacity ratings based on as inspected conditions. The St. Johns River Bridge will require inspection and maintenance unique to a rolling lift bridge over a navigable waterway. In addition to the routine and detailed structural inspections, the St Johns River bridge will require inspection of the bridge s mechanical and electrical systems, fender system, navigation equipment, rail expansion joints, interlocks with the railway signal system, and underwater inspections as required or as dictated by conditions or events. It will also require routine maintenance specific to a rolling lift bascule bridge. Routine maintenance will include lubrication of machinery components like drive motors, auxiliary drive equipment, reduction gears, drive shafts, racks and pinion gears, alignment lugs and tread plates, and span locking devices; inspection and periodic adjustment of machinery brakes and motor brakes; inspection of power supply cables; and routine inspection and repair 7

10 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M of bridge control equipment like circuit control devices and limit switches, control desk switches and indicator lamps, and communications equipment. Routine maintenance will also include regular inspection and replacement of navigation lights and the repair of safety equipment like horns and lights. Specialty on-call contractors will be retained for more substantial repairs. This may include structural repair, repairs to the segmental girder tread plates, bridge tracks and alignment lugs, drive machinery, the fender system, and the channel or bridge sub-structure after storms or accidents. Buildings and facilities Stations will be inspected daily for safety and function. Platforms, lighting, stairs, handicapped ramps, signs, railings, equipment and finishes will be visually inspected and scheduled for maintenance as required. All of the equipment and installed systems in the vehicle Maintenance Facility and the Operations Control Center will be inspected and maintained as specified by the equipment manufacturers. Element c - Coordination with DBM Firm, Stations Finishes Contractor and Utility Companies Veolia is committed to a long term partnership with FDOT. We accept our responsibility to accomplish the agency s policy objectives and look forward to the opportunity to act as good stewards of the SunRail system on behalf of FDOT and the residents of the Corridor. As such, our team is committed to providing a safe and effective transition from construction to operations. The transition from design and construction to operations will be a critical stage of this project and we will bring our significant proven experience to ensure a seamless, smooth transition. We have the knowledge and the resources to execute this phase of the project effectively - Veolia already has a base of transportation operations in Florida, operating the Tri-Rail services for FDOT. This is an important advantage as we have human resource and other corporate functions in place and operating in the state, and we already have the lines of communication and relationships in place we understand FDOT and the requirements for running a successful system in Florida. The transition period will include many highly visible activities, not the least of which is the testing of vehicles and full scale demonstration service. Veolia has managed the start-up of rail systems throughout the world; on time, on budget, and without incident. Recent rail projects started by Veolia include: Sprinter DMU Commuter Rail, San Diego, CA ; Line 9 Metro Rail, Seoul, South Korea 2009; and Light Rail, Jerusalem, Israel Veolia brought the Sprinter project in San Diego county on line without incident and on schedule with similar challenges to the SunRail project, including new vehicle acceptance and testing, new and ongoing infrastructure coordination, cut-over of a new dispatching office from and existing remote facility operated by others, and accommodation of existing freight operations. The Sprinter system has consistently operated since its inceptions with an on time performance average exceeding 99%. Veolia will bring this experience in successful transition and start up to the SunRail project, including experienced staff and contractors from recently completed projects. Division of Responsibilities The DBM Firm will have the primary responsibility for systems integration and testing of the track, stations, signal and communication systems. The Stations Finishes Contractor (SFC) will 8

11 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M have primary responsibility for the integration of components into the Operations Control Center. We will review all of the test plans and procedures and provide staff and technical support to create integrated handover teams, using this period to gain hands on experience operating and maintaining the equipment and systems. We will be responsible for Pre-Revenue service operations testing and will develop a comprehensive maintenance management program in cooperation with the DBM Firm and the SFC. During the transition and activation period we will coordinate with the DBM Firm and SFC and support all of the systems testing and vehicle commissioning, hire and train employees, and demonstrate revenue service. Concurrently, we will also be developing working relationships and detailed emergency response plans with the local police and fire departments, and implement a community safety education program. All transition activities will be described in the Rail Activation Plan (RAP) which we will prepare with support from the DBM Firm, SFC, FDOT, CSX, and other stakeholders, including interface and communication procedures. During the transition period there will still be portions of the project under construction while testing of vehicles and equipment, and training operating and maintenance staff is occurring. The construction period provides one of the best opportunities to familiarize the O&M personnel with the supplied systems, and in troubleshooting those systems. It is mutually beneficial for the O&M team to work with the DBM Firm and SFC during testing and commissioning, to provide additional resources for the DBM Firm and the SFC, and hand-on experience for O&M employees. We are experienced working in environments where construction, and test and commissioning are occurring simultaneously, and understand the coordination required with the DBM Firm and SFC to achieve the schedule safely. This experience will input into our Safety Certification Process, and Safety and Security Plans. In the final phases of the work, the DBM Firm, SFC, vehicle supplier, equipment suppliers, operations staff, freight railroad personnel, FDOT staff, and personnel from other agencies will access the system and work collaboratively through Pre-Revenue demonstrations. Key Organization and Management during Transition The start-up period will require a unique management structure specifically dedicated to a safe and efficient transition to operations. During this period our operations and maintenance managers will play a crucial role in the day to day supervision of all project activities. This is necessary to ensure the safety of employees and the public as trains begin to run in test service and railroad systems come on line. We have developed a specific organization plan for this transition period; one which recognizes the importance of coordination between construction, operations, and the needs of 3 rd parties. This management structure is shown in section a Mobilization. Our transition team will work closely with FDOT, the DBM Firm, SFC, the freight railroads, utility companies, local police and fire departments, and all of the other parties to insure that all of these activities are fully coordinated and carried out safely and efficiently. The transition team will be in place as part of our mobilization plan. They will work side by side with the DBM Firm, the SFC and the vehicle supplier to form a fully integrated infrastructure, vehicles, and systems acceptance organization dedicated to a safe and efficient transition to full revenue service. Just as importantly, our entire operations management team is scheduled to be up and running before the first elements of testing begin. They will take control of the project during certain 9

12 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M periods as an operating railroad, with all of the associated safe work procedures and safety supervision in place. Our operations team will work closely with CSX, and the DBM Firm with respect to dispatching. We will assign operations personnel (who were formerly with the CSX) to the OCC during the pre-revenue testing of the CFRC Computer Aided Dispatching (CAD), working closely with CSX and the DBM Firm to identify and rectify any issues and open items. Furthermore, we will develop robust communication protocols, such that during and after the cutover of dispatch services to the O&M Firm from CSXT any concerns are resolved efficiently and effectively. These will be assessed during the service demonstration period, when every element of operations and maintenance work will be simulated on the live, operating railroad, including routine service and emergency operations of every type. Our General Manager will organize, manage, and schedule start-up activities. He will develop specific daily work plans that ensure a safe work environment on an operating railroad. He will also work with FDOT to direct the development of a community information campaign. Coordination with DBM and SFC Firms Prior to the start of operations, key coordination tasks will include the handover of documents, transition of warranties, training on installed systems and equipment, and most importantly the transfer of knowledge. It will also include training and coordination with CSX, FCEN, and Amtrak who share corridor operations. Communication with all stakeholders during this period is vital with tasks such as familiarization and training, and within the handover to operations and maintenance, all aiding in the smooth transition to revenue service: Transition of documents o Design criteria manuals o Construction standards manuals o Design plans & specifications o Track charts o Shop drawings and catalog cuts o As built drawings o Warranty information o Operations & maintenance manuals o Clearance diagrams o Maintenance histories and incident/failure reports Familiarization and Training o Classroom and hands on training in the operation and maintenance of the signal system interface, train control system, communications system and the OCC o Classroom and hands on training for the operation and maintenance of the vehicle maintenance facility systems and equipment o Specialized product and software training which may be required for the Operations Control Center o Operations and maintenance training for station facilities and equipment o Field survey of all bridges and culverts o Operation and maintenance training for the St John s River Bridge o Introduction to utility providers Handover of operations and maintenance o Development of operations and maintenance manuals and SOP s o Validation of specific engineering information that will be required for operating documents. A prime example is the translation of a signal route and aspect chart into material suitable for inclusion in an operating rule book. 10

13 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M o Development of performance and acceptance tests in cooperation with the DBM and SFC contractors o Coordination with the DBM and SFC contractors to develop a comprehensive maintenance management plan o Coordination of operations, maintenance and construction during the build out period for Phase 2 Coordination with Utility Companies Documentation of all utility interfaces o Gas and electric power o Water and sewer o Storm water management o Communications Establish contacts and communications protocol for routine and emergency services Develop emergency response plans and training Execute contracts for utility services Element d Proposed Operations Our proposed operations will drive how the SunRail system is viewed by stakeholders and passengers. It will be what is seen and felt by those who interact with the system. Operational Approach Our focus is long-term operability, cost effectiveness, environmental protection and sustainability, quality and partnership with FDOT. Our operations management approach is to furnish a core team of operations professionals who are experienced and highly competent railroad managers and employees, who are trained, licensed and certified in all regulations, policies, and procedures, and who will take a hands-on approach to meeting the reliability, availability, operability, and safety standards required by FRA, FDOT, passengers, and the communities served. The leadership and management of any project is the cornerstone of a successful outcome. We will utilize the experienced leaders within our group to manage the SunRail Project and ensure success. We are dedicated to this project and will operate a system that delivers dependable service; provides integrated sustainable and sustainable solutions; creates local jobs that help fuel growth; provide a safe and enjoyable work environment for all employees; maintain open, honest communications at all levels and between all parties; perform operations activities in an efficient, cost-effective, and forthright manner. To this end, we structure our managers responsibilities to be oriented toward being out of their offices and on the trains with our crews and customers. Our Test & Observation program is expanded with a third category, Train Rides. Our managers will perform safety critical testing, and perform observations that include rules, policies, and procedures, and they will be on the trains and at the stations to observe our crews, our customers, and the operational performance of other parties operating upon, or performing within the corridor. Safety is our most important priority, and we will ensure safe dispatch and operation of trains through our training and qualification programs. Our Standard Operating Procedures (SOPs) for Train and Engine Crew and Dispatchers will reinforce safety training and principles, and 11

14 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M describe our procedures for running a highly reliable, secure system to delight customer and increase ridership. Operating Crews Our train and engine crews will report for duty at the Rand Yard facility and begin their work days with a Safety Briefing on all operational and safety aspects of the job, and any changes or deviances from the normal operation. Our crews primary priority and responsibility is for the safe movement of their trains in accordance with all applicable rules and regulations. In addition to operational and safety compliance, our crews will demonstrate a high level of customer service driven from customer service training that they will receive, coupled with supplemental instructions in which they will adhere and be audited upon. Our crews will be trained in Veolia s proprietary customer service program, Going For Green TM an international Customer Service approach and training system developed by Veolia and used around the world. Key ideas for the program include: We need to make the travel experience useful and pleasant We need to create a positive customer service environment We need to focus on the well-being of our customers We need to understand the customer s needs Employees need to be empowered to take actions to solve problems We need to customize approaches for each location In addition to the customer service training, our Train and Engine crews will work in compliance with our standard Supplemental Instructions, which are procedures and rules for the operation of trains that augment the existing operating and safety rules and address: On-board emergency procedures Code of Conduct Fare compliance Uniforms and Dress Code standards Lost & Found Carry By s Management of Bicycles Announcements Crew Responsibilities Reports Originating and Terminating Station Procedures Passengers Needing Assistance (PNA S) Not only will our crews work to the high standards of the RFP requirements, our Going for Green customer service program, and the supplemental instructions, but we will ensure a high level of compliance and customer service by providing anonymous auditors (Mystery Riders), to ride every train as a passenger, once per month, resulting in 384 annual assessments of our crews compliance with the rules and procedures, as well as their general demeanor and customer service approach. We will tie our employee and management incentive plan to these results and will invite FDOT to assist us in modifying the criteria of our forms to best reflect the specific expectations of SunRail Service. Our key to the provision of consistently high standards is to develop the right policies and procedures, train the employees to understand them completely, and then audit them for compliance. The audit provides the feedback needed for the continuous improvement cycle, including the quarterly update of the Customer Service Plan. Our Train and Engine Crews will also be our eyes and ears on the system, monitoring and reporting any station systems that are not functioning properly. This results in a quick response 12

15 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M time by our maintenance team to any deficiencies on the system, improving the customer experience. The Crews also provide input for future planning by providing daily ridership counts, and accurate arrival and departure reports. Dispatching The early success of SunRail hinges on a flawless start-up of the commuter service, and nothing is more vital to a seamless start-up than competent train dispatching. In fact, the Operations Control Center (OCC), and the train dispatching function are the heart of any commuter rail operation. Because of dispatching s pivotal role in both the successful origination of the service as well as the safety and timeliness of the ongoing operation, our philosophy is that this is no place for novices to be learning. While it costs more to attract and retain experienced train dispatchers for SunRail, there is no acceptable alternative. It is well known that train dispatchers cannot be trained and qualified in the short amount of time allocated for training by CSX. Therefore, to attract experienced trick and chief dispatchers we have researched their current rates of pay on the CSX and are offering comparable pay, and we will create a special work unit under our Connex Railroad subsidiary to allow them to remain within the railroad retirement system. This will create an environment that will allow for an easy transition between employers. We have recruited a former CSX manager for SunRail dispatching, who will facilitate the seamless cut-over and recruitment of qualified employees. We already have received interest from current dispatchers which should allow us to pick the very best and most experienced for the SunRail service. This effort will greatly smooth technical interface issues between the O&M contractor and the CSX both at start-up and in the ongoing operation. In addition, Veolia will leverage its existing relationship with the CSX gained through both mobilization and continuing commuter operational interfaces at both our Boston and Miami commuter rail operations. John Gibson, former CSX Vice President responsible for all commuter rail interfaces upon the CSX System, will be on our mobilization team and stationed in Jacksonville. John will be on-site at the CSX Dispatching center to provide daily coordination, and to navigate the CSX organization for a cooperative effort and a seamless transition. During his tenure at CSX, John led the implementation and start-up of more than 100 short-line railroads, directed CSXT efforts to coordinate and implement seamless commuter operator start-ups/assumptions with TriRail in Miami, MBTA in Boston, and VRE in Virginia. The SunRail dispatching office will be staffed around the clock with an experienced, qualified dispatcher. In addition to the train dispatcher, the OCC will be staffed with a Transportation Coordinator (TC) for all shifts, who will work on the back desk of the OCC to provide customer service and communications support. While the train dispatcher will focus on handling the dispatch of the SunRail commutes, Amtrak, and freight operations utilizing the CAD system, the TC will provide customer service and communications support such as, the management of passenger messaging, communications with transit partners, and around the clock response to customer service phone inquiries. Our dispatchers will receive annual rules and territory qualification testing and will be required to regularly ride the local freight and passenger trains, as well as to hi-rail the line with track and signal maintenance forces, so they remain familiar with the system, and with the people operating, maintaining, and using it. 13

