M-1 RAIL SAFETY AND SECURITY
MANAGEMENT PLAN
Version 4, November 2014
DOCUMENT REVISION LOG
M-1 RAIL Safety and Security Management Plan
Each revision to the Safety and Security Management Plan shall be issued with a revision log
requiring an authorized signature and date of revision.
Version
No.
Revision Date
Remarks
1
November 2013
Initial Draft
1
February 2014
Address PMOC Comments
May 2014
Address PMOC comments; removed
references to M-2
3
4
November 2014
Incorporated 10-21-14 PMOC Cephas
comments; remove vehicle maintenance
contractor; rename VSMF; document
formatting
Safety and Security Management Plan, Version 4, November, 2014
Authorized
Signature
Contents
INTRODUCTION ......................................................................................................................... 11
1.0
MANAGEMENT COMMITMENT AND PHILOSOPHY ....................................................... 11
1.1
Safety and Security Policy Statement ............................................................................. 11
1.2 Purpose of the SSMP ........................................................................................................ 13
1.3 Applicability and Scope ..................................................................................................... 13
1.4 SSMP Goal........................................................................................................................ 15
1.4.1 Objectives.................................................................................................................... 15
1.4.2
Reviews and Updates ................................................................................................ 16
2.0
INTEGRATION OF SAFETY AND SECURITY INTO PROJECT DEVELOPMENT
PROCESS ................................................................................................................................... 16
2.1 Safety and Security Activities ............................................................................................. 16
2.1.1
Project Development ................................................................................................. 18
2.1.2
Engineering .............................................................................................................. 20
2.1.3
Construction.............................................................................................................. 21
2.1.4
Systems Integration Testing ..................................................................................... 22
2.1.5
Pre-revenue Operations ............................................................................................ 22
2.2 Procedures and Resources................................................................................................. 23
2.2.1
Safety and Security Contractors ................................................................................ 24
2.3 Interfaces with Management ............................................................................................... 24
2.3.1
3.0
Hierarchy of Safety and Security Communication....................................................... 26
ASSIGNMENT OF SAFETY AND SECURITY RESPONSIBILITIES .................................. 27
3.1 Responsibility and Authority ............................................................................................... 27
3.1.1
Project Director/Chief Operating Officer ........................................................................ 27
3.1.2
Project Engineering ................................................................................................... 27
3.1.3
M-1 RAIL Staff and Key Project Personnel ................................................................ 28
3.1.4 Detroit Police ............................................................................................................... 40
3.1.5 Federal Transit Administration ..................................................................................... 40
3.2 Committee Structure .......................................................................................................... 40
3.2.1
Safety and Security Certification Committee (SSCC) ................................................... 41
3.2.2 Safety and Security Operations Committee (SSOC)................................................... 43
3.2.3 Fire / Life Safety and Security Committee (FLSSC) ..................................................... 44
4.0
SAFETY AND SECURITY ASSESSMENT ....................................................................... 47
Safety and Security Management Plan, Version 4, November, 2014
4.1 Approach to Safety and Security Assessment...................................................................... 47
4.2 Requirements for Safety and Security Assessment .............................................................. 48
5.0
DEVELOPMENT OF SAFETY AND SECURITY DESIGN CRITERIA ................................ 53
5.1 Design Criteria and Design Standards................................................................................ 53
5.2 Design Reviews .................................................................................................................. 53
5.3 Deviations and Changes ..................................................................................................... 55
6.0
PROCESS FOR ENSURING QUALIFIED OPERATIONS AND MAINTENANCE
PERSONNEL .............................................................................................................................. 55
6.1 Operations and Maintenance Personnel Requirements ...................................................... 55
6.2 Plans, Rules and Procedures.............................................................................................. 58
6.3 Training Program................................................................................................................ 58
6.4 Emergency Preparedness................................................................................................... 59
6.5 Public Awareness............................................................................................................... 60
7.0
6.5.1
Public Information ..................................................................................................... 60
6.5.2
Interface with State and Local Agencies .................................................................... 60
6.5.3
Media Interface ......................................................................................................... 60
6.5.4
Emergency Responders Outreach............................................................................. 60
SAFETY AND SECURITY VERIFICATION PROCESS ..................................................... 61
7.1 Design Criteria Verification Process ................................................................................... 61
7.2 Construction Specification Conformance Process ............................................................. 61
7.3 Testing / Inspection Verification .......................................................................................... 62
7.4 Hazard and Vulnerability Resolution Verification ................................................................ 64
7.5 Operational Readiness Verification ..................................................................................... 64
7.6 Safety and Security Certification Requirements ................................................................... 65
8.0
7.6.1
Non-Compliance Resolution ...................................................................................... 65
7.6.2
Certification Verification Report .................................................................................. 66
CONSTRUCTION SAFETY AND SECURITY ................................................................... 66
8.1 Construction Safety and Security Elements ........................................................................ 66
8.1.1
M-1 RAIL Contractor Safety and Security Program..................................................... 67
8.1.2
Contractor Auditing ................................................................................................... 67
8.1.3
Contractor Safety Training Program .......................................................................... 67
8.2 Construction Phase Hazard and Vulnerability Assessment .................................................. 68
8.3 Safety and Security Incentives ............................................................................................ 68
Safety and Security Management Plan, Version 4, November, 2014
9.0
REQUIREMENTS FOR 49 CFR PART 659, RAIL FIXED GUIDEWAY SYSTEMS: STATE
SAFETY OVERSIGHT ................................................................................................................. 68
9.1 Activities ............................................................................................................................. 68
9.2 Schedule of Activities .......................................................................................................... 69
9.3 Coordination Process ......................................................................................................... 69
10.0 FEDERAL RAILROAD ADMINISTRATION COORDINATION ............................................ 70
11.0 DEPARTMENT OF HOMELAND SECURITY (DHS) COORDINATION .............................. 70
11.1 Activities .......................................................................................................................... 70
11.2 Implementation Schedule ................................................................................................. 71
11.3 Coordination Process ...................................................................................................... 71
Safety and Security Management Plan, Version 4, November, 2014
FIGURES
Figure 2-1: Safety and Security Activities Matrix .................................................................... 17
Figure 2-2: M-1 RAIL Streetcar Project Organization ........................................................... 25
Figure 2-3: M-1 RAIL Streetcar Operations Organization ..................................................... 26
Figure 3-1: M-1 RAIL Committee Structure ........................................................................... 40
Figure 3-2: Safety and Security Responsibilities Matrix ....................................................... 46
Figure 4-1: Project Methodology for Identifying and Resolving Hazards, Threats, and
Vulnerabilities ...................................................................................................................... 48
Figure 4-2: Hazard Categorization and Assessment ............................................................ 49
Figure 4-3: Hazard Risk Index and Categories .................................................................... 51
Figure 4-4: Vulnerability Categorization and Assessment ..................................................... 52
Figure 6-1: M-1 RAIL Operations Roles and Responsibilities ............................................... 57
Figure 6-2: Operations Plans and Manuals Development Schedule ..................................... 58
Figure 9-1: Activity Schedule ................................................................................................ 69
Figure 11-1: DHS Schedule and Activities ............................................................................. 71
Safety and Security Management Plan, Version 4, November, 2014
ACRONYMS
The following acronyms are used within this document or in documents referenced within this
Safety and Security Management Plan.
APTA
American Public Transportation Association
BOD
Basis of Design
CAP
CCTV
CEL
CFR
CII
CM/GC
COTR
CPM
CPTED
CTR
Corrective Action Plan
Closed Circuit Television
Certifiable Elements List
Code of Federal Regulations
Critical Infrastructure Information
Construction Manager/General Contractor
Contracting Offices Technical Representative
Capital Program Management
Crime Prevention Through Environmental Design
Contractors and their sub-contractors
DBM
DCM
DEIS
DHS
DMS
DOT
Department of Budget and Management
Design Criteria Manual
Draft Environmental Impact Statement
Department of Homeland Security
Document Management System
U.S. Department of Transportation
EOP
Emergency Operating Procedure
FEIS
FLSSC
FMEA
Final Environmental Impact Statement
Fire/Life Safety and Security Committee
Failure Modes and Effects Analysis
FMECA
FMIS
FRA
FTA
IEI
MP
MDOT
Failure Mode, Effects and Criticality Analysis
Financial Management Information System
Federal Railroad Administration
Federal Transit Administration
Interactive Elements, Incorporated
Maintenance Procedure
Michigan Department of Transportation
NEPA
NFPA
NTP
NTSB
National Environmental Policy Act
National Fire Protection Association
Notice to Proceed
National Transportation Safety Board
Safety and Security Management Plan, Version 4, November, 2014
O&M
OCC
OEC
OSHA
Operations and Maintenance
Operations Control Center
Office of Engineering and Construction
Occupational Safety and Health Administration
PA/VMS
PD
PHA
PMOC
PMP
Public Address/Variable Message Signs
Project Development
Preliminary Hazard Analysis
Project Management Oversight Contractor
Project Management Plan
QA/QC
QMP
Quality Assurance/Quality Control
Quality Management Plan
RE
Resident Engineer
SCADA
SOP
SSCC
SSCP
SSEPP
SSI
SSPP
SSMP
SSOC
Supervisory Control and Data Acquisition
Standard Operating Procedure
Safety and Security Certification Committee
Safety and Security Certification Plan
System Security and Emergency Preparedness Plan
Sensitive Security Information
System Safety Program Plan
Safety and Security Management Plan
Safety and Security Operations Committee
TDD
TSA
TUN
TVA
Transit Development and Delivery
Transportation Security Administration
Temporary Use Notice
Threat and Vulnerability Assessment
UL
Underwriter’s Laboratories
Safety and Security Management Plan, Version 4, November, 2014
INTRODUCTION
The Federal Transit Administration (FTA) requires the development and implementation of a
Safety and Security Management Plan (SSMP) for major capital projects as defined in 49 CFR
Part 633, Project Management Oversight. Additionally, FTA Circular 5800.1 – Safety and Security
Management Guidance for Major Capital Projects, dated August 1, 2007, identifies specific safety
and security activities that must be performed and documented in the SSMP. The SSMP is
developed as part of the recipient’s Project Management Plan (PMP) and must be updated if
required whenever the PMP is revised. This document, the M-1 RAIL SSMP, has been developed
to meet the above requirements and all known safety and security-based codes, regulations and
guidelines. The M-1 RAIL Streetcar System will be constructed and operated by M-1 RAIL.
1.0
MANAGEMENT COMMITMENT AND PHILOSOPHY
1.1
Safety and Security Policy Statement
M-1 RAIL Streetcar Project
The mission of M-1 RAIL is to be an effective participant in the continuing development of
a high-quality, livable environment in the City of Detroit by supporting streetcar
development, serving high-density areas and by delivering safe, reliable, clean, costeffective transit service. Safety and security are paramount and a core value in all M-1
RAIL operations, including project development, engineering, construction, testing,
commissioning, and acceptance of the streetcar system.
M-1 RAIL is committed to a goal, which is to strive for safety results above industry norm.
To meet this goal, three key objectives have been established:
1. Avoid loss of life, reduce injury and minimize damage or loss of property.
2. Install an awareness of safety and security in all M-1 RAIL employees and
contractor personnel.
3. Provide for the identification and elimination or control of hazards, threats and
vulnerabilities through a systematic approach of auditing and analyzing the
operational system.
Roy Bryans, the M-1 RAIL Safety and Security Officer, is directed and empowered to
develop, implement and administer a comprehensive, integrated and coordinated System
Safety and Security Program. All M-1 RAIL staff members, including consultants and
construction personnel, are directed to comply with the provisions of this SSMP. The
Program is to emphasize preventative activities and responsibilities of each department in
an effort to identify, control and resolve threats, vulnerabilities and hazards during design,
construction and operational phases of transit service. Accordingly, the M-1 RAIL Safety
and Security Officer is empowered to order the cessation of activities or operations, which
are evaluated as presenting an immediate and serious hazard, threat or vulnerability within
the transit system.
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Accountability for safety and security rests with each employee, supervisor, and manager.
All are responsible for meeting the safety and security requirements inherent to their
position. Individual employees must comply with the safety rules and procedures
applicable to their work duties. Supervisors and managers must comply with safety
policies and standards applicable to their departments. Managers are responsible for
fostering support through the commitment of resources to eliminate safety, security or
health hazards.
Matt Cullen
Chairman
M-1 RAIL, Board of Directors
Paul Childs
Chief Executive Officer, Project Director
M-1 RAIL
________________________________ ________________________________
Signature
Signature
________________________________ ________________________________
Date
Date
Roy Bryans
Safety and Security Officer
M-1 RAIL
________________________________
Signature
________________________________
Date
Safety and Security Management Plan, Version 4, November 2014
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1.2
Purpose of the SSMP
The purpose of this SSMP is to define requirements and responsibilities for the
implementation of the Safety and Security Policy during the project development,
engineering, construction, testing, commissioning, and acceptance of the M-1 RAIL
Streetcar Project. It defines the process, activities, and methods for identifying, evaluating,
and resolving potential safety hazards and security vulnerabilities of the streetcar system.
It establishes responsibility and accountability for safety and security during the project
development, engineering, procurement, construction, testing, and start-up phase of the M1 RAIL Streetcar Project.
The SSMP:
1.3

States M-1 RAIL’s commitment and philosophy to achieve the highest practical level of
safety and security for M-1 RAIL customers, employees, and the public that comes in
contact with M-1 RAIL’s operations and systems.

Establishes and manages safety and security analyses and activities intended to
minimize risk of injury and property damage, and to maximize the safety and security of
M-1 RAIL employees, customers, and the public.

Integrates safety and security functions and activities throughout M-1 RAIL’s
organizational structure and activities.

Defines the safety and security responsibilities, communication, integration, and
interface among M-1 RAIL personnel, including those of consultants and contractors for
overall coordination.

Establishes the mechanisms for documenting and verifying project safety and security
activities.

Establishes the mechanisms for the management and process of the Safety and
Security Certification/Verification activities.

Establishes mechanisms for evaluating project activities to ensure continued
development and advancement of safety and security.

Establishes the framework for construction safety and security.
Applicability and Scope
This SSMP is applicable to all organizational units, employees, and contractors affecting,
or affected by M-1 RAIL operations and services throughout all project development,
engineering, construction, start-up testing, pre-revenue operations, and operational
phases. The SSMP also:
•
charges each manager with responsibility and accountability for the implementation,
enforcement, and success of the System Safety and Security Programs during the
project
•
mandates coordination, integration, communication, and cooperation among all
personnel and departments relative to matters of safety and security
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•
encompasses all fixed facilities, vehicles, and employee activities; and applies to all
who come in contact with the M-1 RAIL Streetcar Project and the systems implemented
•
identifies the relationships and responsibilities with local, state, and Federal agencies
and any other organizations that have an impact on operations, (e.g. DHS, FTA, MDOT
and TSA)
A portion of the costs of the system will be financed through New Markets Tax Credits and
a TIGER I grant. M-1 RAIL will construct and own the Project including all contracts with
project vendors including a future Operations Contractor. M-1 RAIL will enter into a lease
with the Michigan Department of Transportation (“MDOT”) for the capital assets and
operation of the entire system. M-1 RAIL will operate the system during the period
necessary to accommodate the New Markets Tax Credit transaction (seven years from the
issuance of the New Markets Tax Credits, which is anticipated to occur in 2013). Upon the
expiration of such period, the lease arrangement will terminate and the assets of the entire
system are intended to be donated (i.e., transfer without consideration) to the recently
established Regional Transit Authority (RTA) or another federally recognized transit
agency.
This SSMP applies to project activities during Project Development (PD), Engineering,
procurement and construction, inspection and testing, and integration testing and start-up.
M-1 RAIL systems must be designed and constructed in accordance with M-1 RAIL safety
and security requirements defined in the System Safety Program Plan (SSPP) and certified
as specified by the M-1 RAIL’s Safety and Security Certification Plan (SSCP).
This SSMP encompasses the following equipment, facilities, plans, and procedures as
they relate to the M-1 RAIL system. Projects under this SSMP may include:
•
•
System-wide elements and sub-elements including:
- Traction electrification such as traction power substations and overhead
contact system
- Train control systems
- Vehicles
- Fare collection
- Communication backbone systems
- Radio communications systems
- Data and voice communications systems
- Closed circuit television (CCTV)
- Variable Message Signs (VMS)
- Digital image recorders
- Trackwork
- Supervisory control and data acquisition (SCADA) (If added in the future)
- Fire protection systems, including alarm and suppression systems
Fixed Facilities including: the Central Control Center (CCC) at the Tech Center,
stations, parking facilities, and bridges, structures, traction power substations and rail
yards and shops.
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1.4
•
Safety and Security Plans, and Procedures including: the M-1 RAIL Safety and
Security Certification Plan (SSCP), the M-1 RAIL System Safety Program Plan (SSPP),
the M-1 RAIL Streetcar Project Management Plan (PMP), the Environmental
Compliance Plans, Contractor’s Project Safety and Security Plans and Quality
Assurance Plans.
•
Procedures and Instructions including: Operations and Maintenance Plans, training
programs, drills, exercises, standard operating procedures (SOPs), the hazard
identification and resolution procedures, threat and vulnerability identification and
resolution procedures, maintenance procedures (MPs), emergency preparedness
procedures, safety and security design criteria and standards, accident investigation
procedures and administrative procedures, as applicable, requirements and
procedures which comply with 49 CFR 659, such as the Michigan Department of
Transportation (MDOT) Office of Rail, the State Oversight Agency (SOA), and the US
Department of Homeland Security (DHS).
SSMP Goal
The goal for implementing the SSMP is to achieve an acceptable level of risk through a
systematic approach to hazard and threat vulnerabilities management for the M-1 RAIL
Streetcar Project ensuring that when accepted into revenue service it will be safe and
secure for passengers, employees, public safety personnel, and the general public. It is
also the goal of the SSMP to support the establishment of a proactive Construction Safety
and Security Program that achieves zero accidents and security breaches during all project
work activities.
1.4.1 Objectives
The objectives of the SSMP are to ensure:

