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HJ’AARTHONOLULU AUTHORtTY ro RAPO TRANSPORTAflON

MINUTES

HART Board of Directors MeetingAlli Place, 1099 Alakea Street, Suite 150

Thursday, March 15, 2018, 8:30 a.m.

PRESENT: Damien Kim Hoyt ZiaTern Fujii Terrence LeeGlenn Nohara Kathy SokugawaJade Butay Ember ShinnWesley Machida Kamani Kuala’auWes Frysztacki Kalbert Young

ALSO IN ATTENDANCE: Andrew S. Robbins Barbara Armentrout(Sign-In Sheet and Staff) Charles “Sam” Carnaggio Rose Pou

Abbey MayerRandall IshikawaCindy MatsushitaWilliam Brennan Josh StanbroRussell Yamanoha Stuart JackesJoyce Oliveira Chris Clark

Geoffrey Kam Rick Keene

Marcel Honore April ColorettiRalph McKinney

John MooreMichelle Carter

In-Tae Lee William NakamatsuTod DeeryBenjamin Trevino

EXCUSED: Tobias Martyn

Call to Order by Chair

HART Board of Directors Chair Damien Kim called the meeting to order at 8:35 a.m.

HART Board of Directors MeetingMarch 15, 2018

II. Public Testimony on all Agenda Items

HART Board Chair Damien Kim asked if there was anyone in the audience who wished totestify on any of the agenda items; there was none.

III. Approval of Minutes

A. December 14, 2017 Meeting of the Board of Directors

Mr. Kim asked for approval of the December 14, 2017 meeting minutes. Board member HoytZia moved to approve the minutes. Board member Tern Fujii seconded the motion. Boardmember Terrence Lee abstained, stating that he was not present at the meeting. All others infavor, the minutes were approved.

B. February 22, 2018 Meeting of the Board of Directors

Mr. Kim asked for approval of the February 22, 2018 meeting minutes. Mr. Zia moved toapprove the minutes. Ms. Fujii seconded the motion. All in favor, the minutes were approved.

1V. Board Members’ Report of Attendance at Meeting with State Comptroller on March 9,2018

Board member Kalbert Young reported that he and Board member Tobias Martyn met with theState Deputy Comptroller and HART Executive Director and CEO Andrew Robbins to discussthe status of the submittal of HART invoices to the state for payment pursuant to Act 1 (2017).He said that HART was concerned that the state had not verified any invoices, some of whichhave been outstanding in excess of 60 days.

Mr. Young said that the State Comptroller’s office said they were committed to continueworking on the timeline and meet HART’s timeline. He said that HART had expressed itswillingness to be available and transparent in order to complete the verification.

Board member John Henry Felix asked Mr. Young if there were any minutes for the meeting.Mr. Young said he did not think so, but he would be happy to memorialize his recollections forMr. Felix.

V. Acceptance of Gifts to HART

HART Executive Director and CEO Andrew Robbins said that Board rules required thereporting of gifts received by HART. He presented several declarations of gift forms datingfrom 2017, and said that future reports would be done in a timelier manner. He said that most ofthe gifts received were hospitality type gifts that were used for various events. The giftacknowledgement forms were attached hereto as Attachment A.

Mr. Kim called for a motion to accept the gifts to HART. Mr. Felix so moved, and Boardmember Glenn Nohara seconded the motion. All in favor, the gifts were accepted.

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VI. Change Orders

A. West Side Station Design Services During Construction Amendments

Deputy Director.of Engineering and Design In-Tae Lee and Project Manager Tod Deery madethe presentation for the change order for West Side Stations final design during construction.Mr. Lee said that the change order was for amendments of three separate contracts: West OahuStation Group, Farrington Highway Station Group and Kamehameha Highway Station Group fora combined total amount of $5.68 million. He said that each contract included design and designservices during construction. Previously, place holder amounts were included in the contractbudget; now that negotiations were completed on those items, the matter was now being broughtto the Board. Change order documents are attached hereto as Attachment B.

Mr. Lee asked if the Board were to approve the change order, would it be reasonable to assumethat there would not be need to come back to the Board for further increase on these contracts.Mr. In-Tae Lee said that HART had a good understanding of what needed to be done, and thushad confidence in the soundness of the costs.

Mr. Lee asked if invoices would be scrutinized to ensure that charges were appropriate andreasonable since the amount being requested was a “not to exceed” figure. Mr. In-Tae Lee saidthat staff would manage to the budget.

Ms. Shinn asked for clarification that when the budget was being set for the design and designsupport for the nine stations, there was no analysis to specifically identify the amount of fundsneeded to design work. Mr. In-Tae Lee said that was correct. Ms. Shinn asked whether thechange order was due to unintended consequences of the unbundling of the nine station package;Mr. Lee said that design services during construction would have been needed regardless of theunbundling. Ms. Shinn asked whether unbundling resulted in no efficiencies of scale; Mr. Leesaid that was true, but there would still have been three distinct final designers had the contractpackage not been unbundled.

Ms. Shinn asked whether the funds for the requested change order would come out ofunallocated contingency. Mr. Lee said that it would come from allocated contingency. Mr.Robbins clarified that the amount requested was included in the project costs as part of theRecovery Plan effort. He said that under the public-private partnership model that HART isconsidering, change orders would be minimized as there would be more due diligence bybidders.

Mr. Nohara commented that the Board should be apprised of change orders such as these earlier,as HART had already exceed contract amounts on two of the station group contracts.

Ms. Shinn said she agreed with Mr. Nohara, and that HART was fortunate that contractors werewilling to provide services to help move the project forward. She said that approving changeorders of this magnitude after the fact shouldn’t be happening.

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Mr. Zia expressed that many of the change orders were for actions that carried over from thepast, and with the benefit of hindsight could be seen as mistakes. He asked if there was a lessonlearned. Mr. Robbins assured members that staff would manage to the budget, and that thissituation would not occur outside of the first nine stations. Mr. Lee said that staff would applylessons learned regarding the extensive interface coordination from the west side of thealignment to the east side.

Board member John Henry Felix expressed his concern about a contractor who has the expertisebut not the financial strength to meet payroll if the change order was not approved.

Mr. Frysztacki asked if the presentation slide for the design services during construction involveall as-built drawings for this particular contract. Mr. In-Tae Lee said the contractor retains theas-built red line drawings, along with the computer aided design record drawings. Mr. Lee saidthe drawings would be turned over to the Department of Transportation Services (DTS) foroperations and maintenance (O&M).

Mr. Kim called for a motion to approve the change order. Mr. Nohara moved to approve. Mr.Felix seconded the motion. All in favor, the change order was approved.

B. Airport Guideway and Stations DB Contract CT-HRT-1600385 HECO Priced Option#2 Changes

Acting East Area Construction Manager John Moore presented the change order was for a creditto the Airport Guideway and Stations (AGS) contract. As the AGS contractor did not have tounderground 4,100 linear feet of utilities relating to nine poles on Kamehameha Highway nearCenter Drive, a net of $5 million was being returned to the contract as a credit. The poles wouldbe reframed, arms removed, and the lines placed over the poles themselves. Change orderdocuments are attached hereto as Attachment C.

Ms. Fujii asked whether the reframing work was under a separate contract, and Mr. Moore said itwas.

Board member Jade Butay asked how much the reframing would cost. Mr. Moore said$750,000.

Mr. Kim asked to approve the change order. Ms. Fujii moved to accept. Mr. Felix seconded themotion. All in favor, the change order was approved.

VII. Resolution 2018-3 Relating to the Sustainability and Resiliency Policy of the HonoluluAuthority for Rapid Transportation

Director of Planning and Permitting, and Right of Way Abbey Mayer, Assistant Deputy Directorof Planning Ryan Tam, and Sustainability Planner Benjamin Trevino presented the draftResolution 20 18-3 relating to the HART’s formal policy regarding sustainability and resiliency.Resolution documents are attached hereto as Attachment D.

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Mr. Mayer said that HART currently did not have an official policy on sustainability, but hadincorporated those principles in its activities, such as the American Public TransportationAssociation Commitment of 2017, the amendments to the Revised Charter of the City andCounty of Honolulu of 2016, and the Chicago Climate Charter of 2017. HART would commit tothe Charter amendment’s mandate for policy direction in agencywide coordination, to enablestaff to begin collaborating more formally with the different areas of HART in order to deliversolutions. The policy was modeled on peer transit agencies’ approaches to sustainability, andinvolved reviewing and revising metrics to track progress, encourage performance, and foster thecreation of opportunities in incorporating alternative energy solutions into project technology.

Mr. Tam said that HART was examining its current practices vis a vis benchmarks utilized byother national transit systems with an eye towards minimizing life cycle costs long-term. HARTwas looking into partnering opportunities with stakeholder organizations to build the capacitywithin HART and contractors to address those challenges. Mr. Tam said that the goals for theprogram would be regulatory responsibilities, to safeguard the rail investment, and to ensure asustainable future using the goals in organizing the program and communicating this to thecommunity.

Mr. Trevino said that the project recognized the need for tools to implement the goals ofsustainability. Two major functions of the policy would be an environmental managementsystem with a method of driving performance improvements and a sustainable mobility lab toidentify opportunities.

Mr. Lee asked the presenters what their opinion was on a recent news article suggesting stoppingthe project on Middle Street in light of the rise of autonomous vehicles (AV). Mr. Mayer saidthat AVs would still require the use of roads, with the same capacity issues. Mr. Tam said thatrail would be a high capacity trunk, and the opportunities for AVs would be to serve the trunksystem. The advent of AVs would therefore render rail more important than ever, instead ofreplacing it. Mr. Mayer said that the sustainable lab project would look into working with DTSand HDOT to see if increasing use of autonomous vehicles will make rail an attractivealternative.

Mr. Lee said that he wanted to ensure that HART was examining the impacts of AVs on the railsystem. Mr. Tam said that HART had asked its consultant to look at modifying the ridershipmodel to take AVs into account.

Mr. Zia asked about goals and metrics to measure the sustainability. Mr. Mayer said that he washopeful that the Request for Information (RFI) that was currently pending would result ininnovative ways to employ rail facilities to create profitable alternate energy solutions such asleasing rooftops for solar arrays or battery storage. Mr. Mayer said that the project was lookingat partnering with the private sector on the cost of infrastructure. He committed to a futureupdate to the Board once this had been accomplished. Mr. Mayer also said that implementationof metrics is expected to need at least six months to a year to measure the effectiveness. Mr. Ziasaid that receiving clear reports from the different teams and contractors would be useful indecision making.

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Mr. Frysztacki invited a member of the Office of Climate Change Sustainability and Resiliencyto offer his comments. Executive Director of the Office of Climate Change and Sustainabilityand Resiliency Josh Stanbro said that his new office provided an opportunity to advancesustainable infrastructure. Through its sustainability policy, HART would be advancing theCharter mandate to do so. Mr. Stanbro said that his office has the unique ability to tap pro bonopartnerships with private entities, and that the sustainability lab could provide that mechanism.

Ms. Shinn commented on the fact that the rail project had been underway for ten years, and wasonly now adopting a sustainability and resiliency policy. She thanked Mr. Robbins and everyoneinvolved for making it happen. She expressed a concern that the policy might be setting theproject up for failure. Mr. Mayer said that Mr. Robbins had established a goal of adhering toHART’s commitment to environmental compliance and adherence to mitigation plans veryseriously, and expressed his own comfort with the draft resolution.

Ms. Sokugawa reminded members that a previous sustainability effort did not get the attention itis getting now. She suggested alternative language for the third policy of the resolution to read“to improve the livability of our communities with a rail system that connects major activitynodes and resources.”

Board member John Henry Felix proposed that the Board establish a discrete committee toaddress sustainability issues rather than to re-craft this resolution at this time. He said that hethinks that the committee should take time to consider all the issues and come up with its charterand report back to the Board. He also proposed that item three be amended to provide for adetailed quarterly reports, as well as to amend item four to establish the sustainability committee.

Ms. Shinn said that the Board Rules Permitted Interaction Group (Group) intended to examineenvironmental issues vis a vis Transit-Oriented Development (TOD).

Mr. Kim agreed with the suggestion to establish a sustainability committee to follow through onthe resolution. He asked for a motion to adopt the resolution with minor corrections in language.

Mr. Zia moved to approve the resolution as written, subject to pending corrections that wouldevolve as time went by. He said that the Board could come back and suggest improvements tothe policy, and to being able to being able to establish a new Group.

Deputy Corporation Counsel Randall Ishikawa asked for clarification on the motion. Mr.Frysztacki moved to amend the Mr. Zia’s motion to adopt the resolution with amended languagefor the third bullet in the policy as suggested by Ms. Sokugawa. Mr. Lee seconded the motion.All in favor, Resolution 2018-3 was adopted.

Mr. Kim stated he would take agenda items out of order and move to item IX.

IX. Presentation on Rail Operations and Maintenance Development Plan

Mr. Frysztacki introduced Chris Clark of the Department of Transportation Services (DTS), whowould be presenting along with HART Director of Readiness and Activation (RA) Stuart Jackes.

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Mr. Jackes said that they would be presenting the transition between HART O&M and DTS.The presentation and associated documents are attached hereto as Attachment E.

Mr. Clark reported that over the last year DTS had taken significant steps to prepare for theO&M transition. He said that a representative from DTS is now attending the monthly FederalTransit Administration (FTA) oversight meetings. A Memorandum of Understanding (MOU)with HART had been executed to share office space which will facilitate working together. Hesaid DTS staff had started preparing an O&M transition plan and had requested that HARTprepare a roadmap with milestones. He also said that DTS had made a request for nine positionsin FY20 19. Mr. Clark said DTS had identified and begun tracking the functions that it would beassuming, and identifying the risks associated with those functions, as well as costs that need tobe budgeted for.

Mr. Jackes said that HART had been taking the lead on the transition with the ProjectManagement Oversight Contractor (PMOC), with DTS increasing its role as the project movesforward. HART had been assisting DTS with mobilization planning, including staffing plans.

Ms. Sokugawa left meeting at 10:19 a.m.

Mr. Clark said that 30 more positions would be needed in future fiscal years — mainly civilservice positions and some personal services contract positions. DTS would integrate railpositions into existing DTS staff, in conjunction with assistance from other City departments.DTS would also utilize HART’s institutional knowledge to build the project and attract theneeded skill sets.

Mr. Jackes said that current HART RA staff included his deputy Robert Ko, Keane Nishimoto infacilities, and David Winber in training. HART would continue to step back throughout thementoring process. He said that there would be ten HART positions in the RA division in thenext year to assist in transferring knowledge. To ensure this transfer, HART would be bringingon an engineer in 2020; at that time, a performance calculation will be conducted by a reviewboard, which will determine if the transit system is fully ready to be operational.

Mr. Clark said that on the DTS side, a request for a public information specialist and a ratecommission secretary was being made for the FY19 budget. He said that the O&Mresponsibilities would not be delegated to one division but will be integrated into the fourexisting divisions in DTS. He also pointed out that for consistency purposes, there will besomeone from DTS who remains as the go-to person for O&M as suggested by the FTA and thePMOC.

Ms. Shinn asked about funding for RA. HART Chief Financial Officer Robert Yu said that for• FTA purposes, the entire group of expenditures is considered allowable as capital expenditures,

but for Board approval it is placed under the operating budget.

Mr. Frysztacki added that DTS’s budgeting was consistent with HART’s Recovery Plan andFinancial Plan; the Recovery Plan contained O&M cost projections, and that the staffing amountwas under budget. Safety and security was budgeted for $2 million, and would probably be

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exceeded for a total amount of perhaps $4 million per year. He said that HART and DTS wererefining the numbers and to make ensure that O&M stayed within the budget.

Mr. Kim said that he would next take up item VIII.

VIII. HART Organizational Chart and Authorization of Positions

Mr. Robbins said that since he had come on board at HART, he had worked on HART’sorganization to ensure it could meet present and future challenges. He said that the goals are tobe more effective as an organization, to optimize what is being done on a daily basis, and to meetthe strategic objectives with a Strategic Plan. The HART organizational chart and authorizationof positions document is attached hereto as Attachment F.

Mr. Robbins said that Senior Advisor K. N. Murthy was at the top of the chart to help guide theproject with his expertise in construction management. He said that it was typical at other transitagencies to have multiple deputy directors responsible for various disciplines, and felt that it wasbeneficial for HART to follow this model. He intended to promote local talented persons whohave built up considerable transit experience with detailed knowledge of the project. Heintroduced these individuals as Nicole Chapman as Deputy Executive Director of Procurement,Contracts and Construction Claims, and Joyce Oliveira as Deputy Executive Director ofGovernment Relations. Mr. Robbins said that they will be joined by two seasoned transitprofessionals: Robert Good to lead Core Systems as Deputy Executive Director, and Charles“Sam” Carnaggio as Deputy Executive Director of Projects.

Mr. Robbins pointed out the organizational chart showed how the contract administration andclaims functions would interact with the design and construction group, which would help whenif there are problems in the field to deal with issues before they become change orders.Center portion of the project, which will need to step up in activity as work moved into thecongested urban core. Additional staff will be needed to inform residents and businesses aboutconstruction and related issues.

Mr. Robbins said the changes he was presenting today had a net reduction in terms of salariesand benefits of about $600,000, which would streamline the organization.

Mr. Felix asked where the savings took place. Director of Administrative Services PaulRomaine responded that the reduction in operating budget breaks down into $400,000 salaryreduction and $200,000 in benefits, from a decrease of 138 to 135 HART positions.

Mr. Yu said that the elimination of the sole deputy executive director position had been allocatedto the new positions created. He said that an assistant project manager position had also beeneliminated.

Mr. Felix asked Mr. Robbins who would be in charge in his absence. Mr. Robbins said that theprimary deputy who would have signing authority would be Deputy Director for Procurementand Claims Nicole Chapman.

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Ms. Shinn asked if there would be an increase in the capital budget due to these changes. Mr. Yusaid that the changes would not affect the capital or operating budget, as two of Mr. Goode andMr. Carnaggio were HDR employees and were already in the capital budget. Ms. Shinn askedwhat this meant regarding HDR positions. Mr. Romaine said that while he was always lookingfor ways to reduce positions under that contract, it was difficult with the level of expertise thatHDR employees offered. Mr. Yu cited the example of the Director for Core Systems position,which had taken eight months to fill; the position had been formerly filled by an HDR person,and was replaced by an HDR person. Mr. Robbins added that a recently vacated HDR managerposition in procurement would be filled by a City employee.

Mr. Kim said that the Board would need to vote on the matter pursuant to Charter Amendment 4.He called for a motion to enter into executive session pursuant to Hawaii Revised StatutesSession 92-4 and Subsection 92-5(a)(2) (4) to consider the hire, evaluation, dismissal, ordiscipline of an office or employee or of charges brought against the officer or employee, whereconsideration of matters affecting privacy will be involved, and Subsection 92-5(a)(4) to consultwith its attorneys on questions and issues on a matter pertaining to the Board’s powers, duties,privileges, immunities and liabilities. Mr. Felix moved to enter into executive session. Mr. Ziaseconded the motion. All in favor, the Board entered into executive session at 11:01 p.m.

Wesley Machida left meeting at 11:37 p.m.

Kamani Kuala’au left meeting at 12:03 p.m.

Mr. Kim reconvened the public meeting at 12:04 p.m.

X. Financial Update

Mr. Yu reported that there was very little change in terms of projection from the Januaryfinancial report. He reported that HART had attended the Council on Revenues quarterlymeeting a couple of days prior, and that the discussion there was consistent with collections inthe first couple of quarters of the fiscal year. He said the general excise tax revenues hadincreased by 10%, and based on the discussion, it is expected that the revenue will be above theforecast in the third and fourth quarter for FY20 18. Financial update documents are attachedhereto as Attachment G.

Mr. Lee shared that with the pending re-organization of the City Council, he thought it wasimportant for HART to inform Council members of the importance of bonding, and having theCity commit to a dedicated source of funding in obtaining FTA approval of the Recovery Plan.Mr. Yu agreed.

Mr. Nohara requested a 12-month look ahead projection in the financial update. Mr. Yu said thatcould be provided.

Barbara Armentrout provided testimony regarding the status of Section 5309 funds. Mr.Carnaggio said that rail must be in revenue operations for two years before Section 5307 funds

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are available, and that Section 5309 funds are construction funds which would be received as theproject went along.

XI. Construction and Traffic Report

Director of Design and Construction Frank Kosich presented the monthly project update,attached hereto as Attachment H. He said that the West Oahu Farrington Highway Guidewaywould be completed the following Monday, and the Kamehameha Highway Guideway would befinished in April.

Mr. Kosich said that at West Loch the railings are starting to be placed in, and that work at theWaipahu Transit Center was continuing. He said that the last of the concrete had been placed atLeeward Community College, and that portion of the project was moving along. He also said atthe Peariridge Station 42 drill shafts had been completed. He said that Aloha Stadium wasdelayed due to rain.

Mr. Kosich said that the final acceptance for the Maintenance and Storage Facility is in progress.Core systems was focusing on the completion of the yard and getting it up and functioning.

XII. February Monthly Progress Report

Mr. Carnaggio presented the February Monthly Progress Report, which is attached hereto asAttachment I.

Mr. Nohara requested a future discussion of the Construction Engineering and Inspection Westcontract, for which Mr. Robbins had reported the burn rate was more than the amount of thecontract. Mr. Carnaggio said that the contract runs through January of 2019, and that at thecurrent burn rate, the contract would expire in June of 2018.

Mr. Nohara noted that the burn rates for contracts MM902, MM915 and MM946 were greaterthan the budgeted amount. Mr. Carnaggio said that he was reviewing all contracts and projectingcosts to confirm the correct amount. He said that if HART proceeds with P3, there would beopportunities for substantial savings on consultant contracts. Mr. Carnaggio said that therewould be some adjustments made to next month’s report with the addition of consultantcontracts. Mr. Nohara said that this would be a great help in identifying where the tight costareas are, especially in the large accounts.

Mr. Carnaggio said that weekly overview meetings would be conducted for team managers whoare responsible for contractors, who would be held accountable for cost and schedule trends asthe project goes forward. With this knowledge in hand, HART staff will be able to give theBoard notice of the consultants who must give a 75% completed contract indication. Mr. Noharasaid that he was looking at a more efficient way of informing the Board with enough advancewarning. Mr. Carnaggio said that in some circumstances it is beyond control of the consultants,but in most cases HART can make them work within the budget.

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XIII. January Project Management Oversight Contractor Report

Mr. Carnaggio presented the January Project Management Oversight Contractor Report, which isattached hereto as Attachment J.

Referring to page 15 of the report, Mr. Frysztacki asked about HART’s efforts to preserve theunallocated contingency, in light of the $44 million in administrative costs that was beingrequested by HART. He asked if it was possible to preserve the unallocated contingency so itmatches or is above what amount is expected from the City. Mr. Robbins said the issue lay inAct 1 prohibiting General Excise Tax surcharge and Transit Accommodations Tax revenuesfrom being used for HART administrative costs; the requested $44 million would probably notbe tied to contingency, which is a capital cost. Mr. Frysztacki said the $44 million was tied tobond monies. Mr. Robbins said that his approval was required to access unallocated monies, hesaid that HART would do a better job at identifying risks going forward, and that he expected theunallocated contingency amount to increase as risk management program efforts moved forward.Mr. Frysztacki asked whether unallocated contingencies stayed with the project. Mr. Robbinsreplied that they generally stay with the project when the contract closed. Mr. Carnaggio gavethe example that in the previous month, $3 million was placed back into the unallocatedcontingency fund when an Airport section contract was closed.

XIV. Executive Director and CEO’s Report

Mr. Robbins reported that the FTA and its oversight management consultants visited in the latterpart of February. HART had received comments that there had been an enormous change in themanagement of the project, and credited the risk management program for this positive feedback.The current schedule for the Recovery Plan would be sent to the FTA, and a draft report andapproval of the Recovery Plan was expected at the end of June.

Mr. Robbins reported that Ernst & Young would be presenting its final report on P3 at the end ofthe month.