16 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Regularly scheduled interface meetings will be held with our maintenance forces, the DBM contractor (during Phase II construction), the signal contractor, FDOT, and any third party contractors working projects on the corridor. These will serve as planning and coordination meetings and to provide an opportunity for any operating, maintenance, communication, or signal issues to be surfaced and discussed. Extensive on-going coordination will be required as the DBM contractor completes the construction and improvements for Phase II of the CFRC. During this period, an extra dispatcher will be assigned to work with the DBM for coordinating the activities and their impact on the operations of the corridor. Our Transportation Manager of Dispatch will hold regular meetings with the CSX, FCEN, and Amtrak to facilitate operations around maintenance and Phase II construction activities on the Corridor. We will establish a direct connection between the OCC and the LYNX operations center, as well as any other regularly scheduled transit provider that connects with the SunRail system. This can be as simple as a text, or hotline phone. The TC will send notices of late trains and provide information to facilitate the decision to hold a bus or train for connection. At start-up and prior to the change of train schedules, our Transportation Manager-Dispatch, and when possible, our GM will hold meetings with Lynx and other transit providers to review and coordinate connections, and insure schedules are complimentary to the extent possible. Transit partners will be advised sufficiently ahead of schedule changes to allow their input on changes they may be anticipating, and known scheduling issues that are in need of correcting. Crew Assignments We anticipate the need for seven, two-person crews (14 staff) to operate the IOS train service as Conductors and Engineers, and three extra-board crews (six staff) to staff stand-by equipment, fill in for emergencies, vacation, illness, and court appearances of the regular crews. Within the first year of operation, all crew members will be cross trained, certified, and licensed to function as either a locomotive engineer, or a conductor to provide maximum operational flexibility. In addition, our field operations management staff will be trained, and licensed to function in either capacity to keep the system operating should a temporary need arise. Unlike typical extra-board crews that don t work unless called, our extra crews will report to work every day and if they are not filling in for a regular crew member, they will be providing critical functions such as staffing the stand-by equipment set, augmenting the regular crews fare enforcement effort, counting passengers and station loads, performing yard switching and transfer moves, and cross training. 14

17 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Below is the utilization of crews and equipment. Crews are denoted down the left side in the Job# column with both AM and PM hours, and equipment sets are denoted by the color boxes with the number representing the assignment of the set of equipment and A&B representing AM and PM utilization of the set. Job # Crew Assignments IOS 2013 Monday Tuesday Wednesday Thursday Friday Saturday Equipment Hours Equipment Hours Equipment Hours Equipment Hours Equipment Hours Equipment Hours Weekly Tota 1 AM 1A A A A A PM Total Hours AM 4A A PM 1B B B B B 4.00 Total Hours AM 2A A A PM 3B B B B B 6.34 Total Hours AM 4 PM 2B B B B B 9.16 Total Hours AM 3A A A A A PM 4B B B B B 4.00 Total Hours AM 5A A A A A PM 5B B B B B 4.00 Total Hours AM 4A A A A A Yard PM Total Hours AM P/S AM 8.00 P/S AM 8.00 P/S AM 8.00 P/S AM 8.00 P/S AM 8.00 N/A Total Hours N/A 9 PM P/S PM 8.00 P/S PM 8.00 P/S PM 8.00 P/S PM 8.00 P/S PM 8.00 Total Hours Extra Board Total Hours Total Paid Hours Regular Time (assume all jobs paid 40 hours) 400 Over Time (paid to jobs working over 40 hours per week) 4.65 Fleet Maintenance Fleet Maintenance is detailed in the next section (Element e) of this proposal. During the IOS, the fleet consists of 10 train sets with only five required for the service. One set will be held as a hot stand-by at Rand Yard. This leaves the equivalent of four sets available for maintenance at any one time which is a more than ample spare ratio. 15

18 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Fare Inspection Our conductors will perform fare enforcement consistent with the specifications of the RFP and as reflected in the Fare Compliance section of our Supplemental Instructions. With the small train size and the assistance of extra-board crews functioning as auxiliary fare inspectors, we expect to well exceed the minimum required inspection rate of 25%. Our instructions will contain all requirements of the SunRail Fare Enforcement Policy and include detailed instructions in areas such as inspection procedures, multiple offenders, checking the same car, coordination with an auxiliary fare enforcer, and several other categories. The conductors will be trained for fare enforcement in three ways: 1) Through a specific Fare Enforcement class that trains them on policies and procedures, including citation issuance and Passive Defense/Tactical Avoidance procedures practiced by law enforcement. 2) Through the Fare Enforcement aspects of the Going for Green customer service training program. 3) Through training on the Fare Compliance section of our supplemental instructions. We have planned our extra-board staffing levels to account for conductors whom must be absent from work in order to appear in court to defend fare evasion citations issued. Other Operation Elements - Management System Our team will employ an Integrated Strategy, Planning and Quality (ISPQ) management system. This type of management is characterized by the integration of the Plan-Do-Measure-Improve methodology and integrates in (in descending order ) Policies, Procedures, Work Instructions, and Forms to be consistent with both the long term strategic direction of the agency and the shorter term tactical plan for operations and maintenance. Key to the success of this type of management system are comprehensive process and outcome measurements, and established Issue Resolution Process, Analytical Support, and Quality System Standards. 16

19 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Element e - Vehicle Maintenance Mechanical Approach As the world leader in the operations and maintenance of rail equipment (70 rail O&M contracts worldwide), Veolia brings to SunRail professional and innovative practices and experiences to enable a trouble free operation in rail equipment maintenance. Veolia understands the commitment and responsibility from vehicle testing, acceptance, routine maintenance work, unplanned repairs, and warrantee management and claims. We will work to preserve asset value in our operation maintenance, and schedule maintenance work so as to protect the operation of the SunRail business. Veolia s Knowledge Management System will allow our SunRail team to be assisted by international team members who share common maintenance issues and practices from our rail operations across the globe. During mobilization, Veolia management staff, with the assistance of contracted industry experts, will develop a comprehensive equipment maintenance and service plan which will include the elements and sub plans as required by the RFP. Veolia will provide the SunRail Service with two very highly qualified, veteran management personnel to manage the equipment maintenance function, and ensure recommended regulatory and governing industry standards, including original equipment requirements, are met or surpassed. Maintenance of Equipment Practices Veolia will provide the equipment maintenance mobilization services referenced in the scope of services section 2.2.6, and ensure that its employees who perform safety related inspections and tests of passenger equipment are trained, tested and certified in accordance with programs that comply with both 49 CFR and current APTA requirements and guidelines during the mobilization period. Veolia will assist with acceptance, testing and warranty of the new SunRail Commuter Rail Fleet, and will use the opportunity for training and familiarization of both Mechanical and Operating craft employees. Composite Mechanics will be trained and licensed to move rail equipment within the VSMF. Veolia will maintain the Fleet Management System which includes a Maintenance Management System (MMS) to monitor equipment maintenance services, and will use the mobilization period to both load the system vehicle data, and train Mechanical Department personnel on its uses. A Hot Stand-By train set will be maintained and provided as a replacement service for unanticipated emergencies. Movement, of equipment within the maintenance facility will be performed by both locomotive qualified mechanical personnel and by train service crews when they are available. Inter-yard shuttle moves between Amtrak s Auto Train Facility and the VSMF will be performed exclusively by train service crews in accordance with FRA regulation. Veolia will maintain a Mechanical Hotline for train crews to call to receive maintenance and repair instructions from a mechanical subject expert for any problems that occur during commuter operating hours. Additionally we will maintain an emergency field truck at the VSMF, equipped with tooling and parts to immediately support any incident, accident, or issue effecting the equipment in route. Table I on the following page represents the daily train service operation requirements and the mechanical employee staffing levels required for the weekday basic service for the SunRail Commuter Rail Operations. As part of the basic service plan, rail equipment will be maintained, cleaned and serviced in accordance with the provisions noted in the section 4.0 at the VSMF for the SunRail Commuter Rail fleet. 17

20 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Equipment troubleshooting and repair that does not exceed two hours of work shall be performed by the Veolia Mechanical Staff within the facility. As specified in the RFP, heavier work as referenced within the SOW will be primarily carried out by the Amtrak at the Auto Train Facility. Capability to do work at the VSMF facility will be established and maintained to support Warranty Repairs by OEM's, as well as any other work directed by the Agency. Wheel sets to be turned will be sent to an outside vendor for service. We will investigate with Amtrak any synergistic opportunity to collaborate on the wheel truing services that they are currently using to support their maintenance activities. Proposed Mechanical Manpower The Chief Mechanical Manager will have responsibility for the mechanical department, supported by the Assistant Chief Mechanical Manager. Both our candidates for these two senior Mechanical Department positions are experienced, passenger rail equipment professionals, with an intimate knowledge of Amtrak procedures, work processes, inventory systems, and management personnel. This familiarity with Amtrak will be critical in melding the O&M Contractor and Amtrak provided Equipment Maintenance Services into a seamless and effective Equipment Maintenance function for SunRail. The typical weekday within the Maintenance of Equipment area includes a three shift maintenance operation dependent upon equipment availability and storage at the VSMF. The details of the manpower assignments are shown in Table 1. TABLE I Planned Manpower Weekday Monday-Friday Daily Assignment for IOS Total Supervisor Lead Comp Mech Composite Mech Cleaners Total People Total Equipment Train Set 1 VS DH 1A1 2B2 1A3 1B4 1A5 1B6 1A7 1B8 1A91B101A111B12 1A13 DH VSMF Train Set 2 VS DH 2A1 2B2 2A3 DH VSMF DH 2B4 2A5 2B6 DH VSMF Train Set 3 VS DH 3A1 3B1 DH VSMF DH 3A3 3B4 DH VSMF Train Set 4 VS DH 4A1 4B2 DH VSMF DH 4A3 4B4 DH VSMF Train Set 5 VS DH 5A1 5B2 DH VSMF DH 5A3 5B4 DH VSMF Train Set Hot Spare VS AM PROTECT PM PROTECT VSMF Mechanical Staffing for the IOS Basic Plan shall include: Two Supervisors Two Lead Composite Mechanics Four Composite Mechanics (two cover weekends & vacancies) Two Coach Cleaners (contractors) All mechanical employees will be trained in compliance with Title 49 CFR and APTA guidelines. 18

21 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M A Typical Day While the table presented above shows a graphic of how personnel and equipment is assigned, that is only part of the story. It s what goes on behind this plan that reinforces the goal of providing excellent customer service through robust equipment maintenance practices. The dynamic blending of daily inspection and servicing, preventive and periodic maintenance, unscheduled repairs, and fleet management principles, by their complete integration, results in service delivery that exceeds our stakeholder s expectations. Morning / Afternoon Shifts Our data reporting system is reviewed by the Supervisor prior to start of work to assess work completed during the overnight shift and to evaluate activities and priorities for the day which is beginning. At the VSMF, the supervisor and the composite mechanic receives work orders and a safety briefing from the Night Shift personnel. Day supervisors assure that the night shift blue signals are dropped so that each piece of rolling stock is released for service per the requirements of 49 CFR Part 218. The appropriate Maintenance Analysis forms are assigned to equipment awaiting periodic preventive maintenance. The forms are signed off after each piece of equipment is inspected prior to being put into service. During the course of the day and afternoon shifts, two types of work generally occur as the equipment returns for the AM commuter service, Servicing and Unscheduled Maintenance. Servicing: Inspections Fueling Sanding Cleaning & Restocking Unscheduled Work: Vandalism/Graffiti Minor component failures Minor repair work Setting out equipment Scheduled work entails the performance and documentation of mandated periodic inspections of locomotives and coaches, as well as the mid-day servicing need requirements. Unscheduled work is not planned but arises during the day and requires attention. In some cases it may involve travel to field locations. Priorities and staff are adjusted to accommodate the needs of unforeseen events that may take place. Minor light repairs, brake shoe changeouts for example, will also be completed. Defects noted by train crews that are of a more significant nature will be reported to CMO for evaluation and resolution. Equipment may be switched out, depending upon the severity of the situation. All activities conducted by the Mechanical Technician will be recorded in the maintenance data system in order to assure a comprehensive maintenance record. Evening Shift The evening shift begins in a similar fashion to the day shift. Work is scheduled to coincide with the arrival of trains from the day s final runs, which begins around 8:00 p.m. Equipment is spotted by the operating crews at the VSMF. HEP and prime mover engines are shut down, ground power is connected, and Supervisors assure that blue signals are applied protecting each piece of rolling stock being serviced or repaired. The primary function of the evening shift is the performance of layover train servicing and cleaning. Coach Cleaners police the trains according to standards. Mechanics and Technicians begin by reviewing any reported en-route defects recorded for failures, making necessary repairs and signing off each repair upon completion. Mechanics also fuel and sand the 19