Development of an outline for an effective management process that applies to system
safety and security disciplines throughout the life cycle of the project,

Safety hazards and security vulnerabilities are identified, evaluated, resolved, and
documented at the earliest possible phase of the project,

Resolutions of restrictions to full safety and security certification,

Verify operational readiness

Verify establishment of safety and security committees

Appropriate codes, guidelines, standards, and industry practices are applied to the M-1
RAIL Streetcar Project and form the basis for safety and security considerations in the
design criteria, drawings, specifications, and associated project documents through the
safety and security certification and verification process,

Project designs conform to safety and security design principles,

Facilities, systems, and equipment are supplied, constructed, inspected, and tested in
compliance with the design criteria and specifications,

Implementation of construction safety and security programs in compliance with the M1 RAIL Construction Safety Procedures and Standards and construction security
Safety and Security Management Plan, Version 4, November 2014
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requirements,

Compliance with US Occupational Safety and Health Standards and State Programs
as applicable, and

Emergency preparedness and readiness for the start of revenue service is in
compliance with FTA and MDOT Office of Rail requirements and Emergency
Preparedness Plan.
1.4.2 Reviews and Updates
The M-1 RAIL SSMP will be reviewed at least annually, whenever the PMP or
other reference documents are modified or following SSMP audits, so as to ensure safety
and security aspects remain current and applicable. The SSMP will be updated to reflect
changes to these documents or changes to the safety and security program when
applicable during all phases of the project; and re-issued to all Plan recipients. The
development, review and update process for the SSMP is the responsibility of M-1 RAIL
and its Owner’s Representative (HNTB) with the oversight of the M-1 RAIL Safety and
Security Officer, Roy Bryans.
2.0
INTEGRATION OF SAFETY AND SECURITY INTO PROJECT DEVELOPMENT
PROCESS
2.1
Safety and Security Activities
M-1 RAIL’s Project Team consists of M-1 RAIL personnel, M-1 RAIL’s Management Team
and Board of Directors, Owner’s Representative, Final Designer, Contractors and their
sub-contractors (CTR).
With the participation of the Project Team and safety and security committees, the
integration of safety and security into project development is effectively accomplished.
Figure 2-1 illustrates how the key activities are integrated into all phases of project
development.
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Figure 2·1: Safety and Security Activities Matrix
Project Phase
SSMP
Paragraph
2.1.1.1
2.1.1.2
2.1.1.3
2.1.1.4
2.1.1.5
2.1.1.6
2.1.1.7
2.1.1.8
2.1.1.9
2.1.1.10
2.1.1.11
2.1.1.12
2.1.1.13
2.1.2.1
2.1.2.2
2.1.2.3
2.1.2.4
2.1.2.5
2.1.3.1
2.1.3.2
2.1.3.3
2.1.3.4
2.1.3.5
2.1.4.1
2.1.5.1
2.1.5.2
2.1.5.3
Activity
Develop Safety and Security Policy
Identify Existing Safety & Security Requirements for the
Acquisition Process
Develop Safety & Security Management Plan & Update
as applicable
Assign Safety & Security Certification Responsibilities
Establish Safety & Security Committees
Develop Safety & Security Certification Plan & Update as
applicable
Identify Safety & Security Certifiable Elements & Items
(CEL)
Initiate Project Safety & Security Documentation System
Perform Preliminary Hazard Analysis & Update and
Perform Additional Hazard Analyses as applicable
Perform Threat & Vulnerability Assessment & Update
and perform Additional Threat & Vulnerability
Assessments as applicable
Prepare Design Criteria Manual to include safety and
security & Update Analyses revised as applicable
Integrate Operations & Maintenance Requirements into
the design
Develop and verify Design Criteria Conformance
Checklists
Implement Hazard and Vulnerability Resolution &
Tracking
Perform Safety & Security Design Reviews
Identify Safety & Security Requirements for Test Program
Plans, Integrated Tests, and Operational Readiness
Reviews
Develop and Complete Specification Conformance
Checklists
Develop Construction Specification, including
Construction Phase Safety and Security Requirements
Verification of Safety and Security Requirements –
Procured, Constructed, and Installed – Update CEL
Construction Site Safety and Security Audits/Inspections
Safety & Security Review of Engineering Change Orders
and Waivers
Issue Permits & Certificates (as applicable)
Update Operations & Maintenance Manuals, Plans,
Procedures and Training
Systems Integration Testing
Pre-revenue Operations
Complete Operational Readiness Review
Issue Final Safety & Security Certification Verification
Report
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Project
Develop
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Testing & Start-up
Test &
PreVerifica
Revenue
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Operations
Engineer
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Construction
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2.1.1
Project Development
2.1.1.1 - Develop Safety and Security Policy. The safety and security policy of the
project has been developed and is stated on page one of this document.
2.1.1.2 - Identify Existing Safety & Security requirements for the Acquisition
Process. The safety and security requirements for acquisition are being developed
through the Design Criteria Manual and are inherent in the final design and the
Certifiable Elements List (CEL).
2.1.1.3 - Develop the SSMP and Update as Applicable. M-1 RAIL has developed
Version 4 of the SSMP.
2.1.1.4 - Assign Safety and Security Certification Responsibilities. Safety and
Security certification responsibilities are assigned in the initial version of the SSCP.
These responsibilities will be defined further as the project progresses through the
engineering phase.
2.1.1.5 - Establish Safety and Security Committees. This includes Safety and
Security Certification Committee (SSCC), Safety and Security Operations
Committee (SSOC), and a Fire/Life Safety and Security Committee (FLSSC).
2.1.1.6 - All safety and security committees are chaired by the Safety and Security
Officer Roy Bryans. The SSCC is responsible for assuring that the proper system
requirements have been established, that systems safety reviews will be performed
at each stage of the project, and that sufficient documentation supports the review
and resolution of identified deficiencies.
The SSOC will ensure all safety requirements and regulations for operation of the
M-1 RAIL Streetcar system are met and that policies and procedures are kept up to
date in order to keep the system and passengers safe. The FLSSC will coordinate
between M-1 RAIL and external emergency response agencies. The SSCC and the
FLSSC have been established and are operational. The SSOC will be established
when a private operator is retained.
2.1.1.6 - Develop the Safety and Security Certification Plan (SSCP) and update as
applicable. The SSCP provides the formal basis of understanding and agreement
among all members of the project team regarding how the SSCP will be executed.
It describes safety and certification management, certification processes and
procedures, hazard and vulnerability management, and the certification of
conformance. Currently, a draft of the SSCP has been prepared and will be
updated as applicable.
2.1.1.7 - Identify Safety and Security Certifiable Elements and Items. A list of
safety and security certifiable elements, CEL, has been prepared and incorporated
into the SSCP. The CEL will continue to be developed for use in certifying all M-1
RAIL systems. The CEL will include all project elements that can affect the safety
and security of M-1 RAIL passengers, employees, contractors, emergency
responders, or the general public.
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2.1.1.8 - Initiate Project Safety and Security Documentation system. A centralized
document management system has been implemented for all M-1 RAIL activities to
maintain basic project configuration management. This system will implement a
coordination, approval, control, and distribution process for all policies, procedures,
and documents developed for the program. M-1 RAIL has acquired and
implemented SharePoint secure document management software to facilitate this
activity. The Owner’s Representative has been issued M-1 RAIL licenses as
needed and will use SharePoint on behalf of M-1 RAIL in support of all DMS
activities.
2.1.1.9 - Perform Preliminary Hazard Analyses (PHA); update and perform
additional hazard analyses as applicable. PHAs are conducted to identity potential
hazards that could affect the M-1 RAIL system. M-1 RAIL defines a hazard as any
condition or set of conditions, internal or external to the system or system operation
which, when activated, can cause injury, illness, death, or damage including loss
of equipment or property, or severe environmental damage. The results of the
hazards analyses are evaluated for criticality and ranked according to severity and
frequency of occurrence in order to establish an initial risk index. Mitigation
measures are proposed to provide a residual risk index. All identified hazards will
be tracked through Project closure.
The draft general project PHA is in progress and will address the following system
elements:
 Guideway
 UPS
 OCS
 Train Control
 Traffic Control
 Electrical/Facility Power
 Traction Power
 Stations
 Trackwork
 Vehicles
2.1.1.10 - Perform Threat and Vulnerability Assessment (TVA); update and perform
additional threat analyses as applicable. M-1 RAIL defines a threat as a real or
potential condition that can cause injury or death to passengers or employees, or
damage to or loss of transit equipment, property, and/or facilities. Vulnerability is a
measure of the susceptibility of the transit system to specific threats. The TVA
examines threats to and vulnerabilities of the transit system to evaluate the risk and
consequences from security threats. M-1 RAIL’s TVA process generally follows the
FTA’s System Security and Emergency Preparedness Planning Guide. This
process is similar to the one used for evaluating hazards in PHAs. A matrix is
constructed and threats are analyzed based on likelihood of occurrence and
vulnerability. The matrix allows for a qualitative categorization of threats. The
threat categorization allows M-1 RAIL to ascertain countermeasures, cost impacts
of mitigation, and approval levels for accepting risk.
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2.1.1.11 - Prepare Safety and Security Design Criteria; update and revise as
applicable. The Design Criteria Manual (DCM) was developed for Project
Development and Engineering. The DCM provides a uniform basis and framework
for defining the project based on established codes, standards, and criteria
applicable to streetcar systems. The DCM is intended to define requirements to
direct the project designers in the various project design disciplines and ensure
safety and security requirements are incorporated throughout all project design
phases. The DCM is a living document and will be revised as necessary throughout
the design process.
2.1.1.12 - Integrate Operations & Maintenance Requirements into the Design. M-1
RAIL has consultant personnel with streetcar operational experience that are
integrated into the design development and review process. M-1 RAIL consultants
have participated in hazards assessment on similar modern streetcar projects and
have provided perspective on design issues throughout the design process. The M1 RAIL Streetcar Project will continue to integrate M-1 RAIL operational and
maintenance experience into the development of the M-1 RAIL Streetcar Project.
2.1.1.13 - Develop and verify design criteria Conformance Checklists. Checklists
will be created for each certifiable element to record requirements generated from
safety and security design criteria. These checklists provide a format to verify
compliance with identified safety and security requirements.
2.1.2
Engineering
2.1.2.1 - Implement Hazard and Vulnerability Resolution and Tracking. Hazards
and vulnerabilities will be tracked in an integrated conformance checklist as
outlined in section 4.2 of the M-1 RAIL SSCP including a Preliminary Hazard
Analysis (PHA) and Threat and Vulnerability Assessment (TVA). The PHA is the
initial safety analysis document prepared during final design. The PHA is provided
to Project contractors and will support their development of additional hazard
analyses that may be required. A TVA is developed during final design and will be
updated as the Project progresses. M-1 RAIL will manage the identification and
resolution or mitigation of hazards and vulnerabilities as described in the PHA and
TVA documents that describe the tracking of safety hazards and security
vulnerabilities to closure.
2.1.2.2 - Perform Safety and Security Design Reviews. Design reviews will be
performed by M-1 RAIL and the Owner’s Representative for each design package
prepared by the Final Designer. Design reviews have occurred at the Preliminary
(30%), Semi-final Design (70%) stages and will occur at the Final Design (100%)
stage of each package to verify the project is complying with the DCM.
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2.1.2.3 - Identify Safety & Security Requirements for Test Programs Plans,
Integration Tests, and Operational Readiness Reviews. Contractor and integration
testing requirements will be reviewed for safety and security considerations to
determine if the testing will verify safety and security design and construction
requirements. M-1 RAIL will identify a minimum level of safety and security
conformance that should be met, as well as the criteria used to assess this
conformance. Safety/security-related test results will be documented, as
appropriate, in the Specification/Design Conformance Checklist. Examination of
test plans and programs will commence during the Final Design phase.
2.1.2.4 - Develop and Complete Specification/Drawing Conformance Checklists.
The specification conformance checklists will verify that all safety and securityrelated specification and contract document requirements are satisfied during the
construction, installation, and testing phases of the project. Each certifiable element
will be listed to verify that the safety and security design requirements have been
incorporated into the as-built facilities and systems.
Proposed deviations from project design criteria and standards will be evaluated for
impact to the safety and security of the streetcar system through the project change
control and configuration management process and approved by the SSCC and
Safety and Security Officer as appropriate.
2.1.2.5 - Develop Construction Specifications, including Construction Phase Safety
and Security Requirements. Construction specifications will include identification of
tests and verification methods necessary to ensure that the as-built configuration
contains the safety and security-related requirements identified in the design
criteria and other contract documents. Construction specifications will facilitate the
development of documentation that verifies the delivered project meets the
established safety and security requirements.
2.1.3
Construction
2.1.3.1 - Verification of Safety and Security Requirements Procured, Constructed,
and Installed – Update CEL. In the construction phase of the project the following
safety and security activities will be implemented:
•
•
Verify and document that procurement, installation, and construction comply
with the design and update of the CEL using safety and security
construction/installation certification checklists developed from the design
phase checklists,
Confirm items from the CEL conform to their intended requirements after being
procured and installed during the construction process.
2.1.3.2 - Construction Site Safety and Security Audits/Inspections. Conduct site
inspections to verify that safety and security requirements are being addressed
during construction.
2.1.3.3 - Safety & Security review of Engineering Change Orders & Waivers. The
SSCC will review deviations from the approved design, workarounds, change
orders, and other temporary measures.
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2.1.3.4 - Issue permits & certificates (as applicable). Temporary permits and
workarounds will be issued to facilitate construction, occupancy, and testing newly
constructed/installed equipment. These permits and certificates will be reviewed for
safety and security impacts. The process will continue into the testing and start-up
phase.
2.1.3.5 - Update Operations and Maintenance (O&M) Manuals, Plans, Procedures,
and Training. The Safety and Security Operations Committee will work with the
Operations Contractor to review O&M manuals, plans, and procedures for
compliance with safety and security requirements. Update and integrate M-1 RAIL
system requirements into the documents.
The Operations Contractor will prepare qualifications and training programs for all
personnel who will operate and maintain the project in revenue service and be
responsible for ensuring that its O&M training programs address the safety and
security elements of plans, rules, operating procedures, emergency procedures,
and manuals for the project and trainees demonstrate their understanding of the
course material that is presented.
2.1.4
Systems Integration Testing
In the testing and start-up phase of the project the following safety and security
activities will be implemented:
2.1.4.1 - Systems Integration Testing. Integration testing verifies the functional
interface between different equipment and/or systems of the streetcar system,
including those systems related to safety and security.
Through the use of the CEL, verify, document, and confirm that integration test
results demonstrate compliance with safety and security requirements and
substantiates safety and security design/performance criteria. The system
integration test results will ensure compatibility among components, vehicles, and
system elements after being tested and operated in a simulated operations
environment. Update the CEL accordingly.
2.1.5
Pre-revenue Operations
2.1.5.1 - Pre-revenue Operations. Pre-revenue operations tests are those tests
that require acceptance of all systems and are designed to verify the functional
capability and readiness of the system as a whole. The testing ensures that all
systems are functioning safely and securely prior to the system being placed into
operation.
2.1.5.2 - Complete Operational Readiness Review. The Operational Readiness
Review will verify that emergency training for all streetcar and public safety
personnel has been completed and that emergency drills have been conducted. It
will also verify that operations, maintenance, and emergency rules, procedures,
and plans have been developed, reviewed, and implemented.
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2.1.5.3 - Prepare and Issue Safety Certification Report and Certificate. A safety
certification report will be issued detailing the certification process, project
milestones, and certification program outcomes. The report and certificate verify
through appropriate documentation that a certifiable level of operational system
safety and security has been achieved.
2.2
Procedures and Resources
A Project Management Plan (PMP) for the M-1 RAIL Streetcar Project has been prepared.
The PMP:
•
establishes the framework for managing and administering all activities related to the
implementation of the Project
•
outlines the project management processes and the M-1 RAIL Streetcar Project Team
organizational structure
•
provides guidance for the coordination of activities
M-1 RAIL has developed the Safety and Security Certification Plan (SSCP) which details
all of the pertinent certification steps and methodologies.
M-1 RAIL’s involvement in the safety and security management process begins during
design and continues through the construction, testing, and final verification phases of the
project. Implementation of the SSCP document will assure M-1 RAIL that the requirements
of the SSMP are executed by the M-1 RAIL Streetcar Project Team; including but not
limited to the performance of safety analyses and security assessments, if required, at the
appropriate phases of the project. The implementation of a Safety and Security
