This document is a recovery plan for the Honolulu Rail Transit Project. It includes an executive summary that outlines improvements to management capacity, cost reductions, and fulfilling the project scope. It then provides details on management changes including new leadership and processes. It outlines efforts to reduce costs such as value engineering and utility relocations. It presents updates to the project schedule and estimates to complete the full scope. Finally, it reviews the financial plan and operating plan to fund completion and long-term operations.
This document provides an introduction and literature review for a thesis investigating the impact of natural resource revenue transfers on development outcomes across Indonesia's regions. It begins with background on Indonesia's economy and decentralization reforms that increased resource revenue sharing with subnational governments. The literature review then covers the resource curse at national and subnational levels, as well as debates around fiscal decentralization and managing resource revenues. The methodology section outlines a quantitative analysis of revenue/development correlations and comparative case studies of two provinces. The introduction aims to understand how resource revenues impact development and why some resource-rich regions perform better than others.
This document provides an introduction and overview of a draft stormwater guidance manual for the City and Borough of Juneau, Alaska. The manual aims to address stormwater runoff impacts from development and ensure stormwater infrastructure is developed safely and efficiently. It provides thresholds and exemptions for stormwater controls, design methods, construction details, and management practices. The manual focuses on post-construction stormwater runoff but may also inform construction site and municipal operations. Considerations for Juneau's unique geography are discussed.
Tourism Sector Review and Masterplan (Final Published Report) 190906Ross Hopkins
This document provides a tourism sector review and master plan for Papua New Guinea from 2007 to 2017. It aims to double the number of tourists visiting PNG every five years through sustainable tourism growth. The plan identifies five key areas to focus on: marketing the destination, product development and investment, transport and infrastructure, human resource development, and strengthening industry partnerships and institutions. Implementing the recommendations could significantly boost PNG's economy by creating an estimated 13,000 new tourism-related jobs by 2015.
This document outlines the rules for Zambia's Central Securities Depository (CSD) system. Some key points:
1. The CSD is operated by the Bank of Zambia and maintains records of ownership and settles transactions for securities issued by the Zambian government and other eligible issuers.
2. Eligible securities include government bonds, treasury bills, and other instruments issued through the CSD system. The CSD record serves as the primary register of ownership.
3. Transactions can settle on a delivery-versus-payment basis through a link to the national payments system. This ensures final settlement of transactions.
This document provides an overview of HEISCO, a major EPC contracting company in Kuwait. It discusses HEISCO's vision, mission, and business sectors such as shipbuilding, oil and gas operations, construction, industrial maintenance, fabrication services, and trading operations. It also describes Gulf Dredging & General Contracting Co., a subsidiary of HEISCO involved in dredging and marine construction. The document serves as an introduction to HEISCO's various departments and the process for fabricating pressure vessels.
Honolulu Downtown Tod Plan_draft_final_5-15Crowdbrite
This document provides an introduction and overview of the Downtown Honolulu Neighborhood Transit-Oriented Development Plan. The plan aims to guide development around the three planned Downtown rail stations (Downtown, Chinatown, and Iwilei) to maximize the benefits of the new rail system. The rail project will improve transit access and speeds, with the Downtown station projected to be the second busiest. The TOD plan seeks to promote higher density, mixed-use development within walking distance of the stations to further boost transit ridership and walkability. The objectives are more efficient land use, reduced traffic congestion, and revitalization of Downtown and Chinatown.
This document provides an update to Nevada's Integrated Source Water Protection Program (ISWPP). The update outlines modifications made to the program, including expanding its focus beyond wellhead protection to include all source water protection. The document provides guidance for local communities to develop Community Source Water Protection Plans (CSWPPs). It describes the five elements of a CSWPP - formation of a planning team, delineation of source water protection areas, contaminant source inventory, management strategy development, and information management. Methods for delineating source water protection areas and requirements for state endorsement of CSWPPs are also summarized.
This document is an accounting policies and procedures manual for the Ghana School Feeding Programme (GSFP) from 2009. It outlines the general structure and policies of the GSFP
This document provides an introduction and literature review for a thesis investigating the impact of natural resource revenue transfers on development outcomes across Indonesia's regions. It begins with background on Indonesia's economy and decentralization reforms that increased resource revenue sharing with subnational governments. The literature review then covers the resource curse at national and subnational levels, as well as debates around fiscal decentralization and managing resource revenues. The methodology section outlines a quantitative analysis of revenue/development correlations and comparative case studies of two provinces. The introduction aims to understand how resource revenues impact development and why some resource-rich regions perform better than others.
This document provides an introduction and overview of a draft stormwater guidance manual for the City and Borough of Juneau, Alaska. The manual aims to address stormwater runoff impacts from development and ensure stormwater infrastructure is developed safely and efficiently. It provides thresholds and exemptions for stormwater controls, design methods, construction details, and management practices. The manual focuses on post-construction stormwater runoff but may also inform construction site and municipal operations. Considerations for Juneau's unique geography are discussed.
Tourism Sector Review and Masterplan (Final Published Report) 190906Ross Hopkins
This document provides a tourism sector review and master plan for Papua New Guinea from 2007 to 2017. It aims to double the number of tourists visiting PNG every five years through sustainable tourism growth. The plan identifies five key areas to focus on: marketing the destination, product development and investment, transport and infrastructure, human resource development, and strengthening industry partnerships and institutions. Implementing the recommendations could significantly boost PNG's economy by creating an estimated 13,000 new tourism-related jobs by 2015.
This document outlines the rules for Zambia's Central Securities Depository (CSD) system. Some key points:
1. The CSD is operated by the Bank of Zambia and maintains records of ownership and settles transactions for securities issued by the Zambian government and other eligible issuers.
2. Eligible securities include government bonds, treasury bills, and other instruments issued through the CSD system. The CSD record serves as the primary register of ownership.
3. Transactions can settle on a delivery-versus-payment basis through a link to the national payments system. This ensures final settlement of transactions.
This document provides an overview of HEISCO, a major EPC contracting company in Kuwait. It discusses HEISCO's vision, mission, and business sectors such as shipbuilding, oil and gas operations, construction, industrial maintenance, fabrication services, and trading operations. It also describes Gulf Dredging & General Contracting Co., a subsidiary of HEISCO involved in dredging and marine construction. The document serves as an introduction to HEISCO's various departments and the process for fabricating pressure vessels.
Honolulu Downtown Tod Plan_draft_final_5-15Crowdbrite
This document provides an introduction and overview of the Downtown Honolulu Neighborhood Transit-Oriented Development Plan. The plan aims to guide development around the three planned Downtown rail stations (Downtown, Chinatown, and Iwilei) to maximize the benefits of the new rail system. The rail project will improve transit access and speeds, with the Downtown station projected to be the second busiest. The TOD plan seeks to promote higher density, mixed-use development within walking distance of the stations to further boost transit ridership and walkability. The objectives are more efficient land use, reduced traffic congestion, and revitalization of Downtown and Chinatown.
This document provides an update to Nevada's Integrated Source Water Protection Program (ISWPP). The update outlines modifications made to the program, including expanding its focus beyond wellhead protection to include all source water protection. The document provides guidance for local communities to develop Community Source Water Protection Plans (CSWPPs). It describes the five elements of a CSWPP - formation of a planning team, delineation of source water protection areas, contaminant source inventory, management strategy development, and information management. Methods for delineating source water protection areas and requirements for state endorsement of CSWPPs are also summarized.
This document is an accounting policies and procedures manual for the Ghana School Feeding Programme (GSFP) from 2009. It outlines the general structure and policies of the GSFP
This document is the preamble and table of contents for the Constitution of India. It introduces the constitution as the living document that establishes the government system in India. The preamble is followed by a table of contents that outlines the structure and contents of the constitution under the following parts:
I) The Union and Its Territory
II) Citizenship
III) Fundamental Rights (including rights to equality, freedom, religion, against exploitation, and cultural/educational rights)
It lists 51 articles that comprise these parts and the fundamental rights guaranteed under the constitution.
Treasuring the earth’s resources is the common responsibility of all inhabitants of the global village. This document discusses how protecting our environment and natural resources requires cooperation across borders.
This document provides a profile of the city of Sahiwal, Pakistan. It summarizes key details about Sahiwal's history, geography, demographics, economy, infrastructure, and municipal services. Some key points:
- Sahiwal is located in central Punjab province and has a population of over 500,000. Its economy was historically based around agriculture but is now also focused on industry and commerce.
- The document analyzes Sahiwal's existing water, sewerage, solid waste management, and transportation infrastructure and services. It finds issues like inadequate water supply and sewerage networks and lack of a formal solid waste management system.
- Financially, the document finds that the local
This manual provides documentation for the OM commands used to configure and maintain the SOPHO iS3000 Series (SIP@Net) system. It includes descriptions of commands for hardware configuration, IP enabling, SIP trunking and extensions, licensing, remote maintenance, security, and other functions. Tables of parameters, board types, and error messages are also included as appendices.
This document discusses public financial management reform priorities in Armenia. It finds that while Armenia has made progress in financial management reforms in recent years, further improvements are needed to support the country's development goals. Key recommendations include strengthening the medium-term fiscal framework, consistently applying the medium-term expenditure framework, reassessing the timeline for program-based budgeting, improving investment assessment and management, addressing weaknesses in accounting and financial reporting, strengthening internal controls, and developing an integrated financial management information system. Careful planning and scaling of reforms to available funding is emphasized.