22 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M locomotives. They perform the locomotive and passenger coach daily interior and exterior inspections per 49 CFR 238, locomotive daily inspection per 49 CFR 229, a Class 1 air brake inspection on each train set. After a successful Class 1 air brake inspection, a form is prepared for the Locomotive Engineer coming on duty. The number of cars tested and satisfactory completion of the test is recorded. Equipment repairs which require time beyond that available during the shift may require mechanics to switch the train consist. Cars or engines held available in a standby status will be placed in service, while the vehicle to be repaired will be set out in preparation for this work at VSMF or to be transferred to the Amtrak facility. Equipment being moved in or out of consists for inspection will also be switched during the evening shift; however it is our intention to schedule inspections to allow the trains sets to stay intact. Evening equipment maintenance takes place between the hours of 8:00 p.m. and 4:00 a.m. each day. As trains arrive from their last scheduled run for the day, they are serviced by fueling, sanding, and other routine servicing. Then each train is moved, locked and spotted for cleaning and additional maintenance activities. As maintenance activities are completed, the trains are released for service and moved back to ready status. The equipment maintenance staff records, audits and updates data bases and performs maintenance at the required level to comply with all manufacturers warranty provisions, if applicable. Daily monitoring assures that the manufacturer covers warranty work to which SunRail is entitled, and avoiding costs related to such work. The benchmarks reflect manufacturers recommended inspection frequencies, industry standard inspection frequencies, and FDOT requirements. Prior to service time, the main and auxiliary engines shall be started and wayside power disconnected. The Foreman or designate will ensure that all employees are clear of equipment and the blue flag protection is removed. The Train Crew will be notified accordingly that the train is ready for departure. Material Control Our team will provide all required locomotive and car consumable and support component materials needed to maintain the reliability and availability for train service operations. The MMS System linked with Amtrak s Mechanical Maintenance System will monitor usage and manage inventory, procurement and storage for the Mechanical Operations. The material control system will maintain an inventory of all material on hand as storage permits or in in custodial holding at the Amtrak facility. Element f - Proposed Warranty Program Support To deliver results and make every resource count, optimal performance and management of assets is critical. We will effectively manage the ordering, purchasing, and management of materials through a warranty program that maximizes the budget and ensures uninterrupted operations. This warranty program will ensure that all warranty information is easily managed for effective maintenance programs and the ability to reclaim warranty-related costs. We will incorporate warranty management with the procurement function to ensure that the long term life of an asset and future costs are included in all procurement decisions. The Procurement/Warranty Specialist will work with each discipline within the organization to identify 20

23 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M possible warranty claims, and with the IT/Reporting Specialist to collect the data to support a claim. Warranties will be managed through the RMIS. Both the Maintenance of Way and Fleet Management modules will include the relevant warranty information to identify components and systems under warranty and properly administer those warranties. This information will be included on the MMS Work Order, including any special instructions with regard to replacement parts, and storage of the defective part for warranty processing. The RMIS will be used to analyze maintenance and failure trends which will then be used to support any warranty or latent defect claims through the Department s warranties. Further, a root cause analysis will be performed for each equipment failure and recorded into the RMIS. This will incorporate information from the completed Work Orders and regular technical meetings within the maintenance organization. The IT/Reporting Specialist will perform these analyses on both the trends and root causes to identify components that are not performing to required levels, and to assist the manufacturer/supplier in providing a long-term solution. We understand the importance of our maintenance practices, and replacement parts conforming to the requirements set out in suppliers manuals. To this end, during mobilization we will ensure that the practices contained in all our Maintenance Plans align with supplier practices and requirements, and that the Quality Control Program and Quality Assurance Program Plan reflect processes that will confirm correct configuration and maintenance practices are adhered to. This is particularly important with respect to the rolling stock. We will ensure vehicle maintenance is performed to the standards and recommended practices of Motive Power and Bombardier Transportation. The Vehicle Maintenance Service Standards will lay out the practices for inspection, servicing, maintenance and repair of rolling stock. These Standards will be written based on the manufacturer supplied Vehicle Manuals and Parts Catalogues, to ensure their compliance for warranty work. We have a relationship and experience with Bombardier, and an understanding of their warranty processes to be able to efficiently administer the Department s warranty on the Bi-Levels. It is understood that after vehicle acceptance we will provide all vehicle maintenance services, including appropriate coordination with and reimbursement from the rolling stock manufacturers for warranty work. The nature of the warranty issue will determine what technical support is provided by the manufacturers. Element g Employee Training and Certifications Training is an integral part of our philosophy and culture. As demonstrated by the hundreds of thousands of training hours provided to employees every year, our commitment to training is strong and unwavering. Aside from being essential to the long-term success of service to a client such as SunRail, training can also be a screening mechanism to ensure the personnel have the capabilities and understanding to perform their required job duties. It is during this process that a trainee is able to demonstrate his or her ability to comprehend training material and write their response to specific questions and problems. We recognize and consistently demonstrate that our business is not about operating trains or managing car movements; it is about meeting or exceeding expectations when transporting people safely and effectively. This means that our primary focus must always be on the safety, 21

24 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M security and satisfaction of our passengers and clients. Our entire management team believes in the value of training and the importance of delivering it in a timely and professional manner. Supervisors, train crew personnel, contractor s communications center employees, mechanical, and maintenance of way staff are all critical to the effective delivery of customer service and safety. All employees will be trained and evaluated to ensure they demonstrate excellent customer service skills, a positive outlook, and safe working habits. We will invest a significant amount of our resources to provide the high level of training required for their success. We will institute and conduct a rigorous and comprehensive training program aimed at establishing and/or maintaining employee technical proficiency and customer service excellence. We will develop, implement and maintain a training program for all staff, encompassing technical and non-technical areas, which will be both of a general and specific nature depending on job function. The training program will provide job specific training including, but not limited to: Railroad Rules for all operating personnel including train crew members, mechanical and maintenance of way employees, and associated supervisors and managers. Safety for all employees, including safety rules, six principles of safety and our current safety campaign on Stay Focused! Stay Safe. Customer Service for all employees Crew Resource Management (CRM) Cognitive Distraction counter measures Safety Operational Fatality Analysis (SOFA) Rail Security training for all employees Diversity training for all employees Americans with Disabilities Act (ADA) training for all employees. Training on CFRC regulations and procedures for train crew members and operations center staff First Aid and CPR training including the use of automated external defibrillator (AED) for all train crew members and all supervisors/managers Environmental Awareness for all employees Employee Wellness for all employees Fatigue Mitigation Countermeasures for all employees Leadership for all supervisors/managers All employees, regardless of position, will also attend craft-specific training to ensure they possess and demonstrate proficiency in all technical areas surrounding their duties and responsibilities. For example: Train Dispatchers will attend and be required to demonstrate proficiency on rigorous technical training on all facets of their responsibilities including a higher level of operating rules training on operation of maintenance of way equipment, trouble-shooting of mechanical equipment, air brake operations, emergency procedures, hours of service regulations and effective incident management protocols. They will also receive initial and recurring training on the computer aided dispatching system and associated programs. Mechanical Employees will receive a high level course of instruction of that exceeds FRA requirements on CFR 217 (operating rules), 218 (blue flag and operation of switches), 238 (passenger equipment), initial and recurring equipment trouble shooting courses, recurring 22

25 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M high level safety training, FDA sanitation training and 480 power training. All mechanical employees will receive equipment specific training to ensure they understand the intricacies of the various types of vehicles and tools they use and maintain. Engineering Employees will receive a high level course of instruction of that exceeds FRA requirements on CFR 214 (roadway worker protection), CFR 213 (track inspection, adjustment, maintenance and repair), and training on the importance of minimizing track related delays to customers. All engineering employees will receive equipment specific training to ensure they understand the intricacies of the various types of equipment and tools they use and maintain. Conductors and Locomotive Engineers will receive craft specific certification training that exceeds the requirements outlined in CFR 240 and 242. They will receive a high level course on trouble shooting their equipment, a rigorous course on incident command and emergency response training that exceeds the requirements of CFR 239. Element h - Safety and Security Program Safety is our highest priority. Our goal is simple- to have every employee and every passenger return home safely every day, every time! (Opening Statement on Veolia s commitment to Safety and Security) Safety and accident prevention must be incorporated into the performance of every employee task. Every employee is responsible for accident prevention and for compliance with safety standards. The success of our commitment to safety begins and ends with the personal commitment of each employee to protect oneself and one s fellow employees. In 2013 Veolia is rolling out its Stay Focused! Stay Safe! campaign to all current employees. Internal analysis reveals most injuries and rule violations occur as a result of an employee becoming distracted or losing focus. The Stay Focused! Stay Safe! program includes training on how to recognize the loss of focus and we provide tools to mitigate that possibility. This program includes the distribution of a Challenge Coin. The use of challenge coins originated with the military and has a long history. We encourage our employees to carry the coin in honor of our fallen or injured fellow railroaders while performing service and to honor them by committing to stay focused on their duties at all times. Our System Safety Program Plan, system-wide safety policies, and our goals are all based on Six Principles of Safety: 1) Prevention of injuries and accidents is the responsibility of each and every employee; 2) Training is essential for safety compliance and performance; 3) Safety is a condition of employment; 4) All injuries can be prevented; 5) Exposures to unsafe conditions can be safe-guarded; 6) Safety is good business. From continuous management focus to ongoing training, rigorous safety audits and action plans, safety performance measures and key performance indicators, employee engagement and incentives, we are committed to establishing the highest safety standards and meeting them consistently. We believe that building a safety culture is highly dependent on a broader 23

26 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M culture grounded in mutual respect and a genuine concern for the well-being and dignity of all employees. Risk reduction is the first critical element in operating a safe system. In 2012, we began implementation of the Confidential Close Call Reporting System (C 3 RS), an FRA-funded project designed to improve safety practices. It is based on identifying potentially unsafe conditions, or close call/near-miss events, that may result in accident or injury. The C 3 RS demonstration project is a confidential reporting system in the United States to improve safety. The lessons learned from this program will foster greater awareness and understanding of potential hazards and present opportunity for new and renewed prevention efforts. The goal is to prevent a recurrence of a close call event possibly one with disastrous results. Another way we are addressing risk reduction is our support of an FRA research project to project to understand and mitigate the effects of distraction on rail operators. In 2011, the FRA awarded Veolia a $250,000 contract to study an innovative approach that applies the science of cognitive performance to the railroad workplace. Results of the research will help to further enhance rail system safety. Ultimately, the findings will develop training modules for locomotive and transit operators, introducing them to the concept of workplace distraction and developing strategies for recognizing and mitigating distraction. Veolia plans to develop a comprehensive training program for railroad engineers and conductors, and ultimately operators of all forms of vehicles, to control distractions and reduce rail incidents as a result. Veolia are intends to make the training available within the industry to assist in reducing risk of distraction thereby improving overall rail safety. Creating a healthy lifestyle at Veolia is as important as safety and we have a very robust wellness program in place. We foster a workplace culture that provides comprehensive targeted education, tools, programs, events, and initiatives to encourage employees and their families to engage in healthy lifestyles resulting in actual behavior modification; employees receive literature and newsletters. While we are very proud of our safety efforts and programs, we never relent on our focus towards continuous improvement through our Integrated Strategy, Planning and Quality (ISPQ) management system. We are dedicated to effective safety practices and results at all locations. By embedding safety standards into the thoughts and actions of employees at every level of the company, we are creating a Safety Culture. Our managers and supervisors lead by example, coaching employees on the integration of safety consciousness into all daily business practices, processes and decisions, and empowering them to consider safe operations their personal responsibility. Safety is a process that is dependent on the continuous and coordinated effort of all employees and a commitment to the following activities: Preservation of life and property Identification and resolution of workplace hazards Control and reduction of the occurrence of accidents Minimization and control of the effects of accidents and incidents Maintaining the safe operation of the transportation system Ensuring that safety is an integral part of all personnel decisions, plans, specifications, designs, tests, procedures and operations 24

27 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M We are committed to being the safest transportation company in the world and will remain dedicated to providing continuous training to every employee and holding them accountable for compliance of all safety procedures and standards. Mobilization and Safety Management During the mobilization period and the rail activation process, we will provide a fully qualified management team that meets and exceeds the requirements of the Department. A successful transition demands close and effective coordination between all of the stakeholders involved in the project. Activities will include the development of operating practices and policies, training of new employees, certification of safety critical personnel, and testing of live equipment without negatively affecting regularly scheduled train service. We will implement a Safety Plan specific to this period including a safety campaign for outreach to the affected communities. Our success will be demonstrated by transitioning with no incidents of accidents or injuries. During the mobilization phase, potential employees will receive our orientation and familiarization training. It is essential for employees to know the company they will work for and understand their individual responsibilities and company priorities. We will validate all current certifications and qualifications of employees agreeing or potentially planning to seek employment with us. We will administer additional training and assessment to ensure potential employees possess a high level of technical expertise on all applicable rules, procedures and regulations. We will also deliver and assess proficiency on general topics such as safety, customer service, diversity and rail security. Visibility of management is a critical component of our safety and security strategy. Employees and passengers will regularly be seeing our managers at all hours. Safety and Security Plans and Rule Books The following are examples of standardized safety policies implemented at all our properties: System Safety Program Plan (SSPP) System Security Plan (SSP) Passenger Train Emergency Preparedness Plan (PTEPP) Hazard Analysis & Risk Assessment Process (HA/RA) Discipline Policy and Guidelines Accident/Incident Reporting Policy Accident/Incident Root Cause Analysis Models for Required Regulatory Programs We will modify our existing System Safety Program Plans (SSPP) and related plans, documents and procedures to support the SunRail operation. We look forward to working in concert with the Department to ensure the plans are complete and effective. Facility and Station Inspections, Hazard Management All of our managers are trained to perform regular safety inspections. Although the day to day responsibilities of our first line managers include observing employees with an audit- frame of mind, they will be regularly supplemented by our senior staff and we will make unannounced safety and compliance audits and encourage SunRail officers to join us in this endeavor. We are proud of our safety performance in our other commuter rail operations. 25