Certification Program from the start of the project ensures that safety issues and security
concerns are addressed and tracked to resolution. To ensure that SSCP safety and
security activities are performed effectively and within the requirements of the SSMP,
periodic audits are performed by the SSCC and/or M-1 RAIL staff.
The ultimate responsibility for the construction project safety and security programs always
remains with the M-1 RAIL. Procedures are available to the M-1 RAIL Streetcar Project
Team for the protection of project information that is considered and marked as Sensitive
Security Information (SSI).
The following are two categories of security information that are relevant to the M-1 RAIL
Streetcar Project Team during the safety and security certification phases of the Project:
1. Critical Infrastructure Information (CII): refers to the M-1 RAIL systems and assets,
physical or computer-based, that are vital to national or regional defense and/or
national or regional security. For the purposes of this policy, examples of critical
infrastructures include the streetcar stations, rolling stock, and Operations computers
and equipment that support the operation of the rail system.
2. Sensitive Security Information (SSI): information defined in 49 C.F.R. §1520.5,
including, but not limited to, vulnerability assessments, security programs, and
contingency plans, that are generated by M-1 RAIL or by a covered person under 49
C.F.R. § 1520.7, which has been, or will be, submitted to the Transportation Security
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Administration or the Secretary of Transportation.
The M-1 RAIL Streetcar Project Team will manage these processes, with the assistance of
the Detroit Police Department.
2.2.1 Safety and Security Contractors
M-1 RAIL has developed the Safety and Security Certification Plan to support the new
streetcar alignment. The Safety and Security Certification Program encompasses
construction programs and projects that have safety or security impacts on the system.
Additionally, 49 CFR Part 659 – Rail Fixed Guideway Systems, the Federal Transit
Administration Circular 5800.1 and the MDOT Office of Rail, (the authority responsible for
providing rail safety oversight of the M-1 RAIL Streetcar System) all require the
development and implementation of a Safety and Security Certification Program for
construction of the M-1 RAIL Streetcar Project.
The M-1 RAIL Owner’s Representative will provide safety and security support services as
needed to M-1 RAIL’s Safety Committees and management staff. The M-1 RAIL Owner’s
Representative will also provide safety and security certification technical support to the M1 RAIL Streetcar Project Team, as required and requested by the Contracting Offices
Technical Representative (COTR).
The following are potential tasks that may be required from the M-1 RAIL Owner’s
Representative for Safety and Security Certification Program Support:
2.3
•
Review and comment on Preliminary Hazard Analysis (PHA) conducted by the
Final Designer
•
Review and comment on Threat and Vulnerability Assessment (TVA) conducted by the
Final Designer
•
Attend and support M-1 RAIL’s SSCC as requested by the COTR
•
Review and comment on the checklists developed by the Final Designer to verify that
contract documents comply with design criteria, specifications, test and operational
conformance procedures related to safety and security
•
Monitor, review, and audit verification activities
•
Maintain safety and security Open Item Lists and prepare reports
•
Development of the SSCP for the M-1 RAIL
•
Such other tasks as required by the COTR.
Interfaces with Management
M-1 RAIL is led by Matthew Cullen, the Chairman of the M-1 RAIL Board of Directors.
Reporting to the Chairman is the Project Director, also called the Chief Executive Officer,
Paul Childs. Roy Bryans is the Safety and Security Officer. Virginia Fallis is the Chief
Administrative Officer. M-1 RAIL utilizes a team of an Owner’s Representative and a Final
Designer to manage, design, and build the M-1 RAIL Streetcar Project.
The Owner’s Representative reports to the Project Director, while the Final Designer
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reports to the Owner’s Representative. For the M-1 RAIL Streetcar Project, the Owner’s
Representative is HNTB. The Owner’s Representative is responsible for overall program
and design discipline management while the Final Designer is responsible for performing
direct design and engineering functions. M-1 RAIL’s Final Design Consultant is URS.
Together, the Owner’s Representative and the Final Designer are referred to as the M-1
RAIL Streetcar Project Team. Safety and security committee relationships are shown in
Figure 3-1 later in this SSMP.
Figure 2-2: M-1 RAIL Streetcar Project Organization
The M-1 RAIL Safety and Security Officer, Roy Bryans, and the Owner’s Representative
are assigned the task of overall development and administration of the SSMP. Once the
system is running, independent contractors will be involved to handle day to day
operations and report to M-1 RAIL staff as outlined in Figure 2-3 below. System Safety will
be the responsibility of the Operations Contractor who has yet to be selected. System
Security will be handled by the Security Contractor with input and coordination from the
Operations Contractor. Electrical Maintenance will also be handled by an independent
contractor.
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Figure 2-3: M-1 RAIL Streetcar Operations Organization
In the following discussion, the Chief Operating Officer, the Owner’s Representative and
the Safety and Security Officer are referred to as the M-1 RAIL Management Team. The
project managers, Safety Committees, and Detroit Police support the M-1 RAIL
Management Team as required. The level of assistance is dependent on the particular
needs of the Management Team. The M-1 RAIL Streetcar Project Team provides the
resources/consultants for the execution and oversight of the project’s safety and security
activities.
2.3.1 Hierarchy of Safety and Security Communication
Safety and security issues can be raised from project personnel and contractors to
subsequent higher levels of management through the following communications structure.
Issues should progress up the management chain from project discipline designers and
engineers to their Final Designer discipline managers. If unresolved, the issue can be
referred to Owner’s Representative discipline managers. At some point, most likely after
the issue has been referred to the Final Designer discipline managers, the issue may be
referred to the Safety and Security Officer for resolution.
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3.0
ASSIGNMENT OF SAFETY AND SECURITY RESPONSIBILITIES
3.1
Responsibility and Authority
The Safety and Security Officer is responsible for the development and implementation of
the Safety and Security Management Plans that conform to the requirements of the FTA
Circular 5800.1, Safety and Security Management Guidance for Major Capital Projects.
The M-1 RAIL Streetcar Project Team and contractors are tasked with the implementation
of those safety and security activities within their area of responsibility. M-1 RAIL’s
executive management and the Safety and Security Committees are charged with the
responsibility for overseeing the M-1 RAIL Construction Project safety and security
activities with the assistance of the Detroit Police as needed. The following is a summary
of positions and responsibilities relative to the Project.
3.1.1 Project Director/Chief Operating Officer
The M-1 RAIL Management Team has been organized to insure the successful completion
of the M-1 RAIL Streetcar Project. This Team is under the leadership of the M-1 RAIL
Streetcar Project Director, Paul Childs. Mr. Childs ensures that M-1 RAIL’s resources are
allocated to meet the SSMP goals and objectives, and is ultimately responsible for
execution of the Safety and Security Management Plan. The Project Director is supported
with personnel from the Owner’s Representative, who will act as an extension of M-1 RAIL
staff.
3.1.2 Project Engineering
M-1 RAIL will manage the planning, design, and construction of the M-1 RAIL Streetcar
Project through a combination of in-house M-1 RAIL staff, an Owner’s Representative, and
a Final Designer as noted in Figure 2-2. The Final Designer (URS) has assigned a Project
Manager, Laura Aylsworth, who will oversee and manage all aspects of the project’s
design.
The M-1 RAIL Streetcar Project Director and Owner’s Representative (HNTB) Project
Manager, Matt Webb, are responsible for communicating with M-1 RAIL’s senior
management and with the FTA, PMOC and other stakeholders, with respect to the overall
project status and activities of the M-1 RAIL Streetcar Project. They are also responsible
for supervising the overall M-1 RAIL Streetcar Project activities of M-1 RAIL’s staff,
Owner’s Representative, Final Designer, contractors and others working on the project
implementation.
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3.1.3 M-1 RAIL Staff and Key Project Personnel
M-1 RAIL’s staff will provide a high-level guidance and direction to the Owner’s
Representative Program Manager and other key individuals on issues that require
consideration in the context of statewide concerns and federal matters. Descriptions of the
roles of various key personnel anticipated for planning, design and construction of the M-1
RAIL Streetcar Project are provided below.
M-1 RAIL Key Staff Qualifications
Paul A. Childs, Vice President and Chief Executive Officer, M-1 RAIL
Paul serves as the Chief Operating Officer of the Downtown Detroit Partnership (DDP) and
is an independent consultant whose services are supported by DTE Energy. Prior to joining
DDP and M-1 RAIL, he performed numerous consulting roles to a diverse array of
industries, and has significant experience in developing and managing complex, high-profile
projects spanning engineering design, construction and operations of major utility
generation systems in both the fossil and nuclear industries. Additionally, Childs has
significant experience in multimodal transportation network design and operations, and
complex technology design and implementations on a global scale.
Roy Bryans, Security and Safety Officer, M-1 RAIL
Roy serves as the Security and Safety Officer for M-1 RAIL. He will chair the SSCC,
FLSSC and SSOC committees through the construction and into the operations of the
system. He is responsible for overseeing the compliance with the safety requirements as
outlined for the project. Roy serves as a consultant to M-1 RAIL for Utility Coordination, and
general Project Management Staff duties. Prior to joining M-1 RAIL he has performed
several consulting roles to a special array of industries, with significant experience in
developing and managing very high profile projects spanning engineering design,
construction, testing, and operations for a major utility generation system encompassing
both nuclear and fossil power plants. Additionally, Roy has been key in developing a state
of art nuclear scheduling module that has been adapted worldwide.
Jeni Norman, Chief Financial Officer
Jeni has more than a decade of experience in accounting, auditing and financial reporting.
She worked for the Rehmann Group from 2002-2006 and 2011-2013. Most recently, as
senior manager, Jeni coordinated all stages of an audit, supervised staff, identified client
business risks and managed relationships for clients in a variety of industries. Jeni also
performed single audits in accordance with OMB Circular A-133 for not-for-profit and
governmental entities. Jeni’s administrative responsibilities included serving on the firm’s
not-for-profit committee. From 2006-2011, Jeni worked in the Department of Management
and Budget of Wayne County. As the Director of Accounting and Financial Reporting, she
was responsible for cash management, internal controls, policies, managing staff, meeting
deadlines and general financial analysis.
Sommer N. Woods, Community/Government Relations Lead
Sommer is very experienced in marketing, project management, government relations,
public relations and event planning, working with such events as the PGA TOUR and Super
Bowl XL. With the Super Bowl, Sommer assumed responsibility for sponsorship activation
of Host Committee contracts valued at $10 million. She also oversaw a $1 million plus
budget for sponsorship and fulfillment, and managed sponsorship fulfillment for the $6
million Motown Winter Blast. In 2006, Sommer founded Sommer Solution LLC, a marketing,
project and event management company that has provided consulting event management
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services to the Detroit Jazz Fest, United Negro College Fund –Michigan Area Office,
Comcast and the NCAA.
Matthew P. Cullen, President & CEO
Matthew has extensive experience in revitalizing major cities, working as president and
CEO of Rock Ventures LLC, which helps spark development within Detroit, and president
and COO of Rock Gaming LLC, a gaming partnership developing first class casinos in
Cincinnati and Cleveland and creating jobs. Matthew is also a 29 year veteran of General
Motors (GM) and was chief architect of GM’s $500 million acquisition and development of
the Renaissance Center. In addition, Cullen is also the chairmen of Invest Detroit and
founding chairman of the Detroit RiverFront Conservancy, both organizations whose goal is
to revive Detroit.
Owner’s Representative Key Staff Qualifications
Matt Webb, AICP, Project Manager
Matt is a senior project manager with 16 years of experience in the transportation planning
field. He has experience working at the state and local government levels and also the
private sector. During that time, Matt managed and delivered more than $20 million worth
of early preliminary engineering and transportation planning study work.
Rick Gustafson, Streetcar Delivery Advisor (SOJ)
Rick has extensive transportation project experience, including participation in initial
streetcar feasibility studies as early as 1990. He has served as the chief operating officer for
the Portland streetcar operation since its opening in 2001, and has also served as executive
director since 2006. Rick has led numerous projects for streetcar development, including
new expansions for the Portland system, vehicle manufacturing, feasibility studies, and
operational plans for numerous cities. He was a key political leader in supporting the first
light rail in Portland, which has proven to be very successful, and this experience has
provided him with an understanding of how to best identify and minimize risks.
Roger Hendrickson, CCC, MRICS, PSP, Project Controls Lead
Roger understands every detailed facet of the M-1 RAIL Streetcar Project and has delivered
accurate cost estimating on it and similar projects throughout the U.S. He has planned,
directed and coordinated these activities for projects and made sure claims, goals and
objectives were accomplished in accordance with outlined priorities, time limitations, and
funding conditions. Additionally, Roger has been responsible for coordinating the
successful, simultaneous development of several projects; negotiated and wrote contracts
that met quality and standards; and reviewed project reports and schedule status at each
phase.
Ashley Booth, Systems & Tech Center Design Oversight
Ashley brings experience from serving as the deputy project manager on the Milwaukee
Streetcar project since 2007. With eleven years of experience, Ashley understands how
proactive and effective transit and transportation stakeholder communication creates a
smooth-running project. He will combine his planning expertise with his history on the
Milwaukee Streetcar to develop ways to minimize impacts during construction while laying
the foundation for strong ridership during startup and operations.
Matt Simon, PE, Civil Design Oversight
Matt has more than 22 years of experience completing complex urban design and designbuild (DB) projects. His in-depth understanding of delivering projects is proven through his
leadership role on the design of the Ambassador Gateway in Michigan and I-95 Express
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and I-495 HOT Lanes in Virginia. These projects required multi-agency coordination,
multidiscipline design, and extensive public information on maintenance of traffic and
access during construction.
Tony Migaldi, Utility Coordination Lead
Tony brings 20 years of experience at both the state and local levels in roadway design, DB
procurement, and stakeholder engagements, as well as project coordination and
management. Additionally, he has more than 10 years of experience working for MDOT in
capacities such as lead design engineer, utility and drainage engineer, and project
manager. As acting utility and drainage engineer for MDOT Jackson TSC, Tony was
responsible for utility project coordination, subsurface utility engineering coordination and
municipal coordination, including betterments and utility relocation. As a project manager,
Tony is responsible for leading project coordination and management, including task leads
and subconsultants.
Victor Frendo, Construction Oversight
Victor brings more than 28 years of experience in inspection management in southeast
Michigan. He oversees the construction of major, high-impact highways, bridges and allied
transportation facilities and manages and trains personnel. Victor has knowledge of
AASHTO and MDOT standards and procedures and has successfully completed and
passed NACE sessions I and II. Most of his experience comes directly from serving state
and municipal clients on road, bridge, sewer and water main projects.
Peter Kinney, PE, Roadway QA Oversight
Peter brings 24 years of experience in the design and management of roadway engineering
projects. He has managed projects ranging from urban arterial rehabilitations to major urban
freeway reconstructions, all of which have involved coordinating the resolution of municipal
and private utility impacts. Peter is the Michigan office operations manager and quality
assurance manager.
James Brenden, PE, Track QA Oversight
With 40 years of experience in track, roadway and civil engineering design, Jim has been
responsible for preliminary and final design and preparation of plans, specifications and cost
estimates for a variety of projects. He has been involved in almost every BNSF commuter
rail and capacity improvement project designed and constructed by HNTB for the past 13
years, bringing proven BNSF project successes, trusted relationships and extensive
experience managing design while incorporating elements of construction management
requirements. Jim also has experience with environmental impact assessments; horizontal
and vertical alignments; geometric and safety designs; right-of-way identifications; grading,
drainage and utility designs; and public involvement programs.
Curt Sohn, PSP, PMP, Budget Controls
Curt is a cost and scheduling project manager with 17 years of project management
experience. He has developed engineer’s estimates, performed cost studies, and
created/managed schedules for multiple transportation and public works projects. Curt was
the lead estimator and project controls manager for the $959.9 million, 11-mile central
corridor light-rail transit line in St. Paul, MN, who developed detailed (bottoms up) cost
estimates for all levels from conceptual estimates through engineer’s estimates and change
orders. He also performed quantity takeoffs and communicated with material suppliers and
subcontractors to maintain current cost data, and worked with the owner’s staff to identify
criteria for alternative analysis estimates. Curt was also the estimator who prepared a
preliminary engineering estimate for the M-1 RAIL Streetcar Project in Detroit, MI, which
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included rail installation, utility modifications, overhead contact system, traction power,
street restoration and a maintenance facility.
Dr. Audrey Andrews, Title VI/DBE Compliance
Dr. Audrey Andrews serves as the Director of Business Diversity and Development for
HNTB, which oversees disadvantaged, minority and women-owned businesses partnering
on HNTB contracts. In this position, she monitors D/M/WBE goal compliance, manages
subconsultant training and development programs, and plans activities to engage and foster
business relationships. With over 20 years of experience managing community, businessto-business (B2B) and transportation programs, Dr. Andrews’ background in business and