Second Revision Syria Regional Response PlanJesse Budlong
This document is a revised regional response plan for Syria with sections on Jordan, Lebanon, Turkey, and Iraq. It provides an executive summary with tables of financial requirements by agency and sector. The regional overview discusses population figures, strategic objectives, planning assumptions, coordination efforts, and information management. Each country section details the context, needs, response activities, coordination, strategic objectives, and financial requirements by agency and sector.
A bank guarantee is a commercial instrument in the nature of a contract, intended between two parties, to secure compliance with the contract. It is an off-shoot of the main contract between two parties. It is a guarantee made by a bank on behalf of a customer. There are three parties to guarantee, i.e., surety, principal debtor (bank’s customer) and creditor.
This document is the background to Uganda's budget for the 2014/15 fiscal year. It discusses maintaining economic momentum through infrastructure investment. It provides an overview of the global and regional economic environment and cooperation frameworks. It analyzes Uganda's macroeconomic performance in FY2013/14, including GDP growth of 5.2%, average inflation of 6.4%, and a current account deficit. It outlines sector performances and priorities for infrastructure, human development, private sector growth, and public governance. It establishes the medium-term macroeconomic and fiscal framework, forecasting continued growth and stable inflation while increasing domestic revenue, budget support, and investment in priority areas.
This document provides an overview and introduction to the report of the Commission of Inquiry into Post-Election Violence in Kenya. It includes:
1. An outline of the mandate and process of establishing the Commission, including setting up structures, establishing communication strategies, publishing rules and procedures, and conducting consultations.
2. A discussion of methodology used by the Commission given time constraints, including different approaches taken in different provinces.
3. An introduction to issues covered in subsequent chapters such as the nature and extent of violence, causes and patterns of violence, sexual violence, internally displaced persons, the media's role, and acts/omissions of security agencies.
This document provides an overview of the Candy Construction Estimating and Valuations user interface and navigation. It describes the main sections of the user interface including the title bar, application tabs, menus and toolbars. It also explains how to navigate between documents and use various keyboard shortcuts and right-click menu functions. The document concludes with information on customizing system fonts, colors, toolbars and configuring folder paths.
Chicago - An Illinois state income tax hike awaits Gov. Pat Quinn’s approval after passing the State Senate early Wednesday morning. Lawmakers hope the bill will help the state raise enough revenue to help climb out of a $15 million deficit.
Check out the PDF and let us know where you see possible cuts. If you have some great ideas, you can even let the governor’s office know by suggesting a solution on the state’s website .
This document is the 2005 Progress Report on Bosnia and Herzegovina. It summarizes the relations between Bosnia and Herzegovina and the EU, including political dialogue, trade relations, and EU assistance programs. Key points include: Bosnia and Herzegovina is participating in the Stabilization and Association Process with the EU; political dialogue has increased but no formal agreement exists yet; trade relations focus on the EU being Bosnia and Herzegovina's main trading partner; and the EU has provided over 2 billion euros in assistance since 1995 to support reforms.
This document provides summaries of four papers related to literary works and concepts. It discusses Doctor Faustus as a tragic hero, focusing on Christopher Marlowe, the plot of the play, and how Doctor Faustus can be seen as a tragic hero. It also summarizes political satire in Jonathan Swift's Gulliver's Travels, defining political satire and how humor is used. It briefly outlines papers on Aristotle's six parts of tragedy and the religious and political background of the novel The Kanthapura.
This document provides an overview of the key features and functionality of an online learning system. It describes the intended users, registration and enrollment processes, course material management, practice tests, roles and permissions, and technical infrastructure. The system allows students to take online courses, coordinators to manage content, and reviewers/administrators to oversee operations. It utilizes master and transaction tables with unique identifiers to track user activities and payments. Site maps depict the user interfaces and page flows between public, registered, and custom login views.
PARA MAYOR INFORMACIÓN VER: http://goo.gl/D6dnNb (More about #WUF7 @ Medellin, Colombia)
WUF6 Report - Report of the Sixth Session of the World Urban Forum, Naples, Italy 1–7 September 2012
Tomado de: http://www.unhabitat.org/documents/WUF6Report.pdf
"Reporte de la Sexta Sesión Foro Urbano Mundial" (Italia, 2012)
Candy - Construction Estimating & Valuations - rev 2.01Jerico Awat
This document provides a table of contents for a course on construction estimating and valuations. The document outlines 12 chapters that will be covered in the course, including importing a bill of quantities, pricing bill items, using subcontractors, adding markups, and post-tender control. Key topics that will be addressed include downloading software, setting up new projects, importing Excel spreadsheets, defining trades, using worksheets to price items, analyzing resources, and using masters for pricing.
This paper is written as a perspective on the way current retail banking architecture impacts the emergence or adoption of innovative solutions. It emphasises the crucial role that core banking systems have in this architecture, and the effects they project throughout the existing business and technical model of the banks.
By looking at the personal computer industry, the paper argues that the retail banking industry might go through a very similar transformation from vertical, integrated, fully-owned towers of functionality to horizontal, specialised industries which deliver services through collaboration and partnerships.
The paper concludes that just a small number of strategic moves and combinations of technical and business ideas could lead to a very different landscape of the financial services industry.
Prediction of economical recession with the signal approach, and the turkey caseDeniz Özgür Tiryaki
This document is a term project submitted by Deniz Özgür Tiryaki to Istanbul University's Institute of Business Administration for a Master of Business Administration degree. The project aims to develop a model for predicting economic recessions in Turkey using the signal approach. It analyzes 9 macroeconomic indicators related to the 2008 recession in Turkey. The document reviews definitions of financial crises and indicators. It then applies the signal approach to each indicator and develops a combined crisis index to predict the 2008 recession. The results suggest the combined index may help predict recessions.
The document provides an overview and instructions for using the Cognos SG&A Model, which is used to collect, consolidate, and calculate SG&A expense plans across affiliates. It describes the various models within the overall SG&A Model, including models for expenses like salaries, benefits, travel, and contractors. It also outlines the planning process, data entry, calculations, and links between models to consolidate the expense plans.
This document presents a feasibility study for the development of a marina in the Andaman and Nicobar Islands on a PPP basis. It analyzes potential sites for the marina and recommends Viper Island as the preferred location. The study includes a market assessment of the tourism and boating potential in the islands as well as marinas in Southeast Asia. It also provides a detailed project plan and cost estimates for developing the marina facilities and support infrastructure. A financial analysis projects revenue and costs over the project lifetime to evaluate project viability.
This document provides details on the maintenance and facilities management of a call center for Global Bank that is being converted from a library. It includes a SWOT analysis of the current building, goals and objectives for the refurbishment project, and layout plans for each floor of the building post-refurbishment. The lower ground floor will house IT infrastructure, a gym, and shower facilities. The ground floor will include a reception, kitchen, break area, and help desk. The first and second floors will be the main work areas divided into zones and include meeting rooms and offices. A detailed cost plan is provided totaling £6,378,936.08 for the refurbishment project. The report also discusses management of individual building
The document provides a history and overview of transportation planning efforts in Honolulu from the late 19th century to the 1990s. It describes how streetcars and railroads initially served transit needs but were replaced by buses as automobile ownership increased. Several studies from the 1960s-1980s proposed fixed guideway systems like rail to address growing congestion as the population increased, but projects did not move forward due to lack of funding and other issues. The purpose of the current project is to improve mobility in the congested east-west corridor between Kapolei and UH Manoa.
This document is the preamble and table of contents for the Constitution of India. It introduces the constitution as the living document that establishes the government system in India. The preamble is followed by a table of contents that outlines the structure and contents of the constitution under the following parts:
I) The Union and Its Territory
II) Citizenship
III) Fundamental Rights (including rights to equality, freedom, religion, against exploitation, and cultural/educational rights)
It lists 51 articles that comprise these parts and the fundamental rights guaranteed under the constitution.
Treasuring the earth’s resources is the common responsibility of all inhabitants of the global village. This document discusses how protecting our environment and natural resources requires cooperation across borders.
This document provides a profile of the city of Sahiwal, Pakistan. It summarizes key details about Sahiwal's history, geography, demographics, economy, infrastructure, and municipal services. Some key points:
- Sahiwal is located in central Punjab province and has a population of over 500,000. Its economy was historically based around agriculture but is now also focused on industry and commerce.
- The document analyzes Sahiwal's existing water, sewerage, solid waste management, and transportation infrastructure and services. It finds issues like inadequate water supply and sewerage networks and lack of a formal solid waste management system.
- Financially, the document finds that the local
This manual provides documentation for the OM commands used to configure and maintain the SOPHO iS3000 Series (SIP@Net) system. It includes descriptions of commands for hardware configuration, IP enabling, SIP trunking and extensions, licensing, remote maintenance, security, and other functions. Tables of parameters, board types, and error messages are also included as appendices.
This document discusses public financial management reform priorities in Armenia. It finds that while Armenia has made progress in financial management reforms in recent years, further improvements are needed to support the country's development goals. Key recommendations include strengthening the medium-term fiscal framework, consistently applying the medium-term expenditure framework, reassessing the timeline for program-based budgeting, improving investment assessment and management, addressing weaknesses in accounting and financial reporting, strengthening internal controls, and developing an integrated financial management information system. Careful planning and scaling of reforms to available funding is emphasized.