28 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Accident Incident Investigation and Reporting The safety and security of our employees and passengers is paramount. Any and all risks to passengers or employees will initiate an all-hands response from our parent companies. Whether the event is an employee injury or a train accident, the response will be immediate and continuous until the incident is concluded. We strive for absolute safety; however, it is just as critical that we are notified and respond quickly to incidents when they occur. In these instances, communication across the entire network is key, which is why Veolia established a Risk Management Call Center (RMCC) for reporting rule violations, accidents or other incidents. This process requires the investigating Veolia Rail officer to report the rail accident/incident to the RMCC within a minimum of two hours from occurrence. The RMCC broadcasts an notification with details of the incident to a distribution list of Veolia Rail managers and executives. This system has significantly enhanced the coordination of our resources needed in response to incidents beyond the local level, and has facilitated communication with a variety of interested outside parties such as regulatory agencies, the press or elected officials. All major accidents are investigated and supervised by the corporate safety officer, and modeled after the investigative process of the National Transportation Safety Board. The goal is to ensure a consistent process that identifies all contributing factors related to a particular incident to gain insights to causal factors and prevention. Following any accident, a near-miss or serious rule violation, our personnel complete an intensive root cause analysis within hours. More serious incidents call for deeper investigations, a detailed collection of forensic evidence and timely recommendations for follow-up training or new procedure implementation. Within hours a rules alert is sent to every General Manager and posted at all locations. Managers will complete incident reporting forms, forwarding copies to the general manager, department head, regulatory compliance officer, and to the communications center. SunRail officers will be provided a copy of all incident reports. During our daily morning conference call, we will discuss the incident, root cause and remedial action to prevent recurrence. The call will be led by the General Manager. Element I - Customer Service Veolia has been around over 150 years and that rare staying power only occurs when you understand what your customers want and you deliver it day in and day out. That is our secret. SunRail is a passenger rail service. It is not the Ritz-Carlton, nor Disney World, nor Nordstrom. But, there are principles that all of these iconic organizations have in common about how to treat people and we subscribe to those. After many years of asking our customers what really matters to them, we know this. On-time performance is most important and it colors everything else. When the train is late, customers are more likely to report surly front-line staff and less-than-clean vehicles even if only in perception. So on-time performance is our number one goal in customer service getting people where they are going at the time the timetable says. After all, a schedule is a promise." Then it is about treating people with respect the way any of us want to be treated, keeping people informed, and when something does go wrong, admit it quickly and fix it. Most of what we practice in customer Service is just common sense. In the end it all comes down to implementing appropriate policies and procedures, training our forces on the why and the how, 26

29 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M observing, measuring and rewarding behavior, which drives revisions to both training and policies in our ISPQ constant improvement cycle. Customer Service Desk - As described in our Operations Section (element d) we will have Transportation Coordinators (TCs) within the OCC who will provide around the clock information to customers via phone, , station message signs, and social media. The TCs will have an extensive knowledge of the SunRail service and because of their proximity to the train dispatchers; they will have immediate knowledge of any disruptions, plan for service restoration, and alternative transportation arrangements. Utilizing Veolia s proprietary LISTEN system (described below) TCs will manage lost and found, field complaints and manage complaint resolution through coordination with the various departments. Because the TCs will be on duty around the clock, they will be able to provide customer data input and write-ups in the LISTEN system during the off-hour periods when customer and train service activity is very low. Customer Service Training Going for Green. While some of our competitors borrow and adapt training from other industries, we have developed our own training, specifically designed to provide the best possible service on rail systems. Our mutual success depends on our keeping the passenger at the heart of everything that we do. Recognizing this reality, Veolia designed a company-wide program called Going for Green in It has been offered at many of our locations to empower the Veolia team to see situations from the passenger s point of view and respond effectively to their needs and concerns. The program simplifies relatively complex behavioral theories into an actionable toolkit designed especially for operators. It will be provided to all SunRail staff who will come into contact with the public, whether face-to-face, via phone, , or social media. The foundational principles are these: Front-line staffs have a significant and important effect on the passenger experience. Passengers want to feel safe, valued, respected and heard. In order to achieve this, staff needs to make the travel experience safe, respectful and pleasant for each customer. Not all passengers have the same needs and concerns. (A new user of a transit has a different set of needs than a regular user, for instance.) How we respond to a situation can exasperate or calm a passenger, improve a situation or make it worse. We are responsible to assess the situation from a customer s viewpoint, and then reassure or help them, so that the experience is a positive one, even if it did not start out that way. The title of the program is based on the metaphor of a traffic light. We use green, yellow and red to symbolize the different emotional states or environments of passengers. Green is a positive environment where customers feel relaxed, safe, happy and confident. Our goal is to always maintain a positive environment by recognizing and valuing our passengers and keeping them in the green. Yellow is an environment of caution or unease. When a passenger is in a yellow environment, they may feel anxious, confused or insecure. The operator needs to provide information or reassurance to a customer in order to restore them to a green state. Red is an environment of urgency or crisis. It could involve a passenger who is scared, distressed or angry. The operator needs to take immediate action to remedy the problem and try to turn the situation into a green experience. 27

30 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M The materials are of high quality and training sessions are interactive and engaging. The training is based on strong principles of adult learning and features a number of role-playing exercises, demonstrating situations with different types of passengers with varying needs and mindsets. Trainers spend several weeks becoming certified by our Master Trainer. By providing similar training in many of our operations, we can share a common understanding of culture of customer care. Veolia employees testify to the value of Going for Green training; 86% of staff rated the program as Excellent or Very Good, and 84% said it offered them new, effective ways to respond to passengers. Many report that the new way of thinking provided by Going for Green has proven invaluable in their personal lives as well. But the real proof of the program s value is in our passengers response to service both before and after training. In five markets where we have done extensive consumer testing after the Going for Green training, we have seen statistically significant, positive changes in passenger perception of employees helpfulness, friendliness and skill at providing information in a situation where there has been a delay or service interruption. Veolia Transportation, and its global parent company, Veolia Transdev, have invested heavily in Going For Green as the customer-service training platform for the entire company. It is our global training standard. In the past 7 years, we have deployed Going For Green in 12 countries, 8 different languages and to over 18,000 staff. LISTEN system - complaint and customer feedback - LISTEN is a proprietary system available only to Veolia clients. This comprehensive system enables our people to effectively record, manage, and respond to compliments, complaints, and suggestions, as well as share reports with our clients. It is a state-of-the art web-based software system, which together with the accompanying processes enables our teams to use customer feedback to continuously improve. LISTEN also has a CRM (Customer Relationship Management) tool for ease of communicating to the customer database, and sending alerts on service issues to passengers who have requested to receive or text alerts. This system will be utilized by our Transportation Coordinators who will provide complaint resolution and public information to passengers. Customer Satisfaction Surveys - We measure 24 different aspects of the rail experience and our field work is executed by a global third-party market research firm, ensuring valid and reliable samples and data collection. They validate 10% of all surveys with passengers to ensure that the interviews actually took place, -- a very strong quality control measurement. We have results from many other transit networks enabling our clients and local operations to compare their results with similar locations. Social Media - We have a sophisticated platform for monitoring and engaging in Twitter, Facebook and other social media. This is becoming increasingly important as a way to monitor feedback from passengers and other stakeholders in the community. Community and Business Relations - Should you wish it, we are prepared to work with you to augment your community activities. This is particularly important as SunRail begins operations to introduce the service and create brand awareness locally. Typically, we can make presentations about the new service, how it works, and how one can ride it. In addition to introducing SunRail, it is important to maintain a steady stream of communications once trains are running. We do this using a variety of means including: flyers distributed on 28

31 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M platforms, in-vehicle signage, website, mobile phones, and direct . All of our material is also available in Spanish and any other languages other than English that are dominant among local residents. We are prepared to assist you by sponsoring community meetings. Moreover, we like to engage in partnerships with media outlets, churches, mosques, and synagogues, and major community institutions. As part of our community relations, we work with local organizations to understand their needs and make sure we deliver as best we can: These include Major employers, medical centers to promote the use of transit. Community and neighborhood organizations to participate in activities and fairs to promote SunRail s image and the use of public transit. Organizations devoted to supporting the disabled community to ensure we are meeting the community s needs. Schools and colleges. In Nassau County NY, we created a Brand Ambassador program where college students get free passes in exchange for specific activities to promote the benefits and ease of riding transit to students. Government entities our leadership team works closely with the Mayor of New Orleans and County Executive in Nassau County, as well as state and national Legislators to continually promote transit service. Veolia is a familiar presence at local charitable events in the communities we serve including such causes as Stuff a Bus programs (stuffed with food at Thanksgiving or with toys during December holidays), sending teams to work on Habitat for Humanity or the St. Bernard Project in New Orleans which is re-building homes for people who lost them during Katrina, and many similar projects. Anonymous Audit (Mystery Rider) Program - We love numbers. We are data-driven because it is the only real way to know how we are doing and how we can continually improve. In addition to all of the information we collect, analyze, and use to make change, we also depend on an Anonymous Auditor program. Mystery shopping surveys have been used for a long time in sectors where the customer experience is paramount, such as banking, airlines and the hotel industry. A recent study conducted by Veolia among transit authority leaders revealed that 83% of public transit authorities consider passenger satisfaction their number one priority. This motivated us to set the standard for a rigorous, comprehensive mystery rider program that thoroughly measures all aspects of the travel experience and delivers powerful reports to our locations and clients. In order to develop this program, an International working group carefully benchmarked best practices in other sectors and then engaged a top global firm to create a methodology and toolkit in a collaborative way. This project was developed in 2011 via a partnership with mystery shopping program consultants (GFK International) and an international working group of Veolia experts from around the world. Trip information is collected manually during the mystery ride in a small workbook and then entered into a website by each assessor. The data is then verified and validated for quality by a project manager at the third-party vendor and additionally spot checked by the Veolia Corporate team. Assessors are also required to upload photographic evidence of their assessments to the web site in order to further ensure quality control. The data is then automatically compiled into the standardized reporting templates. 29

32 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Our Mystery Rider program provides a robust suite of tools to maintain quality standards: Strong core questionnaires for Mystery Shoppers that can be customized and easily adapted to local contexts Strong tools to train third party mystery shopping firms, and Rigorous tools to monitor their actions and results, in real-time and at periodic intervals. A full briefing overview and training for the third-party mystery-riding vendor to train their staff so they Veolia s performance standards and expectations Carefully delineated sampling methodologies and sample sizes. Excellent, standardized reports that create meaning and suggest management actions. The executive summaries are excellent for having a good picture of how the operation is doing in an overall way and look at trends, while the detailed reports of each mystery rider assessment are very important for a direct manager or supervisor to use to reward great performance or coach employees that could use some improvement. A fully automated, electronic data flow to minimize errors and create standardization. A growing list of other locations to benchmark against globally. Many quality assurances to ensure trips are bring done as reported The entire mystery-riding program is extremely methodical and leaves little room for error, and the valuable feedback from this program, will dictate training needs and drive performance incentives for our staff. 30

33 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Scenario 1 Signal Work Efforts: A freight train derailment destroys an interlocking, including two signals, three switch machines, and one signal house. Provide a plan to immediately put the track back in service on a temporary basis (possibly a long block) and a plan for permanent restoration. Plan For Restoring The Interlocking To Service: With signals, a signal house and three switch machines damaged or destroyed it is likely there is also damage to ties, rails, hardware, and special track components for the turnouts. Our plan for returning the interlocking to service will begin during mobilization, when coordination protocols with the signal contractor will be established to handle incidents similar to this. This early planning will include the development of working relationships, special incident management plans and special communications processes to manage emergency work. It will also include developing and executing on-call contracts with specialized 3 rd party contractors, material suppliers and equipment suppliers to support our efforts during emergencies. Veolia will maintain a spare parts inventory for emergency repairs that includes rail, ties, track hardware, switch timbers, switch points, stock rails, frogs, and operating rods. Returning the interlocking to service would include the following tasks, some of which would run concurrently: 1. OCC protects the scene with blocking and makes incident notifications. 2. Mobilize a joint emergency task force at the work site. Develop a division of responsibilities between the O&M contractor and the signals maintenance contractor. Appoint a project manager and coordinating managers from both firms. 3. Clear the derailment and make an assessment of the damage. 4. Develop an emergency plan and a permanent plan to restore service. Decide which repairs must be performed immediately to restore service and which can be done under traffic after an emergency operating plan has been put in place. 5. For both the emergency plan and the permanent plan develop a list of materials, equipment, supplies and 3 rd party support that will be needed. Develop basic work schedules and manpower requirements. Mobilize the internal workforce and 3 rd party contractors and suppliers 6. Use the O&M contractor s heavy equipment to help in the removal of heavy items like the switch machinery, other track components, signals and the signal house. 7. O&M Communication s forces test and make any repair to communication lines leading to the location and repair or replace damaged communications equipment within the signal house in coordination with the signal contractor. 8. If necessary for the short term service restoration plan, straight rail the turnouts, revise the signal circuitry to establish temporary blocks and restore service with slow orders and an emergency revenue service plan as required 9. Publish temporary timetables and temporary SOP s for operating employees and the riding public 10. Complete permanent track and signal repairs under traffic, perform all safety tests and function tests and restore normal revenue service 31