project management, training, and leadership development provides a unique opportunity to
support the cohesion, partnering and relationship building of HNTB’s teams.
Cindy Rood, CEP, Schedule Control
Cindy has 30 years of experience with proven results in contract management of federal,
state, municipal and private projects, including scheduling, purchasing, estimating,
negotiating and value analysis. She is experienced in developing and guiding estimating
processes and preparing independent cost estimates and alternative construction cost
studies, and understands how to garner change management and schedule adherence
during the construction process. Cindy is also proficient in multiple software platforms such
as Primavera and Microsoft Project, Niche Bid2win, HCSS, Viewpoint Accounting, Paydirt,
Agtek, Timberline
and OST 3.
Paul Ashworth, AIA, NCARB, Tech Center Architectural Review Lead
Paul has more than 18 years of experience in building design, documentation, and
construction. His expertise in design and project management provides the vision to
anticipate potential challenges and implement preemptive corrective action that results in
savings of time and money. Design-build projects have been a key point in his experience,
enabling him to minimize the project risk for an owner and reduce the delivery schedule and
overall costs. Paul was the architectural project manager for the design of the 84-mile highspeed rail project from Tampa to Orlando that included five stations totaling more than
850,000 square feet, as well as 300,000 square feet of maintenance shops and
administration facilities.
Paul White, OCS Review Lead
Paul is a catenary engineer and systems designer with 32 years of experience in the transit
industry. He has designed, built and maintained catenary, third rail, cable, conduit and
related systems, as well as designed and patented devices related to overhead contact
lines. His tenure at the Massachusetts Bay Transportation Authority (MBTA) included the
responsibility of design, operation, and maintenance of the overhead and underground
power system. This experience has provided Paul with a practical perspective for the design
of OCS systems that are simple, reliable and maintainable. Paul was the OCS designer for
the advanced preliminary engineering phase of the M-1 RAIL Streetcar Project, and in this
role was responsible for laying out poles and overhead contact system. Paul also developed
an ultralow clearance overhead system passing under Amtrak railroad bridges, allowing
streetcar pantographs to operate under adverse conditions. He also assisted the design
team with design of ornamental streetlight poles for suspending the overhead system.
Al Greig, PE, LEED®AP, TPSS (Traction Power Substation) Review
Al brings 40 years of experience in the planning, design, and construction of significant
projects in both the public and private sector. His responsibilities include design of electric
traction systems for both heavy and light rail projects. Al has worked in the area of traction
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power design and project management for 17 years, where he has been responsible for
overall design of all aspects of the traction power system furnishing power for rapid transit
operations, including substations, power conversion equipment, contact rail, duct lines,
distribution cables, supervisory control and corrosion mitigation equipment.
Tim Keefe, Road & Track/Station & Platform Review Lead
Tim is a transportation design engineer with a background in the planning, design and
construction of rural and urban transportation facilities. He has prepared plans, estimates,
quantity computations and special provisions, and is experienced in PS&E delivery as well
as in the use of MicroStation and InRoads software for automated design. Tim was the lead
track design engineer responsible for developing 30% plans for the Milwaukee Streetcar
project, where design efforts included track horizontal and vertical alignment and pavement
structure and cross-section design, and urban civil and roadway design.
Mark Gentile, PE, Road & Track Review Lead
Mark has more than 15 years of experience in geometric design and preparation of roadway
design and right-of way plans. He assists project team members with a variety of CAD tasks
(overall plan production) and provides project team coordination. Mark has experience
using MicroStation, InRoads, GEOPAK and SignCad, and is knowledgeable in both
AASHTO and MDOT standards and procedures. .
Tony Shkurti, PhD, SE, PE, Structure Review Lead
Tony is a nationally recognized authority in structural engineering and provides senior-level
technical expertise on projects with unique and complex problems. As an experienced
problem solver, Tony provides solutions in many areas of functions that are beyond the
scope of standard procedures. He has led design teams from conceptual design through
final plan delivery on projects involving design of precast segmental and cast-in-place posttensioned concrete bridges as well as steel plate girder bridges with unique/complex
framing layout. Tony is one of the top modelers in the firm and has prepared some of the
most complex and refined models. His research includes seismic retrofit of bridge
substructures, redundancy of bridge superstructures, bracing systems, fatigue and fracture
behavior of steel bridges, infrastructure security risk assessment and mitigation, and
vehicular impact analysis.
Karianne Steffen, PE, PTOE, MOT Review Lead
Karianne has 10 years of transportation experience, including developing plans and
specifications for signal optimizations, maintaining traffic, traffic signals, pavement
markings, signing and ITS design. She has also prepared numerous traffic reports,
including traffic operations, warrant analysis, traffic impact studies and geometric
improvement studies. Karianne is proficient in MicroStation V8, Synchro 7.0, PC-Travel,
HCS+ and AutoTurn.
Pat Johnson, PE, Signals Review Lead
Pat brings 18 years of experience as a project manager and project engineer for the
development of plans and specifications for traffic maintenance, traffic signals, pavement
markings and traffic signing projects. In addition designing more than 700 traffic signals, Pat
has also investigated transportation systems, identified capacity deficiencies, trip
distribution and traffic assignments, and performed circulation studies. Pat has strong
technical skills in traffic signal design, ITS design, traffic operations, warrant analysis,
signing and marking plans, maintenance of traffic plans, ADA ramp design and traffic impact
studies. He is proficient in
MicroStation V8, Autodesk 2008, Synchro 7.0, HCS+, PC Warrants, ArtPlan, Marc NX,
Jamar Counter Software, Trip Gen and AutoTurn.
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Matt Junak, PE, Communications Lead
Matt is a transportation engineer with 10 years of experience in intelligent transportation
systems (ITS), transportation planning, traffic engineering and highway design. He is
knowledgeable in national and MDOT standards and procedures for traffic engineering and
ITS planning and design. Matt designs ITS projects, including the development of PS&E
(plan, specification and estimate) bid packages. He has performed ITS system
management tasks (integration oversight, acceptance testing and field coordination),
performed reviews of technical shop drawings, developed technical specifications and
incident management plans, trained in an ITS integration facility and has field experience in
the placement of ITS devices. Matt is knowledgeable in using Synchro and SimTraffic,
HCS+, Microsoft Visio and MicroStation software.
Leah Tapp, PE, AVS, Document Control, Agreements & MOU Support
Leah has gained a broad range of experience in 10 years that includes utility coordination,
geometric design and modeling, design-build, technical writing, guardrail design, safety
improvements, project estimating, development of maintaining traffic concepts, public
information work, and value engineering studies. She has performed these roles and
responsibilities on both large and small projects for state DOTs and municipalities. Her
specific utility coordination assignments include MDOT’s I-275 ITS Fiber Expansion Project,
the Blue Water Bridge Corridor Reconstruction of I-94/I-69 between Lapeer Road and the
Black River Bridge, and the I-94 MITS Upgrade, Phases I and II, in Wayne County.
Ken Holbert, PE, Resident Engineer
Ken brings 20 years of experience, including four years working directly for MDOT as
delivery engineer for the Port Huron TSC. In that position, Ken supervised TSC inspection
staff for MDOT projects, oversaw local government construction, and participated in design
and plan review meetings. With an extensive background in construction, Ken serves as a
resident engineer and represents the client’s best interest while coordinating between
standards, specifications, contractors, and the work being built.
Jonathan Bailey, Lead Roadway Inspector
Jonathan inspects heavy highway concrete production paving in reinforced pavement
sections, non-reinforced sections, and high performance sections, as well as roadways and
bridges, joint layouts, joint sealing, bituminous pavements, traffic control, soil erosion, and
utility upgrades. Jonathan also inspects density, concrete and bituminous testing, earth and
drainage work, and landscaping, superstructure and substructure components, steel
erection, bridge scoping, electrical upgrades, bridge painting, and PT bar verification and
grouting. Jonathan has knowledge of both AASHTO and MDOT standards and procedures.
Rich LaPalm, Electrical/Signals & Lead Inspector, Constructability Reviewer
Rich brings 25 years of experience overseeing major bridge and highway construction
projects in southeastern Michigan. His responsibilities include reviewing plans and
proposals and interpreting contract specifications while monitoring project workforce and
providing quality assurance/quality control. Rich’s road construction experience includes
signals, surveying, earth work, paving, drainage operations, and traffic control. This includes
many at-grade railroad crossings where the approach pavement and utility design was
coordinated with the railroad. Rich’s experience gives him the ability to review the
constructability of ideas and help make sure that what is envisioned is able to be built in a
sound and efficient manner.
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Brett Hess, PE, Drainage Lead
Brett is a water resource engineer with eight years of experience in hydrologic and hydraulic
analysis, including drainage for rail and highway projects, stormwater management
systems, combined sewer overflow modeling, inflow and infiltration modeling and green
infrastructure projects. He has brings five years of design-build experience designing and
integrating complex drainage systems and Best Management Practices. Brett uses several
modeling programs including MicroStation, AutoCad, Storm & Sanitary, XP-SWMM, EPASWMM, HEC-RAS, PondPack and Culvert Master.
Package A Final Designer Key Staff Qualifications
Laura Aylsworth, PE
Ms. Aylsworth-Bonzelet, a Vice President with URS, has a diverse range of highway design
and transportation project experience. Ms. Aylsworth is a top tier project manager with over
21 years of transportation engineering experience and a long track record of successfully
delivering multi-million dollar complex freeway and arterial projects. She has the ability to
assemble a team of experienced and driven professionals who are willing to dive into a
project and make sure that deadlines are met while delivering high quality plans. Ms.
Aylsworth’s experience in Southeast Michigan that she has managed or served as a deputy
include: M-1 RAIL Streetcar Project, Detroit; Woodward Light Rail Project, Detroit; M-39
(Southfield Freeway) from I-94 to M-20, Wayne County; and New International Trade
Crossing, Detroit.
Todd Bonzelet, PE
Mr. Bonzelet’s technical experience includes a diverse range of freeway and highway
design and transportation projects. His 15 years of experience includes intersections, urban
arterials, State trunklines, rural highways, freeways and complex interchanges. Mr. Bonzelet
is a “company expert” regarding the GeoPAK Roadway Modeler® and 3D technology
employed by URS and MDOT. Recent project experience includes: M-1 RAIL Streetcar
Project and M-39 (Southfield Freeway) from I-94 to M-20 in Wayne County.
Kurt Weslock (Mannik & Smith)
Mr. Weslock has over 19 years of experience in the design of road projects, including plans,
profiles, typical sections, pavement marking and signing plans, signal plans, maintaining
traffic and detour plans, guardrail, quantity calculations, and cost estimates. Mr. Weslock
has extensive knowledge of AASHTO, ODOT, and MDOT standards and procedures. Mr.
Weslock has worked on a variety of Detroit, Michigan projects including M-85 rehabilitation
near the Detroit Produce Terminal; Civic Center Drive realignment near Cobo; Randolph
Streetscape and resurfacing from Gratiot to Monroe; M-23 & M-46 reconstruction in
Saginaw, Michigan with extensive underground utility replacements; and the M-43 CPM
project including numerous ADA ramp upgrades in the City of Lansing, Michigan.
Kyle Reidsma, PE PTOE
Mr. Reidsma, PE PTOE has 12 years of professional signal design experience on a variety
of traffic engineering projects, including traffic signal systems design and operations,
maintenance of traffic design, pavement marking and signing design, traffic simulation, and
traffic impact studies. Mr. Reidsma has overseen the design of more than 475 traffic signals
for URS on previous MDOT projects and local agency projects. He has performed a variety
of traffic signal designs including interconnected systems, flashing beacons on warning
signs, overhead flashers, standard four-leg intersections, part-width construction signal
staging plans, and complex designs involving single-point urban interchanges and
intersections with more than four legs. Mr. Reidsma has recently completed an assignment
as Lead Traffic Signal Design Engineer for the design of twelve (12) traffic signals, including
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construction staging plans along the I-696 Service Drives from west of M-53 (Van Dyke) to
M-97 (Groesbeck) in Macomb County as part of an MDOT bridge design project.
Ron Simons, PE
Mr. Simons has 22 years of experience in planning, design, bidding assistance, construction
management, and associated start-up of wastewater collection systems, wastewater
treatment facilities, and water transmission mains. Mr. Simons has extensive experience in
construction methodologies for a variety of projects including outfall construction, large
interceptor sewers, wastewater pump stations, and wastewater treatment facilities
throughout Michigan and the United States.
Mike DeVries, PE
Mr. DeVries is a Vice President with URS who has 18 years of technical experience in
access management, EPE studies, EIS/MIS preparation, traffic impact studies, and signing,
pavement marking, and maintenance of traffic plans. Mr. De Vries has extensive expertise
in the areas of traffic simulation modeling and optimization of signal networks, arterial
streets and isolated intersections. Mr. De Vries is an adjunct professor at Calvin College
and an instructor for Michigan State University’s Office of Highway Safety Programs,
teaching classes on traffic engineering, highway design, traffic simulation and traffic impact
studies. Mr. De Vries has served as Lead Traffic Engineer for countless road and bridge
design projects all across the state of Michigan and has recently been involved with the
Silver Line BRT Station Routing and Visioning project in Grand Rapids; City of Detroit
Traffic Signal Optimization; and the I-75 from Gibraltar Road to Dix-Toledo Highway project.
Doug Parmerlee, PE
Mr. Parmerlee is the Manager of Bridge Design for URS’ Michigan office. He has over 20
years of design experience and is well-versed in the design of highway bridges, earth
retaining walls, and sound walls. Mr. Parmerlee routinely manages or leads design efforts
on projects within his area of expertise. He performs quality reviews and is intimately
familiar with plan and specification preparation, including the AASHTO LRFD Bridge Design
Specifications, having attended multiple training sessions and applied the code to numerous
designs since MDOT formally adopted LRFD. He aided MDOT in writing foundation piling
and mechanically stabilized earth wall special provisions to align with the LRFD code. Mr.
Parmerlee taught several introductory courses in Bridge Design through the Highway Traffic
Safety Program of Michigan State University.
Tim Martin, PE
Tim Martin is a civil engineer with 16 years of experience in the design and construction of
transportation projects. He has specific involvement in freight rail, light rail, and streetcar
projects in Oregon, Washington, California and Utah. His experience includes trackwork
design, roadway design, drainage design, project management and construction
management.
Lindsay Yazzolino, PE, LEED AP
Ms. Yazzolino is a transportation engineer with 9 years of experience which includes transit
and local street design, site development, and design services during construction. Her
experience includes site layout, street design, site grading design, erosion control,
earthwork calculations, and utility design for various transportation and private development
projects. She also has experience designing water quality and detention facilities. Recent
light rail experience includes:Portland to Milwaukie LRT, East Segment, TriMet, Portland,
OR; Santa Ana Fixed Guideway (Streetcar) Project Study, Santa Ana, CA; and Portland
Streetcar Loop, Portland, OR.
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Lucito Gatlabayan, PE, PEng
Mr. Gatlabayan is a senior transportation design engineer with more than 35 years of
experience in design, construction, and project management. The first 16 years of his
career were spent working for transportation design consultants in BC, Canada including
the design of LRT (Skytrain) projects, freight railway yard projects, mining site work,
roadway, and highway projects. Currently and for the past 19 years, he has been designing
light rail transit, heavy freight railway projects, and track/ roadway for port container terminal
projects.
Leonard Occhiogrosso, BA
Mr. Occhiogrosso has over 32 years of experience in transit planning. He is an experienced
Project Manager and a seasoned manager, leader and coach, and he has proven
experience in all aspects of transit and transportation planning. Mr. Occhiogrosso has been
responsible for the provision and monitoring of service levels, operation and management
systems, business development, and marketing. He has been involved with environmental
assessment, rapid transit studies, transportation planning and policy experience, including
land use / transit relationship, regional and corridor planning studies, strategic planning,
property acquisition and development issues, and public consultations.
Dan Mills, PE
Mr. Mills is a traffic engineer with 19 years of experience on traffic engineering and
transportation planning projects. His traffic engineering capabilities include: traffic signal
design, roadway and intersection signing and striping, roadway lighting, construction
staging, and traffic control. Dan has been involved in numerous transportation and transit
planning projects of varying scope and complexity.
Jeffrey Sinclair
Mr. Sinclair has more than 34 years of experience in the design and construction of transit
signals and communications systems. He has worked with railroads, commuter rail, light
rail, and subway systems. He has been involved in numerous rail transit projects and has
diversified experience in all areas including: detailed system circuit design, preparation of
contracts, project management, construction management, and field construction. Mr.
Sinclair worked as a consultant for eight years with New York City Transit’s Capital Program
Management group where he prepared technical specifications and contract documents for
over twenty separate CPM signal projects with a total construction value over one billion
dollars.
Graceanna Baird, EIT, LEED AP BD+C
Ms. Baird has over 5 years of experience supporting catenary design of 1-wire, 2-wire, and
3-wire systems, as well as projects involving electrical network simulation for transit
authorities. She has also gained field experience inspecting geotechnical work and