Second Revision Syria Regional Response PlanJesse Budlong
This document is a revised regional response plan for Syria with sections on Jordan, Lebanon, Turkey, and Iraq. It provides an executive summary with tables of financial requirements by agency and sector. The regional overview discusses population figures, strategic objectives, planning assumptions, coordination efforts, and information management. Each country section details the context, needs, response activities, coordination, strategic objectives, and financial requirements by agency and sector.
A bank guarantee is a commercial instrument in the nature of a contract, intended between two parties, to secure compliance with the contract. It is an off-shoot of the main contract between two parties. It is a guarantee made by a bank on behalf of a customer. There are three parties to guarantee, i.e., surety, principal debtor (bank’s customer) and creditor.
This document is the background to Uganda's budget for the 2014/15 fiscal year. It discusses maintaining economic momentum through infrastructure investment. It provides an overview of the global and regional economic environment and cooperation frameworks. It analyzes Uganda's macroeconomic performance in FY2013/14, including GDP growth of 5.2%, average inflation of 6.4%, and a current account deficit. It outlines sector performances and priorities for infrastructure, human development, private sector growth, and public governance. It establishes the medium-term macroeconomic and fiscal framework, forecasting continued growth and stable inflation while increasing domestic revenue, budget support, and investment in priority areas.
This document provides an overview and introduction to the report of the Commission of Inquiry into Post-Election Violence in Kenya. It includes:
1. An outline of the mandate and process of establishing the Commission, including setting up structures, establishing communication strategies, publishing rules and procedures, and conducting consultations.
2. A discussion of methodology used by the Commission given time constraints, including different approaches taken in different provinces.
3. An introduction to issues covered in subsequent chapters such as the nature and extent of violence, causes and patterns of violence, sexual violence, internally displaced persons, the media's role, and acts/omissions of security agencies.
This document provides an overview of the Candy Construction Estimating and Valuations user interface and navigation. It describes the main sections of the user interface including the title bar, application tabs, menus and toolbars. It also explains how to navigate between documents and use various keyboard shortcuts and right-click menu functions. The document concludes with information on customizing system fonts, colors, toolbars and configuring folder paths.
Chicago - An Illinois state income tax hike awaits Gov. Pat Quinn’s approval after passing the State Senate early Wednesday morning. Lawmakers hope the bill will help the state raise enough revenue to help climb out of a $15 million deficit.
Check out the PDF and let us know where you see possible cuts. If you have some great ideas, you can even let the governor’s office know by suggesting a solution on the state’s website .
This document is the 2005 Progress Report on Bosnia and Herzegovina. It summarizes the relations between Bosnia and Herzegovina and the EU, including political dialogue, trade relations, and EU assistance programs. Key points include: Bosnia and Herzegovina is participating in the Stabilization and Association Process with the EU; political dialogue has increased but no formal agreement exists yet; trade relations focus on the EU being Bosnia and Herzegovina's main trading partner; and the EU has provided over 2 billion euros in assistance since 1995 to support reforms.
This document provides summaries of four papers related to literary works and concepts. It discusses Doctor Faustus as a tragic hero, focusing on Christopher Marlowe, the plot of the play, and how Doctor Faustus can be seen as a tragic hero. It also summarizes political satire in Jonathan Swift's Gulliver's Travels, defining political satire and how humor is used. It briefly outlines papers on Aristotle's six parts of tragedy and the religious and political background of the novel The Kanthapura.
This document provides an overview of the key features and functionality of an online learning system. It describes the intended users, registration and enrollment processes, course material management, practice tests, roles and permissions, and technical infrastructure. The system allows students to take online courses, coordinators to manage content, and reviewers/administrators to oversee operations. It utilizes master and transaction tables with unique identifiers to track user activities and payments. Site maps depict the user interfaces and page flows between public, registered, and custom login views.
PARA MAYOR INFORMACIÓN VER: http://goo.gl/D6dnNb (More about #WUF7 @ Medellin, Colombia)
WUF6 Report - Report of the Sixth Session of the World Urban Forum, Naples, Italy 1–7 September 2012
Tomado de: http://www.unhabitat.org/documents/WUF6Report.pdf
"Reporte de la Sexta Sesión Foro Urbano Mundial" (Italia, 2012)
Candy - Construction Estimating & Valuations - rev 2.01Jerico Awat
This document provides a table of contents for a course on construction estimating and valuations. The document outlines 12 chapters that will be covered in the course, including importing a bill of quantities, pricing bill items, using subcontractors, adding markups, and post-tender control. Key topics that will be addressed include downloading software, setting up new projects, importing Excel spreadsheets, defining trades, using worksheets to price items, analyzing resources, and using masters for pricing.
This paper is written as a perspective on the way current retail banking architecture impacts the emergence or adoption of innovative solutions. It emphasises the crucial role that core banking systems have in this architecture, and the effects they project throughout the existing business and technical model of the banks.
By looking at the personal computer industry, the paper argues that the retail banking industry might go through a very similar transformation from vertical, integrated, fully-owned towers of functionality to horizontal, specialised industries which deliver services through collaboration and partnerships.
The paper concludes that just a small number of strategic moves and combinations of technical and business ideas could lead to a very different landscape of the financial services industry.
Prediction of economical recession with the signal approach, and the turkey caseDeniz Özgür Tiryaki
This document is a term project submitted by Deniz Özgür Tiryaki to Istanbul University's Institute of Business Administration for a Master of Business Administration degree. The project aims to develop a model for predicting economic recessions in Turkey using the signal approach. It analyzes 9 macroeconomic indicators related to the 2008 recession in Turkey. The document reviews definitions of financial crises and indicators. It then applies the signal approach to each indicator and develops a combined crisis index to predict the 2008 recession. The results suggest the combined index may help predict recessions.
The document provides an overview and instructions for using the Cognos SG&A Model, which is used to collect, consolidate, and calculate SG&A expense plans across affiliates. It describes the various models within the overall SG&A Model, including models for expenses like salaries, benefits, travel, and contractors. It also outlines the planning process, data entry, calculations, and links between models to consolidate the expense plans.
This document presents a feasibility study for the development of a marina in the Andaman and Nicobar Islands on a PPP basis. It analyzes potential sites for the marina and recommends Viper Island as the preferred location. The study includes a market assessment of the tourism and boating potential in the islands as well as marinas in Southeast Asia. It also provides a detailed project plan and cost estimates for developing the marina facilities and support infrastructure. A financial analysis projects revenue and costs over the project lifetime to evaluate project viability.
This document provides details on the maintenance and facilities management of a call center for Global Bank that is being converted from a library. It includes a SWOT analysis of the current building, goals and objectives for the refurbishment project, and layout plans for each floor of the building post-refurbishment. The lower ground floor will house IT infrastructure, a gym, and shower facilities. The ground floor will include a reception, kitchen, break area, and help desk. The first and second floors will be the main work areas divided into zones and include meeting rooms and offices. A detailed cost plan is provided totaling £6,378,936.08 for the refurbishment project. The report also discusses management of individual building
The document provides a history and overview of transportation planning efforts in Honolulu from the late 19th century to the 1990s. It describes how streetcars and railroads initially served transit needs but were replaced by buses as automobile ownership increased. Several studies from the 1960s-1980s proposed fixed guideway systems like rail to address growing congestion as the population increased, but projects did not move forward due to lack of funding and other issues. The purpose of the current project is to improve mobility in the congested east-west corridor between Kapolei and UH Manoa.
California enterprise architecture_framework_2_0ppalacz
The document provides an overview of the California Enterprise Architecture Framework Version 2.0 (CEAF 2.0). It defines enterprise architecture and outlines its benefits, including better alignment of IT with business goals, improved service delivery, and reduced costs. CEAF 2.0 is a framework that guides the development of enterprise architectures within and across state agencies using components like architecture domains, principles, and reference architectures. It recommends state agencies establish architecture teams to provide services such as assisting with strategies, portfolio rationalization, and standards establishment. The framework's target architecture vision and reference architectures provide best practices for shared solutions across the state.
This document provides an environmental impact assessment addendum for upgrading and rehabilitating an additional 3 km section of road from Sharifabad to Dadahara in Khyber Pakhtunkhwa, Pakistan. The project involves widening the existing 4.5-5 m roadway and includes 18 culverts/bridges and covered side drains for drainage. It is expected to have mostly moderate environmental impacts that can be mitigated through measures in the environmental management plan with minimal costs.
1) Many groups presented file replication systems they have developed and are using in production, including JLAB, SRB, Globus, GDMP, MAGDA, SAM, STAR, and BaBar.
2) The systems utilize various components like replica catalogs, file transfer services, storage interfaces, and scheduling/management layers to provide robust file replication capabilities.
3) Key topics of discussion included interfaces and standards for replication services, error handling, reliability, performance, and experience from different experiments. Groups expressed interest in further collaboration in these areas.