34 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Scenario 2 - Track The derailment in Scenario 1 above also destroyed a #20 crossover; 300 feet of mainline track #1; 460 of mainline track #2; and had two cars on the ground for approximately ½ mile destroying tie plates, spikes, anchors, and removing chunks of rail. Present a plan for returning track to service as soon as possible and for permanent restoration. Plan for Restoring the Track to Service: During Mobilization we will develop emergency response plans that would include this type of incident. The planning will include input from the authorities Signal Contractor. Emergency services contracts will be established with local contractors specializing in railroad construction to include but not limited to track construction, crane services, trucking, heavy equipment and hauling, re-railing equipment, hazmat, and disposal. A sufficient inventory of spare track materials will be maintained to support emergency repairs like this. In addition we would establish an agreement with the CSX to utilize their material inventories for incidents of this magnitude. Additional steps to returning the track to service would involve the tasks listed below and could run simultaneously with other tasks: 1. OCC protects the scene with blocking and sends out incident notification. 2. Obtain a copy of train manifest; determine if the derailed cars were caring hazardous material. If so, initiate HAZMAT containment and clean up. 3. Mobilize Emergency Services Contractors. 4. Re-rail the two cars or clear them from the area if unable to operate on rail safely 5. Remove the damaged turnout and track and prepare the grade for straight railing the turnout and 300 foot of damaged track for MT#1 using emergency track panels 6. Transport and install emergency track panels on MT#1, truck in ballast, flood and stockpile sufficient ballast to surface 600 plus feet of rail. Surface and restore ML#1 track back to single track operations on MT#1 at restricted speed in accordance to the Engineering Instructions. 7. Contact CSX Railroad to see if they have a #20 turnout in their Inventory. If so, negotiate to acquire the turnout from CSX. Utilize CWR for capital projects if available or acquire CWR or 80 foot rails (weld on site) from CSX. Install CWR, de-stress and complete welds. 8. Restoring MT#1 to normal operating speeds would be the priority. 9. ML#2 Track requires extensive repairs that will take additional materials that might not be readily available. We would request assistance from the CSX to acquire the needed materials and contact our suppliers to place emergency orders to replace or procure needed materials. 10. Make repairs to MT#2 under flagging conditions with minimal disruptions to MT# Construct new track for 460 ties, rail, plates, spikes and anchors on MT# Replace damaged tie plates, spikes, anchors and any ties damaged for the ½ mile of track damaged by the derailed cars on MT# Relay the ½ mile of rail as soon as the rail is available. 14. Install the other half of the #20 turnout if available on MT #2, if not straight rail (CWR) until it is available and restore MT#2 back to maximum operating speed. 15. Coordination with the signal contractor would be maintained throughout the repair period as the signal system will require modifications to address temporary and final configurations. 32

35 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Scenario 3 Highway Grade Crossing A tractor trailer runs through the gates at a highway grade crossing and hits a light engine causing it to derail. The damage included two (2) broken gates, one (1) cantilever with flashers, concrete crossing panels, 100 feet of rail and asphalt pavement on the roadway approach to the grade crossing. Present a plan for returning track and highway to service as soon as possible and for the permanent restoration of the crossing and track. Plan for Restoring the Grade Crossing to Service During Mobilization we will develop emergency response plans that would include this type of incident. The planning will include input from the authorities Signal Contractor. In addition we would develop relationships with local authorities and emergency responders in advance including drills to expedite the return to normal operations. Emergency services contracts will be established with local contractors specializing in railroad construction to include but not limited to track construction, crane services, trucking, heavy equipment and hauling, re-railing equipment, hazmat, and disposal. A sufficient inventory of spare track materials will be maintained to support emergency repairs like this. In addition we would establish an agreement with the CSX to utilize their material inventories if needed. The signal maintenance contractor will have on hand, or have access to, grade crossing gates and cantilever flashers. We would coordinate the work and support their efforts as needed to return the track back to a safe operating condition. Returning the grade crossing to service would include the following tasks, some of which would run concurrently: 1. Dispatcher will notify the local police department, FDOT and the local road authority immediately, and set up blocking to protect the scene. Dispatch flag protection to the highway crossing. Coordinate with the police in the management of the accident and highway traffic. 2. Call out on call traffic Control Company and set up detours until repairs are completed. 3. Call out on call re-railing company or Crane Company depending on access. 4. Inspect the locomotive for any leaks and call out hazmat team if needed. Inspect the track and make temporary repairs if needed to re-rail the locomotive. 5. Clear Tractor Trailer from the area and assist local police and tow company if needed. 6. Remove Grade crossing panels and inspect the rail, ties and fasteners. Replace damaged track with track panels and spare material from our storage yard. Surface and restore track to operations under restricted conditions and make welds and de-stress under operating conditions as traffic permits. 7. Replace damaged crossing panels with either spare materials or temporary asphalt. Grind and patch the asphalt as needed to restore traffic and make permanent repairs at a later planned date if asphalt is not readily available from on call contractor. 8. Maintain the full street closure until the signal repairs are completed or flag all or half of the crossing to restore street traffic if requested by the local authorities. 9. Provide MOW and Communications support to the signal maintenance contractor in the removal and replacement of the damaged gates and cantilever arm highway flasher. Support all function and safety tests before removing the flagging or traffic control barricades. 33

36 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Scenario 4 Bridge A small towboat with his telescopic bridge up hits the St. Johns River Bridge and knocks the bridge and track out of alignment. Electrical conduits, junction boxes, fenders, and navigational lights are destroyed. Please present a plan for returning bridge to service. Plan for Returning the Bridge to Service With both the track and the bridge knocked out of alignment it is likely there is structural damage and damage to the bridge s locking components and drive machinery. An impact that severe could also damage the bridge s sub-structure, electrical drive equipment and control equipment. Our plan for returning the bridge to service begins in the earliest phases of the contract, during mobilization. Engineering and construction firms with specialized experience in moveable bridges will be retained for emergency services over the life of our operating contract. These firms will have experience in moveable bridge inspection and design, underwater inspection, special track construction, moveable bridge repair including the mechanical and electrical equipment, and fender systems. Specialized spare parts like bridge timbers will be kept on hand for emergency repairs. Steps for returning the bridge to service would include the following tasks, some of which would run concurrently: 1. Immediately stop all commuter and freight rail traffic across the bridge. Issue orders taking the track and the bridge out of service until further notice. 2. Notify any and all agencies and jurisdictions having authority over the movement of river traffic, including but not limited to the Coast Guard, The Army Corp of Engineers and the Florida Department of Transportation 3. Mobilize emergency contractors and engineers at the job site. Immediately begin a comprehensive inspection to assess the damage (both above and below the water line) and prepare a list of damaged items to be repaired or replaced. Make use of as-built plans and shop drawings to the greatest extent possible to identify all damaged components and equipment. 4. Convene meetings with emergency contractors at the site to verbally review and agree on the scope of work and the contract special provision. Determine which work must be accomplished to return the bridge to service as quickly as possible and which can be completed under traffic afterwards. Prioritize repairs accordingly. 5. Issue contracts. Request bids and negotiate final lump sum price items, unit price items, and/or time and material items of work. Issue Notice to Proceed and make repairs. 6. Coordinate inspection and testing with Coast Guard, Army Corp of Engineers and Florida Department of Transportation as required. Test bridge mechanical and electrical systems, inspect track, test signal system, inspect navigation equipment. Open bridge to service (under slow orders or other restrictions as appropriate) until all work is complete. 34

37 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP-DOT O&M Staffing Plan

38 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Staffing Plan The SunRail project has been a long awaited, high profile project, whose opening will be closely watched by the public, politicians, and rail industry professionals on both the local and national levels. In short, it is a project that must start up flawlessly, on-time, and seamlessly assimilate into the commuting and transit picture of Orlando. Because the success of this project is so important to the DOT and the people of Orlando, we very strongly feel that this is not a project for either the contractor or their employees to be cutting their teeth. With over 5,000 public clients, Veolia can claim to have started and assumed more O&M contracts than all of our competitors combined. Veolia has over 70 rail operations around the world and unlike many of our competitors, is a company whose primary line of business is providing O&M transportation services to public clients. Veolia has never delayed the start of a rail project and has accomplished all of them on budget. Veolia Transportation brings both US and international expertise in all aspects of passenger rail safety, operations and maintenance. The employees that we will provide to the project will be primarily experienced railroad employees who know how to operate, dispatch and maintain railroad equipment and infrastructure. We will accomplish this by offering compensation and benefits that are commensurate with the railroad industry. We will also temporarily provide experienced support contractors to assist with mobilization and start-up. These consultants are recognized industry leaders in the development of plans, work processes, employee training, and regulatory filings. Our vision for the SunRail system is one of experienced railroad professional operating a first class rail system. We know there are less expensive approaches to the start-up and operation of the SunRail System; but there is no substitute for experienced railroad professionals to provide FDOT the assurance of success needed for this new, exciting, and high profile commuter rail service. Employee Recruiting Veolia maintains a full-time, professional recruiting division within our Human Resources Department to assist with staffing of new projects. Veolia s website is a favorite for transportation professionals and is linked to several national talent search sites. Veolia is constantly recruiting new employees for bus, light rail, and railroad operations. Our Human Resource division is focused on the recruitment of talented Managers and employees from the transportation industry, which, coupled with our existing U.S. work force of over 20,000 employees, creates an ever-ready pool of personnel for new projects. Our recruiting process begins with the receipt of applications and resumes through our web-site. This is followed up by pre-screening which leads to shortlisting. The shortlist is provided to the hiring manager for calls and scheduled interviews. Once a candidate is selected, the company performs a reference and background check, a motor vehicle license check, and a drug test. Once the candidate is cleared, they are officially hired to proceed through training and certification; however, we continue the review and evaluation process throughout the training and certification process. 35

39 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Organization Our organization is structured to maintain a high level of system reliability and service quality. The plan is also designed to foster a partnership with FDOT and other community stakeholders. Our team will present a an organization plan that carries out the full scope of O&M as well as support the commissioning program (including system integration testing), and the system acceptance protocols. Our management organization furnishes a core team of railroad professionals who will work closely with the DBM Firm and Station Finishes Contractor to transition the system over to O&M, so that subsystems and facilities fulfill the reliability, availability, maintainability, and safety standards required by FDOT, passengers, and the communities served. The following actions are fundamental to our approach: 1) Involve both the O&M Team early in the start-up process; 2) Adopt a team approach to encourage open communication, trust, and commitment ; 3) Routinely measure performance and disseminate the results in achieving goals, and continuously seek ways to improve skills; and 4) Apply lessons learned to better the system and enhance its reliability and operability. 36

40 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M The makeup of our team will be of prime importance for project success. Our proposed General Manager Bill Farquhar, is a seasoned railroad professional with extensive experience in commuter rail new starts. Our Equipment maintenance team of Mike Heffner, and Robert Haslam bring unparalleled passenger rail maintenance experience, and both also bring with them an intimate knowledge and personal network within Amtrak, who will be our partner in SunRail equipment maintenance. Furthermore, our manager of Dispatching, Ken Gumz, brings knowledge and internal relationships within CSX. Under our approach, FDOT s COO will always have a single point of contact to deal with. Bill Farquhar will act as this point of contact and is 100% dedicated to this project, as are all the key individuals named in the organization chart. Our entire senior team is comprised of capable individuals with previous experience in managing rail systems successfully. Our staff will foster a close working relationship with all levels of FDOT staff. They will continue open dialogue with the Department in supporting such functions as community involvement, community relations, employment, outreach and training, local subcontractor procurement, safety, and the technical areas of operations and maintenance. Our approach will be to bring the senior team on immediately to work as part of the DBM Firm interface phase. Bill Farquhar will direct our mobilization effort; lead the support of Testing and Commissioning, and transition to General Manager during the O&M phase. More details can be found in the Mobilization section. DBE Participation Plan We have identified key areas of opportunity within our scope of work where we can incorporate DBE contractors to augment our forces in providing the SunRail Service, These opportunities include, security, cleaning, landscape, pest control, and components of facility maintenance at the VSMF, tree trimming along the right-of-way, daily coach and locomotive cab interior cleaning, and bridge operations and maintenance. While our pricing is not complete at this time in the process, we anticipated that these sub-components of work should attain or exceed the 8.14% DBE participation goal. Veolia maintains a continuing contract with National Insurance Consultants, a firm with expertise in identifying and contracting with DBE firms, which will be available to assist us throughout the contract. Key Staff Biographies Please note We have made one shift in the assignment of the proposed personnel we presented in our EEOI. Marshall Allen, who was presented in the EEOI as our proposed Chief Engineer, will now assume the position of Track Manager, and Carl Morey, P.E. is now our proposed Chief Engineer. Therefore, Carl s biography and Form 8c are included in this technical proposal, and Marshall Allen s biography and Form 8c have been revised to reflect the position of Track Manager. Chief Engineer Carl Morey, P.E. has a Bachelor of Science Degree in Civil and Environmental Engineering from Clarkson University in New York. Carl is a licensed engineer in Florida, New York, and Pennsylvania, and has an extensive background in the maintenance of railroad infrastructure and facilities. Carl started his career on Conrail where he was responsible for the maintenance of railroad infrastructure and facilities supporting freight and existing commuter train operations in the Pennsylvania, New Jersey, and New York areas. After his 13 years in various positions with Conrail, including Regional Engineer, Carl has worked primarily 37