measuring catenary wire heights. Recent project experience includes: Metropolitan Atlanta
Rapid Transit Authority – Atlanta Streetcar; Toronto Transit Commission – Toronto Transit
Expansion; and City of Cincinnati - Cincinnati Streetcar.
Silvero Conte
Mr. Conte has over 35 years of electrical engineering experience, 30 of which were with NJ
TRANSIT in progressively responsible positions, including Electric Traction Engineer, Chief
Engineer of the Electrical Department, and Deputy General Manager of the Infrastructure
Engineering Department. His experience includes the maintenance, construction, and repair
of all electrical power and light rail facilities and the proper operation of the catenary
systems and high- and low-voltage supply substations and switch gear, autotransformers,
and signal generating stations.
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Rick Schuitema, LEED AP
Mr. Schuitema has 14 years of experience in the field of electrical engineering. He has
provided lighting design and electrical/ITS shop drawing review and inspections on
numerous MDOT projects, including 9 bridges along I-696 in Macomb County; the I-196
reconstruction and widening in Grand Rapids; and electrical design for numerous Michigan
rest area projects. His expertise also includes electrical design for primary and secondary
electrical power distribution systems, grounding, energy conservation, system controls,
indoor illumination design, fire alarm systems, emergency generator systems, lightning
protection systems, specifications; system studies; and outdoor lighting.
Chris Vogelheim, AIA, NCARB, LEED AP
Mr. Vogelheim has over 18 years of experience in architecture and design. He provides
design and technical leadership on retail, commercial, and institutional projects; programs
and conceptualizes project designs; creates presentations to gain client approvals;
generates specific and complete contract documents that detail the approved design
concepts; and provides contract administration services and construction supervision to
ensure proper construction of the project. He has accomplished design and technical
experience on commercial, healthcare,and retail projects ranging from small scale to large
and complex projects.
Jonathan Fahling, AIA, NCARB, LEED AP
Mr. Fahling is a registered architect with architecture and business experience in a
distinctive range of architectural project types including commercial, institutional, federal,
and transportation projects. He provides design and technical leadership, generates specific
and complete contract documents, and performs quality reviews. Mr. Fahling is experienced
managing projects at all phases of design development, bidding and construction contract
administration, including execution of LEED projects. Recent project experience includes
Detroit Department of Transportation Facilities design; Cadillac-Wexford Transit Authority
New Bus Transit Facility; and Blue Water Area Transit Commission new bus storage,
maintenance, and administration building.
Mark Wrona, ASLA, CLARB
With 39 years of experience, Mr. Wrona's professional expertise is well-founded in site
planning and design, municipal master planning, and zoning code preparation. His
experience includes consultation with governmental jurisdictions, builders, and developers,
and collaboration with architects, engineers, and environmental scientists. His
responsibilities include total project coordination, with close client involvement in all phases
of project development, from initial programming and planning through design development,
construction documents, and construction administration. A talented designer, Mr. Wrona's
work has been recognized by the American Society of Landscape Architects, the American
Association of Nurserymen, the Michigan Society of Nurserymen, and the U.S. Tennis Court
and Track Builders Association.
CM/GC Key Staff Qualifications
Tom Gilman, Project Manager
Tom has worked in the construction and engineering industries for 16 years, most of which
has been in streetcar and light rail construction. He worked on the initial Portland Streetcar
projects, the first modern streetcar projects and the first CM/GC transit project in the
country. Tom was instrumental in the development of our “three blocks in three weeks”
construction approach to minimize impacts to local businesses. His expertise in rail transit
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construction in urban environments and his CM/GC experience will directly benefit the
project team.
Randy Olmstead, Civil Construction Manager
Randy has 12 years of experience in the construction industry. Since joining SWI, he has
worked on major CM/GC rail transit projects, gaining valuable experience in all aspects of
heavy civil and rail work. He is currently managing all field activities on the Sugar House
Streetcar Project, which features work elements similar to the M-1 RAIL Streetcar Project
including embedded track, multi-lane road crossings, train and traffic signals, stations,
catenary system, and traction power substation infrastructure.
Nick Patridge, Rail Construction Manager
Nick has 16 years of experience in track construction. He began his career with SWI and
has managed track operations on streetcar, light rail, and commuter rail projects in Portland,
Phoenix, Salt Lake City, and San Diego. He is adept at managing multiple track crews on
complex, schedule-driven projects in urban environments.
John Huddleston, Structural Construction Manager
John has over 30 years of experience in construction on transit and transportation projects.
His experience includes highway bridges, transit-only bridges, combined transit and
roadway bridges, and bridge construction over major roadways and rail yards. He is adept
at scheduling and supervising structures crews on complex projects.
Darrell Jones, OCS/Electrical Construction Manager (Truland)
Darrell has over 30 years of experience in railway systems construction. He has worked on
many of the nation’s largest rail transit systems, managing installation of traction power,
overhead catenary systems, train control, and communications systems in urban
environments. His experience will be invaluable throughout the pre-construction and
construction phases of this project.
Matthew Blackburn, Utility Relocation Manager
Matthew has extensive experience coordinating the relocation, protection, and treatment of
public and private utilities. His role as utility coordinator on a $526 million, 45-mile commuter
rail project required coordination with multiple municipalities and utility owners. He is
particularly attuned to safe work practices which is critical when working on utility
relocations in congested environments with substantial vehicle and pedestrian traffic.
Lori Ballard, DBE and Workforce Utilization Manager (Ballard Associates, LLC)
Lori is president of Ballard Associates, LLC, a Detroit-based firm formed to facilitate
opportunities for underutilized firms on major projects. Her experience as Small Business
Facilitator and Business Diversity Manager at the Wayne County Airport Authority is directly
relevant to her role on this project.
Brian Dagsland, Schedule Manager
Brian is currently the Schedule Engineer and track Field Engineer on the Sugar House
Streetcar Project where he recently coordinated two complex, accelerated track installations
across major UDOT arterial roadways with no unplanned disruption to traffic. He has
detailed knowledge of developing and updating resource loaded schedules using the
Critical Path Method (CPM) and currently works with Primavera P6 software.
Rick Tortorello, Cost Estimating and Budget Manager
Rick has negotiated GMPs on many CM/GC streetcar projects, including the Portland
Streetcar Loop, Portland Streetcar Phases 1, 2, and 3, Sugar House Streetcar, South Lake
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Union, and First Hill Streetcar projects. He is recognized as one of the few senior estimators
in the U.S. with experience in arriving at an agreed CM/GC price for streetcar, light rail, and
commuter rail projects. Rick’s experience will be a benefit to the M-1 RAIL team in
identifying value engineering opportunities and other innovative solutions to reduce project
costs and to arrive at the GMP.
Scott Lewis, Safety Manager (White Construction)
White Construction has offered their corporate safety director to provide safety program
management on this important project. Scott’s formal safety education, practical training,
and jobsite experience combine to make him well qualified for this role. Scott’s local roots
will complement SWI’s healthy culture to ensure safe workplace practices for employees,
subcontractors, the M-1 RAIL team, and the public.
Courtney Beesley, Quality Assurance/Quality Control (QA/QC) Manager
Courtney has 12 years of experience in construction on rail transit, roadways, buildings, and
other projects. He is currently Quality Control and Safety Manager on the Sugar House
Streetcar Project, which includes most of the same elements as the M-1 RAIL Streetcar
Project.
Cory Abourezk, Construction Manager
Cory has been working on urban streetcar and light rail construction projects with SWI for
20 years. Cory was the superintendent on the first modern streetcar project in the U.S. –
Portland’s Central City Streetcar. He is among the few construction managers in the nation
with the experience to successfully construct a streetcar system in an urban environment
while successfully balancing the needs of the project, the general public, and the business
community. Cory will coordinate the discipline-specific construction managers during
Segment 1 construction, while Project Manager Tom Gilman will continue to support the
pre-construction services on Segment 2.
Billy Johns, Maintenance of Traffic (MOT) Manager
Billy is experienced in managing MOT operations on urban rail transit projects. This role is
critical on in-street running rail construction projects. He will be embedded with the crews
and have the authority to ensure our team is delivering on our commitments for vehicular
and pedestrian safety, business impact mitigation, and overall project communication. He
has the responsibility to coordinate all work with affected property owners, and has the
authority to stop work and adjust schedules to accommodate individual needs when
necessary.
Bassett & Bassett, Community Relations/Public Involvement
Located on Woodward Avenue, Detroit-based Bassett and Bassett is a deeply experienced
communications group with decades of successful experience in community outreach and
stakeholder communications on large, complex construction projects. Bassett and Bassett
is available as a part of our team to lead community outreach and public information to the
extent M-1 RAIL requires. Their local knowledge and relevant experience can support M-1
RAIL’s community engagement program to deliver this work while maintaining community
support.
Katie Nance, Corporate Safety Manager
Katie has more than 10 years of experience as a construction safety professional with
certification as a Construction Health and Safety Technician. Her responsibilities include
developing, implementing, reviewing, and managing the company safety and health
program. She administers the company safety and health training program, tracks safety
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performance and trends, ensures regulatory compliance, and serves as a resource to the
project safety managers.
Brandi Lisle, Corporate Quality Control Manager
Brandi has extensive experience developing, implementing, and monitoring quality
programs on streetcar, light rail, commuter rail, and maintenance facility projects. She is
knowledgeable in all aspects of rail construction and the related quality requirements of
federal, state, and transit agencies. Brandi emphasizes increased communication, training,
and information sharing among projects to build awareness for all construction team
members.
Clayton Gilliland, Principal-in-Charge
Clayton has worked in the construction industry for 23 years, most of which has been in rail
transit construction. He has an excellent reputation with project owners and stakeholders,
and is known for his successful coordination with municipalities, businesses, and residents
on projects. He will take an active role in ensuring project goals are met. He will meet in
person, at least monthly, with our project staff to monitor safety, quality, schedule, and
budget performance. He will also monitor DBE and workforce participation as well as
community approval to ensure that the project team is delivering on all of our commitments.
George Furnanz & John Zehner, Executive Leadership Team
George is the Chief Operating Officer, and John is a Senior Vice President of SWI. They
bring a wealth of experience in urban rail transit construction as well as in many aspects of
the CM/GC process, including innovations, value engineering, client relations, estimating,
and GMP negotiations. Once into the construction phase, this executive team will provide
oversight, meeting regularly to review project status with M-1 RAIL’s management group as
well as other key stakeholders in order to facilitate a positive team relationship.
3.1.4 Detroit Police
M-1 RAIL will work with the Detroit Police Department, as well as security guards as
needed. The Detroit Police Department will participate on an as-needed basis in the
development and reviews of the technical content of the security-related portions of the
request for proposal documents, and participates in the review of the final design
deliverables, and security-related deliverables submitted by the contractor to ensure
compliance with established police and security programs.
3.1.5 Federal Transit Administration
The Federal Transit Administration (FTA) provides support as the Project progresses
through Engineering and into construction. To provide guidance through these phases,
FTA has assigned the Burns Group as the Project Management Oversight Contractor
(PMOC). FTA representatives will review and approve various documents at the
appropriate stages.
3.2
Committee Structure
The M-1RAIL Streetcar Project is supported by the following committee structure which all
report to the M-1 RAIL Safety and Security Officer, Roy Bryans and final authority resting
with the M-1 CEO, Paul Childs:
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Figure 3-1: M-1 RAIL Committee Structure
3.2.1
Safety and Security Certification Committee (SSCC)
A Safety and Security Certification Committee has been formed to facilitate the
implementation and management of the SSCP. The committee consists of representatives
from M-1 RAIL Staff, Detroit Police as necessary, contractors, MDOT Office of Rail, and
safety and security staff. The SSCC is responsible for monitoring the status, results, and
issues of the certification process through periodic review. Additionally, the SSCC provides
related approvals, concurrences, guidelines, checklists, and/or direction for the resolution
of identified hazards, critical safety and security concerns, or non- compliances, as
appropriate.
The committee ensures system safety, system security, safety and security certification,
and systems assurance resources are provided. The SSCC also identifies the processes
to be used for hazard analysis and threat and vulnerability assessment so that all credible
hazards identified during design reviews, material and hardware selection, assembly and
integration, audits, inspections, and testing are resolved and appropriately documented.
The committee serves as a forum to build consensus for a comprehensive safety and
security certification process, reviews lessons learned from previous or ongoing safety and
security certification programs, and tracks the status of the safety and security certification
process.
During the construction phase, the Committee also reviews, analyzes, and directs activities
related to the fire/life safety and security aspects of the project and identifies the
emergency response needs (such as training, drills, etc.) that are required to adequately
respond to accidents/incidents that may occur during each phase of the project, including
operations and maintenance in coordination with the Fire / Life Safety and Security
Committee. The SSCC also provides expertise to facilitate the development and
implementation of emergency responder training programs and activities, and emergency
operating procedures and plans.
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The SSCC reviews changes to the SSCP, in addition to reviewing and approving the
consolidated checklists. SSCC members may witness testing that verifies safety and
security certifiable items, and will review all testing results for certifiable items to ensure
compliance with criteria and specifications.
The Safety and Security Officer serves as Chair of the SSCC and convenes meetings and
review sessions necessary to achieve final certification. The Safety and Security Officer
will resolve many issues within the committee, however all approval and sign-off
responsibility will rest with the M-1 RAIL CEO, Paul Childs. Minutes will be kept of each
meeting. Preparation of all materials and logistics for SSCC meetings is the responsibility
of the Chair or designee.
Meetings of the SSCC are scheduled, as required, to support the certification process. The
SSCC reviews documentation of compliance, assigns responsibility for resolution of
deficiencies, and assigns resolution actions. The SSCC also authorizes the issuance of a
Certificate of Compliance but the Safety and Security Officer will have final authority and
responsibility for decisions made with input from the general membership. Voting members
will be the Chair and lead project managers from each organization.
The Committee:
•
Serves as a liaison between M-1 RAIL and the external emergency response agencies
•
Reviews DCM relative to safety and security industry standards
•
Implements and manages the implementation of the SSCP and the certification
process
•
Participates in the development and review of the CEL process
•
Oversees of the Contractor’s job site safety program
•
Performs hazard analyses of system modifications to determine potential hazards that
may be created as a result of the system modification, and support the development of
mitigating and controlling factors to address such hazards
SSCC Members are as follows:
Chair- Roy Bryans, Safety and Security Officer
General Membership
Owner’s Representative
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HNTB Project Manager, Matt Webb
SOJ- Carter MacNichol
HNTB- Construction Oversight, Victor Frendo
HNTB- Systems Lead, Ashley Booth
HNTB- Civil Lead, Matt Simon
HNTB- Utilities Lead, Tony Migaldi
LTK- Vehicles, Jason Krause
42
Final Designer- URS
Project Manager- Laura Aylsworth
Safety- Rick Nannenga
Civil/Rail- Mark Dorn
Stations- Kathryn Brendle
Systems Design- Jeff Sinclair
CM/GC Contractor-Stacy Whitbeck
Project Manager- Tom Gilman
Construction Manager- Randy Olmstead
Safety Officer- TBD
Rail Operations Contractor
TBD
Electrical Maintenance Contractor
TBD
The SSCC will be managed by the Safety and Security Officer who will gather input and
resolve issues with the committee members. Ultimate responsibility and sign-off authority
will rest with the CEO of M-1 RAIL.
3.2.2
Safety and Security Operations Committee (SSOC)
The SSOC will be led by M-1 RAIL’s Safety and Security Officer, Roy Bryans, and will
include members of safety, security, operations, maintenance, training, and staff who are
most familiar with the operations of the system. Safety Staff will be assigned to facilitate
the incorporation of the System Safety Program into all aspects of M-1 RAIL’s operations
and services. The Safety and Security Officer acts as a resource for the operations,
maintenance, and administrative staff, and is responsible for the administration of the
System Safety Program, with assistance from management as required.
The SSOC has the authority and responsibility to:
•
Perform accident/incident investigation on behalf of M-1 RAIL and MDOT, when
requested
•
Ensure that all major accidents/incidents, hazards, and internal safety issues are
reviewed and resolved Conduct internal safety reviews and inspections
•
Report unacceptable hazardous conditions to M-1 RAIL’s executive management as
soon as possible
•
Work with modal operations and maintenance staff on a daily basis to ensure all
System Safety Program requirements are being implemented and Program goals and
objectives are being achieved