This document presents an addendum to the Environmental Impact Assessment report for the upgrade and rehabilitation of a 1 km road from Sharifabad to Kanju in Khyber Pakhtunkhwa province. The project aims to widen and improve the existing single lane road to make it accessible for all types of traffic. The assessment identifies potential environmental and social impacts during construction such as dust, noise, waste generation, and disruption to infrastructure. It also outlines mitigation measures and an environmental and social monitoring plan to minimize negative impacts. Key aspects include designating waste disposal sites, implementing dust and noise control practices, and restoring disturbed areas after construction is completed.
earthquake introduction with seismic zones and types of forces,terminology,causes of damages,architectural features effects building during earthquake,seismic design philosophy for building,earthquake resistance building,building design codes,horizontal layout of building,vertical layout of building
This is complete report you will require to make Export Import Report for India's Global Trade.. Pls give your likes and comments.. and pass on this to others..
This document is the final report from June 2013 on the preparatory survey for the urban railway project in Pune City, India. It was conducted by the Japan International Cooperation Agency, Oriental Consultants Co. Ltd., Toshiba Corporation, International Development Center of Japan Inc., and Pune Municipal Corporation. The report contains chapters on the implementation policy and background of the study, current conditions and development policies in the Pune region, transportation demand forecasting conducted, the concept design for the Pune-Hinjawadi urban railway corridor, policies for developing the urban railway plan, private sector facilities, environmental and social safeguards considerations, and an evaluation of potential project effects.
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!
Link Resources: providing Energy Consulting, Management, Operations and Maintenance services across Fossil, Nuclear, and Bio Energy power plants globally. No SDVOSB has our energy credentials or competencies!"
City of Salina Parks and Recreation Draft Master Plan-Section 1City of Salina
This executive summary provides an overview of the Next Step Park and Recreation Master Plan for Salina, Kansas. It identifies current challenges including limited funding and high demand for upgrades. The plan uses strategies like experience planning, level of service analysis, and citizen survey results to guide priorities. Project priorities are organized into three scenarios: maintaining existing assets, expanding popular facilities, and funding new visions. The estimated cost of all projects totals over $50 million. The plan aims to balance community needs and preferences with the city's financial capabilities.
The document provides details on the construction and operations for upgrading Lower Brown Hill Creek, including manhole and maintenance access points. It discusses culvert inspection requirements and velocity limits. Earthworks procedures are outlined for excavation, cutting, filling, and compaction. Traffic management plans are described for diverting local and arterial traffic during installation stages. Safety and public consultation are prioritized during the upgrade project.
This document provides a summary of a financial plan assessment for the proposed Honolulu rail transit project. It includes an executive summary and sections analyzing planned versus actual costs of other rail projects, potential federal funding, general excise tax forecasts, financial modeling of the project's costs and revenues, review of the operating plan, and an analysis of the city's fiscal capacity to fund the project. The assessment aims to evaluate the financial feasibility and sustainability of the project from an independent perspective, considering the potential local fiscal implications.
This document provides an interim report on identifying and developing a priority tourism circuit in Gujarat, India. It begins with an introduction and overview of the objectives, approach, and structure of the report. It then provides background information on Gujarat's economy, existing tourism scenario, and key existing circuits. Next, it discusses the initial screening process for circuits and stakeholder consultations. It analyzes the carrying capacity of destinations within the priority circuit. The report identifies infrastructure gaps within the priority circuit and provides project proposals, cost estimates, and funding strategies to address these gaps. It also estimates the potential employment generation from developing the priority circuit. The overall goal is to strategically develop one circuit in Gujarat through targeted infrastructure improvements
The document is the budget for City Colleges of Chicago for fiscal year 2014. Some key points from the budget include:
- Academic affairs funding is increased by 8% to support completion and retention initiatives.
- Funding continues for the College to Careers program and occupational programs.
- $37 million is budgeted for pre-college programs like adult education and remedial courses.
- Tuition is not increased for FY2014 despite rising costs.
- $147 million is budgeted for capital projects, including construction of new facilities at Malcolm X and Olive-Harvey Colleges.
This document discusses the concept of a "predictive casino" that utilizes data from various sources like gaming systems, customer data, social media, IoT sensors, and more to better understand customers and make business decisions. It explains the difference between a data lake and data warehouse, with the predictive casino using a data lake approach to store vast amounts of raw data from different sources for analysis. The data lake allows casino personnel to perform real-time queries and analytics on all the combined data to gain insights.
This document provides guidelines for controls, layout, and other interface elements on the MPAS website. It addresses topics like control selection rules for different tasks, standard buttons and links, data entry formats, messages and feedback, pop-up windows, and overall page layout. The detailed guidelines are intended to help maintain a consistent and user-friendly interface across the MPAS website.
Water-Wise Landscaping: Guide for Water Management Planning - Utah State Univ...Fiorella58v
This document provides guidance on water-wise landscaping for water management planning. It discusses defining water-wise landscaping as focusing on water conservation, user needs, and drought tolerant plants. Converting from traditional high-water use landscapes can save up to 50% of irrigation water. The social benefits of water conservation include environmental protection and significant cost savings. The alternative presented is creating a low-water use landscape with native plants, perennial gardens, and hardscape features.
Gov. Ige sent a letter to California Congresswoman Anna Eshoo in response to her August 2020 request for information about Hawaii's pandemic response.
https://www.civilbeat.org/2020/08/california-congresswoman-wants-answers-on-hawaiis-virus-response-effort/
Audit of the Department of the Honolulu Prosecuting Attorney’s Policies, Proc...Honolulu Civil Beat
This audit was conducted pursuant to Resolution 19-255,
requesting the city auditor to conduct a performance audit of the Honolulu Police Department and the Department of the Prosecuting Attorney’s policies and procedures related to employee misconduct.
Audit of the Honolulu Police Department’s Policies, Procedures, and ControlsHonolulu Civil Beat
The audit objectives were to:
1. Evaluate the effectiveness of HPD’s existing policies, procedures, and controls to identify and respond to complaints or incidents concerning misconduct, retaliation, favoritism, and abuses of power by its management and employees;
2. Evaluate the effectiveness of HPD's management control environment and practices to correct errors and prevent any misconduct, retaliation, favoritism, and abuses of power by its
management and employees; and
3. Make recommendations to improve HPD’s policies, procedures, and controls to minimize and avoid future managerial and operational breakdowns caused by similar misconduct.
The report summarizes use of force incidents by the Honolulu Police Department in 2019. There were 2,354 reported incidents, an increase from 2018. Physical confrontation techniques were used most often (53% of applications). The most common types of incidents requiring force were simple assault (13.4%), mental health cases (13.2%), and miscellaneous public cases (6.7%). Most incidents occurred on Mondays and Saturdays between midnight and 1:59am and involved males aged 34 on average, with the largest proportion being Native Hawaiian/Pacific Islanders (34.5%).
The Office of Health Equity aims to eliminate health disparities in Hawaii. Its vision is for policies and programs to improve the health of underserved groups. Its mission is to increase the capacity of Hawaii's health department and providers to eliminate disparities and improve quality of life. The office identifies disparities, recommends actions to the health director, and coordinates related activities and programs. It works to establish partnerships, identify health needs, develop culturally appropriate interventions, and promote national health objectives. The office's strategic goals are to increase awareness of disparities, strengthen leadership, improve outcomes through social determinants, improve cultural competency, and improve research coordination.
The document calls for unity and collaboration between Native Hawaiian and Pacific Islander communities in Hawaii to address COVID-19. It summarizes that government leaders have failed citizens by being slow to respond to the crisis, not working together effectively, and one in three COVID cases impacting Pacific Islanders. It calls on officials to take stronger, transparent leadership and get resources like contact tracers deployed quickly from Pacific Islander communities. Each day without action will lead to more cases, hospitalizations and deaths. It establishes a response team to improve COVID data and policies for Native Hawaiian and Pacific Islander communities.
This letter from the ACLU of Hawaii to the Honolulu Police Department raises concerns about racial disparities in HPD's enforcement of COVID-19 orders and use of force. It cites data showing Micronesians, Black people, Samoans and those experiencing homelessness were disproportionately arrested. It recommends HPD end aggressive enforcement of minor offenses, racial profiling, and using arrest statistics to measure performance. It also calls for implicit bias training, data collection and transparency regarding police stops, searches and arrests.
This letter from the ACLU of Hawaii to the Honolulu Police Department raises concerns about racial disparities in HPD's enforcement of COVID-19 orders and use of force. It cites data showing Micronesians, Black people, Samoans and those experiencing homelessness were disproportionately arrested. It recommends HPD end aggressive enforcement of minor offenses, racial profiling, and using arrest statistics to measure performance. It also calls for implicit bias training, data collection and transparency regarding police stops, searches and arrests.
This document is a complaint filed in circuit court by Jane Doe against The Rehabilitation Hospital of the Pacific and several individuals. Jane Doe alleges she has experienced discrimination and harassment at her job as a physical therapist at Rehab Hospital based on her sexual orientation. She lists several causes of action against the defendants and is seeking damages for the harm to her career and emotional distress caused by the defendants' actions.
This document provides guidance for large or extended families living together during the COVID-19 pandemic. It recommends designating one or two household members who are not at high risk to run necessary errands. When leaving the house, those individuals should avoid crowds, maintain social distancing, frequently wash hands, avoid touching surfaces, and wear cloth face coverings. The document also provides tips for protecting high-risk household members, children, caring for sick members, isolating the sick, and eating meals together while feeding a sick person.
The Office of Hawaiian Affairs (OHA) requests that the State of Hawaii prioritize collecting and reporting disaggregated data on Native Hawaiians relating to the COVID-19 pandemic. Specifically, OHA asks for disaggregated data from the Departments of Health, Labor and Industrial Relations, and Human Services on topics like COVID-19 cases, unemployment claims, and applications for assistance programs. Disaggregated data is critical to understand how the pandemic is impacting Native Hawaiians and to direct resources most effectively. OHA also requests information on how race data is currently collected by these agencies.