Mr. Robbins also reported that the Rail Operations Center would be energized by the end of themonth. HART was planning to do outreach to the surrounding schools to promote safety.

Mr. Robbins said continued outreach and public presentations were conducted with the HarvardClub, Oahu Community College, and the University of Hawaii Emeritus Leadership group. Hesaid that HART also participated in the National Kidney Foundation gathering in Chinatown.

VIII. HART Organizational Chart and Authorization of Positions (cont’d.)

Mr. Kim called for a short recess for the purpose of allowing staff to discuss item VIII.

Mr. Kim resumed the public meeting.

Mr. Robbins said that he was requesting that the Board approve the new positions reflected in theorganizational chart, as well as the abolishment of some old positions. Mr. Romaine said that the

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number of City employees went from 138 positions to 135. Additional positions were twodeputy executive directors, and a position in transition planning analysis. Positions that wererepurposed former project manager positions include a rail systems asset manager and deputyarea manager for the west side, closeout manager for guideways, program production manager,assistant area manager for the east side, program manager east side, and traffic engineer (formerHDR position). A new deputy director for contract administration position was being added as aCity position that was formerly an HDR position. Additional positions were two infonnationspecialists, a senior advisor, and a senior clerk typist. The director of procurement and directorof government relations positions were being abolished, along with an architect position, sevenproject managers (repurposed), the deputy director of right of way/legal affairs, contractmanagement assistant, deputy executive director, planner and core systems assistant deputy.Some of the positions were repurposed with other titles, and some were eliminated.

Mr. Kim called for a motion to approve the new and abolished positions. Mr. Frysztacki movedto approve. Mr. Lee seconded the motion. All in favor, the motion carried.

XV. Adjournment

Mr. Kim adjourned the meeting at 12:44 p.m.

Respectfully Submitted,

‘Cindy MatsushitaBoard Executive Officer

Approved:

Damien T.K. Kim

AP 2018

Date

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ATTACHMENT A

HONOLULU AUTHORITY r, RAPID TRANSPORTATION Andrew S. RobbinsEXECUTIVE DIRECTOR AND CEO

DECLARATION OF GIFT

Gift Under the Policy? LI Yes LI No (recordkeeping only)

Name of Donor/Organization: Move Oahu Forward

P0 Box 1329

Donor/Organization Address Honolulu, HI 96807

Donor/Organization Telephone 808-292-9234 jennifer Sabas’ cell

STATEMENT OF OWNERSHIP AND/OR TERMS OF CONVEYANCE

I own the item described below and desire to give the property to the Honolulu Authority for RapidTransportation. To carry out my purpose, I do hereby absolutely and without condition or reservatigive, grant, and convey the property to the Honolulu Authority for Rapid Transportation.

DESCRIPTION AND PURPOSE OF GIFT VALUE

(ornpkte ,mdaccj,ra/r ihi.crn/fio,: o/rjjt i,,aWa,7. Em/ace apholo ;/arai/ab//. /Idual (‘i/arai/ah/e ur ed/ma/ed

Move Oahu Forward paid for the breakfasts for the HART P3 industry Day on $1495.55Feb. 13, 2018. (125 meals @ $9.75 plus tax and fees)

Q/)Signamj Date:

—--——‘ February 7, 2018

Print name: Title:Jennifer Sabas Executive Director

ATTACHMENT B

Honolulu Authority for Rapid TransportationSTAFF SUMMARY

TITLE: CT-HRT-1200116, West Oahu Station Group (WOSG) Final Design CT-HRT-1400012, Farrington Highway Station Group Final Design CT-HRT-1200111, Kamehameha Highway Station Group Final Design Design Services During Construction – Additional Value

STAFF CONTACT:

In-Tae Lee, Deputy Director – Design & Engineering

DATE:

March 5, 2018

Type: Goal Focus Area Reference Notes

Action/Approval Project Delivery Livability/Land Use

Information Service Delivery Partnerships

Follow-up Resource Stewardship Agency Admin.

1. Purpose:

To seek Board approval for DSDC budget increases as follows: WOSG $2.20M, FHSG2 $1.33M, and KHSG $2.15M.

2. Background/Justification

HART staff agreeed that the current budgets are insufficient to meet the service requirements. The initial contract values allocated by HART were intended as placeholders, not intended to be the full value required to perform the services. Services rendered to date allow a reasonable estimate for the probable full value based upon past effort level. HART scrutinizes associated Time and Materials Payment Requests to insure reasonableness and requires adjustments as appropriate. Use of historical billing data is the basis of the estimate rather than a quanitification of the scope of work as this is believed to be more accurate. The extent of submittal review, field inspections, coordination meetings, and responses to Requests for Information (RFI) is dependent on the contractors and their means and methods.

3. Board Authority

HART Board is required to approve all Change Order/Contract Amendment over $1M. The total amount of each amendment will be greater than $1M.

4. Procurement Background

These amendments have been processed in accordance with Contract terms and Change Management Procedures.

5. Financial/Budget Impact

These amendments will increase their respective Contract Sums. Their funding has been budgeted and does not require additional contingency.

6. Policy Impact

Not Applicable

7. Public Involvement

Not Applicable

8. Alternatives

A. Incrementally increase the available funding via multiple amendments B. Do not increase funding C. Fund a different value.

9. Exhibits

Powerpoint Presentation

West Side Stations Group Final Design Design Services During Construction (DSDC)

Budget Increases March 15, 2018

GOAL

Seeking HART Board approval to fund continued Final Design Contractor’s Design Services During Construction contract to completion.

West Oahu Station Group (WOSG) – AECOM – $2.20 M

Farrington Highway Station Group 2 (FHSG2) – AECOM – $1.33 M

Kamehameha Highway Station Group (KHSG) – AVA – $2.15 M

*TOTAL $5.68 M

*Total is included in current $8.16 B project budget.

DSDC Background – 9 Stations Scope of services include construction submittal reviews, response to

Requests for Information (RFI), construction meeting participation, on-site observations, as needed additional design services, as-built and record drawings.

In 2011 the initial DSDC budgets were dictated by HART. They were placeholders and presumed future negotiations to arrive at full values.

Supplemental DSDC budget funds, approved by the CEO and Project Director, were issued via Contract Amendments to address Contractor incurred cost deficits.

Data as of October 14, 2016

The contracts required notification when 75% budget expenditures

were reached. The Contractors complied.

Services are provided on a Time and Materials basis. Current

budgets have been exceeded.

Contract Summary

Contract Current DSDC Budget

($1,000s) Additional DSDC Funds

Requested ($1,000s) Forecast DSDC Costs

($1,000s)

Revised Contract Sum - Including these

Amendments ($1,000s)

WOSG - AECOM $1.68 $2.20 $3.88 $13.39

FHSG2 - AECOM $2.37 $1.33 $3.70 $8.07

KSHG – Anil Verma $1.32 $2.15 $3.47 $12.85

Totals $5.37 $5.68 $11.05 $34.31

• Currently the DSDC budgets have been exceeded as follows:

• Keeps Contracts Moving: Amendments will prevent stoppage in DSDC;

allows support to ongoing construction.

WOSG FHSG2 KHSG

($845K) N/A ($845K)

Questions

ATTACHMENT C

IN REPLY REFER TO:

CMS-FGDB450-00001

HONOLULU AUTHORITY for RAPID TRANSPORTATION

Andrew S. Robbins EXECUTIVE DIRECTOR AND CEO

March 8, 2018

MEMORANDUM

TO: HART Board of Directors

THROUGH: Andrew S. Robbins Executive Director EO

re

K and Constr ion

John Dore Ea Area Co %ruction Manager

SUBJECT: Request! r Change Order Approval ShimmiA/Traylor/Grantie JV (STG JV) - Airport Guideway and Stations DB Contract Contra/et Change Order (CCO) No. 00004: HECO Priced Option #2 Changes Coact No. CT-HRT-1600385

Overview This Contract Change Order (CCO), in the credit amount of ($5,706,950.40), is for descoping the Underground Option "2" from the STG JV Contract and eliminating the need to underground approximately 4,100 linear feet of Ductbank and associated infrastructure improvements.

There is not an impact to the contract schedule as a result of this change.

Justification HART, in working with Hawaiian Electric Company (HECO), has been able to receive a variance for the 138KV and 46KV overhead clearance issues. This allows HART to descope PI.1.11.2 PRICED OPTION 2 from the STG JV Contract and eliminate the need to underground approximately 4,100 linear feet of Ductbank and associated infrastructure improvements.

Recommendation HART Staff recommends that the Board approve this Construction Change Order in the amount of ($5,706,950.40) from STG JV for a reduced Scope of Work due to the deletion of PI.1.11.2 PRICED OPTION 2.

Fiscal Impact This ($5,706,950.40) change will be allocated to the Contract's contingency.

CITY AND COUNTY OF HONOLULU, A;i: Place, Suite 1700, 1099 Alakea Street. Honolulu, Hawaii 96813 Pilone: (808)7686159 Fax: (8081768-5110 www.honolulutransit.o'g

FROM: Charles S. Car Project Dir

Fran 's ecto

Krishniah N. Murthy SENIOR ADVISOR

BOARD OF DIRECTORS

Damien T.K. Kim CHAIR

Terrence M. Lee VICE CHAIR

Jade Butay John Henry Felix

Wes Frysztacki Terri Fujii

Kamani Kuala'au Wesley K. Machida

Tobias Martyn Glenn M. Nohara

Ember Shinn Kathy Sokugawa Kalbert K. Young

Hoyt H. Zia

Honolulu Authority for Rapid Transportation

STAFF SUMMARY

TITLE: CT-HRT-1600385, Airport Guideway and Stations DB; Construction Change Order No. 00004 – HECO Priced Option #2 Changes

STAFF CONTACT:

John Moore, Area Manager East

DATE:

March 15, 2018





1. Purpose:

To seek Board approval for Construction Change Order (CCO) No. 00004 for [HECO Priced Option #2 Changes].

CCO No. 00004 is a change order with a credit to HART in the amount of [$5,706,950.40].


As a result of obtaining a variance for the 138kV and 46KV overhead clearance issues, HART is able to delete P1.1.11.2 Priced Option 2 - Relocate HECO 138kV and 46kV Aerial Transmission Lines Underground – from the STG JV Contract and eliminate the need to underground approximately 4,100 linear feet of Ductbank and associated underground infrastructure improvements.

3. Board Authority

HART Board is required to approve all Change Order/Contract Amendment over an absolute value of $1M. The absolute value of this total amount of this VECP exceeds $1M.


CCO No. 00004 has been processed in accordance with Contract terms and Construction Change Order Procedures.


CCO No. 00004 is a credit to HART. The credit will be applied to contract allocated contingency.

6. Policy Impact

Not Applicable


Not Applicable

8. Alternatives

Not Applicable

9. Exhibits

PowerPoint Presentation

Airport Guideway and Stations DB Contract: CT-HRT-1600385

HECO Priced Option #2 Changes

Basis For Change Order

HECO, working with HART, has determined that reframing the existing kV overhead lines is necessary and thereby granted a variance to remain overhead.

This eliminates the need to underground approximately 4,100 linear feet of ductbank.

The overhead reframing will be performed under a separate HART Contract

This is the basis for cancelling Option 2 of the STG contract.

Data as of October 14, 2016

AGS Contract Sum Prior to the CCO $875,112,845.61

Proposed Contract Change Order (CCO)* ($5,706,950.40)

AGS Contract Sum Including this CCO $869,405,895.21

CCO No. 00004 is a Bilateral Change Order with a credit to HART in the amount of ($5,706,950.40).

Cost Overview

* Proposed change order amount is derived from the AGS bid schedule amount less design effort costs expended by STG

prior to reaching a solution with HECO to reframe the existing overhead.

Questions

ATTACHMENT D


RESOLUTION NO. 2018-3

RELATING TO THE SUSTAINABILITY AND RESILIENCY POLICY

OF THE HONOLULU AUTHORITY FOR RAPID TRANSPORTION

WHEREAS, the Honolulu Authority for Rapid Transportation (HART) has been

established pursuant to Article XVII of the Revised Charter of the City and County of

Honolulu 1973, as amended (Charter); and

WHEREAS, Section 17-104 of the Charter empowers the HART Board of Directors

(Board) to determine the policies for the development of the fixed guideway system; and

WHEREAS, Section 2-102 of the Charter establishes that all city powers shall be used

to serve and advance the general welfare, safety and aspirations of its inhabitants in a

sustainable manner and promote stewardship of natural resources for present and

future generations; and

WHEREAS, Section 6-107 of the Charter establishes that the Office of Climate Change,

Sustainability and Resiliency shall develop or coordinate city policies and programs that

will improve environmental performance of city operations, advance environmental

priorities, and integrate sustainable and environmental values into city plans, programs

and policies; and

WHEREAS, Section 6-1703 of the Charter establishes that the Department of

Transportation Services shall operate and maintain the city’s multimodal transportation

system; and

WHEREAS, the HART Board of Directors desires to formalize and strengthen HART’s

environmental commitment and demonstrate its responsibility to the community through

a more comprehensive approach for incorporating sustainability and resiliency

throughout the agency; and now therefore

NOW THEREFORE, BE IT RESOLVED by the Board of Directors of HART as follows:

1. The HART Board of Directors hereby adopts a Sustainability and Resiliency

Policy to establish environmental stewardship, sustainability, and resiliency as

key factors in the strategies, plans, decisions, and business practices of HART,

as described in Exhibit A. The HART Board of Directors authorizes the

Executive Director and Chief Executive Officer to make minor revisions to the

policy that do not substantially alter the fundamental commitments contained in

the Policy; and

2. The HART Board of Directors hereby directs the Executive Director and Chief

Executive Officer to take all reasonable and appropriate steps to incorporate

sustainability and resiliency into the planning, design and construction of the

fixed guideway system in coordination with the Department of Transportation

Services and consultation with the Office of Climate Change, Sustainability and

Resiliency; and

3. Periodic reports will be provided to the HART Board of Directors on progress

towards implementing this policy.

4. This Resolution shall take effect immediately upon its adoption.

ADOPTED BY the Board of the Honolulu Authority for Rapid Transportation on

___________________.

__________________________________

Board Chair

ATTEST:

_____________________________

Board Executive Officer

Exhibit A – HART Sustainability and Resiliency Policy

The Honolulu Authority for Rapid Transportation (HART) is committed to developing a

sustainable and resilient rapid transit system that meets the mobility needs of present

and future generations while fostering the environmental, economic and social well-

being of residents and visitors on the island of Oahu.

Recognizing its responsibility as the agency building the largest public works project in

the history of the State of Hawaii, HART is committed to leadership in sustainable

mobility by working towards the following goals:

Excel in regulatory compliance: Meet or exceed compliance with all

environmental laws, regulations, and mitigation commitments.

Safeguard rail investment through sustainability: Provide the best value to the

community by developing the most sustainable and resilient rail transit system

possible within our means.

Deliver the centerpiece of our sustainable mobility future: Integrate our transit

project into livable communities and connect our natural, human, and cultural

resources.

HART is also committed to integrating and advancing the values of environmental

stewardship, sustainable mobility, and resiliency as an organization, employer and

member of the community.


STAFF SUMMARY

TITLE:

Relating to the Sustainability and Resiliency Policy of the Honolulu

Authority for Rapid Transportation

STAFF CONTACT:

Ryan Tam

DATE:

3/8/18


Follow-up and update to board

presentation in November 2015;

incorporates 2016 amendments to the

Honolulu City Charter.




1. Purpose:

Purpose is to establish a formal policy which places sustainability and resiliency as key factors in HART

strategies, plans, decisions, and actions.


HART does not have formal policies related to sustainability and resiliency. A formal policy would link efforts

throughout HART under a single program and would also align HART with sustainability and resiliency efforts

by other City agencies.

3. Board Authority

Policy is consistent with Sections 2-102 and 17-104 of the Honolulu City Charter, which directs that city powers

be used in a sustainable manner and empowers the HART Board of Directors to determine the policies for the

development of the fixed guideway system.


Not applicable.


None. Intent is to incorporate sustainability considerations into future design and construction contracts and

support operational considerations by other agencies.

6. Policy Impact

Policy would align HART with the Office of Climate Change, Sustainability, and Resiliency and also the

Department of Transportation Services.


Policy statement on sustainability and resiliency would enhance educational communications and messaging

about project benefits.

8. Alternatives

Staff could continue to function without a sustainability and resiliency policy mandate, but with limited efficacy

based on executive leadership support.

9. Exhibits

See attached powerpoint presentation.

1

Sustainability and Resiliency

Policy

History of Sustainability at HART

• Sustainability provisions in construction

contracts

• American Public Transit Association

(APTA) Commitment (2014)

• Sustainability board briefing (2015)

• City Charter Amendments (2016)

• Chicago Climate Charter (2017)

• Ongoing coordination and

project implementation

2

Honolulu City Charter §2-102:

All city powers shall be used in a sustainable

manner and promote stewardship of natural

resources for present and future generations.

Sustainability Policy Intent

• Formally express agency commitment to sustainability and resiliency

– Acknowledges obligations under the City Charter

– Reinforces existing commitments from the Record of Decision and

Section 106 Programmatic Agreement

• Provides explicit policy direction

– Link efforts in construction, core systems, and planning under a single

program

– Aligns HART with operational line agencies, including:

• Department of Transportation Services

• Office of Climate Change, Sustainability, and Resiliency

• Other community partners

3

Peer Benchmarks 4

Seattle

• Adopted environmental

policy in 2004

• Established

Sustainability Initiative

in 2007

• Leadership in Energy

and Environmental

Design certification for

Angle Lake Station

Washington DC Philadelphia Los Angeles

• Sustainability linked into

strategic plan

• Energy recovery

systems since 2012

• Goal to reduce

greenhouse emissions

by 20% by 2020

• Climate adaptation plan

• Energy and Sustainability

Policy for controlling

energy consumption and

embracing energy

efficiency since 2007

• Green construction policy

saves over $400,000 in

social costs each year

(air quality)

SEPTA

• Goal of 30% of

electricity from

renewable resources by

2025 (25% on-site)

• Sustainability Lab used

to innovate and pilot

high-return initiatives;

already saving $1.2M

over 5 years

Sustainability Practices

• Best practices – construction sustainability

– Waste management

– Water resource protection

– Tree relocation

• Design for sustainable transportation future

– Renewable energy and electric vehicle

integration

– Connectivity for pedestrians, cyclists,

and transit riders

• Partner and innovate

– Energy and sustainability community

– Educational partnerships

5

Neal S. Blaisdell Park

Sustainability and Resiliency Policy (Draft)

The Honolulu Authority for

Rapid Transportation (HART)

is committed to developing a

sustainable and resilient rapid

transit system that meets the

mobility needs of present and future

generations while fostering the

environmental, economic and social

well-being of residents and visitors

on the island of Oahu.

6

Draft Policy Goals

Recognizing its responsibility as the agency building the largest public works project

in the history of the State of Hawaii, HART is committed to leadership in sustainable

mobility by working towards the following goals:

Excel in Environmental

Compliance

Safeguard rail investment

through sustainability

Deliver the centerpiece of

our sustainable mobility

future

Meet or exceed compliance with

all environmental laws,

regulations, and mitigation

commitments.

Provide the best value to the

community by developing the

most sustainable and resilient rail

transit system possible within our

means.

Integrate our transit project into

livable communities and connect

our natural, human, and cultural

resources.

7

8

Excel in

Environmental

Compliance Safeguard rail

investment through

sustainability

Deliver the centerpiece

of our sustainable

mobility future

Staff Actions

Draft Policy (cont’d)

HART is also committed to integrating and advancing the values of

environmental stewardship, sustainable mobility, and resiliency as an

organization, employer and member of the community.

9

Implementation Systems and Processes

Board

Resolution

Operationalize

sustainability

initiatives

Monitor, report,

and track

sustainability

progress

Formal

guidance and

statement of

commitment

Environmental

Management

System

Sustainable

Mobility Lab

10

Tools: Environmental Management System

An EMS is a set of processes and practices that enable organizations to reduce

their environmental impacts and increase operating efficiency.

• Formal recognition of environmental aspects, raise employee awareness, and

demonstrate commitment

• Typically based on International Standards Organization (ISO)14001

standards - “Plan, Do, Check, Act”

• HART already implements most elements of an EMS via the Quality

Management Plan, but lacks a formal environmental policy statement

11

Tools: Sustainable Mobility Lab

• Interdisciplinary teams would use workshops

processes to develop/prototype solutions for

addressing sustainability and resiliency challenges

• Create physical spaces to promote collaboration and

information exchange which are enabled by

visualization resources and project tracking resources

• Example: Renewable Energy and Energy Efficiency

Technologies and Strategies Request for Information

(RFI-HRT-1800689)

– Solicit industry feedback in different areas:

Energy Production, Energy Storage/Distribution, Energy

Efficiency, and Resilience

– May be used in a future solicitation for implementation

12

Conclusion

• A sustainable mobility

policy is consistent with our

existing agency obligations

and mission.

• Leadership on sustainability

and demonstration of the

long term taxpayer and

community benefits

represent a significant

opportunity for HART.

13

14

Mahalo!

Construction Sustainability Action Plans

Storm Water Pollution Prevention Programs

Transit-Oriented and Joint Development

Interpretiveand Educational Programs(Section 106)

Equitable access to housing and transportation

Renewable Energyand Energy Efficiency

Programs

Street Tree Mitigation

Station multimodal connectivity projects

Environmental/ sustainability training

Focus on operational sustainability

Leadership in Energy and Environmental Design Certification

Environmental Management System

Sustainable Mobility Lab

Excel in Environmental ComplianceMeet or exceed compliance with all environmental laws, regulations, and mitigation commitments

Safeguard rail investment through sustainabilityProvide the best value to the community by developing the most sustainable and resilient rail transit system possible within our means.

Deliver the centerpiece of our sustainable mobility futureIntegrate our transit project into livable communities and connect our natural, human, and cultural resources.

3/9/18 Rev 6c

Sustainability/Resiliency Program (Draft)

ATTACHMENT E

City and County of Honolulu

Honolulu Authority for Rapid Transportationand

Department of Transportation Services

RailOperations and Maintenance

Development Plan(As of 3-8-18)

1


Honolulu Authority for Rapid Transportation and Department of Transportation Services

Rail Operations and Maintenance Development Plan(As of 3-8-18)

• The purpose of this presentation is to

• Ensure a seamless transition between HART planning,development, design, and construction and DTSoperations and maintenance

• Highlight the overlap of Design-Build (DB) and Operationsand Maintenance (OM) phases

• Summarize ongoing HART and DTS working relationships

• Outline HART to DTS knowledge transfer steps

• Present proposed HART & DTS transitional organizationalcharts

2




• 2017 HART-DTS Rail O&M status

• On November 2, 2016, Charter Amendment 4 to theRevised Charter of the City and County of Honolulu 1973(2000 edition) was approved, and as amended, placedoperation and maintenance responsibilities for rail withthe Department of Transportation Services (DTS).

3




• 2017 HART Rail O&M preparation steps taken:• HART recognizes that the knowledge transfer process

should begin at least 18 months prior to revenue service(including interim service).

• HART started sharing Project and O&M developmentdocuments through the HART Contract ManagementSystem (CMS) and HART Sharepoint system.

• HART developed a draft document sharing and reviewprocedure.

• HART worked with Department of Information Technologyto verify that DTS has access to the HART systems.

• HART initiated monthly executive meetings and weeklyworking level meetings with DTS

4




• 2017 DTS Rail O&M preparation steps taken:

• DTS staff attended HART BOD, PMOC meetings.

• DTS worked with HART to execute office space MOU.

• DTS started preparing an O&M Transition Plan.

• DTS made special request for added staff positions,commencing with 10 positions in FY2019.

• DTS has been identifying future rail O&M functions and risks.

• DTS and HART are drafting rail O&M position descriptions.

• Mayor’s FY19 budget will be sent to Council in March.

• DTS identifying revenue enhancements.