Develop Corrective Action Plans (CAP) that result from accident/incident investigations,
hazard analyses, and safety reviews and audits, and tracking corrective actions
through fruition to ensure all identified deficiencies are adequately eliminated or
controlled
•
Ensure the CEO is immediately notified of hazards of imminent danger or as other
problems are identified or arise
•
Ensure recommendations are followed upon and corrected
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43
•
Review findings and comprehensive reports with recommendations, findings, and
actions that cannot be resolved by staff. Develop action plans and monitor the
implementation of any corrective action plan pursuant to any reports and
recommendations
•
Review, approve, or recommend changes to the reports and corrective action plans,
prepared by the Committee for safety hazards and threat and vulnerabilities audit
findings and corrective actions, prior to submittal of the final reports to the responsible
parties for implementation.
•
Review, approve, or recommend changes to corrective action plans that are developed
in response to recommendations of the MDOT Office of Rail.
•
Review, approve, or recommend changes to the annual reports of the internal safety
review process required for submission to the MDOT Office of Rail.
•
Review, approve, or recommend changes to M-1 RAIL safety rules and procedures
established to implement the requirements and programs defined in the SSPP.
The management structure of the SSOC is as follows:
Chair- Roy Bryans, Safety and Security Officer
General Membership
M-1 RAIL Staff- TBD
Operations and Maintenance Contractor- TBD
Electrical Maintenance Contractor- TBD
Security Contractor- TBD
MDOT Office of Rail- State Safety Officer- Dan Harris
The SSOC will be managed by the Safety and Security Officer who will gather input and
resolve issues with the committee members prior to signing off on primary documents.
Local agency partners, such as Detroit Fire and Police will be involved and informed of
operational safety and security issues as needed depending upon the particular issue.
Ultimate responsibility and sign-off authority will rest with the CEO of M-1 RAIL.
3.2.3
Fire / Life Safety and Security Committee (FLSSC)
The FLSSC involves staff from M-1 RAIL, the Owner’s Representative, and the Final
Designer during the safety and security management and hazard and threat and
vulnerability assessment processes. The committee also includes the Operations and
Maintenance and Security Contractors Once they are selected and before the system
becomes operational. As hazards, threats and vulnerabilities are identified any potential
design solutions will be investigated by the Owner’s Representative and Final Designer.
The FLSSC includes M-1 RAIL staff, local emergency response agency representatives,
and other local, state, and federal officials, as necessary. It serves as a liaison between M1 RAIL and the external emergency response agencies. The FLSSC is chaired by M-1
RAIL Safety and Security Officer. This Committee will review, analyze, and direct activities
related to the fire/life safety and security aspects of the project and identify the emergency
response needs (such as training, drills, etc.) that are required to adequately respond to
accidents/incidents that may occur during each phase of the project, including operations
Safety and Security Management Plan, Version 4, November 2014
44
and maintenance. The Committee also provides expertise to facilitate the development and
implementation of emergency responder training programs and activities, and emergency
operating procedures and plans.
The management structure of the FLSSC is as follows:
Chair- Roy Bryans, Safety and Security Officer
General Membership
Owner’s Representative- HNTB, Matt Webb
Final Designer- URS, Laura Aylsworth
CM/GC Contractor- Stacy Whitbeck, Tom Gilman
Operations Contractor- TBD
Electrical Maintenance Contractor- TBD
Security Contractor- TBD
State Safety & Security Officer- Dan Harris
Partners
State of Michigan Department of Transportation
Jon Loree
Office of Rail- State Safety Officer- Dan Harris
SE Michigan Traffic Operations Center- Michelle Mueller
Michigan State Police- Lt. Walter Davis
City Of Detroit
Police- Commander Hall
Fire- Chief Austin
Wayne State University- Chief Holt
Wayne County DC Richardson
FHWA- Phil Lynwood
FTA- Cecelia Comito
DHS- Emad Shenouda
The FLSCC will be managed by the Safety and Security Officer who will gather input and
resolve issues with input from the committee members prior to signing off on primary
documents. Committee Partners, such as Detroit Fire and Police will be involved and
informed of operational safety and security issues as need and depending upon the
particular issue. Ultimate responsibility and sign-off authority will rest with the CEO of M-1
RAIL.
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45
Figure 3-2: Safety and Security Responsibilities Matrix
Project Phase
Activity
Project
Development
Engineering
Construction
Testing & Start-up
Test &
Pre-Revenue
Verification
Operations
Develop Safety & Security Policy
OR
Identify Existing Safety & Security Requirements for the
Acquisition Process
OR
OR
FD
SSCC
OR FD CMGC
OR
OR
SSCC
OR FD
SSO
SSO OR
SSO OR
SSO OR
SSO OR
SSO OR
SSO OR
OR
FD
OR
FD
SSCC
OR FD OC
CMGC
SSCC
OR FD OC
OR SSO
OR SSO FD
SSCC
OR SSO FD
SSCC OC
OR SSO FD
SSCC OC
OR SSO
OR SSO
OR SSC OC
SSCC
OR SSO OC
SSCC
OR SSO
OR SSO
OR FD SSCC
CMGC
FD SSCC OC,
SSOC
SSCC
SSCC
SSC OR
FD SSC OR
OC
OR FD SSCC,
SSOC
SSCC, SSOC
FD OC
FD SSC OR OC
SSCC
SSCC,
SSC OR
PMC DM
PMC SSM
SSCC
SSCC, SSOC
SSC OR
PMC DM
PMC SSM
SSCC
SSCC
Develop Safety & Security Management Plan & Update as
applicable
Assign Safety & Security Certification Responsibilities
Establish Safety & Security Committees
Develop Safety & Security Certification Plan and Update as
applicable
Identify Safety & Security Certifiable Elements & Items
(CEL/CIL)
Initiate Project Safety & Security Documentation System
Perform Preliminary Hazard Assessment & Update and Perform
Additional Hazard Analyses as applicable
Perform Threat & Vulnerability Assessment & Update; and
Perform Additional Threat Analyses as applicable
Prepare Safety & Security Design Criteria & Update and Revise
as applicable
Integrate Operation & Maintenance Requirements into the
Design
Develop and Verify Design Criteria Conformance Checklists
FD
Implement Hazard and Vulnerability Resolution & Tracking
SSC OR
Perform Safety & Security Design Reviews
FD SSC OR
Identify Safety & Security Requirements for Test Program
Plans, Integrated Tests, and Operational Readiness Reviews
Develop and Complete Specification Conformance Checklists
Develop Construction Specifications, including Construction
Phase Safety and Security Requirements
Verification of Safety & Security Requirements – Procured,
Constructed and Installed – Update CIL
Construction Site Safety & Security Audits/Inspections
Safety & Security Review of Engineering Change Orders &
Waivers
Issue Permits & Certificates (as applicable)
Update Operations & Maintenance Manuals, Plans, Procedures
and Training
SSO
SSO SSCC OR
OR FD SSO
OR FD SSO
OR FD SSO
SSO CMGC
SSCC
SSCC
OR FD OC
CMGC
SSCC
OR FD
SSO OR
SSO OR
SSCC
SSCC
OR FD
SSO OR
SSO OR SSCC,
SSOC
SSCC
OR FD OC,
SSOC
OR SSO FD
SSCC OC,
SSOC
OR SSO OC
SSCC, SSOC
OR SSC OC
SSCC, SSOC
SSCC
MDOT OR
Systems Integration Testing
SSCC
SSCC
MDOT OR
SSO
SSCC
MTA CMD
SSO
SSCC
FD OR
SSCC
Pre-Revenue Operations
Complete Operational Readiness Review
Issue Final Safety & Security Certification Verification Report
CMGC- Construction Manager/General Contractor
MDOT OR – Michigan Department of Transportation, Office of Rail
OR – Owner’s Representative
SSO – M-1 RAIL Safety & Security Officer
SSCC
OR FD OC
MTA CMD
SSO
SSCC
SSOC
SSCC OC
SSCC, SSOC
SSCC, SSOC
FD – Final designer
OC – Operations Contractor
SSCC – Safety and Security Certification Committee
SSOC – Safety and Security Operations Committee
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4.0
SAFETY AND SECURITY ASSESSMENT
4.1
Approach to Safety and Security Assessment
Since the M-1 RAIL Streetcar Project is a new rail system which will be constructed in a
new corridor, all standard hazard identification and resolution assessment and threats and
vulnerabilities assessment will be employed.
M-1 RAIL defines a hazard as any unintentional act or set of conditions, internal or external
to the system or system operation which, when they occur, can cause injury, illness, death,
or damage or loss of equipment or property, or severe environmental damage. M-1 RAIL
will require the Owner’s Representative and the Final Designer to be held responsible for
ensuring that all of the designers, project managers, contractors, and subcontractors use
acceptable hazard identification, assessment, and resolution methods and threats and
vulnerabilities assessment.
Threats are defined as specific intentional acts that will damage the system, its facilities, or
its patrons. Threats include any intentional actions which detract from overall security.
They range from the extreme of terrorist-initiated bombs or hostage-taking to more
common events such as theft of services, pick-pocketing, graffiti, and vandalism. Those
responsible for identifying and assessing threats and vulnerabilities must not only measure
the degree of potential danger, but the chances of that particular danger actually occurring.
Vulnerability is defined as the susceptibility of the system to a particular type of security
hazard. Vulnerabilities can be corrected, but risk analyses must be undertaken to
determine which vulnerabilities take the highest priority.
The Project Managers and Contractors will be held responsible for employing a Preliminary
Hazard Analysis (PHA) and a Threat and Vulnerability Assessment (TVA) in the earliest
stages of design in conjunction with and in cooperation with the M-1 RAIL SSCC.
In addition, any deviations from the M-1 RAIL Design Criteria or Design Standards
involving safety or security that may occur during the course of the project and potentially
pose a hazard will undergo a hazard analysis and vulnerability assessment. In addition to
any hazards or vulnerabilities identified during assessments of deviations, other hazards or
vulnerabilities may be identified during the normal course of work on the project,
including such activities as design reviews, construction inspection and testing,
integration testing and start-up. All potential hazards and vulnerabilities will be documented
for evaluation and resolved.
All potential hazards and vulnerabilities identified during Project Development (PD),
Engineering, Procurement, Construction and Installation, Inspection and Testing,
Integration Testing and Start-up phases will be evaluated for validity, categorized,
assessed, and resolved.
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Figure 4-1: Project Methodology for Identifying and Resolving Hazards, Threats,
and Vulnerabilities
4.2
Requirements for Safety and Security Assessment
Hazard and vulnerabilities categorization, assessment and resolution are a requirement of
this project. The project requirements for categorizing hazards and vulnerabilities based on
their probability of occurrence and severity are shown below in Figure 4-2 for hazards and
Figure 4-3 for vulnerabilities.
M-1 RAIL is adopting a system to assess levels of risk and to determine what action(s)
must be taken to assess, correct, and document hazards and vulnerabilities and their
associated risks. This risk assessment system will be based on the FTA Hazard
Assessment Guidelines for Transit Projects and the latest version of MIL-STD-882. This
process is a qualitative assessment based on largely subjective judgments used to
determine the risk associated with each hazard and vulnerability and thus the urgency for
implementing corrective measures to eliminate or reduce risk to a level of acceptability.
Corrective measures are applied through design selection to eliminate or reduce hazards,
by providing
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48
(specifying) safety devices, by providing (designing) warning devices, by instituting special
procedures or training, or by eliminating the use of the system and substituting with
another.
Figure 4-2 depicts hazard categorization, assessment methodology and resolution. The
combinations of hazard severity and frequency are assigned a hazard risk index number
from 1 to 20. Hazard risk index values are used in grouping individual hazards into hazard
categories, which can then be used to generate specific actions, such as
mandatory reporting of the most severe hazards to management for action. Figure 4-3 lists
the hazard risk categories, their level of priority for resolution, and hazard risk index values.
M-1 RAIL’s level of risk acceptance and approval based on the hazard risk category is also
given.
Similarly, Figure 4-4 depicts threats/vulnerabilities (Security) categorization, assessment
and resolution.
The Final Designer will apply these methodologies to the M-1 RAIL Streetcar Project
design and the subsequent contractors in other phases will address the mitigations as they
apply through construction and final phases of the project, resolving all identified hazards
and vulnerabilities or seeking M-1 RAIL approval to defer them to a later phase for
resolution through M-1 RAIL procedure modification and training.
On the M-1 RAIL Streetcar Project the types of analyses that will be required in various
phases are a PHA, an Operating Hazard Assessment, and TVA. These analyses will be
performed by the M-1 RAIL Owner’s Representative/Final Designer safety and security
team. Review and input by the Owner’s Representative and Final Designer discipline leads
as well as the M-1 RAIL operations and security personnel will ensure that these analyses
are as complete as possible. The SSCC will review and approve these analyses.
During the design of critical systems, a Failure Mode and Effects Analysis (FMEA) or a
Failure Mode, Effects, and Criticality Analysis (FMECA) may be required during design of
the critical systems. Additionally a Fault Tree Analysis may be required, depending on the
critical system. These more detailed analyses will be completed by members of the
Owner’s Representative\Final Designer team that have the appropriate expertise in
conjunction with Owner’s Representative\Final Designer discipline leads if required.
The results of these analyses will be tracked in the CEL to ensure that they are considered
and incorporated into the design. Results could be incorporated into revisions of the design
criteria, design documentation, and specifications. Ideally, the results will be incorporated
into the final design.
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49
Figure 4-2: Hazard Categorization and Assessment
HAZARD PROBABILITY
Descriptive
Word
Level
Frequent
A
Likely to occur frequently. MTBE* is less than
1000 operating hours.
Continuously
experienced
Probable
B
Will occur several times in life of an item. MTBE
is equal to or greater than 1000 operating hours
and less than 100,000 operating hours.
Will occur frequently
Occasional
C
Likely to occur sometime in life of an item.
MTBE is equal to or greater than 100,000
operating hours and less than 1,000,000
operating hours.
Will occur several
times
Remote
D
Unlikely but possible to occur in life of item.
MTBE is greater than 1,000,000 operating hours
and less than 100,000,000 operating hours.
Unlikely but can
reasonably be
expected to occur
Improbable
E
So unlikely it can be assumed occurrence may
not be experienced. MTBE is greater than
100,000,000 hours.
Unlikely to occur,
but possible
Within Specific Individual Items
Within a Fleet or
Inventory
*MTBE = Mean Time Between Events
HAZARD SEVERITY
Description
Category
Definition
Catastrophic
I
Could result in death, permanent total disability, loss exceeding $1
million, or irreversible severe environmental damage that violates
law or regulation.
Critical
II
Could result in permanent total disability, injuries or occupational
illnesses that may result in hospitalization of 2 or more persons,
loss exceeding $200,000, but less than $1 million, or reversible
environmental damage that violates law or regulation.
Marginal
III
Could result in injury or occupational illness resulting in one or more
lost workdays, loss exceeding $10,000, but less than $200,000, or
mitigatible environmental damage without violation of law or
regulation where restoration activities can be accomplished
Negligible
IV
Could result in injury or illness not resulting in a lost work day, loss
exceeding $2,000, but less than $10,000, or minimal environmental
damage not violating law or regulation.
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50
Figure 4-3 Hazard Risk Index and Categories
Hazard Risk Index
I
Catastrophic
II
Critical
III
Marginal
IV
Negligible
(A) Frequent
1
3
7
13
(B) Probable
2
5
9
16
(C) Occasional
4
6
11
18
(D) Remote
8
10
14
19
(E) Improbable
12
15
17
20
FREQUENCY
Hazard Risk Index
Value
Priority
Hazard Risk
Category
1-5
1
High
Administrator/SSCC
6-9
2
Serious
Director level/SSCC
10-17
3
Medium
Director level/SSCC
18-20
4
Low
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Hazard Risk
Acceptance/Approval Level
Staff Level/SSCC
51
Figure 4-4 Vulnerability Categorization and Assessment
VULNERABILITY CATEGORIES
Frequency of
Occurrence
I
High
II
Moderate
III
Low
(A) High
H(IA)
H(IIA)
S(IIIA)
(B) Frequent
H (IB)
H (IIB)
S (IIIB)
(C) Occasional
H (IC)
S (IIC)
L (IIIC)
(D) Seldom
S (ID)
L (IID)
L (IIID)
(E) Never
S (IE)
L (IIE)
L (IIIE)
VULNERABILITY RISK
RISK DECISION CRITERIA
IA, IB, IC, IIA, IIB
High (H)
Risk must be mitigated
ID, IE, IIC, IIIA, IIIB
Serious (S)
Threat should be mitigated if
possible within fiscal
constraints
IID, IIE, IIIC, IIID, IIIE
Low (L)
Threat is acceptable with
review by management
SECURITY INCIDENT PROBABILITY CATEGORIES
Description
Level
Specific Individual Item
Fleet or Inventory
High
A
Likely to occur frequently
Continuously experienced
Frequent
B
Will occur several times in
life of an item
Will occur frequently
Occasional
C
Likely to occur sometime in
life of an item
Will occur several times
Seldom
D
Unlikely but possible to
occur in the life of an item
Unlikely but can reasonably
be expected to occur
Never
E
So unlikely, it can be
assumed occurrence may
not be experienced
Unlikely to occur but possible
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52
5.0
DEVELOPMENT OF SAFETY AND SECURITY DESIGN CRITERIA
5.1
Design Criteria and Design Standards
M-1 RAIL has developed and will maintain Design Criteria and Design Standards that
address system safety and security requirements that are applicable to the entire M-1
RAIL System. They are based on standards prepared by the American Public
Transportation Association (APTA), National Fire Protection Association (NFPA), and the
Underwriters Laboratories (UL), as well as safety and security recommendations by
DHS/Transportation Security Administration (TSA) and FTA. In addition, security
requirements will also be developed based on Threat and Vulnerability Assessments
(TVA). Using these resources and experience from other rail projects, discipline specialists
from M-1 RAIL and the Owner’s Representatives and Final Designers, in coordination with
M-1 RAIL staff, developed design criteria that is applicable to the project. As hazard
analyses and threat and vulnerability assessments are conducted, the design criteria will
be revised accordingly.
The M-1 RAIL Streetcar Project will be designed and built in accordance with established
M-1 RAIL Design Criteria and Design Standards. M-1 RAIL will maintain, update and
control changes to the Design Criteria and Design Standards.
To ensure safety and security requirements are included in the Project design,
design/specification conformance certifiable items checklists will be developed.
The M-1 RAIL Sensitive Security Information (SSI) policy will ensure M-1 RAIL Streetcar
Project documents, including drawings, specifications, and reports are maintained in a
secure manner while they are in the possession or control of the contractors. All M-1 RAIL
employees and all contractors who have a need to access and use documents will receive
SSI training.
To ensure safety and security requirements are included in the Project during construction,
the certifiable items used during design will be carried forward to develop construction
verification certifiable items checklists.
5.2
Design Reviews
Safety and security is incorporated into the Design Criteria Manual using best practices for
rail design and design reviews will be performed and documented as part of the 100%
design milestone submittal to ensure the inclusion of required levels of safety and security.
The design reviews support decision-making processes with respect to enhanced safety
and security features for which additions to specifications, manuals, tests, and procedures
have been requested. Safety and security specific reviews will occur at the final stages of
each package.
As part of the 30% Design process, M-1 RAIL had a Design Criteria Manual (Version O,
dated 3/14/2013) developed. In June of 2013 in advance of the commencement of 70%
plan development, the FD reviewed and recommended edits to the Design Criteria
Manual. The OR updated the Design Criteria Manual to accept or reject the revisions
requested by the FD. Criteria-related issues were identified, discussed and resolved.
Agreed modifications were made to the Design Criteria Manual.
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53
Upon completion of this review process, controlled copies of the Design Criteria Manual
(Version 1, dated 8/16/2013) were formally issued by M-1 RAIL to the various consultant
teams. The Manual of Design Criteria includes criteria for the design of all civil and
systems elements, including fire/life, and safety and security requirements, and were
based on appropriate codes, similar streetcar projects, guidelines and/or industry
standards.
Design reviews are to be conducted by the OR and FD at the 100% and final Plans,
Specifications & Estimate (FPS&E) submissions. For each design submittal, including the
final submittal, verification of compliance to the Manual of Design Criteria was
documented. In addition, design submittals will be reviewed for elements included in the
Certifiable Elements and Sub-Elements List. Design-related issues, including potential
hazards and vulnerabilities, are being identified, discussed, resolved and documented as