The CLA audit of OHA from 2012-2016 found significant issues in OHA's procurement processes and identified $7.8 million across 32 transactions as potentially fraudulent, wasteful, or abusive. The audit found 85% of transactions reviewed contained issues of noncompliance with policies and laws, while 17% (32 transactions) were flagged as "red flags". Common issues included missing procurement documents, lack of evidence that contractors delivered on obligations, and contracts incorrectly classified as exempt from competitive bidding. The audit provides a roadmap for OHA to investigate potential wrongdoing and implement reforms to address deficiencies.
This document provides a list of pro bono legal service providers for immigration courts in Honolulu, Hawaii, Guam, and the Northern Mariana Islands. However, as of the January 2018 revision date, there are no registered pro bono legal organizations for the immigration courts in Honolulu, Hawaii, Guam, or the Northern Mariana Islands. The document also notes that the Executive Office for Immigration Review maintains this list of qualified pro bono legal service providers as required by regulation, but that it does not endorse or participate in the work of the listed organizations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Mayor Kirk Caldwell issued a statement regarding the construction of a multi-purpose field at Waimānalo Bay Beach Park. City Council member Ikaika Anderson had requested halting all grubbing work until September 15 out of concern for the endangered Hawaiian hoary bat. However, the environmental assessment states grubbing of woody plants over 15 feet tall should not occur after June 1 to protect young bats. The city contractor will finish grubbing by the end of May as required. Canceling the contract would cost $300,000 in taxpayer money. Therefore, the city will proceed with completing Phase 1, including a multi-purpose field, play area, and parking lot, for $1.43 million, and will review additional
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
3. Honolulu Rail Transit Project Page 3 of 213
Recovery Plan – September 15, 2017
Table of Contents
1 Executive Summary ..................................................................................................................... 13
1.1 Introduction .............................................................................................................................. 13
1.2 Management Capacity and Capabilities ................................................................................... 14
1.3 Cost Reductions and Containment ........................................................................................... 15
1.4 Completion of the FFGA Scope ................................................................................................. 16
1.5 Conclusion ................................................................................................................................ 17
2 Project Background ...................................................................................................................... 19
2.1 Purpose of the Recovery Plan ................................................................................................... 19
2.2 Project Description ................................................................................................................... 19
2.3 Project History .......................................................................................................................... 20
2.4 Major Project Issues ................................................................................................................. 22
3 Management Capacity and Capability .......................................................................................... 27
3.1 Overview ................................................................................................................................... 27
3.2 Project Staffing and Personnel ................................................................................................. 28
3.2.1 HART Board of Directors ............................................................................................ 31
3.2.2 Executive Director and CEO Search ............................................................................ 31
3.2.3 Qualifications of Key Personnel.................................................................................. 32
3.2.4 Staffing Strategy and Approach.................................................................................. 35
3.3 HART Process and Procedure Changes ..................................................................................... 36
3.3.1 Management of Current Contracts ............................................................................ 36
3.3.2 Project Controls .......................................................................................................... 39
3.3.3 Risk Management Program ........................................................................................ 43
3.3.4 Operations and Maintenance Roadmap .................................................................... 48
3.3.5 Safety Oversight ......................................................................................................... 49
3.3.6 Decision Milestone Matrix ......................................................................................... 50
4 Cost Reductions and Containment ............................................................................................... 51
4.1 Methodology and Approach ..................................................................................................... 51
4.2 Project Delivery Efficiencies ..................................................................................................... 51
4.3 Value Engineering ..................................................................................................................... 52
4.4 Lessons Learned ........................................................................................................................ 52
4.5 Soft Costs .................................................................................................................................. 52
4.6 Peer Reviews ............................................................................................................................. 52
4.7 HECO Utility Relocation and Alternative Equipment ................................................................ 52
4.8 Interim Opening ........................................................................................................................ 54
4.9 Cost Containment and Cost Savings Evaluations ...................................................................... 54
4. Page 4 of 213 Honolulu Rail Transit Project
Recovery Plan – September 15, 2017
5 Fulfillment of FFGA Scope ............................................................................................................ 57
5.1 Project Progress and Current Status ......................................................................................... 57
5.2 Major Contract Status ............................................................................................................... 57
5.3 Right‐of‐Way Update ................................................................................................................ 58
5.4 Strategic Actions to Expedite ROW Acquisitions ...................................................................... 59
5.5 Summary of Actions to Completion .......................................................................................... 59
5.5.1 Major Contract Procurements .................................................................................... 59
5.5.2 HECO Coordination ..................................................................................................... 60
5.5.3 Casting Yard ................................................................................................................ 60
5.6 Development of Acceptable Project Cost ................................................................................. 60
5.6.1 Introduction ................................................................................................................ 60
5.6.2 Cost Estimating Methodology ..................................................................................... 61
5.6.3 Adequacy of Contingency ........................................................................................... 61
5.6.4 Updated Cost Estimate ............................................................................................... 61
5.6.5 Range of Finance Costs ............................................................................................... 62
5.7 Development of Acceptable Project Schedule .......................................................................... 62
5.8 Operations and Maintenance for Interim and Full Openings ................................................... 63
6 Project Finance ............................................................................................................................ 65
6.1 Summary ................................................................................................................................... 65
6.2 Outcome of State and City Funding Legislation ........................................................................ 67
6.2.1 State Legislature and Governor of the State of Hawaii .............................................. 67
6.2.2 Honolulu City Council and Mayor of the City and County of Honolulu ...................... 68
6.3 Financial Plan ............................................................................................................................. 68
6.4 Funding Sources and Forecast Methodology ............................................................................ 70
6.4.1 Oahu GET Surcharge and State‐wide TAT ................................................................... 70
6.4.2 GET Surcharge and TAT Forecast Methodology ......................................................... 71
6.4.3 Federal Funding .......................................................................................................... 73
6.4.4 City Subsidy – HART Administration ........................................................................... 73
6.5 Project Capital Plan ................................................................................................................... 74
6.5.1 Capital Cost ................................................................................................................. 75
6.5.2 Capital Cost Financing ................................................................................................. 75
6.6 Risks, Uncertainties, and Mitigation Strategies ........................................................................ 76
6.6.1 Capital Plan ................................................................................................................. 76
6.6.2 Revenue and Funding Risks ........................................................................................ 78
5. Honolulu Rail Transit Project Page 5 of 213
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7 Operating Plan ............................................................................................................................. 79
7.1 Introduction .............................................................................................................................. 79
7.2 Bus Operations and Planning for Rail Service ........................................................................... 80
7.2.1 Interim Opening 1 – East Kapolei Station to Aloha Stadium Station ......................... 80
7.2.2 Interim Opening 2 – Eastward Extension from Aloha Stadium Station to Middle
Street Station .............................................................................................................. 82
7.2.3 Full Opening – East Kapolei Station to Ala Moana Center Station ............................. 84
7.3 Operating Plan as Submitted to FTA on December 1, 2016 ..................................................... 86
7.3.1 Introduction ................................................................................................................ 86
7.3.2 Update Summary ........................................................................................................ 86
7.3.3 Operating Cost Update ............................................................................................... 88
7.3.4 Operating Revenues ................................................................................................... 97
7.3.5 System‐wide Operating Plan .................................................................................... 103
7.3.6 City Contribution ...................................................................................................... 105