41 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M for engineering firms with a focus on rail facilities and infrastructure. Carl s projects have included the Acela Maintenance Facilities in Boston and Washington, the rebuilding of stations in New York City as part of the Amtrak, East Side Access Program, and the double tracking of the SFRTA s Tri-Rail System in South Florida. Carl will bring the necessary experience to work with the DBM during Phase II construction, and assisting FDOT in the testing and acceptance of facilities and infrastructure, as well as overseeing the routine maintenance and capital upgrades to the SunRail System. Safety & Security Manager Gary Wilson is a seasoned railroad professional with over 40 years of railroad experience. He has worked in various railroad crafts with experience as Class I railroad locomotive engineer. He has held various operating and dispatching management functions in his career, before becoming an independent contract providing technical and safety training to railroad employees. Gary has performed employee training for the Union Pacific, Norfolk Southern, and CSXT railroads, and is certified in GCOR, NORAC and CSX rules training. Gary is utilized by the Class I railroads to assist with the interview and selection of entry level candidates, and to train those candidates to be safe and efficient operating and maintenance employees. Gary is an expert in the field of Federal safety and regulatory requirements of railroad operations, and is contracted to teach and certify railroad employees in compliance with them. Gary will be able to bring his knowledge of railroad safety and regulatory practices to SunRail, and will be an effective manager in the multiple tasks of planning, recruiting, training, and certifying, that will be required during the mobilization and start-up of the SunRail System. In addition, Gary has training and background in Quality Management ISO 9000/9001/9002/14001 which will prove valuable in the implementation of our ISPQ (Integrated Strategy Planning and Quality) program for continuous improvement in the on-going operations and maintenance of SunRail. Transportation Manager (Dispatch) Kenneth Gumz will come to this project directly from the CSX Passenger Operations Department, where he currently manages the interface with commuter rail and Amtrak operations. Ken brings to SunRail invaluable experience and knowledge of the CSX dispatching operations and personnel in Jacksonville, which will improve the information flow, and reduce the learning curve for the assumption of dispatching operations from the CSX. In addition to his familiarization with the CSX, Ken has extensive experience in the joint operations of Amtrak intercity, commuter rail, and local and thru-freight operations. Ken understand the role of the host railroad in Amtrak operating agreements, and within the context of the Rail Passenger Services Act, which will be essential in managing the CFRC. Ken has a background in dispatching gained through both his technical training and his direct work experience as both as Trick and Chief dispatcher for the BNSF Railway. Communications Manager Michael Drury is an expert in railroad signals and communication systems gained through 16 years of experience with the BNSF Railway. Michael has spent his career in the field of railroad Signal and Communications (S&C), and has progressed through increasingly more responsible positions within the BNSF S&C Department. Michael oversaw the Special Projects group for the BNSF S&C Department for three years which involved the planning, design and implementation of multi-million dollar signal and communications projects thought the BNSF system. Michael also led the BNSF s technical training program for signal and communications employees. Michael holds a BS in Business Management, has been six-sigma trained and certified, and has received extensive technical and managerial training from the BNSF throughout his career. Michael will serve as the ideal 38

42 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M partner for the SunRail Signal Contractor, because he understands both the necessary signal and communications interface required for reliable train control. Track Manager Marshall Allen, a current Veolia employee, has over 40 years of railroad maintenance experience, and brings Commuter Rail Start-Up expertise. For 20 of the past 22 years, Marshall had responsibility for track and structure maintenance and construction on the Metrolink commuter rail system. During his tenure there he served as project manager for the original system start-up in 1992, and the opening of the Orange County service in His Start-Up responsibilities included coordination of the various constructions contractors on the project, interface with the existing freight operations of the Class I freight railroads, and overseeing quality, budget and standards of the railroad infrastructure construction. Marshall s rail infrastructure expertise extends far beyond managing commuter Start-ups. In his 20 year tenure at Metrolink, Marshall was involved in the procurement and management of various maintenance and construction contractors, and in his previous 20 years with the Southern Pacific Railroad, Marshall held various positions within the Engineering Department and was directly responsible for the management of maintenance and capital improvement projects. Marshall has worked within the FRA regulatory framework his entire career. Mechanical Manager Robert Haslam will brings 40 years of rail equipment maintenance to SunRail. Robert started his career with the Santa Fe Railway as a Carman and has held positions of increasing responsibility throughout his career. During the last 20 years of his career he has managed the maintenance of passenger rail equipment, including Bombardier cars similar to those to be employed in SunRail Service. Robert has worked for Amtrak for a large part of his career which will prove to be helpful in coordinating Amtrak s maintenance practices, and inventory system to coincide with the needs and demands of the SunRail commutes. Most recently, Robert has managed the equipment needs for the Capital Corridor Service in Northern California, which is a highly successful intercity passenger service that is building ridership at a rate faster than any other passenger system in the United States. Robert will bring a great depth of pertinent knowledge about SunRail equipment, Amtrak, Federal Regulations, and how to effectively manage a mechanical department and maintenance work force. 39

43 Certification of Operations and Maintenance Experience Key Staff Experience Experience and Reference Form State of Florida Department of Transportation Form No. 8c Contract No.: RFP-DOT O & M Project Description: Central Florida Rail Corridor (CFRC) Operations and Maintenance Position: Name: Firm: Chief Engineer Carl Morey Veolia Transportation Services, Inc. Degree(s): B.S., Civil & Environmental Engineering Experience: 25+ years of diverse rail-related engineering management and civil engineering experience Begin Date End Date Employer: Halcrow, Inc Present Description of Work: Principal Engineer FTA Program Oversight Manager for the Charlotte Area Transit System LYNX Light Rail Build-out. The $1.1 Billion project is in the NEPA and Preliminary Engineering Phase. Reference: Name & Title: Address: Phone Number: Address: Begin Date End Date Employer: New York City Economic Development Corp Description of Work: Vice President & Engineering Audit Officer Responsible for the review and approval of contracts, construction Bid packages and all change orders for third party construction; state and federal contract compliance, permitting, substantial and final completion payment reviews. Projects included Yankee Stadium Area Redevelopment, NYC Cruise Ship Terminals, and the West Side High Line Rail Restoration Project. Represented NYCEDC on FTA funded projects. Reference: Name & Title Address: Phone Number Address 1

44 Begin Date End Date Employer: HDR Engineering, Inc Description of Work: Principal Engineer Principal railroad engineer providing design and construction support services for CSX Transportation and other agencies. Served as Project Manager of design of a new Texas Utilities (TXU) rail line near Dallas, Texas. Retained by Rail America to investigate collapse of a railroad bridge carrying the NASA Space Shuttle Booster near Montgomery, ALA. Responsible for business development in the Southeast US. Reference: Name & Title: Don Mazza, Director of Rail Engineering Address: South Florida Regional Transportation Authority)(Tri-Rail) Phone Number: Address: Begin Date End Date Employer: Urban Engineers, Inc Description of Work: Program Management Oversight Consultant Program Management Oversight Consultant on federally funded FTA New Starts programs and Major Capital Projects. Author of monthly reports to FTA, Task II Reports, Lessons Learned, Final Reports to FTA. Projects included the $517 million DART North Central Corridor LRT Build-out and the $184 million Trinity Railway Express expansion between Dallas and Fort Worth, Texas. Oversight of federally funded Metropolitan Transit Authority program in New York City including the $1.5 billion NYCT Stations Rehabilitation Program and the NYCT/LIRR /Amtrak East Side Access Program. Reference: Name & Title Address: Phone Number Address: Begin Date End Date Employer: Bechtel Infrastructure, Inc Description of Work: Senior Transportation Engineer Retained by Bechtel as lead Senior Transportation Engineer to assistant Amtrak in the development of Amtrak s Acela High Speed Trainset (HST) Maintenance Facilities in NY, Boston and Washington, DC, a $140 million design/build program. Provided contract management and construction oversight for Amtrak on the first design/build high-speed rail program in the United States. The Project included design oversight of structural, civil, mechanical, and electrical design, HST Acela facilities, construction oversight, environmental and regulatory compliance. Joint with Amtrak, Bombardier, and various contractors and consultants. 2

45 Reference: Name & Title Address: Phone Number Address: Begin Date End Date Employer: Bergmann Associates, Inc Description of Work: Branch Office Manager Managed a twenty-person Consulting Engineering Branch Office, providing design and project management services in civil, highway, rail, structural, mechanical and electrical engineering and architecture. Reference: Name & Title Address: Phone Number Address: Begin Date End Date Employer: Consolidated Rail Corporation, Inc Description of Work: Regional Engineer Responsible for Managing the Structures and Facilities Department of Conrail s Eastern Region, a 145-person engineering and maintenance department. Managed the Capital Bridge and facility programs. Managed third party and government-funded contracts, along with materials procurement, system safety, litigation support, and labor relations throughout the Conrail Eastern Region; encompassing New Jersey, Delaware, Maryland, the District of Columbia, Eastern Pennsylvania, and New York City area. Recruited to Senior Engineering Management Training Program. Also served as Conrail System-wide engineer in 13 states and Canada representing Conrail on various critical infrastructure projects involving the states of NY, NJ, Ohio, PA, District of Columbia, NY State Seaway Authority, Port Authority of NY/NJ (PATH), NJ Transit, Amtrak. Reference: Supervisor of Structures and Station Facilities Managed the New Jersey Division of Conrail-Structures and Facilities Department including all shops, station areas, loading docks, yards and terminal support facilities. Programmed maintenance of facilities and capital improvement projects. Project management of rail, structural, mechanical and electrical maintenance and engineering staff. Name & Title Address: Phone Number Address: 3

46 Certification of Operations and Maintenance Experience Key Staff Experience Experience and Reference Form State of Florida Department of Transportation Form No. 8c Contract No.: RFP-DOT O & M Project Description: Central Florida Rail Corridor (CFRC) Operations and Maintenance Position: Name: Firm: Communications Manager Michael Drury Veolia Transportation Services, Inc. Degree(s): BS in Business Management AAS in Industrial Electricity & Programmable Logic Controls Certificate Railroad Electronics Six Sigma Green Belt Certification Journeyman Signalman Journeyman Signal Electronic Technician Journeyman Power Plant Electrician Experience: 16 years of experience in railway signal & communications Begin Date End Date Employer: ALLMON LLC 2012 Current Description of Work: General Manager Reference: Oversee all business operations for legal support services division of consulting company. Manage business development, account management, startup enterprises, contracts, and staffing. Administer $3.5M in capital and operating budgets. Maintain relationships with vendors and subcontractor providers. Represent company at industry events. Facilitated 25% revenue growth by performing expansion planning and launching new business enterprise. Improved efficiency and customer satisfaction by streamlining and standardizing workflows. Name & Title Address: Phone Number Address: 1

47 Begin Date End Date Employer: BNSF Railway Description of Work: Senior Manager, Technical Training Signal, Telecom, & Engineering Directed management and planning of Signal, Telecom, Structures, Roadway Equipment, and Track Maintenance training. Supervised a total of 37 Training Managers, Field Trainers, and contracted Instructors. Administered $6.2M in operating and capital budgets for each training team. Saved $1M per year in training expenses by establishing fast track training program for Signal Apprentices. Led development and implementation of new training and certification programs. Increased revenues $1M by establishing revenue-generating training programs for government, industry, and academic organizations. Manager of Signal Special Projects Planned and managed complex, multi-million dollar projects and served as representative and subject matter expert for claims conferences and labor negotiations. Successfully directed $4M system pole line removal project in Played key role in company achieving 30% reduction in Federal Railroad Administration Claims fines. Provided responses to Brotherhood of Railroad Signalmen (BRS) claims and provided expert representation during BRS contract and labor negotiations. Recognized for having zero BRS claims overturned during claims conferences Signal Supervisor Promoted to oversee signal management for two major railway yards plus associated mainline track in four large subdivisions. Supervised a team of 22 personnel. Administered $7M in capital and operating budgets for territory. Served as final escalation point for Maintainers and Electronic Technicians to resolve specialized railway computer systems issues. Reduced operating expenses $1M during tenure. Maintained 100% injury-free workplace every year. Signal Electronic Technician / Maintainer Monitored and supported Proyard computer systems and related systems at large Classification Yard. Reference: Name & Title: John Irons, BNSF Senior Mgr. Training Address: College Blvd. Overland Park, KS Phone Number: Office (913) cell (913) Address: [email protected] 2

48 Certification of Operations and Maintenance Experience Key Staff Experience Experience and Reference Form State of Florida Department of Transportation Form No. 8c Contract No.: RFP-DOT O & M Project Description: Central Florida Rail Corridor (CFRC) Operations and Maintenance Position: Name: Firm: Mechanical Manager Robert Haslam Veolia Transportation Services, Inc. Degree(s): FRA, Class 4 Train Service Engineer Experience: 29 years of rail maintenance experience Begin Date End Date Employer: Capital Corridor Joint Powers Authority Bay Area Rapid Transit District 2000 Present Description of Work: Assistant Mechanical Officer Reference: Oversight management of the maintenance and operation of, passenger rail equipment, structures and facilities within the Capitol Corridor passenger rail and feeder bus service. Monitors the implementation of goals, objectives, policies, procedures and work standards for the Capitol Corridor, BART, Caltrans and Amtrak California. Provides mechanical and engineering support for development of specifications for equipment modifications, rehab programs, new car acquisition and maintenance facilities Name & Title: Tom Clarke, Mechanical Manager Address: Phone Number: Address: [email protected] 1