part of the 100% design and design review process.
M-1 RAIL safety and security staff, and the Owner’s Representative are included in the
design reviews and may review design submittals for impact to M-1 RAIL safety and
security. It is recognized that the overarching subjects of safety and security cross into all
of the other design disciplines. Any Owner’s Representative discipline or M-1 RAIL
reviewer may flag comments as safety or security related. The Owner’s Representative
Safety and Security Manager reviews these comments and discusses with the Owner’s
Representative discipline or M-1 RAIL reviewer the resolution of the comment. The safety
and security design criteria in the DCM is used as a baseline for evaluating design
submittals. The PHAs and TVAs also evaluated to ensure that the design submittals reflect
the results of their analyses. In this way, safety and security requirements and concerns
with the design documentation and reports are addressed.
Safety and security elements of the M-1 RAIL Streetcar Project are incorporated into the
design by developing the following project design elements:
• Developing the CEL and the SSCP
• Tracking open safety and security issues with the CEL
• Developing Criteria Conformance checklists
Safety and security requirements are incorporated into the final design by ensuring that M1 RAIL and Owner’s Representative safety and security personnel fully participate in the
design documentation reviews. Review of hazard analyses and threat and vulnerability
assessments and incorporation of their results ensures that these concerns are addressed
in the final design. The tracking of safety and security design criteria to the criteria
conformance checklists and CELs and open hazard and threat issues through the CEL
also ensures that safety and security requirements are implemented in the project final
design.
It is the responsibility of the Final Designer Project Manager to ensure the impacts of the
proposed modifications or changes are thoroughly evaluated prior to implementing the
system modification or change.
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54
5.3
Deviations and Changes
Deviations
A variance is a specific exception to the design criteria for reasons such as:
•
Insufficient physical space in the guideway to meet design criteria clearance
requirements
• Obstacles to constructability that create an inability to meet design criteria
•
Compliance with criteria will result in an adverse impact to adjacent design
components
A variance request must include a description of the variance, the section of the DCM for
which the variance is requested, a description of the impacts of the variance, including
safety and security, cost impacts, and advantages/disadvantages of the variance. The
Owner’s Representative and Management team considers the Final Designer variance
request and its supporting documentation and determines whether to accept or reject the
variance.
Changes
The process for making changes to the DCM involves an interdisciplinary review that
follows the design review process discussed above. The procedure will provide a process
that identifies changes, records them, assesses them for impact on safety and security,
cost, and necessity, approves them, and ensures that approved change information is
appropriately disseminated throughout the entire project team.
6.0
PROCESS FOR
PERSONNEL
ENSURING
QUALIFIED
OPERATIONS
6.1
Operations and Maintenance Personnel Requirements
AND
MAINTENANCE
This section of the SSMP describes the processes for ensuring qualified O&M personnel
are available and trained in their respective job functions. This training will occur prior to
the initiation of revenue service. O&M staffing requirements for all components relative to
Project operating systems will be detailed in the M-1 RAIL O&M Plan, a subcomponent of
the M-1 RAIL PMP. Development of the O&M Plan for any subsystems or components as
a result of the M-1 RAIL Streetcar Project will be completed during the Engineering phase.
This will ensure that operation and maintenance staffing requirements/associated job tasks
will be considered during the design phase of the M-1 RAIL Streetcar Project as they relate
to providing safe and secure revenue service.
The Operations Contractor is expected to provide Operations service some maintenance
of Way tasks and maintain the vehicles and the Electrical Contractor will maintain the
electrification system. Each division has various job classifications that are necessary for
Streetcar operations. The selected Operations Contractor will apply models used on
previous systems of similar nature to determine the number of personnel necessary to
implement the M-1 RAIL O&M Plan. Approximately one year prior to revenue service, the
selected Operations Contractor will begin recruiting the required personnel and initiate
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55
training that will be completed prior to revenue service. These activities will be monitored
throughout the M-1 RAIL Streetcar Project.
The Management requires:
• General Manager
• Security and Safety Officer
• Operations Manager
• Maintenance Manager
The Operations division requires:
• Streetcar Supervisor (on duty during all operations hours and qualified for incident
response, dispatch, and service coordination)
• Streetcar Operators (trained and certified for operation on streetcar)
Vehicle Maintenance division requires:
• Service and Cleaning Service Workers
• Maintenance Supervisors (trained and qualified for vehicle maintenance)
• Mechanics (trained and qualified for vehicle maintenance)
Electrical Maintenance contract requires:
•
•
Manager (qualified in electrical maintenance for substations and overhead wire)
Technicians (trained in electrical maintenance for substations and overhead wire)
Maintenance of Way activities are expected to be outsourced to outside vendors.
duties/positions include:
• Maintenance of Way Supervisor
• Signal power Maintenance
• Track Maintenance
• Switch Maintenance
• Rail Laborers
• Platform/station cleaners
The Operations Roles and Responsibilities is diagrammed in Figure 6-1.
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56
Figure 6-1: M-1 RAIL Operation Roles and Responsibilities
Each of the job classifications or positions will have following items developed and in place
once the contracts with each of the individual independent contractors is executed and
before operations commence:
•
A job description that includes qualifications to ensure that selected personnel meet
certain levels of competency relative to safe and secure O&M work activities; and
respond to emergencies
•
An applicant evaluation process to determine if the applicant is qualified for the position
•
An associated training program for the position
Because of the small size of the system, it is assumed that certain individuals will be able
to cover multiple roles and duties within certain organizations. Embedded within these
elements are the special needs necessary for front-line personnel including security
awareness training that will likely be given to all M-1 RAIL and Operations Contractor
employees.
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57
The Operations Contractor is responsible for developing detailed job descriptions,
minimum qualifications and ensuring that qualified personnel are trained to perform prerevenue and revenue operations. Instruction in safe methods of operation and safety
procedures will be included in manuals, handbooks, and other M-1 RAIL policy and
procedure manuals developed for the training and certification of O&M personnel. As this
is a new line and the Operations Contractor has not yet been selected, the number of
personnel required to execute each role and cover all responsibilities to operate the
system safely will be determined in conjunction with the Operations Contractor. The
Electrical Maintenance Contractor will be expected to provide detailed job descriptions and
training certifications for each of the personnel assigned to the M-1 RAIL project.
6.2
Plans, Rules and Procedures
Streetcar safety, security and emergency plans, employee rulebook, and standard
operating procedures will be developed by the Operations Contractor and in place before
Streetcar Operations training commences.
The list of required documents for the safe, secure, and efficient operation of the M-1 RAIL
Streetcar System will be detailed in the O&M Plan. Figure 6-1: Operations and Manuals
Development Schedule, lists the documents that will be created as a result of the M-1
RAIL Streetcar Project.
Figure 6-2: Operations Plans and Manuals Development Schedule
Operations Plan or Manual
Development Scheduled
Streetcar Employee Rule Book
6 months Prior to Startup Testing
Operations Rulebook
6 months Prior to Startup Testing
Streetcar Standard Operating Procedures Series
6 months Prior to Startup Testing
Occupational Health and Safety Rules and Procedures
6 months Prior to Startup Testing
SSPP
1 Year Prior to Startup Testing
SSEPP
1 Year Prior to Startup Testing
6.3 Training Program
M-1 RAIL Operators, Instructors, and Field Supervisors will undergo training on all aspects
of operations including signals, switches related to the M-1 RAIL Streetcar Project. The
Operations Contractor’s Operations Control Center personnel including management and
supervisory personnel will also receive training.
Training programs will be developed and implemented to ensure personnel are trained and
capable of providing safe and secure service including response to emergencies. Training
of new hires will be initiated and completed prior to revenue service. Training programs
will be developed in tandem with rulebooks and procedures and will be in place six months
prior to startup testing. All required qualifications and certifications will be in place before
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startup testing.
Training and qualification documentation will be maintained in each employee's personnel
file. As part of the safety and security certification process, documentation of employee
training will be provided and verified by Operations Contractor’s Director of Operations and
will be part of the certification process.
Consultants/contractors and suppliers providing new equipment and facilities for the M-1
RAIL Streetcar Project are responsible for developing training plans, training manuals, and
conducting
training
courses
for
applicable
Operations
Contractor
staff.
Consultants/contractors and suppliers must develop and conduct programs to train
selected personnel in the operation and maintenance of new equipment and systems that
are provided for the M-1 RAIL Streetcar Project.
6.4
Emergency Preparedness
Emergency preparedness drills and tabletop exercises for the M-1 RAIL Streetcar Project
will be planned and conducted to ensure the following:
•
Adequacy of emergency plans and procedures
•
Readiness of transit operating and maintenance personnel to perform under
emergency conditions
•
Effective coordination between transit operations and emergency response agencies –
police, fire, and emergency medical services
•
Familiarize fire, police, and emergency medical services personnel with the
uniqueness of transit operations and hazards for the M-1 RAIL so these agencies can
respond successfully
Any drill/tabletop exercise schedule required as a result of the M-1 RAIL Streetcar Project
will be outlined in advance of the exercise. Drills and tabletop exercises will be evaluated
against the objective established for the drill/exercise. Drills/tabletop exercises will be
followed by an assessment of the drill in a meeting, including all drill participants.
The results of this assessment will document lessons learned and actions needed to
improve both internal and external emergency response capabilities. Outcomes may
include making recommendations to include in the development of the Emergency
Management Plan policies and procedures, operating procedures that affect emergency
response, and changes to training plans and training programs pertaining to emergency
response and personnel.
The report of the findings will be provided to SSCC for any further distribution within M-1
RAIL and externally to fire, police and emergency medical services personnel as
determined by M-1 RAIL’s Safety and Security Officer. Action items will be tracked by
SSCC to completion.
Specific tabletop drills and exercises anticipated include scenarios addressing:
• Fire/Smoke conditions on board trains and in station facilities
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• Reports of suspicious objects or persons
• Derailments
• Bomb threats
• Vehicle Accidents
• Hostage situations
• Bio/Chemical Events
6.5
Public Awareness
6.5.1
Public Information
The M-1 RAIL Streetcar Project has developed the following forms of continuous public
information dissemination throughout the duration of the project:
•
Website: The M-1 RAIL Streetcar Project website, http://M-1rail.com, provides visitors
with a project overview, project details, public involvement materials and
announcements, as well as a place to submit comments
•
Newsletters and Fact Sheets: Newsletters will be used to provide information about the
M-1 RAIL Streetcar Project. The newsletters will include information on project status,
schedules, upcoming open houses, and other public meetings. Fact sheets will be
used as informational handouts at public meetings and other outreach events.
6.5.2
Interface with State and Local Agencies
The M-1 RAIL Streetcar Project will continue to be developed in coordination with Federal,
State, and Local Regulatory Agencies. Outreach to these agencies will include the
following methods: Interagency review meetings, field meetings, and project
correspondence as needed. Close coordination with local jurisdictions will continue
throughout the design and construction of the M-1 RAIL.
6.5.3
Media Interface
Media relations responsibilities will be handled by the M-1 RAIL Communications staff with
support from Owner’s Representative team. The Contractors will assist and provide
information to the Owner’s Representative team regarding construction activities for use in
communications activities.
6.5.4
Emergency Responders Outreach
Interface with the Emergency Services and First Responders will be carried out through
the M-1 RAIL Safety and Security Certification Program Plan and the M-1 RAIL System
Safety Program Plan, and the M-1 RAIL System Security and Emergency Preparedness
Plan which contain details of the processes involved to assure emergency management,
public awareness and security awareness is integrated into the Program at all phases.
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7.0
SAFETY AND SECURITY VERIFICATION PROCESS
7.1
Design Criteria Verification Process
During Engineering, the Project Team will identify safety and security elements in the
Project and will develop a Certifiable Elements List (CEL). The CEL will be refined and
expanded as appropriate throughout Engineering. Each CEL will have an associated listing
of requirements, or certifiable items generated from the design criteria, equipment/facility
specifications, PHA and TVA analyses and will be incorporated into the Criteria
Conformance checklists and verified in the design documents as specified in the SSCP.
The CEL will be developed and maintained for tracking all hazards and vulnerabilities
through all Project phases until closure. Completed checklists will be presented to the
SSCC for review and approval. The design team will complete the design portion of the
certification checklist by identifying the specification sections and drawings, other
verification documentation, and by signature. As the design certification checklist sections
are completed, the SSCC will review the documentation to ensure that it complies with the
criteria, codes and standards. Any unresolved issues are tracked until final resolution.
The Final Designer is responsible for having the appropriate design team member affirm
that the design conforms to the referenced, pre-established codes, standards, and
criteria and that these have been properly incorporated into the specifications and
drawings.
7.2
Construction Specification Conformance Process
Construction Specification Compliance is performed to establish a formal process to verify
that all applicable safety and security-related specification and contract document
requirements are satisfied during the construction, installation, and testing phases of the
project.
Prior to moving from the engineering phase to the construction phase, the FD, in
coordination with the M-1 RAIL Safety and Security Officer and SSCC, develops the
Construction and Test portions of the checklist within the CEL checklist. The M-1 RAIL
Safety and Security Officer has oversight responsibility throughout this process. The safety
and security requirements for the construction specification conformance portion of the
CEL are derived from the design criteria conformance checklist portion of the CEL and
contract documents. Contractor and manufacturer-conducted tests that verify safety or
security functionality or performance requirements will be included on the checklist. When
this section of the checklist is complete, the checklist is submitted to the M-1 RAIL Safety
and Security Officer, for review. Approved certifiable elements and sub-elements will
receive a Design Conformance Certificate signed by the Final Designer, Owner’s
Representative, M-1 RAIL Safety and Security Office and Executive Director.
After completing the construction specification conformance portions of the CEL, the M-1
RAIL Safety and Security Officer will submit the checklist to SSCC for review and approval.
The approved certifiable element or sub-element will be documented with a conformance
certificate. The M-1 RAIL Safety and Security Manager will audit the documentation to
ensure that it supports the identified requirements. As a component of the audit process,
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walk-through inspections of completed facilities, stations, vehicle rights-of-way, and
vehicles will be conducted to determine that safety, security, and fire/life safety
requirements have been incorporated during the construction/installation phase of the
project and that no new, previously unidentified hazards are present.
7.3
Testing / Inspection Verification
Testing and inspection verification of the system is tracked in the CEL and builds on the
portions of the checklist that have already been competed from design criteria verification
and the construction specification conformance verification of the construction and
installation.
Contractual Testing
Contractual testing, as required by the contract technical specifications, verifies the
functionality of the involved system or equipment (factory, material, and field). Contractual
testing requirements as indicated in contract technical specifications include:
• Verify the functionality of the related system element and/or equipment
• Verify compatibility with the existing system element
• Specify system element is subject to certification
•
Track and verify system element functionality/compatibility using the Design/
Construction/Test/Start-Up Testing/Pre-Revenue Operations Certification checklists
Typical specification tests include qualification, manufacturing, performance, and
acceptance tests on items such as fire protection systems, including standpipes, dry
standpipe, sprinkler systems, smoke and fire alarms, intrusion alarms, PA systems, VMS,
emergency management panels, fire management panels, and CCTV systems.
Inspection and testing results that verify safety and security requirements are tracked in
the CEL.
System Integration Testing
Integration testing is any testing or series of tests that require the interface of more than
one element and are designed to verify the integration and compatibility between system
elements. These tests include compatibility and dynamic tests. Test result reports form the
basis for meeting the safety and security requirements.
System integration testing is performed during the integration testing phase of the project,
which begins after all contractual testing is done and substantial completion is given to the
contractor. An integration plan will include tests and drills required to be performed along
with their prerequisites, required planning and materials, test success criteria, and
responsibilities for performing and witnessing the test or drill.
System integration test results that verify safety and security requirements are tracked in
the CEL. In this way, the operation of integrated system elements will be verified with
respect to their safety and security functional requirements.
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Prior to start of pre-revenue operations testing, simulated emergency drills are performed
at selected sites and coordinated by Owner’s Representative Safety and Security Manager
with the Safety and Security Officer, M-1 RAIL Operations Contractor, and external
emergency response agencies. The drills are certified to verify the adequacy of emergency
response plans and procedures and assure that outside emergency response personnel
are prepared to adequately respond to emergencies on the M-1 RAIL System. Emergency
drills are developed and conducted to:
• Familiarize emergency responders with M-1 RAIL operations and inherent hazards
• Familiarize and train response personnel in emergency procedures
•
Evaluate, and identify improvements to, response procedures before a real emergency
occurs
• Maintain an adequate level of preparation for a possible emergency
Pre-revenue Operations Testing
Proof-of-Service/Pre-Revenue operations testing will be conducted to simulate service and
to demonstrate whether all system elements are functional and performing as designed.
These operations are intended to ensure a smooth transition from testing to
revenue service.
The following is the timeline for conducting the pre-revenue testing and pre-revenue
operations:
•
12 Months Prior to Revenue Service: The Operations Contractor and Electrical
Maintenance Contractor receive Notice to Proceed. Contract for each includes the
provision for number of personnel included, job descriptions, training requirements, and
qualifications of key personnel including designation of Safety Officer.
•
9 Months Prior to Revenue Service: The Operations Contractor in cooperation with the