7.3.7 Operating Cost Risks ................................................................................................. 106
7.3.8 Operating Revenue Risks .......................................................................................... 106
7.3.9 Potential Mitigation Strategies for the Operating Plans .......................................... 107
6. Page 6 of 213 Honolulu Rail Transit Project
Recovery Plan – September 15, 2017
Figures
Figure 2‐1 HRTP System Overview ........................................................................................................ 20
Figure 3‐1: Organizational Chart and Key Departmental Updates – Senior Management ................... 28
Figure 3‐2: Organizational Chart and Key Departmental Updates – Design and Construction
Division ................................................................................................................................. 29
Figure 3‐3: Organizational Chart and Key Departmental Updates – Procurement, Contracts, and
Construction Claims Division ................................................................................................ 30
Figure 3‐4: Field Office Risk Management Flowchart ............................................................................. 44
Figure 3‐5: Risk Manager and Project Controls Flowchart ..................................................................... 45
Figure 3‐6: Risk Management Reports and Committee Flowchart ........................................................ 46
Figure 4‐1: HECO Clearance Relocations ................................................................................................ 53
Figure 4‐2: Project Scope Change Cost Savings ...................................................................................... 55
Figure 4‐3: Potential Cost Reductions .................................................................................................... 55
Figure 5‐1: Project Progress and Status .................................................................................................. 58
Figure 6‐1: Baseline Financial Plan ......................................................................................................... 69
Figure 6‐2: Revenue Council Estimated General Fund Tax Revenues .................................................... 71
Figure 6‐3: GET Comparison, 1981–1991 vs. 1992–2017 ....................................................................... 72
Figure 6‐4: State‐wide TAT Compounded Growth Rate ......................................................................... 73
Figure 7‐1: Original Financial Plan Rail Costs in FY2020, YOE Dollars (Millions) ..................................... 88
Figure 7‐2: Honolulu Labor Index, August 2016 ..................................................................................... 90
Figure 7‐3: Core Systems Materials Index Update ................................................................................. 91
Figure 7‐4: Comparison of Cost Escalation Scenarios, FY2026–FY2036, YOE Dollars (Millions) ........... 94
Figure 7‐5: Core Systems Labor Index and Industrial Power Correlation ............................................... 95
Figure 7‐6: Growth Rates of Bus Costs per Revenue Service Hour......................................................... 96
Figure 7‐7: Handi‐Van Annual Trips and Operating Costs ...................................................................... 96
Figure 7‐8: Historical and Forecasted Linked Trips for TheBus and the Project, FY2004–FY2030,
Millions of Trips .................................................................................................................. 100
Figure 7‐10: Average Fare Comparisons Original vs Updated Plan, YOE Dollars (Millions) ................... 102
Figure 7‐11: Ridership Sensitivity, YOE Dollars (Millions) ....................................................................... 104
7. Honolulu Rail Transit Project Page 7 of 213
Recovery Plan – September 15, 2017
Appendices
Appendix A: Project Maps ..................................................................................................... 109
Exhibit A‐1: HRTP Full Alignment ................................................................................................. 109
Exhibit A‐2: Project Progress and Status ...................................................................................... 110
Exhibit A‐3: HECO Working Clearances and Relocations ............................................................. 111
Appendix B: Primary and Secondary Mitigation Measures .................................................... 113
Exhibit B‐1: Lessons Learned Master List .................................................................................... 115
Exhibit B‐2: Cost Constraints ....................................................................................................... 123
Appendix C: Program Risks ................................................................................................... 125
Exhibit C‐1: Excerpt from Risk Tractability Log ............................................................................ 125
Appendix D: Ryder Levett Bucknall USA Quarterly Construction Cost Report,
Fourth Quarter 2016 ......................................................................................... 127
Appendix E: Andrew S. Robbins Curriculum Vitae ................................................................. 137
Appendix F: Basis of Cost Estimate ....................................................................................... 143
Appendix G: Basis of Schedule ............................................................................................... 157
Appendix H: Ridership Forecasts ........................................................................................... 203
Exhibit H‐1 Comparison of HRTP Ridership Forecasts, Daily Rail System Boardings, 2030 ........ 204
Exhibit H‐2 East‐bound Rail Boardings/Alightings, A.M. Peak Period (6 a.m.–9 a.m.), 2030 ..... 204
Exhibit H‐3 West‐bound Rail System Boardings/Alightings,
A.M. Peak Period (6 a.m.–9 a.m.), 2030 ................................................................... 205
Appendix I: HECO Relocations and Related Issues ................................................................ 207
Exhibit I‐1: HECO Equipment and Relocation Costs ................................................................... 209
Exhibit I‐2: HECO Relocation Solutions by HRTP Section ........................................................... 209
Appendix J: Operating Plan Methodology and Scenarios ...................................................... 211
Exhibit J‐1: Operating Plan, Continued Original Plan Methodology ........................................... 211
Exhibit J‐2: Operating Plan, Moderate Range Scenario .............................................................. 212
Exhibit J‐3: Operating Plan, High Cost Range Scenario ............................................................... 212
Exhibit J‐4: Operating Plan, Ridership Sensitivity, at Current Average Fare Rate ...................... 213
9. Honolulu Rail Transit Project Page 9 of 213
Recovery Plan – September 15, 2017
Acronyms
AGS Airport Section Guideway and Station Group
AIS Archaeological Inventory Survey
APTA American Public Transportation Association
BLS United States Bureau of Labor Statistics
BOE Basis of Estimate
CAM Critical Access Milestone
CAGR Compounded Annual Growth Rate
CCGS City Center Section Guideway and Station Group
CMS Contract Management System
CPI‐U Consumer Price Index All Urban Consumers
CPP Contract Packaging Plan
CSC Core Systems Contractor
DB Design‐Build
DBB Design‐Bid‐Build
DBOM Design‐Bid‐Operate‐Maintain
DTS City and County of Honolulu, Department of Transportation Services
EAC Estimate at Completion
EIS Environmental Impact Statement
FEIS Final Environmental Impact Statement
FFGA Full Funding Grant Agreement
FHSG Farrington Highway Station Group
FRR Farebox Recovery Ratio
FTA Federal Transit Administration
FY Fiscal Year
GET State of Hawaii General Excise and Use Tax
GO General Obligation
HART Honolulu Authority for Rapid Transportation
HDOT State of Hawaii Department of Transportation
HECO Hawaiian Electric Company, Inc.
HRTP Honolulu Rail Transit Project
ICE Independent Cost Estimate
KHG Kamehameha Highway Guideway
KHSG Kamehameha Highway Station Group
kV Kilovolt
10. Page 10 of 213 Honolulu Rail Transit Project
Recovery Plan – September 15, 2017
LCC Leeward Community College
LPA Locally Preferred Alternative
MOS Minimum Operable Segment
MPIS Master Project Integrated Schedule
MSF Maintenance and Storage Facility
MTA Metropolitan Transportation Authority
NEPA National Environmental Protection Act
NTP Notice to Proceed
O&M Operations and Maintenance
OahuMPO Oahu Metropolitan Planning Organization
OTS Oahu Transit Services, Inc.
P‐3 Public‐Private Partnership
PHGT Pearl Highlands Parking Garage and Transit Center
PMOC Project Management Oversight Contractor
PMP Project Management Plan
R&O Risks and Opportunities
RFP Request for Proposals
ROC Rail Operations Center
ROD Record of Decision
ROW Right‐of‐Way
RSD Revenue Service Date
RVH Revenue Vehicle Hour
SB4 Senate Bill 4
SCC Standard Cost Category
SEIS Supplemental Environmental Impact Statement
SUE Subsurface Utility Engineering
TAT Transient Accommodation Tax
TCE Temporary Construction Easement
TCP Traditional Cultural Property
TDFM Travel Demand Forecasting Model
TECP Tax‐Exempt Commercial Paper
TIA Time Impact Analysis
TOD Transit‐Oriented Development
UH University of Hawaii
USDOT United States Department of Transportation
WBS Work Breakdown Structure
13. Honolulu Rail Transit Project Page 13 of 213
Recovery Plan – September 15, 2017
1 Executive Summary
1.1 Introduction
On December 19, 2012, the Federal Transit Administration (FTA) and the City and County of
Honolulu (City) formalized a partnership by signing a Full Funding Grant Agreement (FFGA)
for the Honolulu Rail Transit Project (HRTP or Project). The Honolulu Authority for Rapid
Transportation (HART) is the semi‐autonomous public transit authority responsible for the
planning, construction, and expansion of the fixed guideway transit system for the Project.
The HRTP is a 20.1‐mile fixed guideway rail system with 21 stations extending from East
Kapolei to Ala Moana Center. By 2030, nearly 70% of Oahu's population and more than 80%
of the island's jobs will be located along the 20.1‐mile rail corridor, with stations at key
commuter and visitor destinations such as the Honolulu International Airport, Joint Base
Pearl Harbor‐Hickam, and downtown Honolulu. The initial State of Hawaii General Excise
and Use Tax (GET) surcharge was intended to provide a 70% local share (30% federal share),
which is one of the highest local share overmatches in the FTA New Starts Program.
The Project has faced numerous challenges since its inception that have resulted in cost
increases and schedule delays. Project planning and cost estimates were developed in the
midst of a recession and were hampered by a number of events that were beyond the
anticipation of the original parties. At the same time, there were well‐intended decisions to
award various Project construction contracts to stimulate local job creation prior to
completing all third‐party agreements, contractor interface requirements and, in some
cases, applicable designs. Consequently, these early contract awards had subsequent cost
and schedule impacts that have contributed to the need for this Recovery Plan.
In addition, delays associated with Notice to Proceed (NTP), the Archaeological Inventory
Study (AIS), and Traditional Cultural Properties (TCPs)—which suspended construction
activities on the West Oahu/Farrington Highway Guideway (WOFH), Kamehameha Highway
Guideway (KHG), and Maintenance and Storage Facility (MSF) contracts—had a large impact
on project costs totaling $172 million, including escalation. Moreover, the lawsuit delays
pushed construction activities into the recovery years following the recession, which had a
cascading impact on schedule and, in turn, had even further cost impacts on the Project.
Finally, an equally harmful and even longer‐term cost impact, also beyond the control of the
Project sponsor, is the fact that Honolulu became the most expensive city for construction
in the United States for the years 2012 through 2016, according to the Rider Levett Bucknall
National Construction Cost Index. While the execution of some early contracts in hindsight
was unfortunate and had substantive cost impacts, there were also many cost impacts that
could not have been anticipated.
17. Honolulu Rail Transit Project Page 17 of 213
Recovery Plan – September 15, 2017
1.5 Conclusion
The Project is 38% complete, based on the weighted value of progress of the individual
construction and design contracts. The Project is scheduled to open for passenger service
on December 31, 2025, and has a current construction cost estimate total of $8.165 billion
inclusive of contingency, excluding finance costs.