5




• 2018-2019 HART-DTS Rail O&M Transition• HART has been the lead with the PMOC, DTS will increase

participation and responsiveness.

• HART has been responsible for contract management, DTS willincrease participation as staff are approved by the CityAdministration and the City Council.

• Fare system contract

• Core system contract

• Escalator and elevator contract

• HART has been assisting DTS with mobilization planning, DTS willincrease participation as staff are approved by the CityAdministration and the City Council.

• Safety and Security – Honolulu Police Department and/or contract

• Utility – state Public Utility Commission coordination

6




• The 2018-2019 HART-DTS Rail O&M staffing status• Develop DTS and City rail capability

• Requesting 10 new positions in FY19, creating position descriptions

• Will request approximately 30 more positions in future fiscal years

• Civil service with limited use of PSCs

• Integrate rail into existing DTS Divisions and existing staff

• NTD, grants management, multi-modal coordination, parking

• Identify roles of other City departments

• HPD, DFM, DHR, BFS, DIT, CSD, etc.

• Fully utilize HART institutional knowledge and capability

• Transition existing staff into mobilization group

• Add senior staff as appropriate7



Readiness and Activation Phase(As of 3-8-18)

• Note: P3 alternative could alter this organizational structure and DTS requirements

HDOTState Safety Oversight HART

Core Systems ContractorFare Systems

Contractor

Elevator andEscalator

DBOM

DTS

Design-Build Operate-Maintain (DBOM) Contractors

8

DBOMDBOM



Mobilization PhaseOverlap of DB and OM

(As of 3-8-18)


HDOTState Safety Oversight

HARTDTS

Core Systems ContractorFare Systems

Contractor


DBOM


9

DBOMDBOM



Revenue Service Phase(As of 3-8-18)


HDOTState Safety Oversight DTS

Core Systems Contractor Fare SystemsContractor


HART

10

DBOMDBOMDBOM





0

5

10

15

20

25

30

35

40

45

2018 2019 2020 2021 2022 2023 2024 2025

HART FTE

DTS

11(fiscal year)



Readiness and Activation Staffing Plan(As of 3-8-18)

• Current HARTStaff: 5 FTEs

• 2 HDR

• 3 PSCs

• Projected: 10 FTE• Add 5 PSCs

• Identifyingautomated transitsystem consultant

12



Readiness and Activation Staffing Plan(As of 3-8-18)

2019(fiscal)

2020(fiscal)

13

City and County of HonoluluDepartment of Transportation Services

INTEGRATION OF RAIL INTOEXISTING DTS DIVISIONS

(As of 3-8-18)

TRAFFIC ENGINEERINGDIVISION

(CHART II)

TRANSPORTATION PLANNING& MANAGEMENT DIVISION

(CHART IV)

DIRECTOR

FY20 TR-901 Assistant Director

ADMINISTRATIVE SERVICES OFFICE

(CHART 1-A)

TRAFFIC SIGNALS &TECHNOLOGY DIVISION

(CHART III)

PUBLIC TRANSITOPERATIONS DIVISION

(CHART V)

DEPUTY DIRECTOR

FY19 TR-362 Public Information SpecialistFY19 TR-930 Rate Com Secretary IVFY21 TR-139 Civil Engineer VII

(CHART 1-A)

CHART I

NOTE: Bolded organizational boxes, words and positions are new 14

ATTACHMENT F

ATTACHMENT G

Updated: 3/7/18 3:10pm

Rail Project Projected Budgeted Rail Project

Rev & Exp Total Jul-2017 Aug-2017 Sep-2017 Oct-2017 Nov-2017 Dec-2017 Jan-2018 Feb-2018 Mar-2018 Apr-2018 May-2018 Jun-2018 Rev & Exp Total Rev & Exp Total Rev & Exp Total

from FY 07-17 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL Projected Projected Projected Projected for FY 18 for FY 18 Variance Variance % from FY 07-18

P R O J E C T F U N D I N G S O U R C E S :

G.E.T. Surcharge 1,924,795,219 53,472,882 0 0 68,810,322 0 0 72,018,704 0 0 0 65,940,057 0 260,241,965 244,014,395 16,227,570 6.7% 2,185,037,184

Transient Accomodations Tax 0 0 0 0 0 0 0 0 0 0 0 14,668,248 0 14,668,248 0 14,668,248 100.0% 14,668,248

Federal Grant 785,203,010 21,055,724 0 0 0 0 0 0 0 0 0 0 0 21,055,724 21,064,000 (8,276) (0.0%) 806,258,734

Interest Income 9,695,410 31,176 21,609 23,872 75,381 73,649 141,396 130,954 111,644 63,000 27,000 122,000 53,500 875,182 0 875,182 0.0% 10,570,592

All Other 2,608,971 10,825 11,825 10,825 10,826 0 21,651 10,826 17,501 11,000 11,000 11,000 11,000 138,279 0 138,279 100.0% 2,747,250

Subtotal Project Funding Sources 2,722,302,610 74,570,607 33,434 34,697 68,896,529 73,649 163,047 72,160,484 129,145 74,000 38,000 80,741,305 64,500 296,979,397 265,078,395 31,901,002 12.0% 3,019,282,007

D E B T P R O C E E D S :

TECP (max $350 m) 130,000,000 20,000,000 0 0 0 0 0 0 0 0 0 100,000,000 0 120,000,000 240,000,000 (120,000,000) (50.0%) 250,000,000

Variable Bonds 0 0 0 350,000,000 0 0 0 0 0 0 0 0 0 350,000,000 350,000,000 0 0.0% 350,000,000

Fixed Rate Bonds 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

Less: Issuance Costs & Fees (3,172,913) 0 0 (1,616,607) 0 0 (367,577) (12,000) (13,000) 0 (365,000) 0 (365,000) (2,739,184) (2,860,000) 120,816 (4.2%) (5,912,097)

Subtotal Debt Proceeds 126,827,087 20,000,000 0 348,383,393 0 0 (367,577) (12,000) (13,000) 0 (365,000) 100,000,000 (365,000) 467,260,816 587,140,000 (119,879,184) (20.4%) 594,087,903

TOTAL PROJECT SOURCES 2,849,129,697 94,570,607 33,434 348,418,090 68,896,529 73,649 (204,531) 72,148,484 116,145 74,000 (327,000) 180,741,305 (300,500) 764,240,212 852,218,395 (87,978,183) (10.3%) 3,613,369,909

P R O J E C T U S E S :

Construction

Guideways & Stations 1,358,716,770 29,917,412 45,404,126 40,442,657 18,135,413 13,778,018 23,599,271 39,798,197 37,731,073 33,285,362 34,052,050 33,680,768 33,289,047 383,113,392 431,087,489 47,974,097 11.1% 1,741,830,163

DB-120 West Oahu/Farrington Hwy Guideway 656,811,615 4,530,694 0 411,011 165,775 115,183 17,220 0 12,523 0 908,653 811,297 1,006,008 7,978,363 31,526,279 23,547,916 74.7% 664,789,978

DB-320 Kamehameha Hwy Guideway 342,930,887 0 15,916,413 15,634,959 0 5,436,872 4,362,530 500,000 456,751 0 5,156,889 2,709,552 2,622,147 52,796,113 84,531,421 31,735,308 37.5% 395,727,000

DB-450 Airport Section Guideway & Stations 66,454,316 10,042,676 20,000,000 17,462,306 10,011,088 0 0 37,575,856 18,902,481 19,000,000 10,073,276 11,252,360 10,398,220 164,718,264 106,307,362 (58,410,902) (54.9%) 231,172,580

DB-550 City Center Section Guideway & Stations 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

DBB-171 West Oahu Stations Group 11,907,537 0 0 2,833,158 1,434,923 0 4,612,414 1,722,341 0 4,710,551 3,020,033 3,343,608 3,235,750 24,912,777 34,175,585 9,262,808 27.1% 36,820,314

DBB-271 Farrington Highway Stations Group 16,360,188 4,050,538 5,403,160 1,722,695 2,642,314 3,048,781 4,472,175 0 2,410,359 2,531,636 4,297,030 4,757,426 4,603,960 39,940,074 50,383,228 10,443,154 20.7% 56,300,262

DBB-371 Kamehameha Highway Stations Group 12,991,556 0 976,980 0 1,547,218 0 2,058,376 0 2,969,059 1,450,658 4,535,908 4,096,950 4,535,908 22,171,057 40,383,482 18,212,425 45.1% 35,162,613

DBOM-920 Core Systems Design Build O/M 251,260,672 11,293,504 3,107,573 2,378,527 2,334,096 5,177,183 8,076,555 0 12,979,900 5,592,516 6,060,261 6,709,575 6,887,054 70,596,744 83,780,132 13,183,388 15.7% 321,857,415

Other Support Facilities & Systems 339,584,461 1,691,334 1,494,140 2,470,976 2,014,729 1,434,891 2,195,877 1,726,888 2,634,334 4,016,669 2,201,107 2,885,337 9,609,383 34,375,665 27,996,955 (6,378,711) (22.8%) 373,960,126

DB-200 Maintenance & Storage Facility 275,082,332 0 0 0 0 0 0 0 0 0 0 0 6,581,325 6,581,325 4,907,169 (1,674,156) (34.1%) 281,663,657

DB-275 Pearl Highlands Garage/Bus Terminal 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

DBB-385 H2/R2 Ramp 3,163,691 0 1,280,635 196,622 69,109 0 91,633 0 0 245,897 107,695 119,234 115,387 2,226,212 2,666,047 439,835 16.5% 5,389,903

DBB-505 Airport Section Utilities 26,580,684 1,270,020 0 619,067 0 0 0 0 0 0 0 0 68,785 1,957,872 2,577,230 619,358 24.0% 28,538,556

DBB-511 City Center Utility Relocation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

DBB-525 Airport Section Guideway 7-pier Construction 4,027,843 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 4,027,843

DBB-600 UHWO PnR/Hoopili Station 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

DBB-602 UHWO Temporary Park-and-Ride 0 0 0 0 0 0 0 0 0 0 365,888 1,056,758 1,022,669 2,445,315 5,968,409 3,523,094 59.0% 2,445,315

MI-900 Fare Collection System 3,266,121 0 0 0 296,920 0 0 593,840 0 0 284,829 280,930 378,522 1,835,041 2,651,883 816,842 30.8% 5,101,162

MI-930 Elevators & Escalators 7,417,177 140,825 140,825 140,825 140,825 140,825 140,825 233,804 1,210,219 1,746,382 442,695 428,415 442,695 5,349,157 5,117,721 (231,436) (4.5%) 12,766,334

MI-940 Emergency Backup Generators 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

MI-950 VAR Equipment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

MM-945 On-Call Contractor 2,000,786 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 2,000,786

MM-947 On-Call Contractor II 7,395,825 19,222 0 17,925 2,778 37,476 22,230 0 0 0 0 0 0 99,632 837,695 738,064 88.1% 7,495,456

MM-948 On-Call Contractor III 10,650,002 261,267 72,681 1,496,538 1,505,098 1,256,590 1,941,189 899,244 1,424,115 2,024,390 1,000,000 1,000,000 1,000,000 13,881,112 3,110,937 (10,770,175) (346.2%) 24,531,115

MM-949 On-Call Contractor IV, V, VI 0 0 0 0 0 0 0 0 0 0 0 0 0 0 159,864 159,864 100.0% 0

Subtotal Construction 1,698,301,231 31,608,746 46,898,266 42,913,633 20,150,142 15,212,909 25,795,148 41,525,084 40,365,407 37,302,030 36,253,157 36,566,105 42,898,430 417,489,058 459,084,444 41,595,386 9.1% 2,115,790,289

Designs

Final Designs 88,438,105 7,687 673,354 269,344 382,994 437,664 547,690 129,938 603,644 288,715 273,153 302,419 292,664 4,209,265 16,110,372 11,901,107 73.9% 92,647,370

FD-430 AGS & Utility Relocation (Aecom) 42,123,760 7,687 0 0 0 0 0 1,805 0 0 0 0 0 9,492 364,482 354,990 97.4% 42,133,252

FD-530 CCGS & Utility Relocation (Aecom) 46,314,345 0 673,354 269,344 382,994 437,664 547,690 128,134 603,644 288,715 273,153 302,419 292,664 4,199,774 15,745,890 11,546,116 73.3% 50,514,118

Other Designs 55,969,561 252,748 68,166 169,816 12,886 212,683 323,121 545,027 578,858 596,762 328,808 224,149 406,920 3,719,945 4,698,796 978,851 20.8% 59,689,506

FD-140 West Oahu Station Group 10,277,056 90,730 0 0 0 45,000 0 419,032 0 284,717 226,470 131,715 145,828 1,343,492 1,143,902 (199,590) (17.4%) 11,620,548

FD-240 Farrington Highway Station Group (&2) 13,514,773 46,466 68,166 169,816 12,886 142,230 0 125,996 330,936 264,045 0 0 0 1,160,542 405,986 (754,556) (185.9%) 14,675,315

FD-340 Kamehameha Hwy Station Group 9,824,347 115,551 0 0 0 25,453 323,121 0 247,922 0 102,338 92,434 102,338 1,009,157 831,081 (178,076) (21.4%) 10,833,504

FD-440 Airport Station Group 10,059,820 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 10,059,820

FD-550 Dillingham and Kaka'ako SG 12,293,565 0 0 0 0 0 0 0 0 48,000 0 0 158,754 206,754 0 (206,754) 0.0% 12,500,319

FD-600 UHWO PnR/Hoopili Station 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,317,827 2,317,827 100.0% 0

FD-700 KHG 138kV Underground Design 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

FD-701 KHG Civil Design 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

HART Fiscal Year 2018 Cash Flow

+Favorable / (Unfavorable)

+Under / (Over)

Page 1 / 3






+Favorable / (Unfavorable)Subtotal Designs 144,407,666 260,435 741,520 439,160 395,880 650,347 870,811 674,966 1,182,502 885,477 601,961 526,568 699,584 7,929,211 20,809,168 12,879,958 61.9% 152,336,876

Professional Services

Management & Special Conditions 500,248,209 6,897,895 1,454,268 8,863,384 6,229,125 3,989,708 5,292,043 5,464,001 4,489,367 5,091,178 6,831,377 4,763,508 4,935,437 64,301,290 71,356,990 7,055,700 9.9% 564,549,499

MM-905 GEC I - EIS/PE (PB Americas) 94,464,715 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 94,464,715

MM-910 GEC II - Construction (PB Americas) 150,226,265 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 150,226,265

MM-913 GEC III - Recompete (CH2M Hill) 38,953,541 803,070 0 1,166,453 981,444 705,130 390,731 909,759 1,612,109 668,620 920,054 890,375 920,054 9,967,798 9,934,463 (33,335) (0.3%) 48,921,340

MM-900 PMSC I (Infraconsult) 20,774,593 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 20,774,593

MM-901 PMSC II (Infraconsult) 49,720,955 15,707 0 0 0 0 0 0 0 0 0 0 0 15,707 281,499 265,792 94.4% 49,736,662

MM-902 PMSC III (HDR Engineering) 4,164,561 868,426 29,703 2,468,482 966,566 28,924 1,043,462 933,552 1,304,387 985,292 894,093 894,093 894,093 11,311,073 0 (11,311,073) (100.0%) 15,475,634

MM-290 West Side CE&I (PGH Wong) 46,308,968 3,844,892 271,151 616,174 2,573,889 1,307,407 1,777,040 1,504,644 726,799 1,556,756 985,620 890,237 985,620 17,040,227 12,520,445 (4,519,782) (36.1%) 63,349,196

MM-595 East Side CE&I Services (URS Corp) 12,711,366 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 12,711,366

MM-596 East Side CE&I Services II (Stantec) 16,651,220 550,599 428,078 1,763,004 949,535 1,092,610 1,101,233 1,310,737 0 1,657,132 2,406,255 1,139,302 1,194,218 13,592,703 9,931,778 (3,660,925) (36.9%) 30,243,924

MM-951 OCIP (Aon Risk Services) 37,236,285 0 22,382 1,950,251 0 0 148,703 0 0 0 0 0 0 2,121,336 15,151,785 13,030,449 86.0% 39,357,621

MM-962 Core Systems Consultant (Lea + Elliot) 23,499,083 596,022 483,775 679,841 538,511 636,458 611,694 586,129 626,893 0 1,400,000 700,000 700,000 7,559,323 10,037,388 2,478,065 24.7% 31,058,407

MM-964 Safety & Security Consultant (Lawson) 5,536,657 219,180 219,180 219,180 219,180 219,180 219,180 219,180 219,180 223,378 225,355 249,501 241,452 2,693,122 13,499,632 10,806,510 80.1% 8,229,779

Other Professional Services 32,620,377 314,455 111,858 774,805 582,099 726,838 876,632 693,006 176,625 1,122,183 965,408 1,030,042 1,035,083 8,409,034 38,197,354 29,788,320 78.0% 41,029,411

MM-915 HDOT Traffic Mgmt Consultant 3,991,663 0 0 189,120 224,181 145,245 78,242 68,044 54,490 54,490 59,674 53,900 59,674 987,058 712,318 (274,740) (38.6%) 4,978,721

MM-920 HDOT Coordination Conslt WOFH 8,184,173 64,763 0 138,418 0 135,943 62,647 60,889 0 124,668 97,828 108,309 104,816 898,279 1,211,506 313,227 25.9% 9,082,452

MM-921 HDOT Coordination Conslt KHG 5,443,599 102,553 0 217,220 106,548 0 219,028 82,210 0 207,982 391,463 433,405 419,424 2,179,832 4,045,200 1,865,369 46.1% 7,623,431

MM-922 HDOT Coordination Conslt Airport 3,467,213 79,125 74,739 0 165,689 96,627 0 202,274 0 0 42,016 40,661 42,016 743,146 510,103 (233,043) (45.7%) 4,210,359

MM-923 HDOT Coordination Conslt City Center 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

MM-925 HDOT Labor - Highway Group 1,993,075 21,965 26,239 0 30,849 37,395 55,184 0 36,351 70,330 50,000 50,000 50,000 428,313 2,405,866 1,977,553 82.2% 2,421,388

MM-926 HDOT Labor - Airport Group 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

MM-930 HDOT SOA Manager & Consultant 873,149 0 0 0 0 117,288 0 0 0 0 0 0 0 117,288 991,051 873,763 88.2% 990,437

MM-990 DPP Design Review Contractor 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,124,526 2,124,526 100.0% 0

MM-940 Kako'o Consultant 531,609 0 0 0 0 0 0 0 0 0 0 0 0 0 6,131 6,131 100.0% 531,609

MM-941 Kako'o Consultant II 125,000 8,333 0 8,333 0 0 25,000 0 0 608,413 10,000 10,000 10,000 680,080 505,694 (174,386) (34.5%) 805,080

MM-946 On-Call Hazmat Removal Contractor 4,130,387 37,716 0 8,438 19,789 0 351,150 104,166 27,911 1,351 94,298 94,298 94,298 833,416 1,301,844 468,428 36.0% 4,963,802

MM-960 Archeological & Cultural Monitoring 1,790,434 0 0 26,728 1,041 84,858 2,683 97,147 0 0 116,314 112,562 116,314 557,648 1,140,145 582,497 51.1% 2,348,081

PA-101 Programmatic Agreement Humanities 0 0 0 0 0 0 0 0 0 0 0 0 0 0 357,955 357,955 100.0% 0

PA-102 Programmatic Agreement HPC 224,053 0 0 0 0 0 0 0 0 0 37,448 38,696 37,448 113,592 419,056 305,464 72.9% 337,645

PA-103 Programmatic Agreement HPC Park Imp 0 0 0 0 0 0 0 0 0 0 0 0 0 0 388,609 388,609 100.0% 0

MM-950 OCIP Consultant 1,250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 3,688 3,688 100.0% 1,250,000

MM-953 OCIP Consultant II 23,333 0 10,880 21,664 23,331 0 21,664 0 10,832 10,832 13,000 13,000 13,000 138,203 0 (138,203) (100.0%) 161,536

MM-970 Fare Collection Consultant 183,486 0 0 0 0 98,014 0 72,813 0 0 40,515 62,359 75,241 348,942 586,644 237,702 40.5% 532,428

MM-975 LEED Commissioning Services for MSF 254,985 0 0 0 0 0 0 0 31,490 0 0 0 0 31,490 0 (31,490) (100.0%) 286,475

MM-980 Outside Legal Counsel 154,218 0 0 164,885 10,672 11,469 61,035 5,463 15,552 44,119 12,851 12,851 12,851 351,749 21,487,018 21,135,269 98.4% 505,966

Subtotal Professional Services 532,868,586 7,212,349 1,566,126 9,638,189 6,811,224 4,716,546 6,168,675 6,157,006 4,665,992 6,213,361 7,796,785 5,793,550 5,970,520 72,710,324 109,554,344 36,844,020 33.6% 605,578,910

Real Estate

Right-of-Way (ROW) 123,928,304 3,537 3,069,430 49,018 457,788 73,501 141,884 48,836 12,447 10,680 20,000 20,000 30,000,000 33,907,121 54,515,040 20,607,919 37.8% 157,835,425

ROW Real Estate Acquisition 123,928,304 3,537 3,069,430 49,018 457,788 73,501 141,884 48,836 12,447 10,680 20,000 20,000 30,000,000 33,907,121 54,515,040 20,607,919 37.8% 157,835,425

Other Real Estate & ROW 9,875,107 167,210 140,577 66,232 190,099 183,540 146,526 28,173 294,453 10,207 1,137,426 1,098,501 1,290,129 4,753,074 7,325,214 2,572,140 35.1% 14,628,180

MM-935 Real Estate Consultant 7,504,910 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 7,504,910

MM-936 Real Estate Consultant II 342,877 0 132,200 0 145,848 126,252 137,460 0 292,224 0 432,652 390,782 432,652 2,090,070 3,980,048 1,889,978 47.5% 2,432,947

MM-937 ROW Engr Support Services 1,848,614 44,898 0 56,987 0 0 0 0 0 0 159,335 143,915 159,335 564,470 1,610,332 1,045,862 64.9% 2,413,084

MM-981 Complex Real Estate Negotiations 94,427 83,132 0 6,155 0 51,995 8,804 28,064 2,011 0 48,925 104,558 171,238 504,882 574,937 70,055 12.2% 599,308

MM-982 On-Call Appraiser 70,204 0 8,377 0 0 0 0 0 0 0 329,394 297,517 329,394 964,682 675,397 (289,285) (42.8%) 1,034,886

MM-983 Land Court Petition Services 14,075 17,913 0 3,091 1,616 555 262 109 218 978 58,265 56,385 58,265 197,656 484,500 286,844 59.2% 211,731

MM-985 On-Call Appraiser II 0 21,267 0 0 42,636 4,738 0 0 0 0 108,855 105,344 139,245 422,085 0 (422,085) 0.0% 422,085

MM-986 Legal Services - Real Estate Matters 0 0 0 0 0 0 0 0 0 9,229 0 0 0 9,229 0 (9,229) 0.0% 9,229

Subtotal Real Estate & Right-of-Way 133,803,410 170,747 3,210,007 115,251 647,887 257,041 288,410 77,008 306,900 20,888 1,157,426 1,118,501 31,290,129 38,660,195 61,840,254 23,180,059 37.5% 172,463,605

Utilities

UTIL2 West Side Utilities Clearance 0 0 0 0 0 0 0 0 0 0 0 0 11,930,946 11,930,946 14,728,770 2,797,824 19.0% 11,930,946

UTIL New & Utility Relocation 60,886,905 349,302 5,211 650,696 228,619 524,351 1,075,292 811,869 315,355 153,960 717,733 794,633 769,000 6,396,023 29,394,479 22,998,456 78.2% 67,282,927

Subtotal Utilities 60,886,905 349,302 5,211 650,696 228,619 524,351 1,075,292 811,869 315,355 153,960 717,733 794,633 12,699,946 18,326,969 44,123,249 25,796,280 58.5% 79,213,873