Electrical Maintenance Contractors submit draft Standard Operating Procedures for
review by M-1 RAIL.
•
6 Months Prior to Revenue Service: The Operations Contractor commences key
personnel activity and training with Supervisors, Operations Manager and key
personnel. Electrical Contractor commences work with M-1 RAIL on the system
review.
•
3 Months Prior to Revenue Service: Integrated Testing of the systems are being
conducted. Training has commenced for all personnel.
•
1 Month Prior to Revenue Service: Commence simulated operations testing and
simulation of revenue service in anticipation of the opening.
M-1 RAIL staff or their consultants will perform pre-revenue operations tests throughout the
certification process and continue through simulated service prior to opening in order to
verify the functional capability and operational readiness of the system. M-1 RAIL will
accept the completion of the System from the CM/GC and commence training and
certification of operators. This training and certification is expected to take approximately
12 weeks but will be dependent upon input from the Operations Contractor. The MDOT
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Office of Rail may also conduct its own independent operational readiness review of the M1 RAIL System. In addition, a final "walk-through inspection" of completed facilities and
systems will be performed by the M-1 RAIL Safety and Security Officer with support from
the Final Designer and Owner’s Representative. Pre-revenue operations testing results
that verify the implementation of safety and security requirements are tracked in the CEL.
7.4
Hazard and Vulnerability Resolution Verification
Any deviations from existing design criteria and standards that potentially present a hazard
during the course of the project will require a hazard analysis and vulnerability assessment
to be performed for each deviation. In addition to any hazards or vulnerabilities identified
during assessments of deviations, other hazards or vulnerabilities may be identified during
design reviews, construction inspection and testing, integration testing and start-up. All
potential hazards and vulnerabilities will be documented for evaluation and resolution.
Any hazards or vulnerabilities identified during the assessment process will be included
throughout the design criteria revision process as well as ensuring its inclusion in the final
contract documents. The CIL will be updated as required and items will be added as they
are identified. Open hazard and vulnerability issues will be closed as more design
information becomes available, design solutions are implemented, and/or safety/warning
devices applied. Operational procedures may also be implemented to control exposure to
hazards and vulnerabilities.
At the conclusion of the M-1 RAIL Streetcar Project all identified hazards, threats and
vulnerabilities must have been addressed in all project phases before a certificate of final
safety or security compliance is issued by the SSCC.
7.5
Operational Readiness Verification
The safety and security-related plans and procedures, including training programs, are
certified to assure that the major operations, maintenance, security, and safety programs,
procedures, and plans have been modified as necessary to meet the system safety and
security program requirements are in place prior to revenue service. In addition, the
personnel who operate, maintain, provide security, and respond to emergency situations
are informed and trained on these changes prior to beginning revenue service. During the
operational readiness phase of the system, the procedures and plans are tested for
effectiveness under simulated operating conditions for normal; abnormal, and emergency
situations.
The startup process will commence 12 months before revenue service. The contractors
will have authorization to proceed. The contractors will develop the Standard Operating
Procedures, training programs, and hiring. Approximately, 6 months prior to revenue
service key management and supervisory personnel will be retained and commence
training. The individual training for operators and mechanics will be conducted. The
contracted personnel will be used to support the Integrated Testing of the system. The
Integrated Testing is expected to occur 2-3 months before revenue service. Upon
completion of all training and testing, M-1 RAIL anticipates operating simulated service for
a period of two weeks before commencing revenue service. Also, prior to start of revenue
service (start-up), simulated emergency drills will be conducted. The drills will be
coordinated by the SSCC with Operations Contractor staff and the applicable external
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emergency response agencies. Operations Contractor staff will perform pre-revenue
demonstration tests throughout their year of preparation for operations as system elements
are completed. Once the Operations Contractor is selected and negotiations completed a
detailed schedule will be developed to ensure the functional capability and operational
readiness of the system and any changes to the systems procedures and plans are tested
for effectiveness under simulated operating conditions for normal, abnormal, and
emergency situations. Verification of these activities includes documentation of their
completion and signatures of the appropriate officials or employees responsible for them.
In addition, the State Safety Oversight Agency, MDOT Office of Rail may conduct its own
independent operational readiness review during the pre-revenue phase of the system.
7.6
Safety and Security Certification Requirements
When a certifiable element or sub-element (equipment/process components belonging to a
part of the main element) is ready for certification, a Certificate of System Element
Compliance will be reviewed by the M-1 RAIL Safety and Security Officer and signed by
the CEO to document that all relevant safety and security requirements have been fulfilled.
Upon completion of the certification checklists for certifiable elements along the corridor,
the Owner’s Representative will forward the checklist, along with the supporting
documentation, to the SSCC. The SSCC will initiate a review of the checklist for
completeness and audit the supporting documentation. If the documentation adequately
supports fulfillment of the safety and security requirements, the Safety and Security Officer
will prepare a conformance certificate and forward a recommendation regarding
certification to the SSCC, with restrictions, conditions, or approved temporary measures,
as applicable.
The original, signed Conformance Certificate and verification package will be logged and
filed in the M-1 RAIL Certification File. The MDOT Office of Rail will be provided a copy of
the verification package for information and/or for use in auditing. All open items will be
tracked until closed and a final Conformance Certificate can be issued.
Prior to revenue service, the SSCC, through M-1 Rail’s Safety and Security Officer will
prepare the final Project Safety and Security Conformance Certificate for the Project. The
SSCC, working with the Owner’s Representative, will also confirm the service readiness or
method of acceptance of the Project for use in revenue service. Restrictions and approved
temporary measures are tracked until final resolution and approval by the SSCC, through
the Owner’s Representative.
7.6.1 Non-Compliance Resolution
During the completion of the compliance checklists, instances of non-compliance with a
safety or security requirements will be noted. If the issue cannot be resolved at the project
staff level, they are forwarded to the SSCC for resolution.
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Open items may be resolved by any of the following actions:
• Correction
•
Mitigation through physical modification, revised specifications or revised operating
procedure
• Deferral of corrections, with operational or use restrictions imposed
• Retention, as is, with supporting rationale
In those cases where it is impractical to resolve the open item by meeting the original
requirement, the SSCC will develop an acceptable alternative, including placing the item
into service as-is, and providing justification for the alternative. The Safety and Security
Certification process for all physical, non-operational elements of a rail project or rail
related system or facility must be completed and all Category I and Category II hazards
eliminated or effectively controlled prior to the start of the pre-revenue operations.
7.6.2 Certification Verification Report
Within 30 days after the start-up or acceptance back into revenue service M-1 RAIL will
prepare a Safety and Security Certification Verification Report for the Project. The report
summarizes the safety and security certification effort and the readiness of the M-1 RAIL
Streetcar Project to be placed into revenue service. The report will also contain an
annotated matrix of the CEL indicating the status of each item (open/closed), open Items
List, recommended actions, schedule for permanently closing out all open items,
restrictions, and approved temporary measures. The CEL can also support tracking of
exceptions or restrictions in those situations when a safety and security certifiable
element/item cannot meet design specification with the initiation of revenue service. The
report will includes copies of the Certification Checklists, Certificates of Conformance for
each certifiable element, the System Integration Test Results, and the system elements
certified.
8.0
CONSTRUCTION SAFETY AND SECURITY
8.1
Construction Safety and Security Elements
Construction safety and security is an important aspect of the M-1 RAIL Streetcar Project
as well as a top priority for M-1 RAIL. A Construction Health and Safety Plan was prepared
by the Construction Manager/General Contractor (CM/GC) and is applicable to all
construction activities under the direct control of the project.
The M-1 RAIL Owner’s Representative, by interfacing with M-1 RAIL’s SSCP and Final
Designer, will be responsible for ensuring that each construction contractor and subcontractor complies with the provisions of the M-1 RAIL Streetcar Project’s Construction
Safety and Security Program, and for assessing construction contractor safety and security
program activities.
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8.1.1 M-1 RAIL Contractor Safety and Security Program
The CM/GC Contractor developed and adopted a Health and Safety Plan dated
September 7, 2013 pertaining to contractor operations in support of M-1 RAIL construction
safety and security.
All contractors of M-1 RAIL must comply with all rules, regulations, and requirements of the
Occupational Safety and Health Act (OSHA), Michigan Occupational Safety and Health
(MOSH), U.S. Department of Transportation (DOT), FRA, FTA, and the M-1 RAIL as well
as all other State, and local regulations. These requirements include, but may not be
limited to employee and passenger safety, fire and emergency response procedures,
security procedures, and safe work practices related to M-1 RAIL facilities, equipment,
systems, vehicles, and/or other M-1 RAIL properties
It is the responsibility of the Owner’s Representative (HNTB) and their Construction
Management Services Team, and the CM/GC and its Construction Managers to assure
compliance with M-1 RAIL Safety and Security requirements. If M-1 RAIL determines that
the CM/GC or one of its subcontractors is not complying with safety regulations, the issue
will be brought to the weekly construction meeting to determine the appropriate action for
the particular incident or issue.
8.1.2 Contractor Auditing
Any contractor of M-1 RAIL may, at any time, be subject to monitoring, auditing, inspection,
and/or document review for the purposes of ensuring adherence to the M-1 RAIL SSCP,
Construction Security Plan, the M-1 RAIL PMP, the M-1 RAIL SSPP, and for general
safety and security compliance. This may be performed by the Owner’s Representative
Construction Managers, the M-1 RAIL Streetcar Project Resident Engineers, or the SSCC.
The SSCC may also, at any time, attend contractor on-site meetings.
When involved with these activities, contractors are expected and required to cooperate
with all M-1 RAIL Owner’s Representative Construction Managers and M-1 RAIL personnel
and to make available for review all requested documents and other information the M-1
RAIL deems necessary to accurately evaluate Such documents may include a contractor's
employee injury and illness records, employee training programs, and/or policies,
procedures, program plans related to safety practices or the work being performed by the
contractor the contractor's operations, performance, and general safety and security
practices.
8.1.3 Contractor Safety Training Program
It is the responsibility of all contractors to establish written safety orientation and training
programs, in various languages if necessary, that provide contractor employees with the
information required to safely execute their duties under the scope of the contract. The
training programs must address employee responsibilities at all levels including the
Contractor Project Safety Program, applicable safety rules and regulations, hazard
identification and elimination methods, emergency procedures, and the responsibility of
each employee for formally acknowledging receipt of the safety rules orientation and
training prior to performing or being assigned duties on the project.
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To ensure all contractors are familiar with the appropriate M-1 RAIL rules and
requirements, the CM/GC Contractor is responsible for ensuring all contractors receive the
proper instructions and training pertaining to M-1 RAIL policies, procedures, rules, and
other requirements. M-1 RAIL is also responsible for ensuring that the contractors know
and execute these policies, procedures, rules and other requirements appropriately.
Contractors who have not successfully completed required M-1 RAIL safety courses shall
be removed from the project.
8.2
Construction Phase Hazard and Vulnerability Assessment
As part of the System Safety requirements applied to the M-1 RAIL Streetcar Project,
construction contractors will adhere to the strictest intents of all environmental regulations
during the execution of the construction.
In addition, Contractors will cooperate with the M-1 RAIL’s SSCC in addressing and
updating the PHA as part of the on-going hazard, threats and vulnerabilities identification
and resolution program. All identification and resolution of hazards, as well as threats and
vulnerabilities identified, must be addressed through construction into the latter phases of
the Project in adherence to the M-1 RAIL Safety and Security Certification Process and
SSPP requirements.
The Final Designer, by interfacing with the SSCCs and the Owner’s Representative, will be
responsible for ensuring that each construction contractor and subcontractor complies with
the provisions of the Project’s Construction Safety and Security Program, and for
assessing Construction Health and Safety Plan activities. It is not anticipated that the
Detroit Police will be involved with the Construction Health and Safety Plan or construction
phase TVA.
8.3
Safety and Security Incentives
Safety and security incentives are not mentioned in either M-1 RAIL’s SSPP or the M-1
RAIL PMP. It is not known at this time what types of incentives may be offered by M-1
RAIL or if they will be offered. Safety and security incentives could be included in individual
construction contracts if they are implemented.
9.0
REQUIREMENTS FOR 49 CFR PART 659, RAIL FIXED GUIDEWAY SYSTEMS: STATE
SAFETY OVERSIGHT
9.1
Activities
Under requirements as established by the US DOT, FTA, under 49 CFR 659, the Rail
Fixed Guideway Systems, the State Oversight Agency (SOA) is the Michigan Department
of Transportation, Office of Rail (MDOT Office of Rail) and will provide oversight of the M-1
RAIL Streetcar System and is subject to FTA State Safety Oversight requirements and
MDOT Program Standard and Procedures as approved by FTA. MDOT Office of Rail
reviews and approves M-1 RAIL’s System Safety Program Plan and Emergency
Preparedness Plan for compliance.
MDOT Office of Rail will provide input on the certifiable elements of the specific program
during the duration of a Project. The MDOT Office of Rail, in coordination with the FTA
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Project Management Oversight Consultant (PMOC), will provide oversight of the system
safety program.
9.2
Schedule of Activities
Safety and security activities performed under this SSMP will be included in M-1 RAIL’s
internal audit program. The result of the audits will be submitted in the annual report to the
MDOT Office of Rail. The report will document the internal SSMP audit activities on the M1 RAIL Program, the status of compliance with the internal SSMP audit schedule, and
audit findings, recommendations and Corrective Action Plans (CAPs) to address review
findings.
Figure 9-1: Activity Schedule
9.3
Activity
Delivery Date
Initial SSMP for System Infrastructure Rehabilitation
Program
Upon M-1 RAIL Approval
SSMP updates
30 Days from Revision Date
Safety and Security Certification Plan
30 Days from Revision Date
Certification Plan updates
30 Days from Revision Date
SSMP Audit Notification
30 Days from Revision Date
Annual SSMP Audit Results
January 31st of Each Year
Safety and Security Certification Committee Meetings
Monthly
M-1 RAIL System Safety Program Plan Revisions Rail
As deemed necessary
M-1 RAIL System Security Plan Revisions
As deemed necessary
Coordination Process
This M-1 RAIL SSMP will be submitted to the MDOT Office of Rail so as to illustrate the
safety and security activities and methods for identifying, evaluating, and resolving
potential safety hazards and security vulnerabilities associated with the elements of the M1 RAIL Streetcar Project. The main contact at the Office of Rail will be the State Safety
Officer- Dan Harris.
Similarly the M-1 RAIL Safety and Security Certification Plan will be submitted to MDOT
Office of Rail for review. MDOT Office of Rail will be invited as an observer to all M-1 RAIL
SSCC meetings and provided with copies of committee minutes. In addition, the MDOT
Office of Rail will be invited to witness all applicable safety critical tests and participate in
start-up activities and emergency drills/exercises if required after the M-1 RAIL Streetcar
Project elements are fully tested and prepared for use in the operation of the M-1 RAIL
Streetcar Project. MDOT Office of Rail may perform a System Safety Program Plan
Readiness Review of the M-1 RAIL. The interface between M-1 RAIL and the MDOT Office
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of Rail will be through M-1 RAIL’s Safety and Security Officer. M-1 RAIL implementing
policies, procedures, and instructions will be made available to MDOT Office of Rail for
review, along with other documentation of system safety-related and system securityrelated activities as may be required.
10.0
FEDERAL RAILROAD ADMINISTRATION COORDINATION
The requirements related to activities, implementation of schedules, and the coordination
process with the Federal Railroad Administration (FRA) is not currently applicable to M-1 RAIL. If
interfaces with the FRA are required in the future by FTA C 5800.1, they will be coordinated
through the M-1 RAIL Safety and Security Officer. As the project is advanced, the SSMP will detail
any required coordination processes with the FRA over any railroad interfaces for appropriate
reporting requirements as determined by the FRA.
10.1
Activities
This section does not currently apply to M-1 RAIL.
10.2
Implementation Schedule
This section does not currently apply to M-1 RAIL.
10.3
Coordination Process
This section does not currently apply to M-1 RAIL.
11.0
DEPARTMENT OF HOMELAND SECURITY (DHS) COORDINATION
11.1
Activities
The M-1 RAIL Streetcar Project will meet the requirements and programs managed by
DHS agencies, including any applicable Security Directives issued by TSA, and the
most recent, 49 CFR1580, Rail Transportation Security. A comprehensive TVA will be
conducted for the M-1 RAIL Streetcar Project and the results will be evaluated and
mitigated (as required), and processed through the application of prescribed mitigating
measures prior to revenue operation. Additional threats and vulnerabilities identified may
require additional TVAs and will be performed as deemed necessary. The Operations
Contractor will be required to stay current on DHS regulations and requirements that
impact the M-1 RAIL Streetcar Project. DHS requirements are not expected to affect the
development of the SSEPP
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11.2
Implementation Schedule
The safety and security schedule is linked to the M-1 RAIL Streetcar Project milestones
and deliverables, and the various activities will be implemented as required by the DHS
rules and regulations.
Figure 11-1: DHS Schedule and Activities
Activity
11.3
Date
Implementation Schedule
Meetings with DHS
Periodically as scheduled
PD to revenue Service
Fire/Life Safety and Security
(FLSSC) Meetings
As scheduled
PD to Revenue Service
Safety and Security Working
Group (SSWG) Meetings
As scheduled
PD to Revenue Service
Safety and Security Certification
Committee Meetings
As scheduled
PD to Revenue Service
Coordination Process
The M-1 RAIL Safety and Security Officer, Roy Bryans, will be the representative
responsible for coordinating with the DHS and informing M-1 RAIL, the Owner’s
Representative and the Final Designer of any DHS requirements that are applicable to the
Project. Coordination with the DHS will be included as a topic on all M-1 RAIL Streetcar
Project meeting agenda, as appropriate.
M-1 RAIL will work closely with DHS and TSA, as well as other federal agencies, to ensure
that all applicable security matters are addressed and that DHS/TSA requirements are
met. M-1 RAIL, as needed, will seek the participation and engagement of the DHS/TSA in
the threat, vulnerability, and risk assessment/mitigation strategies. Once the M-1 RAIL
Streetcar Project is in revenue service, M-1 RAIL’s Safety and Security Operations
Committee will be responsible for reporting incidents to TSA, in accordance with TSA
Security Directives.
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