In addition to ongoing responsibilities and the actions stated in the Recovery Plan, HART's
major upcoming milestones include procuring the CCGS Design‐Build contract and HECO
coordination. The CCGS Design‐Build contract is the last major contract to be procured and
the critical path for the overall Project. Utility relocation is a significant part of the CCGS
Design‐Build contract in Honolulu's urban core, and HART is proactively performing pre‐
construction Subsurface Utility Engineering and geotechnical work. These final contracts will
benefit from lessons learned and value engineering (described in Section 4 of the Recovery
Plan) as well as updates to Project Controls, particularly the robust MPIS and Risk
Assessment.
This updated Recovery Plan lays out the local funding now available to meet the current
cost estimate and complete the Project, not including financing costs. It also details a
carefully developed and internally tested analysis of the Project's management capacity and
capability, which has resulted in a management structure oriented toward swift
implementation of project controls designed to manage identified risks.
19. Honolulu Rail Transit Project Page 19 of 213
Recovery Plan – September 15, 2017
2 Project Background
2.1 Purpose of the Recovery Plan
The April 28, 2017, Recovery Plan submitted to the FTA included two options for completion
of the Project. The inclusion of the second option, or Plan B, was due to the uncertainties
regarding a dedicated source of funding at that time.
On Tuesday, September 5, 2017, the Governor of the State of Hawaii, David Y. Ige, signed
into law Act 1, providing additional funding to the City and HART to complete a 20.1‐mile
and 21‐station elevated rail transit system extending from East Kapolei in the west to the
Ala Moana Center in the east.
This September 15, 2017, Recovery Plan, without the Plan B option, will demonstrate the
following to the satisfaction of the FTA:
1. HART has the management and technical capacity and capability to successfully
complete the full scope of work of the Project defined in the FFGA.
2. HART has developed a realistic and achievable updated Capital Cost Estimate for the
completion of the Project.
3. HART has developed a realistic and logical updated Project Schedule that will assure
the full Project can be opened to Revenue Service by the revised Revenue Service
Date of December 2025.
4. The Grantee (City and County of Honolulu), working closely with HART, has
identified dedicated sources of funding which will provide additional funding to
make up the difference between the original FFGA Project Cost and the updated
Capital Cost Estimate, through local financial resources that are stable, reliable, and
committed to the Project.
This Recovery Plan sets forth documentation in support of each element outlined above and
provides an updated report on the status of the current Project. Additionally, this Recovery
Plan includes an updated Financial Plan based on the State Legislative and subsequent City
actions that have been taken, as described in Section 6.2 below.
2.2 Project Description
The HRTP is a 20.1‐mile‐long fixed guideway rail system featuring 21 stations that extends
from East Kapolei on the west side of the island of Oahu to Ala Moana Center on the east
side via Honolulu International Airport. The alignment is elevated, except for a 0.6‐mile
at‐grade portion at the Leeward Community College station. The system will be operated
and maintained at the 43‐acre Rail Operations Center (ROC, formerly known as the
Maintenance and Storage Facility [MSF]) near Leeward Community College (LCC).
20. Page 20 of 213 Honolulu Rail Transit Project
Recovery Plan – September 15, 2017
The system also features fully automated, driverless trains; a fare vending system; and
passenger screen gates.
Figure 2‐1 HRTP System Overview
2.3 Project History
The Project was preceded by decades of rail planning dating back to 1967, which has led to
the current Locally Preferred Alternative (LPA) for the Honolulu High‐Capacity Transit
Corridor Project extending from East Kapolei to Ala Moana. Below is a chronology of key
events in the Project's history:
July 2005: The Hawaii State Legislature authorized—and in August 2005 the
Honolulu City Council approved—a 0.5% GET surcharge to provide non‐federal local
funding for a new rail transit system.
August 2005: The City Department of Transportation Services (DTS) initiated an
Alternatives Analysis following the FTA Section 5309 New Starts Program (now
known as the FTA Major Capital Investment Grant Program).
27. Honolulu Rail Transit Project Page 27 of 213
Recovery Plan – September 15, 2017
3 Management Capacity and Capability
The purpose of this section is to describe HART's organizational structure, including key
personnel, and to demonstrate its management and technical capabilities to successfully
complete the Project within the proposed budget and schedule.
3.1 Overview
The HART Project Management Plan (PMP) describes the overall management approach for
the HRTP and has been extensively updated since Revision 5. The sixth revision focuses on
management of the project during construction and addresses comments and
recommendations by the FTA's Project Management Oversight Contractor (PMOC) on
project management and control procedures. HART will submit the PMP by November 2017.
31. Honolulu Rail Transit Project Page 31 of 213
Recovery Plan – September 15, 2017
3.2.1 HART Board of Directors
HART is governed by a 10‐member Board composed of the Director of the State
Department of Transportation, the Director of the City Department of Transportation
Services, and six volunteers from the community: three appointed by the Mayor, three by
the City Council. The Director of the City Department of Planning and Permitting also serves
as a non‐voting member. The voting members appoint the tenth member to the Board.
The Board is the policy‐making body of the authority and appoints and evaluates the HART
Executive Director and CEO. The Board adopts HART's annual operating and capital budgets,
adopts a six‐year capital program, adopts rules and regulations, and carries out other duties
as authorized by law. The Board's powers are primarily stated in the City Charter Section
17‐104.
In November 2016, voters approved a Charter amendment clarifying the responsibility of
the HART Board of Directors to establish policies and regulations regarding the
development of the rail system, the internal management and organization of HART, and
the allocation of decision‐making authority between the Board and the agency's Executive
Director and staff. To that end, the Board will be engaging in internal management
policymaking regarding its approval of significant documents such as the Recovery Plan and
will approve the same in the coming months. In addition, the Charter amendment
additionally provides for the establishment of a rate commission and placed the operations
and maintenance responsibilities for bus, paratransit, and rail with the DTS.
The current composition of the HART Board of Directors is particularly well‐suited to
address the current needs of the HRTP. Members contribute their substantial knowledge
and experience in varied disciplines, including government, policy, construction
management, financing, labor relations, law, public planning, and transportation. Board
members provide a significant level of policy guidance and support in furtherance of the
Project's goals; most recently, members have devoted a substantial amount of time in
advancing GET extension legislation, the Recovery Plan for the FTA, and the hiring of the
Interim Executive Director and CEO, as well as the search for and appointment of the
permanent Executive Director and CEO.
3.2.2 Executive Director and CEO Search
The Board of Directors, with the assistance of executive search firm Karras Consulting,
identified Andrew S. Robbins, P.E., as HART's new permanent Executive Director and CEO.
Mr. Robbins, who has extensive experience in project management and engineering,
systems engineering, construction and installation, operations and maintenance, business
development, as well as substantial firsthand knowledge of driverless transit systems, took
the helm at HART on September 5, 2017. Interim Executive Director and CEO Krishniah N.
Murthy is working collaboratively with Mr. Robbins to ensure a smooth transition. See
Appendix E for Mr. Robbins' curriculum vitae.
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3.2.3 Qualifications of Key Personnel
HART understands the critical nature of consistency as it relates to project management and
the success of the Project. This understanding has led HART to establish the following core
group of individuals who have extensive transit and construction experience and the values
required to successfully complete a project of this magnitude:
Andrew Robbins, Executive Director and CEO: Mr. Robbins is a licensed
professional engineer in the U.S. with a career spanning more than 37 years.
Mr. Robbins has been involved in numerous transit systems located domestically
and internationally, at airports and within urban areas, having worked as a Field
Engineer, Project Engineer, Project Manager and Business Development Executive.
Mr. Robbins has a specialty in driverless transit systems with hands‐on experience in
project management, project engineering, systems engineering, construction and
installation, operations & maintenance and business development. Mr. Robbins has
most recently led efforts in project development, bidding and contract negotiations
for many transit projects in the United States including in Denver, Las Vegas, San
Francisco, and Los Angeles.
Krishniah Murthy, Interim Executive Director and CEO: Mr. Murthy has over
45 years of professional experience in rail transit programs. In his last assignment
before his retirement, Mr. Murthy was the Executive Director of Transit Project
Delivery for the Los Angeles County Metropolitan Transportation Authority (MTA)
from 2007 to 2014. At the end of his tenure, the program had approximately
$9 billion of projects in various stages from concept to construction. Prior to his MTA
engagement, Mr. Murthy had 35 years of transit project design and construction
experience working on various U.S. and international projects including Atlanta,
Dallas‐Fort Worth, Phoenix, San Diego, Los Angeles, New Delhi, and London.
C. S. Carnaggio, Project Director: Mr. Carnaggio has 35 years of experience in
design and construction in the transportation industry, with the last 18 years of his
career being exclusively in transit. He brings a unique combination of experience at
both federal and regional transit agencies, having served for four years at FTA as the
Director of Engineering and 14 years delivering capital projects for regional transit
agencies such as WMATA and MTA in Baltimore. Having delivered major projects
very similar to the HRTP, Mr. Carnaggio's leadership experience and transit
knowledge provides HART with the assurance that sound delivery decisions are
made.
Robert Yu, Chief Financial Officer: Mr. Yu has over 25 years of experience in the
public transportation industry. Prior to joining HART in March 2017, he served as
Senior Vice President and Deputy General Manager for Oahu Transit Services, Inc.
(OTS), the operator and manager of Honolulu's bus and handi‐van system, from
2009 to 2017 and Vice President of Finance and Administration from 1992 to 2009.