Other

Art, Administrative & City Expenses 94,292,864 1,359,777 1,135,906 1,701,416 1,189,406 1,299,622 3,498,724 1,819,102 2,187,888 1,666,543 2,361,612 1,774,561 2,287,463 22,282,020 23,401,067 1,119,046 4.8% 116,574,884

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+Favorable / (Unfavorable)ART Project Wide Art 118,175 39,400 0 8,500 0 0 12,100 0 10,900 0 64,547 68,356 66,150 269,953 466,442 196,489 42.1% 388,128

HRT-200 HART Salaries/Wages 55,199,662 753,153 767,698 765,723 792,770 794,819 819,850 751,555 766,763 830,000 830,000 830,000 830,000 9,532,331 10,829,300 1,296,969 12.0% 64,731,993

HRT-201 HART Current Expenses 38,704,954 567,224 368,209 522,084 126,562 270,270 2,473,449 874,223 789,043 836,543 1,196,992 741,169 1,256,277 10,022,046 12,105,325 2,083,279 17.2% 48,727,000

HRT-202 Precast Yard Agreement 270,073 0 0 405,109 270,073 234,533 193,325 193,325 621,182 0 270,073 135,036 135,036 2,457,690 0 (2,457,690) (100.0%) 2,727,763

Other Charges (combined with HRT-201) 19,037,938 0 0 0 0 10,766 218 1,200 1,649 6,066 0 0 0 19,899 3,790,512 3,770,613 99.5% 19,057,837

CCH-100 HART/City CCH - Inactive 14,925,228 0 0 0 0 0 0 0 0 0 0 0 0 0 7,748 7,748 100.0% 14,925,228

CCH-101 HART/City Dept of BFS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 132,812 132,812 100.0% 0

CCH-102 HART/City DDC Land Division 173,182 0 0 0 0 0 0 0 0 0 0 0 0 0 595,866 595,866 100.0% 173,182

CCH-107 HART/City Corporation Counsel 3,011,203 0 0 0 0 10,766 218 1,200 1,649 6,066 0 0 0 19,899 3,054,086 3,034,187 99.3% 3,031,102

CCH-108 Board of Water Supply 928,325 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 928,325

Subtotal Other 113,330,802 1,359,777 1,135,906 1,701,416 1,189,406 1,310,387 3,498,942 1,820,302 2,189,537 1,672,609 2,361,612 1,774,561 2,287,463 22,301,919 27,191,579 4,889,659 18.0% 135,632,721

Project Contingency-Unallocated 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

MM-952 Insurance carried by HART (ineligible) 4,889,895 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 4,889,895

Other Ineligible Costs 15,832,778 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 15,832,778

Pre-Engineering Costs (Yr 07-Oct 09) 71,692,562 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 71,692,562

Subtotal Misc Costs 92,415,235 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 92,415,235

Subtotal Project Uses 2,776,013,835 40,961,357 53,557,037 55,458,345 29,423,158 22,671,581 37,697,278 51,066,236 49,025,694 46,248,324 48,888,673 46,573,919 95,846,073 577,417,674 722,603,037 145,185,363 20.1% 3,353,431,509

D E B T S E R V I C E :

Debt Principal

Variable Principal 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

Fixed Principal 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

CP Retirement 50,000,000 0 20,000,000 80,000,000 0 0 0 0 0 0 0 0 0 100,000,000 80,000,000 (20,000,000) (25.0%) 150,000,000

Subtotal Debt Principal 50,000,000 0 20,000,000 80,000,000 0 0 0 0 0 0 0 0 0 100,000,000 80,000,000 (20,000,000) (25.0%) 150,000,000

Debt Reserve

Debt Reserve 0 0 0 0 29,687,500 0 0 0 0 0 0 0 0 29,687,500 35,000,000 5,312,500 15.2% 29,687,500

Subtotal Debt Reserve 0 0 0 0 29,687,500 0 0 0 0 0 0 0 0 29,687,500 35,000,000 5,312,500 15.2% 29,687,500

Interest

Variable Interest 0 0 0 204,164 353,890 359,164 469,397 469,822 362,562 400,000 400,000 400,000 400,000 3,818,999 7,290,000 3,471,001 47.6% 3,818,999

Fixed Interest 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0

CP Interest 394,416 64,619 70,619 25,932 0 0 0 0 0 0 0 210,000 250,000 621,170 926,000 304,830 32.9% 1,015,586

Subtotal Debt Interest 394,416 64,619 70,619 230,096 353,890 359,164 469,397 469,822 362,562 400,000 400,000 610,000 650,000 4,440,169 8,216,000 3,775,831 46.0% 4,834,585

Subtotal Debt Service 50,394,416 64,619 20,070,619 80,230,096 30,041,390 359,164 469,397 469,822 362,562 400,000 400,000 610,000 650,000 134,127,669 123,216,000 (10,911,669) (8.9%) 184,522,085

TOTAL PROJECT USES 2,826,408,251 41,025,976 73,627,656 135,688,441 59,464,548 23,030,745 38,166,675 51,536,058 49,388,255 46,648,324 49,288,673 47,183,919 96,496,073 711,545,344 845,819,037 134,273,693 15.9% 3,537,953,594




C A S H S U M M A R Y :

Beginning Cash Balance 0 22,721,446 76,266,077 2,671,856 215,401,505 224,833,486 201,876,390 163,505,184 184,117,610 134,845,499 88,271,175 38,655,502 172,212,888 22,721,446 22,721,446 0 0.0% 0

Net Change 22,721,446 53,544,631 (73,594,221) 212,729,648 9,431,981 (22,957,096) (38,371,206) 20,612,426 (49,272,110) (46,574,324) (49,615,673) 133,557,386 (96,796,573) 52,694,869 6,399,358 46,295,511 723.4% 75,416,315

Ending Cash Balance 22,721,446 76,266,077 2,671,856 215,401,505 224,833,486 201,876,390 163,505,184 184,117,610 134,845,499 88,271,175 38,655,502 172,212,888 75,416,315 75,416,315 29,120,804 46,295,511 159.0% 75,416,315

Page 3 / 3

ATTACHMENT H

Construction and Traffic Update

Board of Directors Meeting March 15, 2018

WOFH KHG

Airport City Center

ROC

Project Map 20 Miles – 21 Stations

2

3

West Oahu-Farrington Guideway (Kapolei to Pearl Highlands)

• WOFG is 99.5 % complete.

• Punchlist work continues with 14 items remaining.

• Working with Contractor to finalize all closeout documentation.

• Ongoing discussions with the Contractor to conclude work and settle commercial matters.

Kamehameha Highway Guideway

(Pearl Highlands to Stadium) • KHG is 99.9% complete. • Punchlist work continues with 114 items remaining.

• Working with Contractor to finalize all closeout documentation.

• Ongoing discussions with the Contractor to conclude work and settle commercial matters.

4

West Oahu Stations Group 43.6% Complete

Contract Completion: March ‘18; Anticipated to be June ‘19

East Kapolei (Kualaka’i) Station – 36.5% Complete

• Setting anchor bolts for canopies. • Commenced Beam reinforcements. • Installing CMU wall dowels and concourse slab reinforcement.

5



UH-West O’ahu (Keone`ae) Station – 44.7% Complete

• Constructing CMU Block wall at entrance building. • PSG Baseplate installations completed and falsework removal ongoing. • Structural Steel being erected for Elevator #1.

6



Ho’opili (Honouliuli) Station - 50.2% Complete

• Concrete for Faregate Access Slab architectural work ongoing.

• Commenced installation of Elevator #2.

• Commenced installation of Negative and Positive duct banks to TPSS.

7

Farrington Highway Stations Group 55% Complete

Contract Completion: January 2018; Anticipated: February 2019

West Loch (Hō`ae`ae) Station – 68% Complete

• Installing Roofing panels and Balustrade railings. • Continue Kiss and Ride curbs and grading along with Bus Lane concrete pavement. • Continue installation of electrical, fire, and plumbing. • Continue installation of Elevator and Escalator.

8



Waipahu Transit Center (Pouhala) Station – 51% Complete

• Placed Phase 1 concrete for the station foundation SOG. • Installing Structural Steel Lantern for station entrance. • Installing walls for EMR and station entrance buildings.

9



Leeward Community College (Hālaulani) Station – 37% Complete

• Installing CMU non-bearing walls at station entrance. • Placed structural steel for station entrance Lantern. • Completed last placement of concrete for LCC Station. • Commenced landscaping.

Kamehameha Highway Stations 20% Complete

Contract Completion: May 2019; Anticipated: August 2019

10

Pearl Highlands (Waiawa) Station – 37.8% Complete

• Pour Area 5 – Completed placement of beams and structural slab concrete. • Pour Area 6 – Completed beams and continuing rebar installation for slab. • Pour Area 7 – Completed falsework installation; commenced installing formwork. • Poured platform box beam girder, Sections 1 and 2 bottom slab; continue installing falsework and forming.



11

Pearlridge (Kalauao) Station – 11% Complete

• Completed 35 of 42 Mauka drill shaft installations. • Commenced Makai ancillary building pile cap and tie beam installation.



12

Aloha Stadium (Hālawa) Station – 4.2% Complete

• Continued irrigation, electrical rough-in, curbs, and grading at North Parking Lot. • Continued curbs and grading at North Parking Lot. • Continued storm water drainage / manhole installations. • Commenced preparation of grounding grid and retaining wall excavation at station building.

13

Maintenance and Storage Facility 100% Complete

• Request for Final Acceptance was received and under review.

• Minor correction/issues being addressed.

• Expected final acceptance in March 2018.

14

University of Hawaii Park and Ride - Road “B”

• Biologist completed evaluation for noxious weed and found no concerns.

• Installation of BMPs underway.

• Mass grading upcoming for Road B.

15

Core Systems

MSF Yard

• MSF Yard Systems is over 85% complete & installation is expected to be completed in June ‘18. Remedial work on EOS and TPSS completed.

MSF Buildings

• MSF Building Systems is over 78% complete & installation is expected to be completed in June ‘18.

Manufacturing

• All Signal, TES, and SCADA systems are ready for delivery for Segment 1.

• PSG manufacturing continues.

• Train control cable trays were delivered to UHWO Station.

• Communication delays.

Testing

• Dynamic brake and acceleration train testing is ongoing and completion anticipated in May ‘18.

• Functional testing of the interfaces between the vehicle & wayside equipment is expected to begin in late 2018.

• Operation Control Center (OCC) is undergoing Automatic Train Control Supervision (ATS) software update to prepare for testing.

• Electrically Operated Switch (EOS) in the MSF Yard is undergoing EOS testing.

Airport Guideway and Stations 18.6% Complete

Contract Completion: May 2021

• Trestle bridge setup at Halawa Stream is on going. • Maintenance of Traffic between Center Drive and Main Street have begun. • Work in place; 29 column foundations, 9 piers, and 8 pre-cast segments.

16

Kamehameha Highway

Various day and night time lane closures for utility relocation work and drilled shafts through the end of the year.

17

Stay Connected Weekly Traffic Advisories

Weekly e-Blast

Website and Social Media

Public Access Television Program

HART Rapid Response:

24-Hour Project Hotline number 808-566-2299

Email Inquiries:

[email protected]

Website Inquiries

18

ATTACHMENT I

HONOLULU RAIL TRANSIT PROJECT

February 2018 MONTHLY PROGRESS REPORT

www.HonoluluTransit.org

Honolulu Rail Transit Project Monthly Progress Report February 2018

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DISCLAIMER NOTICE This document is disseminated under the sponsorship of the United States Department of Transportation, Federal Transit Administration (FTA), in the interest of information exchange. The United States Government assumes no liability for the contents or use thereof. The United States Government does not endorse products or manufacturers. Any trade or manufacturers' names appear herein solely because they are considered essential to the contents of the report.

NO RELIANCE BY THIRD PARTIES This report and all subsidiary reports are prepared solely for the FTA, and should not be relied upon by any party, except the FTA, its Project Management Oversight Contractors (PMOC), and the Honolulu Authority for Rapid Transportation (HART) Board of Directors, in accordance with the purpose as described in the next section.

REPORT FORMAT AND FOCUS This document is submitted in compliance with the terms of FTA Contract No. DTFT60‐09‐D‐00012, Task Order No. 2. Its purpose is to provide information and data to assist the FTA as it continually monitors HART's technical capability and capacity to execute a project efficiently and effectively, and hence, whether HART continues to be ready to receive federal funds for further project development. This document covers the project and quality management activities on the Honolulu Rail Transit Project managed by HART as the project sponsor and partially financed by the FTA under the Full Funding Grant Agreement (FFGA). Concurrent non‐project activities and other items not covered by the FFGA may not be included.

INFORMATION REGARDING FORWARD‐LOOKING STATEMENTS This document includes forward‐looking information. The words "believe, "anticipate", "expect", "intend", "aim", "plan", "predict", "continue", "assume", "positioned", "may", "will", "should", "shall", "risk" and any other similar expressions that are predictions of or indicate future events and future trends identifies forward‐looking information. Forward‐looking information includes all matters that are not historical facts. Readers should not place undue reliance on forward‐looking information because it involves known and unknown risks, uncertainties and other factors that are in many cases beyond HART's control. By its nature, forward‐looking information involves risks and uncertainties because it relates to events and depends on circumstances that may or may not occur in the future. Forward‐looking information is not a guarantee of future performance, and HART's actual results of operations, financial condition, and the development of the industry in which it operates may differ materially from those made in or suggested by forward‐looking information contained in this document. The cautionary statements set forth above should be considered in connection with any subsequent forward‐looking information that HART, or persons acting on its behalf, may issue. Factors that may cause HART's actual results to differ materially from those expressed or implied by the forward‐looking statements in this document include but are not limited to the risks described in HART's annual report. For projects funded through the FTA's New Starts program, the FTA and its PMOC use a risk‐based assessment process to review and validate a project sponsor's budget and schedule. Any results of an FTA or PMOC risk‐based assessment represent a "snapshot in time" for a particular project under the conditions known at that same point in time. The status of any assessment may be altered at any time by new information, changes in circumstances, or further developments in the project. Furthermore, any forward looking statements contained in this document are made as of the date of this report, and HART does not undertake any obligation to update publicly or to revise any of the included forward‐looking statements, whether as a result of new information, future events or otherwise, except as expressly required by law. ON THE COVER: Left: West Loch Station construction. Upper Right: Station construction at the Ho'opili Station site. Lower Right: Construction at the Pearlridge Station site.


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Table of Contents LIST OF ACRONYMS ................................................................................................................................................................. 4 PROJECT MAP .......................................................................................................................................................................... 8 1 SUMMARY ....................................................................................................................................................................... 9 2 OVERALL PROJECT PROGRESS AND FINANCIALS .......................................................................................................... 11

2.1 Project Progress ............................................................................................................................................ 11 2.2 Project Budget .............................................................................................................................................. 13 2.3 Project Contingency ..................................................................................................................................... 13 2.4 Project Funding ............................................................................................................................................. 14

3 SCHEDULE ..................................................................................................................................................................... 15 4 CONTRACT STATUS ....................................................................................................................................................... 17

4.1 System‐wide ................................................................................................................................................. 19 4.2 Section I – West O'ahu/Farrington Highway: East Kapolei to Pearl Highlands ............................................ 26 4.3 Section II – Kamehameha Highway: Pearl Highlands to Aloha Stadium ...................................................... 36 4.4 Section III – Airport: Aloha Stadium to Middle Street Transit Center Station .............................................. 42 4.5 Section IV – City Center: Middle Street Transit Center Station to Ala Moana Center ................................. 46 4.6 Contract Status by CPP ................................................................................................................................. 49

5 OVERALL PROJECT‐WIDE ACTIVITIES ............................................................................................................................ 51 5.1 Permits .......................................................................................................................................................... 51 5.2 Hawai'i Department of Transportation (HDOT) Agreements ....................................................................... 51 5.3 Utility Agreements ........................................................................................................................................ 52 5.4 Right‐of‐Way ................................................................................................................................................. 54

6 MANAGEMENT AND ADMINISTRATIVE UPDATES ........................................................................................................ 61 6.1 Safety and Security (S&S) ............................................................................................................................. 61 6.2 Quality Management .................................................................................................................................... 65 6.3 Buy America Compliance (49 CFR 661 and 49 CFR 663)............................................................................... 65 6.4 Disadvantaged Business Enterprise (DBE) .................................................................................................... 65 6.5 Art‐in‐Transit (AIT) Program ......................................................................................................................... 66 6.6 Planning and Environment ........................................................................................................................... 66 6.7 Risk Management ......................................................................................................................................... 68 6.8 Community Outreach ................................................................................................................................... 70 6.9 Staffing .......................................................................................................................................................... 71 6.10 HART Baseline Plans and Procedures Status List .......................................................................................... 72 6.11 Operations and Maintenance (O&M) Development .................................................................................... 74

APPENDICES ......................................................................................................................................................................... 76 A. Project Cost Reports ..................................................................................................................................... 77 B. Vehicle Car Shell Progress Tracker ............................................................................................................... 79 C. Project Organization Chart ........................................................................................................................... 81

Table of Figures Figure 1. Overall Project Progress (% Complete) .................................................................................................................. 11 Figure 2. Construction Progress (% Complete) ..................................................................................................................... 11 Figure 3. Design Progress (% Complete) ............................................................................................................................... 12 Figure 4. Planned vs. Received Project Funding ................................................................................................................... 14 Figure 5. New Starts Drawdown by Federal Fiscal Year ........................................................................................................ 14 Figure 6. HRTP Master Project Schedule Summary (MPSS) .................................................................................................. 16 Figure 7. Right‐of‐Way Status for the Parcels ....................................................................................................................... 55 Figure 8. Relocation Status for the Occupants ..................................................................................................................... 55 Figure 9. Inter‐Governmental Agreement Status ................................................................................................................. 56 Figure 10. Staffing Activities ................................................................................................................................................. 71


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A&E Architect/Engineer AAN Accepted as Noted

AANR Accepted as noted, resubmit AB AnsaldoBreda AC Asphalt Concrete

ACHP Advisory Council on Historic Preservation ACS Access Control System ADA Americans with Disabilities Act AFA Air Force Association AFE Authorized for Expenditure AGS Airport Guideway and Stations AHJV Ansaldo Honolulu Joint Venture AIS Archaeological Inventory Survey AIT Art‐in‐Transit ALS Aloha Stadium Station ANR Accepted as Noted–Resubmit APS Auxiliary Power Supply

APTA American Public Transportation Association ARRA American Recovery and Reinvestment Act ASG Airport Station Group ASI Architectural Supplemental Information ASU Airport Section Utilities ATC Automatic Train Control ATO Automated Train Operation ATS Automatic Train Supervision AVA Anil Verma Associates, Inc. BA Buy America

BAC Buy America Compliance BACM Buy America Compliance Matrix BAFO Best and Final Offer BART Bay Area Rapid Transit BCS Balanced Cantilever System BFS Budget and Fiscal Services BIC Ball in Court BLS Bureau of Labor Statistics BMP Best Management Practice BOD Board of Directors BPS Baseline Project Schedule BUE Bottom‐Up Estimate

BUEG Back‐up Emergency Generator BWS Board of Water Supply CAM Construction Access Milestone CAR Corrective Actions CC2 City Center Phase 2 CC3 City Center Phase 3

CCGS City Center Guideway and Stations CCH City and County of Honolulu CCO Contract Change Order CCTV Closed Circuit Television CCUG City Center Utilities and Guideway CCUR City Center Utilities Relocation CDC Compendium of Design Criteria CDL Commercial Driver License CDR Conceptual Design Review CDRL Contract Document Requirements List CE&I Construction Engineering and Inspection CEL Certifiable Elements List CIC Communication Interface Cabinet CIL Certifiable Items List CIP Cast‐in‐place CJA Condon‐Johnson & Associates

CLSM Controlled Low‐strength Material CM Construction Manager

CMP Construction Management Plan CMS Contract Management System CMU Concrete Masonry Unit

CNMMP Construction Noise Mitigation and Monitoring Plan CO Certificate Occupancy COI Conflict of Interest

COMMs Communications CONRAC Consolidated Rental Car Facility

COR Corporation Counsel CORP Central Oahu Regional Park

CP Consulting PartyCPC Cost Proposals by Consultant CPM Critical Path Method CPO Chief Procurement Officer CPP Contract Packaging Plan

CRMS Customer Relational Management SystemCROE Construction Right‐of‐Entry CSC Core Systems Contract

CSCC Construction Specification Conformance ChecklistsCSL Cross Hole Sonic Logging

CSOC Core Systems Oversight Consultant CSSC Core System Support Consultant CSSP Construction Safety & Security Plan CTS Communications Transmission System CW Corridor‐Wide

CWR Continuous Welded Rail CWRM Commission on Water Resource ManagementCZM Coastal Zone Management DAGS Department of Accounting & General ServicesDAV Disabled American Veterans DB Design‐Build

DBB Design‐Bid‐Build DBE Disadvantaged Business Enterprise

DBEDT Department of Business, Economic Development and TourismDBOM Design‐Build‐Operate‐Maintain DCAB Disability and Communication Access BoardDCCC Design Criteria Conformance ChecklistsDCN Design Change Notice DD Definitive Design

DDC Department of Design and ConstructionDDC‐MED Department of Design & Construction‐Mechanical & Electrical

Division DES Department of Environmental Services DF Direct FixationDFF Direct Fixation Fastener

DFIM Design Furnish Install Maintain DFM Department of Facility Maintenance DHHL Department of Hawaiian Homelands DHR Department of Human Resources DIT Department of Information Technology

DKSG Dillingham and Kaka'ako Station GroupDLIR Hawai'i Department of Labor and Industrial RelationsDLNR Department of Land and Natural Resources DOE Department of Education DOH Department of Health DOL Department of Labor DPM Deputy Project Managers DPP Department of Planning and PermittingDPR Department of Parks and Recreation DPS Department of Public Safety DS DownstreamDTS Department of Transportation ServicesDTU Dillingham Temporary Utilities DUF Division of Urban Forestry DVT Design Verification Test EA Environmental Assessment

EAC Estimate at Completion EB East BoundEC Environmental Compliance

ECP Environmental Compliance Plan E/E Elevator/EscalatorEKP East KapoleiEMC Electromagnetic Compatibility EMF Electromagnetic Forces EMI Electromagnetic Interference EMP Environmental Management Plan EOR Engineer of RecordEOS Electrically Operated Switch ESA Engineering Services Agreement EV Expected Value

FAA Federal Aviation Administration FACI First Article Configuration Inspection FAI First Article Inspection

LIST OF ACRONYMS


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FAR Floor Area Ratios FAT Factory Acceptance Tests FCC Federal Communications Commission FCN Field Change Notice FD Final Design

FDAS Fire Detection Alarm System FDC Field Design Change FDR Final Design Review FEIS Final Environmental Impact Statement FFC Fixed Facility Contractor

FFGA Full Funding Grant Agreement FHB First Hawaiian Bank

FHSG Farrington Highway Station Group FHWA Federal Highway Administration FISC Fleet and Industrial Supply Center FIT Field Integration Test

FLSWG Fire/Life‐Safety Working Group FM Force Main

FOCN Fiber Optic Communication Network FOM Finding of Merit/No Merit FPO Federal Preservation Officer FTA Federal Transit Administration FTE Full‐Time Equivalent FUT Factory Unit Testing FWS Fish and Wildlife Service FY Fiscal Year

GAT Great Aleutian Tsunami GBS Gap Breaker Station GDR Geotechnical Data Report GEC General Engineering Consultant GET General Excise and Use Tax GIS Geographic Information System GPR Ground Penetrating Radar GSA General Services Administration GT General Terms GW Guideway HA Hazard Analysis

HABS Historic American Buildings Survey HACBED Hawai‘i Alliance for Community‐Based Economic Development

HAER Historic American Engineering Record HALS Historic American Landscape Survey HART Honolulu Authority for Rapid Transportation HCC Honolulu Community College

HCDA Hawaii Community Development Authority HCSD Hawai'i Capital Special District HDCC Hawaiian Dredging Construction Company HDOE Hawai'i Department of Education HDOH Hawai'i Department of Health HDOT Hawai'i Department of Transportation

HDOT‐A Hawai'i Department of Transportation Airports DivisionHDPE High‐density polyethylene HECO Hawaiian Electric Company HFD Honolulu Fire Department HHF Historic Hawai'i Foundation

HHFDC Hawaii Housing Finance & Development CorporationHHPRB Hawai'i Historic Places Review Board

HIA Honolulu International Airport HIE Hawaii Independent Energy HILT Hawaiian Islands Land Trust

HIOSH Hawaii Occupational Safety and Health Division HOP Ho'opili HP Historic Preservation

HPC Historic Preservation CommitteeHPCA Historic Preservation Certification Application HPCAT Historic Preservation & Cultural Awareness Training HPD Honolulu Police Department HPF Historic Preservation Fund HPU Hawai‘i Pacific University

HRHP Hawai'i Register of Historic Places HRI Hitachi Rail Italy

HRTP Honolulu Rail Transit Project HRU Hitachi Rail USA, Inc.