49 Begin Date End Date Employer: Amtrack West Description of Work: Manager of Maintenance Support Oversee all aspects of Amtrak Mechanical Department maintenance functions pertaining to its performance and compliance with Maintenance and Transfer Agreement between Amtrak and the State of California. Monitor servicing of daily turnaround train sets. Oversight of the Program Maintenance process. Quality assurance and contract compliance. Responsible for maintaining the Caltrans Project File database and FRA maintenance records. Reference: Name & Title: Lou Bellotti, Superintendent Address: Phone Number: Address: Begin Date End Date Employer: Amtrack/Metrolink Central Maintenance Facility Description of Work: General Foreman, Cars/Service and Inspection Responsible for supervising equipment maintenance functions to ensure that servicing, repair, overhaul and dispatch of locomotives, passenger railcars and M/W equipment is performed in a safe, productive and cost-effective manner. Administration of the safety, performance, training and service programs and goals of Amtrak and SCRRA. Direct supervision of union craftpersons, contractors and OEM representatives. Carman Mechanic/Class 4 Engineer Inspection, service and repair of passenger rail equipment. Perform locomotive FRA inspections and tests, terminal air brake tests. Train operation and makeup, switching of cars and locomotives within a mechanical facility. Reference: Name & Title Address: Phone Number Address: 2

50 Begin Date End Date Employer: General Electric Railcar Services Description of Work: General Manager Supervised crew of over 20 mechanics in a multi-shift production of freight railcar repair, grit blast and paint shops from light maintenance to heavy wreck rebuild. Coordinated activities of personnel, materials and production departments. Responsible for safety (including OSHA rules, implementation and compliance), training, environmental regulations (AQMD), federal regulations (FRA), quality control, performance and discipline. Reference: Name & Title Address: Phone Number Address: Begin Date End Date Employer: Trailer Train Company, CALPRO Division Description of Work: Supervisor Directed production line reconditioning of railcar truck assemblies and 5 th wheel hitch components. Responsible for training, quality control, employee relations and discipline in a union shop. Knowledge of the structural and functional characteristics of various freight car design and systems. Reference: Name & Title Address: Phone Number Address: 3

51 Begin Date End Date Employer: Atchison, Topeka and Santa Fe Railroad Description of Work: Relief Foreman Assisted with and supervised in the absence of regular foreman to maintain production and administrative requirements. Industrial Engineer Analyst Performed time and motion studies, best method work flow analysis, manpower and equipment utilization planning. Car Inspector/Carman, Mechanic Inspected and maintained railcars at terminal train yards, and intermodal facilities with responsibility for the safe and expedient movement of freight trains. Repair and maintain freight railcars, perform COTS, truck and draft component changeout. Served on emergency derailment response team. Reference: Name & Title Address: Phone Number Address: 4

52 Certification of Operations and Maintenance Experience Key Staff Experience Experience and Reference Form State of Florida Department of Transportation Form No. 8c Contract No.: RFP-DOT O & M Project Description: Central Florida Rail Corridor (CFRC) Operations and Maintenance Position: Safety & Security Manager Name: Firm: Gary Wilson Veolia Transportation Services, Inc. Degree(s): Hazardous Material, Qualified First Responder Pueblo, CO. Locomotive Engineer, Burlington Northern Railroad Overland Park, KS. Courses in Management and Leadership, Dale Carnegie Pittsburgh, PA. Company Sponsored Management Courses, Penn State University Pittsburgh, PA. ISO 9000, 9001, 9002, Experience: Over 40 years of experience in railway industry Begin Date End Date Employer: Various (see below) 2001 Current Description of Work: Contract - Railroad Employee Training CSXT Certified, NORAC Certified, GCOR Certified. New hire conductor and advanced conductor training: Union Pacific RR. New hire training: CSXT. Interviewing, hiring and other HR duties: Norfolk Southern. CN and CP qualified RWT Aberdeen Carolina & Western Railway, Manager Operations & Safety Managed 162-mile short line railroad. Contractor, Railroad Conductor Trainer Taught new hire conductor classes for the Union Pacific RR. AK Steel, Shift Manager Managing railroad operations within a steel plant environment. 1

53 Reference: Name & Title: Sam Holdcroft, Norfolk Southern Rules Examiner (Retired) Address: Phone Number: Address: Name & Title: Warren (Rocky) Longo Sr. Trainmaster/Rules Examiner, Norfolk Southern Railway. Address: Macon, Georgia Phone Number: Address: Name & Title Address: Phone Number Address: Begin Date End Date Employer: Birmingham Southern Railroad Description of Work: Trainmaster / Manager Dispatch Implemented various management duties: planning, scheduling and controlling all facets of operations on a rotation basis. Supervised every aspect of employee training evaluation. Upheld all safety standards by authorizing appropriate corrective measures and served as an instructor for Safe Operating Practice procedures. Oversaw short-range railroad labor and controlled on-time freight movements. Investigated train accidents and directed traffic detours and wreckage clean up. Reference: Name & Title Address: Phone Number Address: 2

54 Begin Date End Date Employer: Union Railroad Description of Work: Supervisor of Operations Implemented various management duties: planning, scheduling and controlling all facets of operations on a rotation basis. Supervised every aspect of employee training evaluation. Integrated Main Line and interdivisional activities, fulfilling all industry expectations. Upheld all safety standards by authorizing appropriate corrective measures and served as an instructor for Safe Operating Practice procedures. Oversaw short-range railroad labor and controlled on-time freight movement. Investigated train accidents, directed traffic detours and wreckage clean up. Trainmaster Managed all rail operations for Clairton Coke Works, Fisher Body plant and U.S. Steel Irvin Works. Proposed plans, scheduled, motivated and directed all phases of short and long-term operations. Planned and scheduled service requirements with U. S. Steel plant superintendents. Addressed and determined disciplinary action of existing agreements not in compliance with company rules and regulations. Oversaw all track labor on the Main Line. Determined and adhered to all freight schedules, avoiding delays. Explored and interrogated factors involved in derailments and determined cause. Built a working knowledge of labor rules and agreements, safety laws, standard costs, ICC regulations and CTC station operations. Consulted and made decisions with other departments on track repairs, outages and locomotive/car requirements. Conceived and implemented new, organized supply system for entire division. Increased Irvin plant revenue by negotiating agreement with U. S. Steel to ship freight using railroad system instead of highway trucks. Met and exceeded all goals implemented by superintendent regarding safety, cost reductions, revenue cars and derailment-oriented property damage. Increased company revenue by streamlining unnecessary labor costs. 3

55 Assistant Trainmaster Effectively supervised, trained and evaluated 200+ railroad personnel. Oversaw all safety standards and corrected any unsafe conditions; directed procedures for handling personal injuries. Quickly resolved industry and railroad problems, achieving logical solutions. Achieved Union Railroad s highest record by increasing revenue cars per crewmember with a 30:1 ratio in an industry with an average of 25:1. Surpassed all performance goals established by supervisors during employment duration. Various Operational Roles Reference: Name & Title Address: Phone Number Address: 4

56 Form No. 8c Certification of Operations and Maintenance Experience Key Staff Experience Experience and Reference Form State of Florida Department of Transportation Contract No.: RFP-DOT O&M Project Description: Central Florida Rail Corridor (CFRC) Operations and Maintenance Position: Name: Firm: Track Manager/ Asst. Chief Engineer Marshall Allen Veolia Transportation Services, Inc. Degree(s): B.A. Business Management, University of Phoenix Experience: Over 40 years in transit and freight railroad industry Begin Date End Date Employer: Veolia Transportation Maintenance & Infrastructure (VTMI) 2012 Current Description of Work: Provide detailed inspection of construction projects and facilities for design, specifications, building codes and related safety requirements. Conduct construction site visits; inspect each stage of the construction process up to and including project completion and closeout. Monitor installation of rail and rail related systems. Insure project costs and payment schedules, all administrative support documents submitted, are current and complete. Recommend project changes site changes or plan revisions during construction based on valued engineering that generate cost savings. Generate and prepare Quality Assurance, Quality Control documentation including contractors non-compliance reports and daily activity logs to support contractors activities. Verify all Contractor work is in compliance with the contract documents. Reference: Name & Title: N/A Veolia employee Address: Phone Number: Address: 1

57 Begin Date End Date Employer: Southern California Regional Rail Authority Description of Work: District Track & Structures Manager Managed maintenance and construction activities to ensure compliance with 49 CFR Part 213, 214, 217 and 218, and SCRRA (Metrolink) Standards. Develop annual budget requirements for maintenance and rehabilitation projects. Manage budget for track rehabilitation projects tracking Federal, State and Local funding sources. Manage Inventory Control through Work Order process to maximize available materials in inventory while minimizing cost. Develop and implement technical specifications track standard and engineering instructions. Assisted in technical rewriting of Metrolink General Orders and Maintenance of Way Rules and Instructions. Coordinate activities with outside agencies for efficiencies in construction methods, materials and safety implementation Schedule, coordinate and manage ultra-sonic and geometric testing of rail Coordinate the use of the rail right of way by outside parties through personal inspection, meeting with affected parties, monitoring leases and construction activities Support development and implementation of Track Maintenance Engineering Instructions Project Manager Orange County Start-Up Coordinate, scheduled, managed all activities related to design criteria for construction and start up of Orange County Line Managed Metrolink/Burlington Northern Santa Fe force account projects to ensure contract compliance, budget requirements and construction feasibility Review construction plans and specifications for correctness and constructability Support station design and construction activities related to track requirements 2

58 Project Manager Metrolink System Start-Up Coordinate, scheduled, managed all activities related to design criteria for initial construction and start up of METROLINK system. Managed Metrolink/Southern Pacific Transportation Company force account projects to ensure contract compliance, budget requirements and construction feasibility Review construction plans and specifications for correctness and constructability Support development and implementation of Engineering Standards Support station design and construction activities related to track requirements Reference 1: Name & Title: Rich Walker, Former Manager of Maintenance SCRRA Address: Phone Number: (909) Address: Reference 2: Name & Title: Michael E McGinley, Chief Engineer (retired) SCRRA Address: Phone Number: Address: [email protected] 3

59 Begin Date End Date Employer: Southern Pacific Transportation Company, (SPTC) Engineering Inspector Coordinate, scheduled, manage inspection activities related to design criteria for construction for the Los Angele Subdivision. Review and update Valuation maps for right of way lease information Review and submit update to Track Charts Inspect yard tracks, siding and other main tracks for California Public Utility Commission walkway compliance Support station design and construction activities related third party construction Reference: Engineering Inspector/Cost Engineer Maintain budget status for system wide capital construction projects Prepare cost analysis and estimates for capital construction and capital maintenance projects Prepare monthly cost reconciliation and accrual reports Maintain inventory control for assigned projects and programs Prepare and review Change Notices, Change Orders Coordinate, scheduled, manage inspection activities related to design criteria for construction for the Eastern Region Engineer Review and update Valuation maps for right of way lease information Review and submit update to Track Charts Monitor construction and installation activities of fiber optics between Dallas and Houston, TX Maintenance of Way Coordinator Maintain and submit daily activity reports for track maintenance crews Prepare and maintain track material installation reports for rail, ties and ballast Retention management of track inspection reports Conduct annual inventory audit for budget control Record and post job vacancies for maintenance employees. Name & Title: Michael McGinley, Division Engineer (retired) Address: NA Phone Number: Address: 4

60 Certification of Operations and Maintenance Experience Key Staff Experience Experience and Reference Form State of Florida Department of Transportation Form No. 8c Contract No.: RFP-DOT O & M Project Description: Central Florida Rail Corridor (CFRC) Operations and Maintenance Position: Transportation Manager (Dispatch) Name: Kenneth Gumz Firm: Veolia Transportation Services, Inc. Degree(s): Karrass Negotiating Class, Completed May 22, 2007 Train Dispatcher Certification BNSF, Completed July 16, 2004 Tarrant County College, Fort Worth, TX, Graduation Date: July 16, 2004 Confined Spacing Certification/Trainer Certification BNSF, Completed May 20, 2002 First Line Supervisor Certified BNSF, Completed Feb 10, 2001 Experience: Over 14 years of experience in Mechanical, Transportation and Passenger Operations 1

61 Begin Date End Date Employer: CSX Railway 2006 Current Description of Work: Trainmaster Passenger Operations Present Liaison between CSXT, Amtrak and all commuter agencies that operate on CSXT regarding daily train operations acting as the primary advisor to Division Leadership. Directly supervising passenger agency train and engine service employees operating on CSXT Jacksonville Division including nine daily Amtrak trains and 50 weekday SFRTA Commuter trains. Conduct monthly operational testing averaging 150 operational tests submitting all the data promptly and accurately to CSXT and Commuter Rail Agencies involved. Handle all rules violations that occur with foreign line crews on my territory. Set up, lead and manage Joint Testing teams with FRA, FDOT, Amtrak, SFRTA and CSXT. Reduced major rule violations by 50% since position was established. Assist in the annual operations rules training for Amtrak Managers across five CSXT divisions in Jacksonville, Florence, Baltimore, Albany and Chicago. Additionally conduct all rules training for South Florida Regional Transportation Authority. Worked on and implemented the current schedule that SFRTA uses during the weekday averaging 94% CSX measured OTP. Provide direction and support to the CSXT Dispatching Center working closely with the Jacksonville Division Manager, Assistant Division Manager, STO, DTO s, Chief Dispatchers and dispatchers regarding passenger train operations including unique agency contract provisions. Coordinate passenger train operations during curfews, derailments, track outages, inclement weather and other service disruptions; this includes direct field supervision. Adjust and maintain all profiles for passenger trains that are annulled, detoured or rerouted during these outages. Continue to seek improvement of all train operations through analysis of passenger operations and schedules. Participate in contract negotiations, passenger council meetings, negotiations with elected officials and corporate communication initiatives. Use all necessary data gathering and computer programs to efficiently complete job tasks in a timely manner. 2