Before his career in public transportation, Mr. Yu held various financial and audit
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Recovery Plan – September 15, 2017
committed to employee retention by developing a succession plan focused on career
progression, preparation for leadership roles, retaining institutional knowledge, and fair
compensation for local staff. In addition, HART has taken the first steps to create an
employee‐friendly working environment with minimal stress and a corporate policy of
positive communication and staff support.
3.3 HART Process and Procedure Changes
The following section describes changes to HART's processes and procedures which have
been implemented to control costs, maintain schedule, and provide credibility in reporting
moving forward.
3.3.1 Management of Current Contracts
3.3.1.1 History of HART Change Procedure
HART's Change Management program attempts to minimize the financial impact of Contract
Change Orders to the Project. While Change Orders are not completely avoidable, proper
policies and procedures can minimize their number and severity. HART has engaged the
services of Mr. Henry Fuks, who was a Los Angeles County MTA construction manager for
over 2 decades and has vast experience in managing large‐scale projects with similar
challenges. In April 2015, HART established a Contract Administration Division in an effort to
streamline and bring uniformity to the contract change process. Additionally, HART
recognized challenges that had not been addressed by the initial Contract Change
Procedure (5‐CA‐11) and revised it accordingly. The following key areas were addressed:
Revision 1 (August 2015):
The role of Contract Managers, who would review merit determination and
negotiation strategy memos, was established.
Contract Managers were given the responsibility to prepare the Change Order
documents to streamline and bring uniformity to the process.
Contract Administration implemented a "single Change Order file" process,
which included checklists of all required documents.
A Time Impact Analysis (TIA) narrative was required as part of the supporting
documentation for a Change Order.
The Project Manager was required to obtain funding and funding availability in
advance of proceeding with a change, rather than at the end of the process,
when presenting the change for approval.
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Revision 2 (September 2016):
Language was added to expressly state that HART does not allow "parceling" or
piecemealing changes to avoid Board approval. (Note: This language was
included in an abundance of caution and to demonstrate that HART was not in
the business of implementing changes in this manner.)
3.3.1.2 Implementation of Further Improvements
In January 2017, the Interim Executive Director and CEO rolled out a change to the HART
organizational chart, whereby Procurement, Contract Administration, and Construction
Claims were gathered under one division and the Director of Procurement, Contracts, and
Construction Claims would report directly to the Executive Director and CEO. This change
was made to institutionalize checks and balances for change orders by having reviews
conducted by an entity independent from the Project Management team.
In June 2017, HART rolled out Revision 3.0 of Procedure 5‐CA‐11, "Contract Change
Procedure," in which revisions were incorporated to institute more checks and balance to
the change procedure. Revisions include:
Implementing a Change Control Committee for all contract changes over $500,000.
This will provide management an opportunity to review the change from a
programmatic perspective for changes greater than $500,000 or where a change is
discretionary. (All changes greater than $1,000,000 will continue to be subject to
HART Board approval, as a continued check and balance.)
Delegating authority to the three Deputy Directors of Procurement, Contracts, and
Constructions Claims Division on the finding of merit of non‐discretionary change
requests with estimated value equal to or less than $500,000 to streamline the
change process and minimize delays.
Establishing time procedures with timelines for resolution at each phase of the
process. The timeline enforcement dictates speedier resolution of issues, and the
issuance of Change Orders, where needed, will be timely.
Providing clearer direction to the field team on the use of unilateral change orders.
Requiring a schedule network, in addition to the TIA narrative. The network is
defined as the sequence of new activities that are proposed to be added to the
existing schedule, which identifies the predecessors to the new activities and
demonstrates the impacts to successor activities. This will allow for a more effective
evaluation of the impact to the baseline activity.
With these revisions, the HART Procurement, Contracts, and Construction Claims Division
will be able to provide stronger leadership in the change management process and work
closely and rigorously with the field team on the terms, conditions, and specifications of the
contract and proper and sufficient documentation.
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3.3.1.3 Improvements to Contractor Interface
Coordination between Contractors to ensure the plans and specifications and work in place
of one coincide with the work of another (either follow‐on or concurrent work). Below are
some issues that took considerable time and effort to coordinate and resolve through our
interface processes:
Peripheral Device locations (PA speakers, CCTV, fire alarms, etc.)
Number, sizes and types of conduit (including cable segregation requirements)
SCADA cabling and coordination requirements
Conduit configurations in canopy supports
Location and configuration of CIC Cabinets and associated conduit
Access control for door entry (card readers; electric locks, strikes and hinges)
Coordination of base plates installation with Passenger Screen Gates
Fare Gates locations and configuration
Provisions in station layout and infrastructure for future elevators
Coordination and interface with third parties to discern requirements, procedures,
and resolve issues associated with the delivery. Key partners include but are not
limited to:
Hawaiian Electric Company
HDOT
City of Honolulu DPP
US Navy
Aloha Stadium Authority
DTS
Additionally, HART recently established a Strategic Stakeholder Engagement Group to lead
engagement and resolution activities with strategic partners in a forward‐looking, proactive
manner. This group will develop and implement stakeholder engagement strategies
including informing, consulting, and involving stakeholders where relevant and evaluating
the effectiveness of those strategies. It is important to ensure senior management is
apprised of issues and risks to stakeholder relationships as they arise so that risks may be
managed effectively.
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3.3.2 Project Controls
3.3.2.1 Project Controls Overview
Project Controls includes the data gathering and analytical processes used to predict,
understand, and manage the cost and schedule outcomes of a project. For any major transit
project, effective Project Controls are a critical element of successful project cost and
schedule management.
In 2013 the Project's General Engineering Contractor, who provided significant schedule and
cost estimating support for HART, was replaced which created a vacuum in knowledge that
has taken time to fill. To address these issues, and to provide more robust and effective
project controls system, HART has obtained the services of a specialty firm to evaluate the
HART Project Controls processes and provide a system assessment to explore what is
currently in use and to assist in the implementation of any changes that are deemed
appropriate to enhance effectiveness and efficiency, to provide a more robust system
solution to manage the project.
HART primarily relies on Oracle's Contract Management System (CMS) to manage the
project. CMS is the Project's central data repository and reporting system to manage the
flow of project documents and control project cost. The Condition Assessment Report
identified key system and process improvements, as discussed below:
CMS and the City's accounting system are not connected, and staff members
manually enter financial information into both systems. Manually entered data is
prone to error and takes longer to process because of duplication of effort in
entering the same information into multiple databases.
Bottlenecks exist in document processing because of limitations in the electronic
sequential review process. Duplication of effort occurs as project staff are required
to enter review comments manually on hardcopies and simultaneously electronically
in the system.
Using multiple databases requires manual reconciliation to detect manual data entry
errors, variances, and other inconsistencies between various systems.
Drafting monthly reports requires the HART Project Controls Division (Project
Controls) to rely on different reports from various systems and manual input from
other divisions every month. HART currently has no single complete repository of
project data for report generation.
The current interface could be more user‐friendly, intuitive, and simpler to use.
In response to the issues highlighted above, Project Controls presented recommendations
to executive management in August 2017 and is awaiting management decision to proceed
with system upgrade. Meanwhile, Project Controls is committed to simplifying and
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implementing business processes more efficiently, centralizing the focus of information on
analysis, reporting, and communication.
3.3.2.2 Trends
The Project has undergone major scope revisions and approved changes yielding significant
cost and schedule impacts. In dealing with this and potential cost escalations, Project
Controls performs rigorous and continuous predictive analysis in key areas of where costs
can be reduced or schedule delays can be mitigated. The August 24, 2017, cancellation of
the CCGS procurement has given HART the opportunity to explore options to optimize cost
and schedule. Project Controls is in the process of thoroughly analyzing the potential of
these opportunities. As this analysis is still in process, the current Basis of Estimate and
Basis of Schedule assume no change since the previous Recovery Plan submission.
The current budget and schedule will undergo a re‐baseline once this Recovery Plan is
adopted. Once established, forecasting cost and schedule variances to the re‐baseline will
be documented through a new trend report process. The trend analysis will allow for and
document early detection of potential cost overruns, schedule slippages, and project risks
associated with individual contracts or interface elements of the Project. Project Controls
monitors the approved project budget and documents potential variances throughout the
life of the Project. Project Controls is also tracking any changes to the original project scope
of work which result in an increase to the Project's approved budget, as they can only be
submitted for approval by the Board after a committed funding source has been established.
3.3.2.3 Cost Contingency
The cost contingency will be managed as a reserve fund by HART management. Contingency
is allocated at the Contract Packaging Plan (CPP) level to address any unforeseen costs or
risks related to design development, construction, and other Project conditions.
Contingency is allocated based on inputs from HART's Risk Manager, and reduced or
accounted for, as design, construction, and procurement progress, uncertainty and the
potential for risk events are quantified in the Risk Model. A contingency drawdown curve
will be established and managed via the Trend Process to ensure appropriate levels of
contingency are managed and reported.
3.3.2.4 Master Project Integrated Schedule (MPIS)
The Project Master Integrated Schedule is the chief program management tool that ties
information for all elements of the Project together and provides the necessary assistance
in the planning and management of a complex execution plan for the Project. It is
developed with a supporting basis and assumption report and is comprised of a hierarchy of
program tasks and benchmark interim milestones, through both an Interim and System‐
wide Revenue Services Date (RSD).
Over the past several months, Project Controls has undertaken a new course in enhancing
the MPIS by shifting the focus back to using the schedule as the central point of