HSNWG Hawaiian Station Naming Working Group HTI Hawaiian Telcom

HTL Hazard Tracking Log HV High Voltage

HVAC Heating, Ventilation and Air ConditioningI&T Inspection & Testing

IAMR Interstate Access Modification Report IC Interim Certification

ICCS Integrated Communications Control SystemICD Interface Control Documents ICE Independent Cost Estimate ICM Interface Control Manual

ICWG Interim Certification Working Group IDS Intrusion Detection System IFB Issued for BidIFC Issued for Construction IJ Isolation Joint

INMS Integrated Network Management SystemIP Implementing Procedures ITP Inspection and Test Plan ITS Intelligent Transportation Systems IVR Interactive Voice Response

JTMC Joint Traffic Management Center JTMS Joint Traffic Management System JU&O Joint Use & Occupancy JUOA Joint Use and Occupancy Agreement

JV Joint VentureKCDD Kaka'ako Community Development DistrictKCH Kanehili Cultural Hui KHG Kamehameha Highway Guideway KHSG Kamehameha Highway Station Group KIWC Kiewit Infrastructure West Company KKJV Kiewit/Kobayashi Joint Venture L+E Lea +ElliottLCC Leeward Community College LD Lagoon Drive

LEED Leadership in Energy and Environmental Design LF Linear Feet

LOTB Log of Test BoringsLPR License Plate Reader LRV Light Rail VehicleLT Load Test

LVPS Low Voltage Power Supply MCY Makai Casting YardMIM Manufacture‐Install‐Maintain MITT Multimodal Integration Technical TeamMMIS Maintenance Management Information SystemMMP Mitigation Monitoring Program MOS Minimum Operable Segment MOT Maintenance of Traffic MOU Memorandum of Understanding MOW Maintenance of Way MPS Master Project Schedule MPSS Master Project Schedule Summary MPV Multiple Purpose Vehicle MPY Makai Precast YardMS4 Municipal Separate Storm Sewer SystemMSE Mechanically Stabilized Earth MSF Maintenance and Storage Facility MTM Modern Track Machineries NCE Non‐Conformance Evaluation NCR Non‐Conformance Report NDC Notice of Design Change NEPA National Environmental Policy Act NHL National Historic Landmark NOI Notice of Intent

NPDES National Pollutant Discharge Elimination SystemNPS National Park Service NR National Register

NRHP National Register of Historic Places NSM Negotiation Strategy Memo NTP Notice to Proceed NTS Network Time Server

O&M Operations and Maintenance OCC Operations Control Center OCCL Office of Conservation and Coastal Lands


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OCIP Owner‐Controlled Insurance Program OIBC O'ahu Island Burial Council OIL Open Items List

OMPO Oahu Metropolitan Planning Organization ORCC Operational Readiness Conformance Checklists OSB Operations and Servicing Building

OSHA Occupational Safety and Health Administration OTR One‐Time Review OTS Oahu Transit Services OTW Oceanic Time Warner

OTWC Oceanic Time Warner Cable P3 Public‐private Partnership PA Programmatic Agreement

PAIS Programmatic Agreement Implementation SchedulePARs Preventative Actions PAT Production Acceptance Test PB Parsons Brinckerhoff, Inc. PCI Payment Card Industry PCN Potential Change Notice PDR Preliminary Design Review PE Preliminary Engineering

PGC Pacific Guardian Center PHA Preliminary Hazard Analysis PHPR Pearl Highlands Park and Ride PHS Pearl Harbor Station PI Public Involvement

PICM Project Interface Control ManualPIG Permitted Interaction Group PIM Project Interface Manager PLA Project Labor Agreement PLO Priority‐Listed Offerors PM Project Managers

PMC Project Management Consultant PMIM Project Management and Interface Management PMOC Project Management Oversight Contractor PMP Project Management Plan PMSC Program Management Support Consultant PPE Personal Protective Equipment PRS Pearlridge Station

PRTCC Pre‐revenue Testing Conform Checklist PSC Personal Services Contract PSG Platform Screen Gate PSGS Platform Screen Gate System PSIT Pre‐shipment Inspection Test PT Post Tensioning

PTG Parsons Transportation Group PUC Public Utilities Commission PUP Property Utilization Plan PV Passenger Vehicle QA Quality Assurance

QAM Quality Assurance Manager QAP Quality Assurance Plan QC Quality Control

QMP Quality Management Plan QMS Quality Management System QTF Quality Task Force R&R Revise & Re‐submit RAC Rail Activation Committee

RAMP Real Estate Acquisition and Management Plan RC Reinforced Concrete

RCMP Risk and Contingency Management Plan RCP Reinforced Concrete Pipe RE Resident Engineer

READ Real Estate Acquisition DatabaseRFB Request for Bids RFC Request for Change

RFHB Request for High Bids RFI Request for Information

RFID Requests for Interface Data RFMP Rail Fleet Management Plan RFP Request for Proposals RFQ Request for Qualifications RMS Risk Management System RNR Revise and Resubmit

ROC Rail Operations Center ROD Record of DecisionROE Right of EntryROH Revised Ordinances of Honolulu ROM Rough Order of Magnitude ROW Right‐of‐WayRR Risk Register

RSD Revenue Service Date RTM Requirements Traceability Matrix RTSA Regional Transit Stabilization AgreementS&S Safety and SecurityS1 Segment 1

SAIS Supplemental Archaeological Inventory SurveySC Substantial Completion

SCADA Supervisory Control and Data AcquisitionSCAP Stream Channel Alteration Permit SCC Standard Cost Category

SHPD State Historic Preservation Division SHPO State Historic Preservation Officer

SIC Sandwich Isle Communications SIT System Integration Testing

SLAN Station Local Area Network SOG Slab on GradeSOI Secretary of the Interior SOP Standard Operating Procedures SOW Scope of Work

SP Special ProvisionsSQP Supplemental Quality Plan SSC Safety Security Certification

SSCP Safety and Security Certification Plan SSCWG Safety and Security Certification Working Group

SSI Sensitive Security Information SSMP Safety and Security Management Plan SSRC Safety and Security Review Committee SSSP Site Safety Security Plan STCC Specification/Testing Conformance ChecklistsSTG Shimmick/Traylor/Granite, Joint VentureSUE Subsurface Utility Engineering

SWPPP Storm Water Pollution Prevention PlanT&M Time and MaterialTAP Transportation Alternatives Program TAT Transient Accommodation Tax TC Train Control

TCCR Train Control and Communications RoomTCE Temporary Construction Easement TCO Temporary Certificate Occupancy TCP Traffic Control PlanTCS Train Control System TES Traction Electrification System

TIGER Transportation Investment Generating Economic RecoveryTIP Transportation Improvement Program

TMK Tax Map KeyTMP Traffic Management Plan TOC The Outdoor CircleTOD Transit‐Oriented Development TPO Thermoplastic Polyolefin TPSS Traction Power Sub‐Station TS Traffic Signal

TSA Transportation Security AdministrationTSI Transportation Safety Institute TVA Threat & Vulnerability Assessments TVM Ticket Vending Machine TWF Train Wash FacilityUCA Utility Construction Agreement

UFRCRA Utility Facilities Relocation and Cost Reimbursement AgreementUG UndergroundUH University of Hawai'i

UHWO University of Hawai'i West O'ahu UL Underwriters Laboratories

UPS Uninterrupted Power Supply USACE U.S. Army Corps of Engineers USDOL United States Department of Labor USDOT U.S. Department of Transportation

USN United States Navy


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USPS U.S. Postal Service UST Underground Storage Tank VAR Volt‐Ampere Reactive VCR Vertical Conduit Raceway VE Value Engineering

VECP Value Engineering Change Proposal VMS Variable Message Sign VRC Vertical Raceway Column VRCS Voice Radio Communication System VRF Variable Refrigerant Flow WA Work Area WHS Waipahu High School WL West Loch

WLO West Loch WOEDA West Oahu Economic Development Association WOFH West O'ahu/Farrington Highway WOSG West O'ahu Station Group WQC Water Quality Certification WSS West Side Stations

WSSG West Side Station Group WTB Wheel Truing Building WTC Waipahu Transit Center

WWPS Wastewater pump station WYL West Yard Lead YCB Yard Control Bungalow YOE Year of Expenditure


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PROJECT MAP


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1 SUMMARY REPORTING DATE AND SUBSEQUENT EVENTS This report was published on March 9, 2018, for the PMOC meeting scheduled for March 14, 2018. Most of the data is presented with a reporting cutoff date of Jan. 26, 2018, unless otherwise noted.

KEY ACTIVITIES IN FEBRUARY Project Overview The Honolulu Authority for Rapid Transportation (HART) celebrated a milestone with the construction of the first set of columns for the Project’s Airport Guideway and Stations (AGS) section. The 5.15‐mile AGS section runs from Aloha Stadium, through the Daniel K. Inouye International Airport, and on to Middle Street.

Risk Refresh Workshop FTA staff from Washington, D.C. and Region 9 from San Francisco along with their PMOC consultant conducted a Risk Refresh workshop on HART’s project. The workshop, field visits, and meetings with HDOT (regarding safety) were held on Feb. 26 through Feb. 28, 2018. These sessions were both constructive and informative. HART staff will be providing additional information for evaluation by FTA prior to issuance of DRAFT findings and the subsequent final report.

Industry Forum HART hosted a Public‐Private Partnership (P3) Industry Forum. More than 70 local, national and international business firms took part in the 2‐day event that allowed HART officials to examine the possibilities of using a P‐3 model to deliver the remainder of the Honolulu Rail Transit Project. The forum included a general session and several one‐on‐one meetings where attending companies and HART executives discussed a variety of P‐3 possibilities for project delivery.

COST (as of Jan. 26, 2018)

Project Cost Summary ($ in millions)

Description Original FFGA

Budget Recovery Plan

Budget* Current Estimate at Completion (EAC)*

Incurred To Date

Project Capital Costs

Base Cost without Contingency

$4,305 $7,303 $7,270 $3,065

Total Contingency 644 862 $895 0

Total Project Capital Costs 4,949 8,165 8,165 3,065

FFGA Finance Charges 173 584 584 2

Total FFGA Project Costs 5,122 8,749 8,749 3,067

Post‐RSD Finance Charges 42 271 271 0

Total Project Costs $5,164 $9,020 $9,020 $3,067

*Total Project Costs excludes Operations and Maintenance.

Original FFGA Budget The Original FFGA Budget reflects the full build‐out of the project as executed by the Full Funding Grant Agreement in December 2012.

Recovery Plan Budget Total The revised Basis of Estimate to support the Recovery Plan was submitted to FTA on Dec. 21, 2017. It is based on the additional local revenues generated by 2017 Special Session Act 1, which was signed into law on Sept. 5, 2017. Act 1 extends the General Excise and Use Tax (GET) surcharge for three additional years, through Dec. 31, 2030, and raises the Transient Accommodation Tax (TAT) from 9.25% to 10.25% for 13 years, until Dec. 31, 2030. These measures will provide financial capacity needed to complete the project as planned in the FFGA.

Current Estimate at Completion (EAC) The current project capital Estimate at Completion (EAC) is $8,749 million, including $895 million in allocated and unallocated contingency and $584 million in financing costs. The total project costs including post‐Revenue Service Date (RSD) financing costs of $271 million is $9,020 million.


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The total project contingency is based on a December 2025 RSD. Subsequent to the Basis of Estimate submitted to support the Recovery Plan in December 2017, the total contingency increased $33 million to recognize potential savings to known risk

exposures based on risk expected value.

Incurred to Date The Incurred‐to‐date costs are cumulative through January 2018, and exclude third‐party reimbursement costs. The $3,067 million to date represents 42.2% of the base Current EAC. The Incurred‐to‐date costs increased by $20 million for the period.

SCHEDULE The progress reported in the table below provides percent complete based on all contracts. The early and late plans are based on baseline schedules for active contracts and forecasts of future contracts. The early and late plan values are expected to adjust once the revised baselines are approved.

Project Progress* Through Jan. 26, 2018

Actual Early Plan Late Plan

Overall Project Progress 44.7% 55.4% 52.9%

Construction Progress 39.7% 50.4% 47.8%

Design Progress 72.6% 74.8% 69.4%

*Reported percentages complete are based on the revised Estimate at Completion for the

Minimum Operable Segment (MOS) and revised Revenue Service Date (RSD).

PROGRESS REPORT SUMMARY OF CHANGES The following is a brief summary of major changes that have occurred from the previous month’s report. For more information and detail, please refer to the respective pages in the report. Summary

The Board Meeting Q&A section has been removed, as there were no public questions posed at the February meeting.

Contract Status

Contracts in Procurement o The On Call Hazardous Materials Assessment contract was awarded. Please see page 17. o The HDOT Design Review Contract (East) was awarded. Please see page 17.

Core Systems Contract (CSC) o The current contract value amount has increased due to a change order. Please see page 19.

West O‘ahu /Farrington Highway Guideway (WOFH) o The NCR log numbers have been updated. Please see page 27.

West O‘ahu Station Group (WOSG) o The projected substantial completion date has changed from April 2019 to June 2019. Please see page 30. o The schedule status has changed from “13 months behind” to “15 months behind.” Please see page 30.

Farrington Highway Station Group (FHSG) o The contract substantial completion date has changed from January 2018 to January 2019. Please see page 32. o The projected substantial completion date has changed from February 2019 to November 2019. Please see page

32. o The schedule status has changed from “13 months behind” to “10 months behind.” Please see page 32.

Airport Guideway and Stations (AGS) o The incurred‐to‐date amount decreased due to a correction to previous incurred costs. Please see page 42.

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2.2 Project Budget (data as of Jan. 26, 2018)

Project Cost Summary ($ in millions)



Budget* Current Estimate at Completion (EAC)*

Project Capital Costs

Base Cost without Contingency

$4,305 $7,303 $7,270

Total Contingency 644 862 895

Total Project Capital Costs 4,949 8,165 8,165

FFGA Finance Charges 173 584 584

Total FFGA Project Costs 5,122 8,749 8,749

Post‐RSD Finance Charges 42 271 271

Total Project Costs $5,164 $9,020 $9,020

*Total Project Costs excludes Operations and Maintenance.

Original FFGA Budget The Original FFGA Budget reflects the full build‐out of the project as executed by the Full Funding Grant Agreement in December 2012.

Recovery Plan Budget Total The revised Basis of Estimate to support the Recovery Plan was submitted to FTA on Dec. 21, 2017. It is based on the additional local revenues generated by 2017 Special Session Act 1, which was signed into law on Sept. 5, 2017. Act 1 extends the General Excise and Use Tax (GET) surcharge for three additional years, through Dec. 31, 2030, and raises the Transient Accommodation Tax (TAT) from 9.25% to 10.25% for 13 years, until Dec. 31, 2030. These measures will provide financial capacity needed to complete the project as planned in the FFGA.

Current Estimate at Completion (EAC) The current project capital Estimate at Completion (EAC) is $8,749 million, including $895 million in allocated and unallocated contingency and $584 million in financing costs. The total project costs including post‐Revenue Service Date (RSD) financing costs of $271 million is $9,020 million.

The total project contingency is based on a December 2025 RSD. Subsequent to the Basis of Estimate submitted to support the Recovery Plan in December 2017, the total contingency increased $33 million to recognize potential savings to known risk exposures based on risk expected value.

2.3 Project Contingency (data as of Jan. 26, 2018)

Project Contingency ($ in millions)



Budget Current Estimate at Completion (EAC)

Allocated Contingency $542 $783 $813

Unallocated Contingency 102 79* 82

Total Contingency $644 $783 $895

*Note: Contingency Allocations under review to build up reserves.

Original FFGA Budget The Original FFGA Budget reflects $644 million.

Recovery Plan Budget Total The Recovery Plan Budget reflects $862 million of total contingency or 11% of the base cost estimate which reflects available funding capacity. Based on FTA requirements on contingency for the current phase of the project, the 11% is sufficient reserve to cover against the risk of cost increases during development of the project.

Current Estimate at Completion The contingency is a reserve to cover known and unknown, but anticipated, project execution costs and uncertainty due to risk factors such as unresolved design issues, unknown site conditions, schedule impacts and market fluctuations. Cumulatively, there is $895 million in Total Contingency remaining, of which, $82 million is unallocated.


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2.4 Project Funding (data as of Jan. 26, 2018)

Figure 4. Planned vs. Received Project Funding

Planned vs. Received Project Funding

Funding Source

Pre‐FFGA Project1

Project Funding Total Project

2007 ‐ 2009 Actuals Received

Planned2

2009 ‐ Present Actuals Received

2007 ‐Present Actuals Received

Actuals Received in January 2018 ($YOE M)

Beginning Project Cash Balance3 0 298 298 0 0

Interest Income on Cash Balance5 7 3 3 10 (0)

FTA Section 5309 New Starts Revenue4 0 1,550 806 806 0

ARRA Funds 0 4 4 4 0

Net General Excise Tax (GET) Surcharge revenues FY2010‐FY2030 378 5,873 1,741 2,119 72

Transient Accommodation Tax (TAT) revenue FY2018‐FY2030 0 1,111 0 0 0

City Subsidy ‐ HART Administration FY2018‐FY 2030 0 160 0 0 0

Additional Funds FY2018‐FY2030 0 54 0 0 0

Total 385 9,053 2,852 2,938 72

1 GET and Interest Income received during Pre‐Preliminary Engineering (pre‐PE) phase prior to entry into PE. 2 Updated to Chapter 6 ‐ Project Finance, Figure 6‐1 of HART's Recovery Plan submitted to the FTA on September 15, 2017. 3 Beginning Project Cash Balance at Entry into Preliminary Engineering (PE) on October 16, 2009 (the FFGA Project start date) = Pre‐PE GET, investment and miscellaneous income minus pre‐PE expenditures. The $298 million is included in the Pre‐FFGA actual amounts received between 2007‐2009 of $378 million. 4 New Starts Funds Obligated Through Federal Fiscal Year 2014 Totals $806.3 million. 5 Interest Income received in January 2018 $130,954.13

Figure 5. New Starts Drawdown by Federal Fiscal Year

Federal Fiscal Year (FFY) Allocation

FTA Obligated Amounts

Actual Drawdown Amounts to Date

Available Balance

FFGA Base Case Cash Flow

2008 $15,190,000 $15,190,000 $02009 $19,800,000 $19,800,000 $02010 $30,000,000 $30,000,000 $02011 $55,000,000 $55,000,000 $0 $20,607,2422012 $200,000,000 $200,000,000 $0 $99,382,7582013 $236,277,358 $236,277,358 $0 $258,280,2772014 $250,000,000 $249,991,376 $8,624 $441,719,724

2015* $250,000,000 $0 $250,000,000 $250,000,0002016* $250,000,000 $0 $250,000,000 $250,000,0002017* $243,732,642 $0 $243,732,642 $230,010,000Total $1,550,000,000 $806,258,734 $743,741,266 $1,550,000,000

*HART submited an updated Recovery Plan in September 2017; the FTA is evaluating the plan prior to awarding FFY 2015 - 2017 allocations to the Project.

New Starts Grant Information by Federal Fiscal Year (Amounts in Italics are Pending)


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3 SCHEDULE (data as of Jan. 26, 2018)

Critical Path Analysis

Interim Revenue Service Date is planned for December 2020. o The critical path for Interim Opening of the rail system from East Kapolei Station to Aloha Stadium includes

work on Traction Power Service Stations, and platform at Waipahu Transit Center Station. Following construction, the controlling work shifts to the functional track, Core Systems installation, testing, and commissioning leading to pre‐revenue and Interim Revenue Service Date.

Revenue Service Date (RSD) is planned for December 2025. o The critical path for RSD of the rail system from East Kapolei Station to Ala Moana Station has been updated

due to 15 weeks redesign delay from HECO policy change for 25kV and higher. The updated critical path includes City Center Dry Utilities signed and sealed drawings, third party review and approval, preparation/approval of shop drawings for trenching and installation of communication infrastructure, Kalihi Station foundations, columns and platform girders. Following completion of station construction, the controlling work shifts to the Core Systems installation, testing, and commissioning leading to full Revenue Service.

Three‐Month Look Ahead

Dynamic Testing started from Waipahu High School to the West Loch Station to support the functional train testing in the end of first quarter 2018.

Train Control and Communications Room (TCCR) handover to the Core System Contractor is required at three stations. Ho‘opili Station and UH West O‘ahu Station TCCR partial access has been achieved, with Leeward Community College Station remaining for TCCR partial access.

Station construction for the west station groups to include the following: o Elevator and escalator installation at West Loch, UH West O‘ahu, Ho‘opili, and Waipahu Transit Center

Stations. Ho‘opili to allow partial access to platform for systems installation. Ho‘opili Station to pour ancillary building’s foundation, install platform balustrades, and lighting.

o UH West O‘ahu Station waterproofing platform box girders and stairs, and set pedestrian bridge. o Waipahu Transit Center and Leeward Community College Stations erecting structural steel, rough‐ins, and

roofing at both the station entrance and ancillary buildings. o Pearl Highlands Station to continue concrete placement of the elevated TCCR and concourse floors. o Pearlridge Station to install electric ductbanks, pour pile caps and install cast in place columns for walkway

support frames. o Aloha Stadium Station to complete grounding grid, retaining wall, and elevator/escalator pits.

UHWO Temporary Park‐and‐Ride and Road B to establish stormwater Best Management Practices (BMPs), mass excavation, and wet utility work.

Design work and guideway foundations are ongoing for the Airport Guideway and Stations Design‐Build contract. o AGS continues drilled shafts and column work for Reach A and B.

City Center Utilities Phase 3 contract award date is planned for March 2018. Key Schedule Issues

East Kapolei Station design issues with box girder design.

Clarification and schedule of FHSG structural steel canopies to be settled with the contractor and designer. This impacts the conduits for Core Systems closed circuit television (CCTV), signage and speakers. This key schedule issue continues to be evaluated for implementation of mitigating initiatives to not impact Interim Revenue Service.

Acceptance of the Airport Guideway and Stations contractor baseline schedule continues to be unresolved.

The Elevators and Escalators contract requires new access dates and revised substantial completion.


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Figure 6. HRTP Master Project Schedule Summary (MPSS) The Master Program Summary Schedule reflects currently approved schedule end dates for contracts that have been awarded, and planned dates for future contracts.


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4 CONTRACT STATUS

Contracts in Procurement (data as of Feb. 28, 2018)

Overview

Awarded Contracts: o On Call Hazardous Materials Assessment RFQ was awarded to CH2M Hill, Inc. on Feb. 2, 2018, with Notice

to Proceed, effective Feb. 23, 2018. o HDOT Design Review Contract (East) was awarded to SSFM International, Inc. on Feb. 27, 2018.