62 Passenger Operations Specialist Provide a direct link between CSXT Railway and commuter rail corporations including Amtrak, Tri-Rail, MBTA, VRE, and MARC. Actively monitor these trains for disruptions in service. Predict any upcoming delay to these trains. Be able to communicate with these agencies in a clear and precise manner with excellent oral and written communications skills. When a service interruption arises, work with the commuter agencies and Jacksonville operation center to develop an operating plan that will be successful for both CSX freight and Commuter rail traffic in recovery from this service interruption. Maintain the paperwork associated with the movement of 64 daily Amtrak trains and 157 Commuter trains. Prepare and send out several reports concerning the status of any/all delays, on time percentages, slow orders affecting rail traffic, heat orders affecting rail traffic, and all completed commuter logs. Reference: Name & Title Rob Surgeoner, Director Passenger Operations, Address: CSX - Jacksonville Fl. Phone Number: [email protected] 3

63 Begin Date End Date Employer: BNSF Railway Chief Dispatcher Supervised train operations and the Dispatchers controlling the Divisions assigned. Train Dispatcher for six months qualifying on nine different territories; promoted to a Chief Dispatcher in nine months directly supervising 30 dispatchers controlling all BNSF traffic that operated in the state of California averaging 100 trains per day in addition to UPRR, Amtrak and Metro-Link that operated across shared lines. Schedule and instruct annual Operating Rules Training for 30 train dispatchers. Maintain productivity despite change, ambiguity, long hours, and/or competing priorities. Stay focused when handling multiple tasks at the same time. Systematically evaluate the cost impact of operating decisions when making recommendations and taking action. Demonstrate a clear grasp of key performance data (e.g., safety, productivity, and financial indices); identify trends in data and implications for own area of responsibility. Manage costs in a cost-effective manner. Grand Division Sheet Metal Worker Perform maintenance on the facility replacing pumps, repairing air lines, oil lines, fuel lines, water lines, painting, concrete work, repairing asphalt, welding and cutting various types of metal. Operate various types of equipment including, forklifts, small cranes, skip loaders, bobcats. When required performed relief supervisor work while the manager was away which included planning and assigning staff to all current and new work orders. Assigned and trained to instruct BNSF Barstow Yard Confined Space Training. This Included putting together from start all training material, instructions and testing of 100 plus employees. References: Name & Title: Richard Rork, Chief Train Dispatcher Address: BNSF Railway San Bernardino, CA Phone Number: Address: [email protected] Name & Title: Jon Bonnar, Terminal Manager, Address: BNSF Railway, Barstow Ca. Telephone: Cell Address: [email protected] 4

64 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP-DOT O&M Innovation, Marketing, Patronage & Cost Savings Approaches

65 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Innovation, Marketing, Patronage and Cost Savings Approaches Veolia wants innovation to be a factor that defines us. We strive for each new contract to incorporate what we learned from our other operations and then build on those with unique features that may be generated by the new project. We have pioneered new ways of doing things in places like New Orleans with computer-dispatched, flexibly-routed small buses; in Boston with Conductor Companion I-Phone applications; at TriRail where our staff developed an effective peer counseling model for engineers involved in grade-crossing incidents; at Nassau County where we employed the use of brand ambassadors, and in our German rail networks, where we have successfully implemented on-board systems that assist engineers in significantly reducing locomotive fuel consumption. The place to start with innovation in SunRail is in introducing this new service to its potential market. When one says Orlando, people think Disney, Universal, and the Magic. However, in addition to the millions of people who visit central Florida every year, there are the millions of people who call it home. They are more likely to think school, stores, work, health care, and all the places residents need to go. Those folks are our target. But because Orlando is still someplace special, they deserve a rail service that is something special. That is where Veolia is at its best. The first step is getting them onboard introducing SunRail to a population that is automobile centric, and not familiar with the convenience of passenger rail service. We understand the O&M scope for SunRail does not include marketing responsibility. However, we want you to know for our public-private operating agreements around the world, and within the US, Veolia manages all aspects of marketing, communications, and has at least some responsibility for driving up ridership and revenue. This work includes managing passenger communications, marketing and branding, and media relations. We work very closely and collaboratively with our clients on these initiatives and consider ourselves responsible to positively and collaboratively build our clients identity and reputation in the community and with the media. We offer to assist FDOT with these efforts with our expertise. It is all the more important because SunRail is new and has to start building a loyal ridership base from its first passenger. It will do this in two ways. The first is made up of broad initiatives to convince people to try SunRail. The second once they are aboard is to provide an absolutely reliable, comfortable trip that give customers a level of confidence that they will reach their destinations when the timetable says and that the trip is preferable to their existing mode of travel most likely their car. Brand building - We have decades of experience in integrated brand strategy, marketing and brand building in our corporate marketing and communications team and work very closely with the local marketing and communications group at our location, as well as with our clients. We have won numerous American Public Transit Association awards for this work. As you wish, we will dedicate members of our North American and global marketing team to work with you to introduce and grow the SunRail brand in the communities it serves, with local employers, with the business community Orlando area institutions, and of course, with local attractions. We will propose a SunRail mascot to be available at local activity centers and to visit anyplace that potential riders gathers. We will design a character to personify SunRail which will both attract attention to this new service and generate positive feelings among potential riders and visitors. 40

66 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M Loyalty program - We have developed a phone application that keeps track of the time people spend on the train. We can offer that app to FDOT as a means to reward ridership by offering points which can be redeemed at local merchants. Conductor s Companion - We have pioneered a telephone application which can be made available to our operating staff members that are NOT operating the train. This is a smart phone program which provides operating personnel with every bit of information they need to inform passengers of how things are running when everything is on schedule and in those times when interruptions do occur. In a simple hand-held device, first line staff members get access to up-to-the minute information on all movements including GPS screens which show the location of each train. It can also be used to incorporate all of the manuals, instructions, and procedures that operating personnel need to carry by law. Transfer information to intersecting bus services can also be included. Last Mile Solutions - Most SunRail travelers are not going to destinations immediately adjacent to stations. They are going to need connecting service, whether it is bus, taxi, or shuttles. We are one of the world s leaders in on-demand service, owning taxi fleets and the SuperShuttle shared ride airport service. SuperShuttle operates off a computer-driven routing and dispatch system, and SuperShuttle is present in the Orlando market. We are prepared to develop a SunRail SuperShuttle component which will pick up and deliver groups of riders in stations to get them to or from their final destinations. Imagine boarding a train and being able to call a van to be waiting for you when you arrive at your station. We can make that happen. Revenue Risk - In our overseas operations, Veolia routinely takes some risk on ridership and revenue. In other words, we will base some portion of our fee on revenue generated, if we have a role in marketing the service. This is not a model normally found in the United States. However, after a period of stable operations (one year to 18 months), we will be prepared to sit down with you and negotiate our taking some level of revenue responsibility, meaning we will take the risk that we can increase revenue by some percent and we will propose to share that additional revenue with you. It will involve our making an investment in marketing beyond what is already occurring. It is our way of showing you that we believe in our abilities and we will risk some of our return on them. Customer Service and Passenger Information - We offer you our assistance in informing potential riders how to ride, and in disseminating information through various channels. Most surveys of new transit ridership indicate that one of the biggest barriers is that people simply do not know how to ride, and are intimidated by the system. Ensuring that everyone can navigate the system, get route and schedule information, and easily get where they need to go is a core commitment we care deeply about and have skill in executing. This is true for the trains as well as the multi-modal connections. A few examples of what we have done for clients in this realm include: In all of our public-private operating partnerships, we have completely redesigned the websites and mobile sites to improve passenger information, and have a large number of weekly visitors. We have put in place new mobile apps including our proprietary Urban Pulse which not only can provide real-time SunRail information, it can also incorporate all of the other transit and mobility options in the region as well as provide social media functions which allow friends to link up, meet, and identify local deals for restaurants and attractions of which they can take advantage. 41

67 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP DOT O&M We have created new system maps, all-new route timetables/schedules, station and bus stop maps, and informational brochures. In New Orleans, we designed and launched new passes called Jazzy Passes for passenger convenience. We also installed new ticket vending machines to increase passenger convenience and are now working on next bus arrival information by Smartphone, which our passengers very much want. We can do the same for SunRail. We often manage call centers for our clients and have greatly improved the phone tree system and effectiveness of the call centers in our PPOP and other contracts We have Advisory Committees that meet monthly with our senior teams to ensure we are listening to and responding to the needs of the disabled community as well as our general ridership. While most of clients generally conduct their own media relations, in several of our contracts the function has been delegated to Veolia. We respond to any immediate issues, relying on our media specialists who together have years of experience in both public and private client settings. We also are pro-active; for example, in New Orleans we hold monthly media events featuring progress on expansions, improvements and introduction of new equipment and technology. We have been featured in many segments on local broadcast and print outlets referencing ridership, economic impact, and improvements. We have implemented partnerships with local traffic feed networks disseminating daily system status reports to the community. IBM Smart Cities Initiative - Veolia is in an exclusive partnership with IBM for the development and integration of its Smart Cities program. Smart Cities combines a range of data systems and customer service applications, designed both to better integrate existing internal information for improved decision making in such areas as scheduling and maintenance as well as for providing users with specific mobility solutions on a normal day as well as alternative routes and solutions when unexpected events interfere Eco-Fassi Driver Assist Fuel Saving System The Eco-Fassi system is a train operation advisory system developed by Deutsche Bahn staff that informs the locomotive engineer of optimal train handling procedures to conserve fuel and also keep to the train on the published schedule. It is a relatively inexpensive, passive system that does not directly control any locomotive functions. The system is programmed to know the territory, including track speeds, speed restrictions, stations, signal locations, and grades; and through GPS, it monitors the train relative to its schedule, other trains schedules, and station times, and informs the engineer the optimum acceleration, maximum speed, and deceleration rate to maintain between stops. Veolia has employed the Eco-Fassi system on two of its contract passenger operations in Germany, NordWestBahn, and Nord-Ostsee-Bahn, which consist of diesel locomotives and trailing coaches similar to the SunRail configuration. Our experience on those systems was fuel savings in the 8-10% range, and an investment payback of less than two years. In the fall of 2012, Veolia invited the ECO-Fassi experts to the United States to determine if similar success could be replicated here. Eco-Fassi s assessment is that it could easily be replicated in the US, and are ready to implement it when the opportunity arises. Although fuel costs are not part of our responsibility on this project, they will be a significant expense to the DOT year in and year out; therefore, Veolia will offer to work with Eco-Fassi to investigate the economics and feasibility of implementing the system on SunRail. If the DOT will commit to the capital expenditure and annual licensing and software costs, Veolia will commit to the installation and maintenance of the system. 42

68 Technical Proposal Central Florida Rail Corridor (CFRC) Operations & Maintenance RFP-DOT O&M Required Forms

69 Form No. 3 VENDOR DATA SHEET CENTRAL FLORIDA RAIL CORRIDOR (CFRC) OPERATIONS AND MAINTENANCE RFP-DOT O&M CORPORATE INFORMATION DATE: FEDERAL EMPLOYER IDENTIFICATION NUMBER (FEID): (State Purchasing System (SPURS) Vendor Number) VENDOR NAME: CORPORATE STRUCTURE: (Inc./LLC): ADDRESS: CITY, STATE, ZIP: TELEPHONE: CELLULAR: TOLL FREE NO.: (800) FAX NO.: / INTERNET ADDRESS: INTERNET WEBSITE URL: LOCAL OFFICE INFORMATION, (If other than above) CONTACT NAME: ALTERNATE CONTACT: ADDRESS: CITY, STATE, ZIP: TELEPHONE: CELLULAR: TOLL FREE NO.: (800) FAX NO.: / INTERNET ADDRESS: RFP Requirements 1) REGISTERED IN MYFLORIDAMARKETPLACE: (Y/N) Attach Proof 2) AUTHORIZED TO DO BUSINESS IN THE STATE OF FLORIDA(Y/N) Attach Proof 3) LICENSED TO CONDUCT BUSINESS IN THE STATE OF FLORIDA (Y/N) Attach Proof 4

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72 State of Florida Department of State I certify from the records of this office that VEOLIA TRANSPORTATION SERVICES, INC. is a corporation organized under the laws of Maryland, authorized to transact business in the State of Florida, qualified on February 28, The document number of this corporation is F I further certify that said corporation has paid all fees due this office through December 31, 2012, that its most recent annual report was filed on April 14, 2012, and its status is active. I further certify that said corporation has not filed a Certificate of Withdrawal. Given under my hand and the Great Seal of Florida, at Tallahassee, the Capital, this the Nineteenth day of November, 2012 Authentication ID: F To authenticate this certificate,visit the following site, enter this ID, and then follow the instructions displayed.

73 Form No. 4 PROCUREMENT /03 STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION DRUG-FREE WORKPLACE PROGRAM CERTIFICATION Preference to businesses with drug-free workplace programs. --Whenever two or more bids, proposals, or replies that are equal with respect to price, quality, and service are received by the state or by any political subdivision for the procurement of commodities or contractual services, a bid, proposal, or reply received from a business that certifies that it has implemented a drug-free workplace program shall be given preference in the award process. In order to have a drugfree workplace program, a business shall: (1) Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition. (2) Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a drug-free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the penalties that may be imposed upon employees for drug abuse violations. (3) Give each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in subsection (1). (4) In the statement specified in subsection (1), notify the employees that, as a condition of working on the commodities or contractual services that are under bid, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than 5 days after such conviction. (5) Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program if such is available in the employee's community by, any employee who is so convicted. (6) Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section. Does the individual responding to this solicitation certify that their firm has implemented a drug-free workplace program in accordance with the provision of Section , Florida Statutes, as stated above? YES NO 5

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