Active Procurements: o The Request for Proposals (RFP) for City Center Utilities Relocation and Roadway was issued on Dec. 21,

2017, and a pre‐bid conference held on Jan. 5, 2018. The final Addendum was issued on Feb. 20, 2018. The proposal due date was Feb. 23, 2018. Proposals are under evaluation.

o Programmatic Agreement Historic Architecture Design Services Consultant "II" Request for Qualifications (RFQ) was issued on Sept. 13, 2017. Qualifications were received on Oct. 6, 2017, and are currently being evaluated.

o Art‐in‐Transit: HART continues its negotiations with the highest‐ranked artists for each of the stations. To date, twelve (12) contracts have been awarded.

o Engineering Design and Design Review Services Contractor RFQ: The RFQ was issued on Dec. 22, 2016. Qualifications were received on Jan. 31, 2017. A list of ranked qualified proposers has been established and the selection process is underway.

o Design Services for 138kV Utilities Relocation at KHG RFQ: The RFQ was issued on May 25, 2017. Statements of Qualifications were received on Aug. 2, 2017, and are currently being evaluated.


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4.1 System‐wide

A. Core Systems Contract (CSC) Contract No.: DBOM‐920 DBOM Contractor: Ansaldo Honolulu Joint Venture (AHJV) Contract Start Date: January 2012 Contract Substantial Completion: March 2019 Projected Substantial Completion: July 2025

Project Description: Providing rail passenger vehicles, automated train control system, traction electrification system (TES), communication systems, passenger platform screen gates (PSGs), and operation and maintenance of the project.

Progress Schedule Status

Physical % Complete 47.4%

On time** Early Plan* 98.4%

Late Plan* 93.9%*Data as of Jan. 26, 2018. The progress chart reflects early program expectations. Change Orders are being negotiated which would extend the Contract Completion and recalculate (lower) the planned percentages. Progress is being tracked against interim Construction Access Milestone dates, which show the project is "On‐Time". Upon approved re‐baseline the planned percentages will be revised. **Based on draft Re‐baseline Rev K.

_______________________________________________________________________________________________________

COST INFORMATION:

Disadvantaged Business Enterprise (DBE) Participation

Contract Changes in January

Actual DBE Participation: $408,365 Change No. Description Amount ($)

DBE % Attained: 0.068% Cumulative Previously Reported $40,035,964 000041 Minor Field Work Allowance, Part II $250,000

Cumulative Current Report $40,285,964_______________________________________________________________________________________________________

SCHEDULE: Upcoming Schedule Status per February 2018:

Baseline Project Schedule Rev K3 was submitted and is under review.

Automatic Train Control (ATC) Rack installation is progressing in West Loch Station.

Testing of Wayside ATC in West Loch and Ho‘opili to start second quarter 2018.

Installation for the Train Control and Communications Room (TCCR) at the stations will start in first quarter 2018 at UH West O‘ahu Station.

Delivery of System Site #1 (East Kapolei) and System Site #3 (Ho‘opili) Traction Power Sub‐Station (TPSS) is scheduled for second quarter 2018.

Energization of MSF Yard is planned for second quarter 2018.

Completed Passenger Vehicle (PV) “set‐up” tests for Train #1 at AW0.

Train #2 static testing on‐going.

Delivery of Train #3 to Honolulu is anticipated for first quarter 2018.

Original Contract: $573,782,793 Incurred‐to‐Date: $318,105,817

Current Contract Value1: $614,068,757 Incurred in January: $5,886,859

1Current Contract Value = Original contract value (excluding original O&M budget) + executed Change Orders


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WORK PROGRESS:

Base Design

Percent Complete East Kapolei –

Aloha Stadium Design Aloha Stadium –

Middle Street Design

Passenger Vehicles 97%

PSGS 100%

Communications 76% 73% 0%

Fire Detection 100% 100% N/A

ATC / SCADA 100% 100% 100%

TES 100% 100% 100%

Activities this Month: Design:

Review of design submittals is ongoing.

Continued coordination between AHJV and Airport Guideway and Stations (AGS) contractor for integration of core systems requirements.

Finalized design of TES cableways at feeder to guideway.

Manufacturing:

Hitachi Rail USA, Inc. (HRU) is continuing with the assembly of Train #3, #4 and #5 in Pittsburg, CA.

Pre‐shipment inspection and test of Supervisory Control and Data Acquisition (SCADA) continues.

Platform Screen Gate Station 1 Factory Acceptance Test started on Jan. 25.

Installation, Testing and Commissioning:

MSF TPSS commissioning test completed.

SCADA installation in the MSF Operations and Servicing Building (OSB) is 60% complete.

Communications (COMMS) installation and testing in the MSF buildings and yard continues.

Completed internal Dynamic Train Setup tests on the guideway at AW0.

Rectified train cable crimp quality issue on Train #1.

Formal submittal of Train #2 Car History Book received.

Completed TCCR cable installation at UH West O‘ahu.

Operations Control Center (OCC) ATC and SCADA Hardware Site Acceptance Test completed.

Started TCCR racks installation at West Loch Station.

Electrically Operated Switch (EOS) rectification work started.

Blue light stations (BLS) installation in the yard completed.

Look Ahead: Design:

Continue Final Design of all subsystems.

Continue coordination between AHJV and WOSG/FHSG/KHSG/AGS.

Finalize design of guideway internal cableway.

Finalize design of TCCR cableways. Manufacturing:

Passenger Vehicle Truck Fabrication – Continue truck frame and bolster fabrication activities in Italy.

Continue car shell fabrication activities in Italy.

Continue manufacturing of communications, automated train control, traction power, and other subsystems equipment.

Installation, Testing and Commissioning:

Continue installation and testing of communications system cabling and devices in MSF buildings and yard.

Commence installation of Insulated Joints at stations (East Kapolei Station to Aloha Stadium).

Conduct AW2 Passenger Vehicle "set‐up" dynamic tests on powered guideway.

Initiate formal Passenger Vehicle dynamic acceptance testing on Train #1.

Rectify cable crimp quality issue on Train #2.

Static Design verification and routine testing on Train #2 to continue in Honolulu.

Installation of TCCR racks in Ho‘opili.

Installation of Uninterrupted Power Supply (UPS) cabinets in West Loch and Ho‘opili.

Testing of EOS and BLS in MSF.

TES testing to prepare for energization of MSF.


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KEY ISSUES:

A revised BPS Rev K3 was submitted and is under HART’s review.

The CSC's Communications System design completion delays continue. The base design for the specification and selection of equipment has been submitted, but 24% of submittals require revision to be compliant. The communications "physical" design (that is, layout of equipment) for segment 1 has been submitted, but 17% of the submittals require revision to be compliant. Lack of resources within AHJV and its communications subcontractor have contributed to design delay, particularly for the physical design. HART has written several letters requesting that AHJV provide additional resources, and expects an additional AHJV communications engineer to start by early Q2 2018. The Communications System delay is an internal AHJV delay and not affecting any critical path activities at this time. However, delays in physical design can lead to increased project costs to facility work. HART is monitoring this subsystem delay as it is a key component needed for future signaling system qualification testing and can affect system wide integrated testing if it is not adequately addressed.

HECO provided HART with results of the power quality study which shows that voltage variation issues caused by the operation of the trains leaving the stations may have to be addressed. HART continues to coordinate with HECO regarding analysis of the 12kV feeder’s voltages and potential mitigations.

Multiple Purpose Vehicle (MPV) equipment failure and capacity issue is preventing progress with dynamic set‐up testing of Train #1 at AW2. AHJV’s MOW Equipment Manufacturer (Modern Track Machinery) representatives are on‐site conducting troubleshooting/repairs and confirming towing capabilities.

_______________________________________________________________________________________________________

KEY MILESTONES:

The Automatic Train Supervision (ATS) equipment was installed and hardware test was completed at the OCC. _______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Retrofit of car shells under frame continues in Italy. Six car shells are being retrofitted in Italy and one is completed, but not yet accepted by HART.

CSC NCR Log

TOTAL CLOSED OPEN

AHJV & Subs 39 38 1

Hitachi Rail 1,274 976 298

TOTAL 1,313 1,014 299


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B. Elevators and Escalators Manufacture‐Install‐Maintain (MIM) Contract No.: MI‐930 Contractor: Schindler Elevator Corporation Contract Start Date: August 2013 Contract Substantial Completion: May 2018 Projected Substantial Completion: May 2018 (see the Schedule section below) Project Description: Furnish / install / test / maintain all elevator and escalator equipment located at the 21 stations.



Pending** Early Plan* TBD

Late Plan* TBD*Data as of Jan. 26, 2018. Plans will be determined after the approval of the baseline schedule for the AGS DB contract and the decision to award the CCGS contract. **The E&E schedule is dependent on other contractors' schedules. Actual release for manufacturing will be coordinated for a 'just in time' delivery.

_______________________________________________________________________________________________________

COST INFORMATION:

DBE Participation Contract Changes in January

Actual DBE Participation: $0 Change No. Description Amount ($)

DBE % Attained: 0% Cumulative Previously Reported $1,499,208

None N/A ‐‐‐


SCHEDULE:

The Elevators and Escalators (E&E) projected completion date of May 2018 will change to a later date predicated on the approved baseline schedule for the AGS DB contract and the award of the CCGS contract. Both of these contracts are for the east portion of the guideway. The AGS baseline schedule was received in early February and approval is expected in March. The substantial completion date for the E&E contract will be revised to reflect the AGS station completion dates once the AGS baseline schedule has final approval.



1Current Contract Value = Original contract value with Design Allowance + executed Change Orders


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WORK PROGRESS: Activities this Month:

Interface between the Elevator and Escalator contractor and the AGS DB designer are ongoing to ensure that the installation of the equipment being supplied via the E&E contract will function as designed.

Initial elevator pit and elevator shaft steel is being erected at various western stations. Elevator and Escalator CE&I inspections are occurring to ensure that these elements constructed by others meet the required specifications.

The elevator for the UH West O‘ahu Station and the two elevators for the Ho'opili Station arrived in Hawai‘i in mid‐January 2018. Installation will begin once the station contractor has completed the necessary work elements to allow the work to go forward.

The elevators and escalator for the West Loch Station are currently being installed as scheduled.

The one elevator required for the Leeward Community College Station has been shipped with the arrival scheduled for mid‐March.

Look Ahead:

Elevators' schedule for the four stations in the AGS DB contract will be established once the contractor's baseline schedule is accepted. The E&E substantial completion date will be revised to incorporate the E&E equipment for the four stations included in the AGS DB contract. The remaining eight east‐side stations will be established once the contract is awarded for the CCGS and the schedule for this contract is accepted.

_______________________________________________________________________________________________________

KEY ISSUES:

The release for manufacturing the E&E equipment is being coordinated for a 'just in time' delivery. Final completion of the equipment requirements for the four stations included in the DB contract for Airport Guideway and Stations will be subject to the final design of the DB. The eight stations included in the City Center Guideway and Stations contract are on hold pending contract award for this work. Both of the solicitation packages contain the size and configuration of the elevators and escalators purchased for these twelve remaining stations.

Continue coordination with station contractors on construction interface milestones.

The current completion date of the City Center section of guideway with stations will impact the completion of the Elevator and Escalator contract.

_______________________________________________________________________________________________________

KEY MILESTONES:

Elevators and escalators for the West Loch Station are currently being installed.

The second elevator for UH West O‘ahu and the two elevators for the Ho‘opili Station arrived in Hawai‘i on Jan. 11, 2018.

The elevator for Leeward Community College Station was shipped and is scheduled to arrive mid‐March. _______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Elevators and Escalators NCR Log Total NCRs Issued To Date CLOSED OPEN

0 0 0


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C. Fare Collection System Contract No.: MI‐900 Contractor: INIT, Innovations in Transportation, Inc. Contract Start Date: April 2016 Contract Substantial Completion: September 2021 Projected Substantial Completion: 60 days after full rail revenue service date

Project Description: The fare collection system is a joint HART and City and County of Honolulu [Department of Transportation Services (DTS), Department of Information Technology (DIT), Budget and Fiscal Services (BFS)] project that will consist of a multi‐modal, closed loop, account based smart card system. The Fare System vendor, INIT Innovations in Transportation, Inc., is responsible for design, manufacture, testing, installation and operation of the entire system inclusive of hardware and software.

The rail portion of the project will consist of Ticket Vending Machines (TVMs) and fare gates at stations that accept smart cards which can also be used for payment on board TheBus and facilitate a seamless transfer between modes. Equipment and software to be used by both HART and the City and County will include transaction processing, fare equipment monitoring, and customer service systems, as well as a Data Warehouse. TheBus equipment will consist of stand‐alone smart card readers on board.


Percent Complete 26.9%

On time Early Plan* TBD

Late Plan* TBD*Data as of Jan. 26, 2018. Planned information is being evaluated based on the current (full‐alignment) scope versus the revised requirements of the Interim Revenue Service completion date.

_______________________________________________________________________________________________________

COST INFORMATION:



DBE % Attained: 0% Cumulative Previously Reported $0

None N/A ‐‐‐

Cumulative Current Report $0_______________________________________________________________________________________________________

SCHEDULE:

The baseline schedule for the fare systems project has the following milestones and is currently tracking to schedule:

o The Final Design Review (FDR) milestone was completed on Sept. 22, 2017, with the agreement on the Back Office hardware and software and the Disaster Recovery approach.

o First Article Configuration Inspection (FACI), Factory Acceptance Tests (FAT), Factory Unit Testing (FUT) and Production Acceptance Test (PAT) are now complete for the bus and back office, customer websites, retail devices, and customer service application.

o System Integration Testing (SIT) will be conducted in three phases beginning with mobile applications, customer websites and back office beginning the week of Jan. 29, 2018, and continuing with phase two the week of Feb. 5, and phase three the week of March 26, with completion anticipated by April 6.

o Brand launch in early March 2018. o Field Integration Test (FIT) scheduled to start mid‐April 2018.


Current Contract Value1: $15,464,198 Incurred in January: $0



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Continued development of work‐arounds for non‐Architectural Supplemental Information (ASI) implemented conditions at West Loch.

Finalized Negotiation Strategy Memo and worked to conclude negotiations for design changes.

Completed phases 1 and 2 of SIT.

Developed draft Communications and Marketing Plan.

Confirmed brand banner and press materials.

Began interviews for financial Standard Operating Procedures (SOPs).

Provided draft SOPs to Oahu Transit Services (OTS) for customer service and pass office sales staff review.

Continued cascading 6 week action plan for agency management leading up to Pilot.

Finalized Finding of Merit/No Merit (FOM) for temporary website.

Look Ahead:

Brand press release and launch.

Undertake SIT phase 3.

Undertake interviews to confirm customer service SOPs.

Develop financial SOPs in draft for review by team.

Develop network security SOPs in draft for review by team.

Confirm Deployment Plan and funding.

Confirm communications and marketing plan and funding options.

Continue in field monitoring of TVM and fare gate stub ups at station entrances. Confirm conduit is correct.

Confirm dates for card roll out blitz and locations. Initial roll out activities, including brand launch.

Draft Memorandum of Understanding (MOU) for cost sharing of funds between DTS and HART.

Review Field Integration Test Plan and begin FIT.

_______________________________________________________________________________________________________

KEY ISSUES:

Delay to back office testing with the new requirement to go to virtual F5 for load balancing impacted the start of SIT Phase 1 which started the last week of January 2018. Requirement for virtual F5 for load balancing will delay Phase 3 SIT by four weeks.

Resources for card distribution and roll out with change to deployment strategy.

Outstanding MOUs with the City for Terms and Conditions of Use of Smart Card, Privacy Policy and Retail Sales at Satellite City Halls.

Secondary data center site planned for Joint Traffic Management Center (JTMC) remains on hold and will require retesting when available.

_______________________________________________________________________________________________________

KEY MILESTONES:

SIT Phase 1 and 2 by Feb. 26, 2018.

SIT Phase 3 by April 6, 2018.

FIT completed by May 30, 2018. _______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Fare Collection NCR Log Total NCRs Issued To Date CLOSED OPEN

0 0 0


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4.2 Section I – West O'ahu/Farrington Highway: East Kapolei to Pearl Highlands

A. West O'ahu/Farrington Highway Guideway (WOFH) Contract No.: DB‐120 DB Contractor: Kiewit Infrastructure West Company (KIWC) Contract Start Date: December 2009 Contract Substantial Completion: March 2017 Projected Substantial Completion: TBD

Project Description: Design and construction of 6.8 miles of rail alignment, starting at the East Kapolei Station and ending at the Pearl Highlands Station.



TBD** Early Plan* 100%

Late Plan* 100%*Data as of Jan. 26, 2018.**Further explanation is provided in the Schedule section.

_______________________________________________________________________________________________________

COST INFORMATION:


Actual DBE Participation: $13,166,612 Change No. Description Amount ($)

DBE % Attained: 2.03% Cumulative Previously Reported $186,423,831 None N/A ‐‐‐ Cumulative Current Report $186,423,831 _______________________________________________________________________________________________________

SCHEDULE:

As of the January 2017 progress update, the project was scheduled for substantial completion in March 2017.

HART is in the process of discussions with the contractor to conclude work and settle commercial matters. _______________________________________________________________________________________________________

WORK PROGRESS: WOFH Construction Status as of 2/21/18

Utility Status Qty

to Date Final Qty

% Complete

Structure Element

Total to Date*

Total Qty

% Complete

Water Line 9,348 9,348 100% Shafts 309 309 100%

Sewer Line 570 570 100% Columns 283 283 100%

Fuel Line 340 340 100% Segment Casting 3,209 3,209 100%

Gas line 1,591 1,591 100% Spans Stressed 274 274 100%

Drainage Line 5,166 5,166 100% Trackwork 278 278 100%

Elec/Telecom 21,374 21,374 100% Third Rail 278 278 100%

Street Lights 8,357 8,357 100% Mill & Overlay 27,643 27,643 100%

Traffic Sig/ITS Duct bank

10,802 10,802 100%

*Total quantity for the construction items has been revised to reflect the latest Issued for Construction number of shafts, columns, segments, and spans.

System Sites 7,046 7,046 100%

ITS Systems Devices

4,121 4,121 100%



1Current Contract Value = Original contract value + executed Change Orders


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Activities this Month: Track Construction

Running rail geometry report was submitted and is still under review from the Core Systems Oversight Consultant (CSOC).

Civil

KIWC continued work to complete the outstanding HDOT punchlist items.

Traffic Signals

KIWC continued punchlist work for traffic signals.

Look Ahead: Civil

KIWC looks to complete the outstanding HDOT punchlist items by the end of March.

Traffic Signals

KIWC looks to complete the remainder of the punchlist items by the end of March.

_______________________________________________________________________________________________________

KEY ISSUES:

Closeout– KIWC continues to submit all project closeout documents and as‐built drawings for HART review.

Tendons – KIWC has completed their investigation of the condition of all tendons. The data has been submitted to HART for review. HART is in the process of completing its own independent analysis.

_______________________________________________________________________________________________________

KEY MILESTONES:

Punchlist: 100% of KIWC's list has been verified and closed by CE&I for the guideway. KIWC's internal punchlist: KIWC is working to complete HDOT, CSC, and Safety and Security punchlist items.

_______________________________________________________________________________________________________

SUBSTANTIAL COMPLETION:

No progress to report this month. _______________________________________________________________________________________________________

QUALITY MANAGEMENT:

KIWC continues to follow their established quality processes through quality monitoring and audits.

Closing Out NCRs – KIWC has been working to correct, validate, and close out NCR's during this period. Totals are displayed in the table below.

WOFH NCR LOG Total NCRs Issued To Date CLOSED OPEN

586 578 8


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B. University of Hawai‘i West O‘ahu (UHWO) Station Temporary Park‐and‐Ride & UHWO Campus Road “B” Contract No.: DBB‐602 Contractor: Nan, Inc. Contract Start Date: December 2017 Contract Substantial Completion: July 2019 Projected Substantial Completion: July 2019 Project Description: The project consists of the construction of a temporary park & ride, Road “B” and associated site work in the vicinity of UH West O‘ahu Station. The project includes clearing, grubbing, erosion and dust control, grading and hauling, drainage, installation of underground and overhead utilities, installation of traffic signal, street lighting, and park & ride area electrical and communication systems, concrete curbs, sidewalks and wheelchair ramps, asphalt and concrete pavement structures, signing and striping, bus shelters, landscaping including installation of an irrigation system, and other appurtenances associated with roadway and park & ride facilities.


Physical % Complete 0%

On time Early Plan* TBD

Late Plan* TBD*Data as of Jan. 26, 2018. NTP issued Dec. 15, 2017.

__________________________________________________________________________________________________________________________________________________________________________________________________________________________

COST INFORMATION:



DBE % Attained: 0% Cumulative Previously Reported $0 None N/A ‐‐‐

Cumulative Current Report $0

__________________________________________________________________________________________________________________________________________________________________________________________________________________________

SCHEDULE:

Baseline Schedule revision 2 under review. _______________________________________________________________________________________________________________________________________


Received permits to start work.

Review Electrical Materials on Hand.

Abutilon Menziesii survey completed and Department of Land and Natural Resources (DLNR) accepted.

Look Ahead:

Best Management Practice (BMP) installation.

Mobilization.

Original Contract: $11,589,300 Incurred‐to‐Date: $0




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KEY ISSUES:

Baseline Schedule approval.

Civil Structures Materials on Hand will need to be re‐procured.

Electrical Materials on Hand under review as some determined to not be usable. _______________________________________________________________________________________________________________________________________

KEY MILESTONES:

Notice to Proceed issued Dec. 15, 2017. _______________________________________________________________________________________________________________________________________

QUALITY MANAGEMENT:

Quality Management Plan submitted and approved.

UHWO Station Temporary Park‐and‐Ride & UHWO Campus Road “B”NCR Log

Total NCRs Issued To Date CLOSED OPEN

0 0 0


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C. West O'ahu Station Group (WOSG) Contract No.: DBB‐171 Contractor: Nan, Inc. Contract Start Date: October 2015 Contract Substantial Completion: March 2018 Projected Substantial Completion: June 2019

Project Description: The West O'ahu Station Group construction contract includes services to build three (3) transit stations along Kualaka'i Parkway and Farrington Highway. The stations are East Kapolei (EKP), UH West O'ahu (UHWO), and Ho'opili (HOP) Stations. In addition to the transit stations, operational ancillary buildings, a traction power substation, and adjacent areas are included in this project. There will also be a Park‐and‐Ride lot at the EKP and UHWO Stations.


Physical % Complete 42.5%15 months behind**

Early Plan* 100%

Late Plan* 99.3%*Data as of Jan. 26, 2018. A Change Order request is under review to possibly extend the contract substantial completion date due to delays. If approved, this would result in a reduction to the planned percentages of the Early/Late Plans. **Further explanation is provided in the Schedule section.

__________________________________________________________________________________________________________________________________________________________________________________________________________________________

COST INFORMATION:



DBE % Attained: 0% Cumulative Previously Reported $3,521,866 None N/A ‐‐‐

Cumulative Current Report $3,521,866__________________________________________________________________________________________________________________________________________________________________________________________________________________________

SCHEDULE:

The schedule status reported above reflects the contractor's progress schedule as of December 2017. HART is continuing to work with the contractor to mitigate the previous delays, if possible, and is evaluating the contract substantial completion date and warranted time extensions. Canopy design is also impacting the schedule, which HART is currently addressing with the contractor.

The project has been initially delayed due to site access, as well as design changes to the TCCR footing and box girder at HOP Station. The schedule has been further delayed due to 46kV line relocation by HECO, which impacted the box girder work at UHWO and EKP Stations.

The contractor's progress schedule for January 2018 is in process. _______________________________________________________________________________________________________________________________________

WORK PROGRESS: Activities this Month: East Kapolei

Rebar is installed on the concourse level east deck.

Rebar and forms have been installed at the platform level.

Slab steel has been tied for the concourse level.

Canopy anchor bolts installed.

Look Ahead: East Kapolei

Pour walls and diaphragms for box girder.

Install electrical conduit, pending redesign.

Pour concourse slab, joist and columns.

Install CMU walls.





31 | P a g e

Activities this Month (continued):

Electrical conduits have been installed.

Grout tubes attached to the post tensioning (PT) ducts. UH West O‘ahu

Stair repair ongoing at contractor’s risk.

Concrete masonry unit (CMU) installed at the entrance building.

PT ducts grouted at box girder.

PT pour back has been completed.

Falsework removed from PT pour back. Ho‘opili

Base course fine graded at entrance area.

Concrete placed for Slab on Grade.

Concrete repair received cement wash.

Conduit installed for light poles.

Slab on Grade at faregate area completed.

Steel Stair received topping concrete.

Conduit installed for CSC telecommunications duct.

Look Ahead (continued): UH West O‘ahu

Install and set PSG Baseplates.

Pour bottom slab, side walls and top slab at Reinforced Concrete (RC) platform box girder.

Set and pour stairs at end anchor platforms.

Install doors at TCCR.

Fabricate and install escalator at entrance building.

Ho‘opili

Pour decorative concrete.

Install station beacon sign foundation.

Mechanical and Electrical Rough‐ins at ancillary room.

Install door frames and hang doors.

Install walls and ceilings and paint.

Set stair nosings for steel stairs.

Install doors at TCCR.

Install PSG baseplate studs. _______________________________________________________________________________________________________________________________________

KEY ISSUES:

Acquisition and installation of variable refrigerant flow (VRF) at HOP and UHWO.

HECO ROE for Ho‘opili.

Canopy design concerns at all stations.

Electrical redesign at East Kapolei. _______________________________________________________________________________________________________________________________________

KEY MILESTONES:

TCCR and Uninterrupted Power Supply (UPS) rooms at HOP have been turned over to Core Systems.

Erection of falsework and concrete for base slab at EKP completed.

TCCR and UPS rooms at UHWO ready for turn‐over. _______________________________________________________________________________________________________________________________________

QUALITY MANAGEMENT:

Conducted bi‐weekly Quality Task Force Meetings.

NCR for Stairs at UHWO Station. Corrective action under review by Engineer of Record (EOR)/HART.

WOSG NCR Log

NCRs ISSUED TO DATE

CLOSED OPEN

East Kapolei 6 5 1

UH West O‘ahu 24 13 11

Ho‘opili 24 13 11

Contract Wide 9 8 1

TOTAL 63 39 24


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D. Farrington Highway Station Group (FHSG) Contract No.: DBB‐271 Contractor: Hawaiian Dredging Construction Company, Inc. (HDCC) Contract Start Date: August 2015 Contract Substantial Completion: January 2019 Projected Substantial Completion: November 2019

Project Description: The Farrington Highway Station Group construction contract includes services to build three (3) transit stations along Farrington Highway. The stations are West Loch (WLO), Waipahu Transit Center (WTC), and Leeward Community College (LCC) Stations. The station work includes operational ancillary buildings, a traction power substation at WLO, and a Kiss‐and‐Ride lot at WLO.



Early Plan* 100%

Late Plan* 100%*Data as of Jan. 26, 2018. A Change Order request is under review to possibly extend the contract substantial completion date due to delays. This could result in a reduction to Early/Late Plans previously reported. **Further explanation is provided in the Schedule section.

_______________________________________________________________________________________________________________________________________

COST INFORMATION:

.



DBE % Attained: 2.96% Cumulative Previously Reported $3,473,034

None N/A ‐‐‐

Cumulative Current Report $3,473,034_______________________________________________________________________________________________________________________________________

SCHEDULE:

HART has issued a unilateral change order adding calendar days to the contract to address concurrent delays for late access to LCC station, release of Issued for Construction (IFC) drawings, and the contractors delay in performing the value engineering change proposal (VECP) items of work. The new contract completion date is Jan. 28, 2019.

HDCC’s current assessment of the schedule is they will deliver the project 10 months late. The baseline schedule agreed upon removed the link between the project and the procurement and installation of the canopies. The link was reinstated which now provides a realistic schedule.

_______________________________________________________________________________________________________________________________________

WORK PROGRESS: Activities this Month: West Loch

Continued roughing in electrical, fire‐protection, and mechanical at makai and mauka buildings.

Continue Bus Lane phase installation.

Continue elevator installation.

Continue installing handrails and balustrades.

Continue painting of lantern roofing for both the makai and mauka entrance and pedestrian bridge.

Look Ahead: West Loch

Complete Bus Lane installation.

Install FM200 system.

Install variable refrigerant flow (VRF) system.

Provide permanent power.

Install platform waterproofing, topping and tile.

Procure and install canopies.





33 | P a g e


Continue installation of escalator.

Installed mauka and makai outrigger stairway framing.

Ansaldo working inside TCCR building. Waipahu Transit Center

Completed installation of platform end stairs.

Install faregate steel columns.

Completed concrete placement for station entrance.

Began installation of station entrance walls.

Continue installation of electrical, fire‐protection and mechanical.

Leeward Community College

Installed skylight.

Continue curbs and base course for paving.

Continue installing station stairways.

Completed installation of thermoplastic polyolefin (TPO) roofing of ancillary building.

Begin finishes for bathroom and janitor room. All Stations

Completed PSG installation survey. NCR was issued as plates were installed outside of spec tolerances.

Look Ahead (continued): Waipahu Transit Center

Paint lantern structure.

Install vertical conduit raceway (VCR) columns and cladding.

Install Ancillary building equipment.

Install precast stairs.

Complete retaining wall concrete masonry unit (CMU).


Paint station entrance structure. Leeward Community College

Mobilize and install elevator.

Install wall color coating.

Install stamped flooring.

Install VRF system and other equipment.


_______________________________________________________________________________________________________

KEY ISSUES:

Canopy shop drawings are still under development. There are potential impacts to schedule. All parties are working to resolve constructability issues that were raised.

_______________________________________________________________________________________________________

KEY MILESTONES:

Dynamic testing is in progress; trains are passing through the Waipahu Transit Center Station site.

WLO: VCR Columns and ladder turned over Feb 1. WTC: TCCR will be ready to be provided to CSC in April 2018. LCC: TCCR was ready to be provided to CSC in February 2018.

_______________________________________________________________________________________________________

QUALITY MANAGEMENT:

CE&I is working with HDCC to ensure required submittals are approved prior to related construction activities.

FHSG NCR Log

NCRs ISSUED TO DATE

CLOSED OPEN

West Loch 31 28 3

Waipahu Transit Center 6 3 3

Leeward Community College 11 8 3

Contract Wide 2 0 2

TOTAL 50 39 11


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E. Maintenance and Storage Facility (MSF) Contract No.: DB‐200 Contractor: Kiewit/Kobayashi Joint Venture (KKJV) Contract Start Date: July 2011 Actual Substantial Completion: July 2016

Project Description: The MSF contract consists of the Operations and Servicing Building (OSB), Maintenance of Way (MOW), Train Wash Facility (TWF) and Wheel Truing Building (WTB). In addition to the four (4) facility buildings, MSF includes rail procurement, special trackwork, ties, third rail and other track material for the four guideway segments on the project.


Physical % Complete 100% Substantial Completion Obtained*

Early Plan 100%

Late Plan 100%*Further explanation is provided in the Schedule section.

_______________________________________________________________________________________________________

COST INFORMATION:

______________________________________________________________________________________________________________________________________________________

SCHEDULE:

The MSF contract is projected to close‐out in March 2018. The design‐builder’s request for final acceptance was received on Feb. 6, 2018. HART’s review was due on Feb. 20, 2018; however, due to some minor corrections/issues, HART’s final acceptance review was extended up to two weeks.

______________________________________________________________________________________________________________________________________________________

WORK PROGRESS: Activities this Month: OSB

Final documents for project close‐out have been received and closed.

Administration

KKJV’s letter for Final Acceptance was submitted and is under review.

Look Ahead:

Response for KKJV’s request Final Acceptance letter is pending.




None N/A ‐‐‐

Cumulative Current Report $86,517,032

MSF Construction Status 99.9% Complete Overall

as of 02/15/18

Element % Complete*

OSB 100%

MOW Building 100%

WTB 100%

TWF 100%

Rail 100%

Paving 100% *Not including testing and commissioning.





35 | P a g e

KEY ISSUES:

Final Acceptance – KKJV’s request for final acceptance was received on Feb. 6, 2018 and is currently under review with HART.

Transfer of Capital Assets – Final Acceptance/Transfer of Capital Assets Binder and documents are pending acceptance of the request for final acceptance.

_______________________________________________________________________________________________________

KEY MILESTONES:

OSB Computer Room Air‐Conditioning Unit Seismic Requirements – The manufacturer’s seismic certification was received on Feb. 6, 2018. Safety and Security closed Open Items, MSF 292, on Feb. 15, 2018.

_______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Overall quality of the contract is good.

MSF NCR Log

Total NCRs Issued to Date CLOSED OPEN

34 34 0


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4.3 Section II – Kamehameha Highway: Pearl Highlands to Aloha Stadium A. Kamehameha Highway Guideway (KHG) Contract No.: DB‐320 Contractor: Kiewit Infrastructure West Company (KIWC) Contract Start Date: June 2011 Contract Substantial Completion: September 2017 Projected Substantial Completion: TBD

Project Description: Kamehameha Highway Guideway DB Contract (KHG) consists of 3.9 miles and starts 400 feet east of the Pearl Highlands Station and terminates 1,400 feet beyond the Aloha Stadium Station. KHG work scope is made up of utility relocations, traffic signal improvements, highway widening, drilled shaft foundations, columns, and aerial structure.



TBD** Early Plan* 100%

Late Plan* 100%*Data as of Jan. 26, 2018.**Further explanation is provided in the Schedule section.

_______________________________________________________________________________________________________

COST INFORMATION:




None N/A ‐‐‐


_______________________________________________________________________________________________________

SCHEDULE:

HART is in the process of discussions with the contractor to conclude work and settle commercial matters. _______________________________________________________________________________________________________

WORK PROGRESS: KHG Construction Status as of 2/21/18

Utility Status Qty

to Date Final Qty %

Complete Structure Element

Total to Date

Total Qty

% Complete

Water Line 4,362 4,362 100% Shafts 186 186 100%

Gas Line 12,641 12,641 100% Columns 169 169 100%

Sewer Line 492 492 100% Segment Casting 2,029 2,029 100%

Drainage Line 1,469 1,469 100% Spans Stressed 163 163 100%

Elec/Telecom 19,455 19,455 100% Trackwork 166 166 100%

System Sites 100% N/A 100% Third Rail 158 158 100%

Signals/ITS/ Lights

18,486 18,486 100% Mill & Overlay

Roadway 0 N/A 0%





37 | P a g e

Activities this Month: Median Restoration

Punchlist repairs and sign‐off on repairs continued. Traffic Signals

Punchlist repairs and sign‐off on repairs continues.

Worked on connecting traffic cameras online.

Adjusted non‐compliant traffic signal pedestrian pushbuttons.

Highway Widening

Replaced/repaired non‐compliant curb ramps and sidewalk.

Punchlist repair work continues.

Guardrail repair and adjustments. Design and more repairs ongoing.

Look Ahead: Design Progress

KIWC to finalize and submit record drawings package.

Median Restoration

Punchlist repairs will continue.

Landscaping and irrigation in medians and all bare areas.

Highway Widening

Repair/replace curb ramps non‐compliant with Americans with Disabilities Act (ADA).

Traffic Signals

Finish replacing remaining damaged pull box lids.

Replace Traffic Signal (TS) License Plate Readers (LPRs) and cameras, when received.

Street Lights

KIWC to begin punchlist repairs and sign‐off. _______________________________________________________________________________________________________

KEY ISSUES:

Access Coordination between Contracts – Coordination between contractors is ongoing and requires turnover of guideway work to follow‐on station and Core Systems contractors.

Closeout‐ KIWC is submitting all project closeout documents and as‐built drawings for HART review.

Substantial Completion‐ KIWC /CE&I/HART working closely to close out all required items for KHG Substantial Completion (SC).

Closure of field office – CE&I and HART are working toward closure of the field office and securing a new field location.

_______________________________________________________________________________________________________

KEY MILESTONES:

No significant milestones were completed this month. _______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Quality Process – KIWC continues to follow an established quality process.

KHG NCR Log Total NCRs Issued to Date CLOSED OPEN

252 248 4


38 | P a g e

B. Ramp H2R2 Contract No.: DBB‐385 Contractor: Royal Contracting Co. Ltd. Contract Start Date: May 2015 Contract Substantial Completion: November 2017 Projected Substantial Completion: February 2018

Project Description: Ramp H2R2 is an off‐ramp from the H2 Interstate which will connect the north‐bound H2 Interstate to east‐bound Kamehameha Highway. The off‐ramp terminates just west of the intersection of Kamehameha Highway and Waihona Street.


Physical % Complete 99.0%3 months behind

Early Plan* 100%

Late Plan* 100%*Data as of Jan. 26, 2018. Project is 99.0% complete, pending installation of bridge rail to achieve Substantial Completion, forecast for February 2018. This project is not on the Critical Path.

_______________________________________________________________________________________________________

COST INFORMATION:



DBE % Attained: 9.70% Cumulative Previously Reported $453,401

None N/A ‐‐‐

Cumulative Current Report $453,401_______________________________________________________________________________________________________

SCHEDULE:

Royal Contracting was awarded this project on May 4, 2015, and issued NTP on May 18, 2015. Start of construction was delayed due to unforeseen HDOT required soil remediation and submittal of required documentation.

Contract Change Order CCO‐00004 was executed on Sept. 19, 2017, extending the substantial completion date to Nov. 15, 2017, due to additional guardrail added to the project. There are no delay costs associated with this time extension since the extra guardrail work was concurrent with contractor delays.

All contract work was completed on Feb. 16, 2018.

The ramp will not be in service until the Pearl Highlands transit center is constructed. _______________________________________________________________________________________________________


Certificate of Substantial Completion is being routed for signatures and shows a substantial completion date of Feb. 16, 2018.

Continue to work on the completion of punchlist work.

Look Ahead:

Completion of punchlist work.

Negotiation of the execution of outstanding contract change orders.

Transition of property management from the H2R2 contract to the On‐Call contract.





39 | P a g e

KEY ISSUES:

The project is substantially complete; wrapping up documentation for final acceptance. _______________________________________________________________________________________________________

KEY MILESTONES:

Project work complete.

Pre‐final inspection performed with HDOT. Working on punchlist items from the inspection.

Final inspection and final acceptance upon completion of all punchlist items. Final acceptance is anticipated in second quarter 2018.

_______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Ramp H2R2 NCR Log


12 12 0


40 | P a g e

C. Kamehameha Highway Station Group (KHSG) Contract No.: DBB‐371 Contractor: Nan, Inc. Contract Start Date:

Notice to Commence Administrative Work: April 2016 Notice to Commence Investigative/Pre‐Construction Work at Pearl Highlands: July 2016 Full Notice to Proceed (NTP): October 2016

Contract Substantial Completion: May 2019 Projected Substantial Completion: August 2019 Project Description: The Kamehameha Highway Station Group construction contract includes services to build three (3) transit stations along Kamehameha Highway. The stations are Pearl Highlands Station, Pearlridge Station (PRS), and Aloha Stadium Station (ALS). Operational ancillary buildings, pedestrian crossing improvements, Train Control and Communications Rooms (TCCRs), and landscaping of the station sites are included in addition to the transit stations. The Pearl Highlands Station will include a transit center. The Pearl Highlands and Aloha Stadium Stations include both a Park‐and‐Ride lot and a Kiss‐and‐Ride lot.



Early Plan* 51.1%

Late Plan* 39.3%*Data as of Jan. 26, 2018.**Further explanation is provided in the Schedule section.

_______________________________________________________________________________________________________

COST INFORMATION:




None N/A ‐‐‐


_______________________________________________________________________________________________________

SCHEDULE:

HART is looking at modifying turnover dates from the KHSG contractor to the CSC contractor including turnover of the TCCR and Uninterruptible Power Supply Building/Rooms. Currently working with the CSC to mitigate schedule and have contractors working concurrently.

Continuing to track Pearl Highlands Station falsework transfer to ALS in support of ALS station construction. _______________________________________________________________________________________________________

WORK PROGRESS: Activities this Month: Pearl Highlands

Pour Area 3 – Completed stripping slab forms. Pour Area 4 – Completed installation of curbing and conduit

stub‐ups in preparation for concrete masonry unit (CMU) walls.

Look Ahead: Pearl Highlands

Pour Area 4 – Commence CMU wall installation.

Pour Areas 5 and 6 – Complete structural slab concrete pour and form removal.





41 | P a g e


Pour Areas 5 and 6 – Completed primary beam concrete pours. Commenced rebar/formwork installation for structural slab.

Platform Box Beam Girders – Commenced rebar/formwork installation at Diamond Head girder sections. Continued installation of falsework and forming at ewa sections.

Stair 1 – Completed concrete pour and form removal. Pearlridge Station

Makai Site ‐ Completed installation of drill shafts; 66 of 66 drill shafts are complete. Completed electrical and building structural excavation. Commenced drain line installation.

Mauka Site ‐ Commenced drill shaft installation; 27 of 42 shafts completed to date.

Aloha Stadium

North Parking Lot ‐ Continuing drain line installation. Continuing installation of parking lot curb, gutter and sidewalk. Continuing Rough‐in of electrical conduit and irrigation lines.

South Parking Lot ‐ Continued base course and fine grading. Commenced paving.

Station – Commenced excavation for grounding grid and retaining wall.

Look Ahead (continued):

Pour Area 7 – Erect falsework and commence rebar/formwork installation.

Platform Box Beam Girders – Pour concrete at Diamond Head girder sections. Complete falsework installation and commence formwork/rebar installation for slab and walls at ewa girder sections.

Pearlridge Station

Mauka Site ‐ Complete remaining drill shafts. Commence electrical and building structural excavation.

Makai Site – Complete drain line installation. Commence tie‐beam installation.

Aloha Stadium

North Parking Lot ‐ Complete drains, utility rough‐in and curbs. Commence base course and fine grading.

South Parking Lot ‐ Complete paving.

Station – Commence grounding grid installation. Commence retaining wall construction.

_______________________________________________________________________________________________________

KEY ISSUES:

The designer is now working with the Hawai'i Department of Transportation (HDOT) to develop a Maintenance of Traffic (MOT) plan to conduct a long‐term detour of the eastbound traffic along Kamehameha Highway at the Pearl Highlands Station in support of utility, civil and road work. HDOT has approved of the conceptual MOT. To minimize the duration of the initial traffic impact, HART is working with the contractor to submit a Traffic Control Plan (TCP) isolating the critical path permanent power duct bank work from other civil work along the roadway.

_______________________________________________________________________________________________________

KEY MILESTONES:

Pearl Highlands Station TCCR and Uninterruptible Power Supply (UPS) Rooms – The contractor has completed slabs and ceilings and is now constructing walls in support of the rooms.

Pearlridge Station TCCR and UPS Building – All the Pearlridge Station production shafts were completed on the makai site in February 2018. Foundation work to support the TCCR and UPS Building has commenced.

Pearlridge Station Platform –The Traffic Control Plan to allow the platform box beam girder falsework to begin installation within the median and on Kamehameha Highway has been finalized. The contractor is making final modifications to the falsework submittal and erection is expected to begin in March 2018.

Aloha Stadium Station TCCR and UPS Rooms – HART has approved the applicable retaining wall and foundation submittals. Construction on the retaining wall is anticipated to begin in March 2018.

_______________________________________________________________________________________________________

QUALITY MANAGEMENT:

KHSG NCR Log

NCRs ISSUED TO DATE

CLOSED OPEN

Pearl Highlands 17 16 1

Pearlridge 4 0 4

Aloha Stadium 0 0 0

Contract Wide 0 0 0

TOTAL 21 16 5


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4.4 Section III – Airport: Aloha Stadium to Middle Street Transit Center Station A. Airport Section Guideway and Stations (AGS) Contract No.: DB‐450 Contractor: Shimmick/Traylor/Granite, JV (STG) Contract Start Date: December 2016 Contract Substantial Completion: May 2021 Projected Substantial Completion: May 2021

Project Description: The Airport Guideway and Stations Design‐Build contract consists of the design and construction of 5.2 miles of elevated guideway, four (4) stations, and associated facilities between Aloha Stadium and the Middle Street Transit Center. The contractor will begin by interfacing with design disciplines, third‐party stakeholders, and construction contracts within the corridor of the project to coordinate and resolve utilities conflicts. Design field verification efforts (potholing and geotechnical exploration) will be followed by construction activities once design packages have been approved.


Physical % Complete* 18.2%

Pending*** Early Plan* 22.3%

Late Plan** TBD*Data as of Jan. 26, 2018. Percent Complete is based on actual installed work divided by Early Plan. Calculation omits non‐construction (administrative) costs. **Late Plan remains TBD and will be determined once the complete project baseline is approved. ***Further explanation is provided in the Schedule section.

________________________________________________________________________________________________________________________________________________________________________________________________________________________

COST INFORMATION:




None N/A ‐‐‐

Cumulative Current Report $14,308________________________________________________________________________________________________________________________________________________________________________________________________________________________

SCHEDULE:

The full project cost and resource‐loaded Baseline Schedule (Rev. D) was returned as Revise and Resubmit (RNR). Project status will be determined after the full Baseline Project Schedule is approved.

Regular weekly meetings to resolve outstanding comments and facilitate Rev. E of the baseline schedule have been conducted with STG.

________________________________________________________________________________________________________________________________________________________________________________________________________________________

WORK PROGRESS:

AGS Construction Status as of 2/28/18

Guideway Structure Element

Total to Date

Total Qty

% Complete

Shafts 28 230 12.2%

Columns 5 237 1.7%

Segment Casting 5 2,703 0.1%

Spans Stressed 0 213 0.0%

Trackwork 0 * 0.0%

Third Rail 0 * 0.0%

Mill & Overlay 0 * 0.0%

* Amounts to be determined.


Current Contract Value1: $874,764,308 Incurred in January: ‐$45,975



43 | P a g e

Activities this Month:

Overall design is approximately 80% complete.

Potholing to verify utilities continues ‐ 3,090 of 3,109 have been completed with restoration pending at various locations.

Drilled Reach B shafts, P490‐P498.

Poured Early Foundation columns (P444, P446, P447, P450, P454).

Reach B – Structures – Issued for Construction (IFC) Resubmitted, under HART review.

Halawa Stream Trestle construction.

Cast first segment at precast yard on Feb. 13, 2018.

HDOT Street Lighting IFC and HDOT Drainage IFC signed by HART.

Returned HDOT Irrigation IFC, HDOT Water, Sewer, and Drain Final Design (FD), HECO Electrical Zones 2 & 5 IFC, City and County of Honolulu (CCH) Street Lighting IFC.

Corridor‐Wide (CW) Systems FD returned.

CW – Civil/ROW/Intelligent Transportation Systems (ITS) IFC–Accepted as noted, resubmit (AANR); CW Stations IFC to STG.

Reach E–Middle Street Transit Center Definitive Design (DD) to STG.

Reach B–Civil/Composite Utilities IFC to STG‐Accepted as Noted (AAN).

Reach E–Civil/Composite Utilities DD to STG‐AAN.

Lagoon Drive Station Neighborhood Design Workshop was held on Feb. 15, 2018.

Look Ahead:

Civil & Utility work: Reach A & B – Permanent Street Lighting – 424R, Demo/Relo catch basin in Reach B, Demo ROW Fence at 505‐508, Permanent electric and communications work.

Continue drilling Reach B shafts.

Form/rebar/pour Early Foundation columns and segment casting.

Access to First Hawaiian Bank (FHB) for topographic surveying and utility investigation.

Design coordination meetings with third‐parties (HDOT‐A, Navy, Keehi Lagoon, and Memorial Park, etc.).

Third Party IFC Submissions: HECO Electrical Zones 1, 3, 7, 4, 6, Systems Site #25, System Site #28, CCH Water, CCH Sewer, CCH Drainage, HTI Communications and OTWC Communications.

Third Party FD Submissions – HECO Electrical Zone 8, Systems Site #27 and Electrical Middle Street Station.

Reach A – Guideway (GW) structure IFC March 28, 2018.

Pearl Harbor Station FD submittal to HART in early March.

Reach C‐Civil/Composite Utilities FD submit to HART March 20, 2018.

Honolulu International Airport (HIA) Station FD to submit to HART March 23, 2018.

Reach D‐Civil/Composite Utilities IFC March 23, 2018, GW structure IFC March 13, 2018, Lagoon Drive Station IFC submit to HART March 8, 2018.

__________________________________________________________________________________________________________________________________________________________

KEY ISSUES:

Precast yard "as‐is" condition.

Full Baseline Schedule submittal and acceptance.

ROW access to International Express and First Hawaiian Bank property.

Transfer of HECO scope to HART (in lieu of HECO construction agreements).

Early construction of HECO Zone 1 may start in March 2018 which will require HECO inspection; however, HART/HECO Agreements have not been executed to reimburse HECO for the inspection work.

AT&T utility work ‐ Navy Ducts 804, 812 and 815 may negatively affect the structures work.

Coordination with other City projects and agreements; including Kamehameha Highway Wastewater pump station (WWPS) 36” Force Main (FM) Replacement.

Oceanic and AT&T Agreements not executed.

Challenges in receiving Department of Transportation Services (DTS) submittal and Request for Information (RFI) review responses and approvals.

Coordination with Consolidated Rental Car Facility (CONRAC) and STG on possible scope transfer (no delay to STG). __________________________________________________________________________________________________________________________________________________________

KEY MILESTONES:

First segment cast – Feb. 13, 2018.

Community presentation to CPs on Lagoon Drive (LD) Station – Feb. 15, 2018. __________________________________________________________________________________________________________________________________________________________

QUALITY MANAGEMENT:

Quality Audit completed with substantial compliance noted.

Pre‐Work Meetings began.

Inspection and Testing Plan received.

AGS NCR Log


26 13 13


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B. Airport Section Utilities Construction Contract No.: DBB‐505 Contractor: Nan, Inc. Contract Start Date: July 2014 Actual Substantial Completion: October 2016 Project Description: The Airport Utilities contract consisted of relocating utilities lines and facilities that have been determined to be impacted by the construction of the HART aerial guideway and associated facilities between Aloha Stadium and Middle Street Transit Center. The scope of utilities included underground communications lines, Navy electrical lines, fuel lines, gas lines, water lines, storm sewer lines, sanitary sewer lines, and street light conduits and poles/fixtures. HECO work was excluded from this contract.


Physical % Complete 100% Substantial Completion Obtained

Early Plan 100%

Late Plan 100%_______________________________________________________________________________________________________

COST INFORMATION:




None N/A ‐‐‐

Cumulative Current Report $182,256_______________________________________________________________________________________________________

SCHEDULE:

Nan, Inc. has completed the contract scope and substantial completion was obtained on Oct. 7, 2016.

HART is processing the final change order with contract close out by the end of March 2018. _______________________________________________________________________________________________________


Final change order is being finalized.

Look Ahead:

Execute final change order and begin contract close out process.





45 | P a g e

KEY ISSUES:

No issues to report this month. _______________________________________________________________________________________________________

KEY MILESTONES:

Substantial completion occurred on Oct. 7, 2016. _______________________________________________________________________________________________________

QUALITY MANAGEMENT:

Overall quality of the contract is good.

Airport Utilities NCR Log


19 19 0


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4.5 Section IV – City Center: Middle Street Transit Center Station to Ala Moana Center A. City Center Section Guideway and Utilities Contract No.: FD‐530 Contractor: AECOM Technical Services, Inc., Final Design Consultant (Engineer of Record) Contract Start Date: July 2012 Contract Substantial Completion: March 2019 Projected Substantial Completion: March 2019

Project Description: The City Center Section Guideway and Utilities final design contract consists of 4.12 miles of elevated transit guideway serving eight (8) passenger stations, in addition to roadway widening, utility relocation, and other improvements to facilitate construction of the guideway. Design of the City Center Guideway has been suspended under this contract and will be completed by the City Center Guideway and Stations (CCGS) contract. However, final designs for utilities and roadway are proceeding under this FD‐530 Final Design contract in support of expedited utilities and roadway construction packages.


Based on Expenditures* 83.8%

On time** Early Plan* TBD

Late Plan* TBD*Data as of Jan. 26, 2018.**Further explanation is provided in the Schedule section.

_______________________________________________________________________________________________________

COST INFORMATION:




None N/A ‐‐‐


_______________________________________________________________________________________________________

SCHEDULE:

City Center Utilities Phase 3 final design is scheduled to conclude in March 2019. _______________________________________________________________________________________________________


City Center Phase 2 (CC2) Jan. 3, 2018 final package was returned and comments were addressed by AECOM on Feb. 9, 2018. CC2 went to final printing and have been sent out for routing to the Department of Design & Construction‐Mechanical & Electrical Division (DDC‐MED) for the City and then to the utility agencies for signature.

City Center Phase 3 (CC3) ‐ Submittal #1 Roadway signed & sealed (S&S) design package was received on Feb. 23, 2018. Printing for review and routing has been initiated.

Look Ahead:

CC2, S&S will be vetted to various City Departments. Routing has been initiated and is expected to be completed. This will be vetted by the Hawai‘i Department of Transportation (HDOT) for final approval.

CC2 approval and signature from the Department of Transportation Services (DTS) is expected to be received.


Current Contract Value1: $57,889,307 Incurred in January: $84,591



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CC3 Submittal #3‐Wet Utilities (for both Dillingham and Kaka‘ako) did not receive comments back from the Board of Water Supply (BWS). AECOM is staying in touch with BWS in order to coordinate comments.

CC3 Submittal#2 138kV – HECO had comments and preference to the transition design of future access to their provisionary 6 spare conduits. Micro tunnel re‐design coordination is on‐going with HECO. This will delay the S&S March Submittal to April.

On Feb. 7, 2018, HECO provided an early notification of ampacity rating issues due to the underground conversions of the 46kV and 12kV circuits along Dillingham Boulevard. HECO provided an outline of potential design issues, but will wait for the infrastructure redesign findings in July 2018 to advise HART of where these areas will occur.

HART and AECOM completed negotiations for the bilateral amendment for RFCC 00020. This will include the submission of Appendix E –Use of Allowance, as authorized activities.

Look Ahead (continued):

CC3 Submittal #1 Roadway is expected to be vetted by HART, Department of Planning and Permitting (DPP), HDOT and utility agencies before it goes to printing.

HECO’s letter regarding the ampacity rating on infrastructure redesign findings is not due until July 2018. Until this is provided, AECOM is not able to fully quantify the impact to the 2‐mile Dillingham corridor.

CC3 S&S Submittal #2‐138kV and #3‐Wet Utilities for Dillingham and Kaka‘ako are expected in April 2018.

AECOM design will continue to seek variances from utility owners to allow reduced clearances between utilities, due to the high density of utilities proposed to be constructed in Dillingham Boulevard.

AECOM is expected to submit CC3 Submittal #11 for Street Tree Plan for HART review and DPP One‐Time Review (OTR) in March 2018.

_______________________________________________________________________________________________________

KEY ISSUES:

HECO issued a formal notification letter to HART that they are completing the analysis of the ampacity derating and infrastructure redesign findings. There is potential for 12kV and 46kV impact. HART continues to monitor and coordinate the HECO issue for overall impacts to both CCUR and CCGS. At this time, the current HECO review will not impact the overall CCUR schedule or issuance of the first group of Task Orders for CCUR. HART will continue to monitor and evaluate the HECO issue for any potential impacts to overall schedule along with the development of appropriate mitigation measures to maintain the CCUR schedule.

_______________________________________________________________________________________________________

KEY MILESTONES:

City Center Utilities Phase 2 (S&S) package was vetted and approved for final signature in mid‐February.

City Center Utilities Phase 3 – Submittal #1 Roadway (S&S) package was received on Feb. 23, 2018.


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B. Dillingham and Kaka'ako Station Group (DKSG) Contract No.: FD‐550 Contractor: Perkins+Will (P+W), Final Design Consultant (Engineer of Record) Contract Start Date: August 2013 Actual Substantial Completion: Work concluded May 2016

Project Description: Design of eight (8) stations for the fourth and final phase of the current project that will connect Dillingham Boulevard to Ala Moana Center. The DKSG stations have been combined with the City Center Guideway into a single City Center Guideway and Stations contract package. Due to the change in delivery method, the design for these stations has been suspended and will not be completed under this FD‐550 contract.


Earned Value* 100% Substantial Completion Obtained

Early Plan* 100%

Late Plan* 100%*Design for these stations has been suspended and will not be completed under this FD‐550 contract.

_______________________________________________________________________________________________________

COST INFORMATION:




None N/A ‐‐‐


SCHEDULE:

There is no work scheduled under this contract.

HART intends to close out this contract by June 2018. _______________________________________________________________________________________________________


Administrative closeout activities are ongoing.

Look Ahead:

Future efforts will be administrative only. _______________________________________________________________________________________________________

KEY ISSUES:

N/A. _______________________________________________________________________________________________________

KEY MILESTONES:

N/A.





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4.6 Contract Status by CPP (data as of Jan. 26, 2018)

A B C = A + B D E = D / C

CPP # Contract Description Original Contract

Value Change Orders Current Contract

Value Incurred % Exp. Award Date

Original Completion

Date

Revised Completion

Date

DB120 West Oahu/Farrington Hwy Guideway 482,430,201 186,423,831 668,854,032 665,624,607 99.5% 11/11/2009 10/21/2013 3/3/2017

DB320 Kamehameha Hwy Guideway 372,150,000 21,007,573 393,157,573 391,825,707 99.7% 6/30/2011 10/15/2014 9/30/2017

DB200 Maintenance & Storage Facility 195,258,000 86,517,032 281,775,032 281,753,403 100.0% 6/30/2011 12/20/2014 7/2/2016

DB450 Airport Section Guideway/Stations 874,750,000 14,308 874,764,308 198,641,166 22.7% 9/20/2016 5/1/2021 5/3/2021

DBB171 West Oahu Station Group 56,088,470 3,521,866 59,610,336 26,702,756 44.8% 7/20/2015 3/12/2018 3/12/2018

DBB271 Farrington Highway Station Group 78,999,000 3,473,034 82,472,034 44,866,668 54.4% 6/22/2015 1/16/2018 1/28/2019

DBB371 Kamehameha Hwy Station Group 115,805,845 1,558,663 117,364,508 24,162,183 20.6% 1/27/2016 5/17/2019 5/17/2019

DBB385 Ramp H2R2 5,203,646 453,401 5,657,047 5,310,349 93.9% 5/18/2015 10/2/2016 11/15/2017

DBB505 Airport Section Utilities Cnstr. DBB 27,993,290 182,256 28,175,545 27,919,489 99.1% 6/30/2014 2/6/2016 10/7/2016

DBB525 Airport Section Guideway 7‐Pier DBB 3,973,000 54,843 4,027,843 4,027,843 100.0% 9/18/2014 2/28/2015 4/24/2015

DBB602 UHWO Temp PnR and Campus Rd B 11,589,300 11,589,300 0.0% 12/15/2017 7/16/2019

DBOM920 Core Systems Design Build O/M 573,782,793 40,285,964 614,068,757 318,105,817 51.8% 11/28/2011 3/15/2019 6/1/2019

MI900 Fare Collection DFI 15,464,198 15,464,198 4,156,881 26.9% 3/18/2016 1/15/2029 1/15/2029

MI930 Elevators & Escalators Install/Maint 50,982,714 1,499,208 52,481,922 11,452,529 21.8% 7/31/2013 5/1/2018 7/12/2018

MM945 On‐Call Contractor 1,000,000 1,000,000 2,000,000 1,993,468 99.7% 8/6/2014 7/6/2019 8/31/2016

MM947 On‐Call Contractor 2 7,500,000 7,500,000 7,496,271 100.0% 5/21/2015 5/20/2020 1/3/2018

MM948 On‐call Contractor 3 20,000,000 6,000,000 26,000,000 19,383,648 74.6% 5/9/2016 5/12/2023 1/31/2019

MM949 On‐Call Cont (IV, V, VI) 46,000,000 46,000,000 0.0% 1/10/2018 11/30/2024

DB550 City Ctr Section Guideway and Sta DB 100,000 134,000 234,000 193,981 82.9% 10/1/2014 9/30/2015 7/31/2017

FD140 West Oahu Station Group FD 7,789,000 3,400,416 11,189,416 11,116,535 99.3% 6/15/2012 6/21/2017 6/21/2017

FD240 Farrington Highway Stations Group FD 9,300,696 5,854,620 15,155,316 14,411,270 95.1% 1/12/2011 11/14/2016 11/14/2016

FD340 Kamehameha Hwy Station Group FD 8,702,592 1,998,576 10,701,168 10,671,204 99.7% 11/16/2012 6/14/2017 6/14/2017

FD430 Airport Sect. Guideway/Util FD 38,840,960 4,111,440 42,952,400 41,903,152 97.6% 12/22/2011 6/30/2017 6/30/2017

FD440 Airport Station Group FD 10,177,365 1,396,487 11,573,852 10,059,820 86.9% 11/7/2012 1/27/2014 7/1/2015

FD530 City Center Guideway/Util FD 43,948,220 13,941,087 57,889,307 48,522,491 83.8% 7/30/2012 4/30/2018 9/30/2019

FD550 SPCD ‐ Dillingham and Kaka'ako SG FD 18,321,918 1,370,418 19,692,336 12,341,535 62.7% 8/8/2013 11/1/2014 1/15/2016

FD701 KH Civil FD 60,000 60,000 0.0% 1/22/2018 1/15/2019

MM290 Construction Engrg & Insp CEI West 54,232,480 16,000,000 70,232,480 60,336,522 85.9% 1/9/2014 1/8/2020

MM595 Const. Engrg & Insp. CEI East 63,083,417 (50,377,317) 12,706,100 12,382,150 97.5% 1/7/2014 1/6/2019 1/6/2016

MM596 Construction Engrg & Insp CEI East 2 55,036,130 55,036,130 24,911,384 45.3% 9/10/2015 12/31/2019

MM901 Program Mgt Support Conslt (PMSC‐2) 33,376,897 18,444,023 51,820,920 49,739,335 96.0% 2/23/2012 3/7/2017 3/7/2017

MM902 Program Mgt Contrator Contract 63,522,953 63,522,953 12,712,988 20.0% 1/1/2017 12/31/2022

MM905 MM‐905 Gen Engrg Conslt EIS/PE 78,564,942 78,564,942 74,157,822 94.4% 8/24/2007 2/9/2010 2/26/2011


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A B C = A + B D E = D / C

CPP # Contract Description Original Contract

Value Change Orders Current Contract

Value Incurred % Exp. Award Date

Original Completion

Date

Revised Completion

Date

MM910 MM‐910 Gen Engrg Conslt FD‐Construct 150,226,265 150,226,265 150,226,026 100.0% 6/30/2011 12/31/2014

MM913 MM‐913 Gen Engrg Recompete 46,143,277 699,572 46,842,849 45,522,237 97.2% 12/5/2013 4/4/2019 4/4/2019

MM915 HDOT Traffic Mgmt. Consult. 1,600,000 3,350,000 4,950,000 4,750,983 96.0% 6/5/2012 6/6/2019 6/6/2019

MM920 HDOT Coordination Conslt WOFH 3,000,000 6,500,000 9,500,000 8,707,254 91.7% 6/7/2011 6/7/2018 6/7/2018

MM921 HDOT Coordination Conslt KHG 10,000,000 (1,400,000) 8,600,000 6,292,343 73.2% 6/29/2012 6/30/2017

MM922 HDOT Coordination Conslt. East 12,000,000 (5,600,000) 6,400,000 4,085,666 63.8% 6/8/2012 6/13/2017

MM925 HDOT ‐ WOFH/KHG Imprv Agreements 550,000 2,865,633 3,415,633 2,241,769 65.6% 10/27/2010 10/26/2085

MM930 HDOT State SOA Manager & Consultant 1,272,400 583,142 1,855,542 1,041,176 56.1% 2/3/2012

MM940 Kako'o Consultant 1,000,000 1,000,000 537,125 53.7% 3/13/2012 3/29/2022 8/29/2015

MM941 Kako'o Consultant II 200,000 200,000 400,000 166,667 41.7% 12/8/2015 12/7/2017 12/7/2017

MM946 On‐Call Hazmat Removal 1200100 3,075,000 2,075,000 5,150,000 4,720,919 91.7% 8/23/2012 8/22/2019 2/18/2020

MM950 OCIP Consultant 1,250,000 1,250,000 1,250,000 100.0% 5/10/2012 5/9/2017

MM951 Owner‐Controlled Insurance Program 55,870,308 55,870,308 39,366,993 70.5% 4/9/2014 4/9/2030

MM953 OCIP II 415,000 415,000 122,536 29.5% 5/10/2017

MM960 Archeological & Cultural Monitoring 2,489,748 2,489,748 2,002,891 80.4% 1/15/2014 1/24/2019

MM962 Core Systems Support 43,988,989 43,988,989 28,258,386 64.2% 2/10/2014 9/10/2019 9/10/2019

MM964 Safety and Security Consultant 4,699,573 5,602,596 10,302,170 7,290,093 70.8% 4/23/2014 1/31/2017 1/31/2019

MM970 Fare Collection Consultant 1,178,300 64,143 1,242,443 361,250 29.1% 9/24/2015 12/31/2019 12/31/2019

MM975 LEED Commissioning Services for MSF 278,630 39,900 318,530 286,475 89.9% 10/6/2010 8/13/2017 8/31/2017

PA102 Programmatic Agreement HPC 450,000 (150,000) 300,000 224,142 74.7% 7/12/2013 1/18/2019 4/26/2017

ART ART Contracts 1,894,500 10,000 1,904,500 189,075 9.9% 1/26/2016 7/8/2019

MM935 Real Estate Consultant 3,000,000 5,077,665 8,077,665 7,504,910 92.9% 3/14/2012 3/13/2017 3/13/2017

MM936 Real Estate Consultant II 8,190,000 8,190,000 1,333,259 16.3% 9/13/2016 9/12/2020 9/12/2020

MM937 Real Estate Consultant ‐ Maps/Surv. 2,998,000 1,130,000 4,128,000 1,950,499 47.3% 5/22/2014 5/21/2017 5/22/2019

MM981 Complex Real Property Nego. Lit. Sup 600,000 600,000 295,158 49.2% 9/9/2016 9/8/2018 9/8/2018

MM982 On Call Appraiser 2,500,000 2,500,000 78,581 3.1% 6/23/2016 12/20/2022

MM983 Land Court Petition Services 1,200,000 1,200,000 37,838 3.2% 10/17/2016 10/16/2019

MM985 On Call Appraisers II 1,261,308 1,261,308 68,641 5.4% 4/10/2017 4/9/2022 4/16/2018

MM986 Real Estate Legal Services 5,800,000 5,800,000 384 0.0% 10/19/2017 12/26/2022

UTIL Utility Contracts and Agreements 100,148,963 1,484,941 101,633,904 66,964,034 65.9% 12/2/2009 12/26/2018 6/30/2018

3,812,743,346 469,363,263 4,282,106,609 2,802,760,284

Source: HART CMS.

Note: Excludes Right‐of‐Way transactions, debt financing costs, and City/HART contract packages, which are included in Appendix A.


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5 OVERALL PROJECT‐WIDE ACTIVITIES

5.1 Permits Permits Submitted and In‐Progress

HART submitted the Section 401 Water Quality Certification (WQC) to Hawai‘i Department of Health (HDOH) for construction in Kapālama Canal.

Look Ahead

HART is submitting an extension for the Stream Channel Alteration Permit for Kalihi Stream.

HART is preparing the Section 10 permit with the U.S. Army Corps of Engineers for the 130 KV underground conduit under Kapālama Canal. HART is preparing National Pollutant Discharge Elimination System (NPDES) permits for City Center utility relocation work.

5.2 Hawai'i Department of Transportation (HDOT) Agreements Activities this Month

Comments received from the City and HDOT on the WOFH Master Agreement and Joint Use and Occupancy Agreement (JUOA) Amendment 1. Modified amendment has been sent back to Corporation Counsel for review.

Comments incorporated into the City and HDOT’s KHG, AGS, CCGS Master Agreement Amendment 1. Per Corporation Counsel, the amendment requires City Council approval. Developing draft Resolution.

Tracking changes to the project list for the Highway Improvement Agreement. The project list is being revised to reflect actual costs of the completed projects and to incorporate additional highway improvement projects. Total amount of the Agreement is to remain constant.

Look Ahead

Identify the Highway Improvement Project costs to start the process for the third transfer of funds from the Federal Highway Administration to the Federal Transit Administration.

Execution of the City Center Joint Use and Occupancy Agreement. Execution will be in conjunction with the start of CCUR construction on Nimitz Highway, estimated June 2018.

Route for execution of the West O‘ahu Farrington Highway Master Agreement and Joint Use and Occupancy Agreement Amendment 1. Routing will commence upon concurrence from Corporation Counsel, estimated second quarter 2018.

Route for execution of Amendment 1 to the Master Agreement for the sections to and from: Kamehameha Highway Guideway, Airport Guideway, and City Center Guideway. Resolution language to Corporation Counsel, February 2018. Routing will commence upon concurrence from Corporation Counsel, estimated second quarter 2018.

Execution of Amendment 1 to the Highway Improvement Agreement, upon finalization of the project list and final costs that are incurred. Execution of the amendment is estimated to be processed in 2025.


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5.3 Utility Agreements

Utility Agreements Status Matrix

Utility Owner Status WOFH KHG Airport City Center

ESA UCA ESA UCA UCA COMBINED ESA UCA

AT&T (Corporation)

Executed 05/11/11 12/20/11 5/18/12

Including with ESA

Not Required

12/26/13 05/03/17 NTP 05/12/11 12/21/11

Amd 01 07/01/11 HRS Ch. 104 11/22/16

AT&T (Government Solutions)

Executed 12/26/13

Working on Agreement

12/26/13 Combined with AT&T

Corp NTP

Chevron Executed 12/04/09

11/04/11

NTP 12/22/09 11/15/11

Amd 01 07/01/11

Hawaiian Telcom

Executed 05/20/10 11/17/14 05/10/12 12/31/14 05/28/15 09/27/13 04/06/17

NTP 06/14/10 11/18/14

Amd 01 07/01/11 04/13/15 05/11/17 Draft sent to

HTI for review

Amd 02 05/10/12 Working on Amd

02 Working on Amd 01

HECO

Design Services

Construction Services

Design Services


Design Services


Design Services


Executed 11/20/13 11/29/13 11/20/13 11/29/13 11/20/13

11/25/13 HECO revision to include

Temp Poles NTP 11/20/13 11/29/13 11/20/13 11/29/13 11/20/13 11/25/13

Change Order 01

06/30/17

Received Board

Approval 02/22/18

Working on

Change Order 01

Change Order 02

Received Board

Approval 02/22/18

Memorandums of

Understanding

08/07/14 – Construction Drawings05/01/15 – Access

05/15/15 – Derrick Truck

06/23/15 – Master Agreement

06/09/15 – MSF Advanced Construction

09/16/15 – Right of Entry

10/12/15 – Clearance (West) 11/10/15 – Dillingham Blvd Materials

07/13/16 – KHG Vertical Clearance

Power Quality MOU

Airport Overlap MOU

Vehicle Storage MOU

Oceanic Time Warner Cable

Executed 12/08/09 12/21/11 01/09/12 06/02/14 12/19/14

04/03/13 9/22/16

NTP 12/22/09 04/04/13 9/30/16

Amd 01 07/01/11 02/27/14 HRS Ch 104 Agreement is being

processed.

Draft sent to OTWC for review

Amd 02 10/07/13 HRS Ch. 104

Pacific Lightnet/ Wavecom

Executed 04/28/10 03/12/12 02/15/12

NTP 04/29/10 03/13/12 02/16/12Amd 01 07/01/11 HRS Ch. 104


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Utility Agreements Status Matrix

Utility Owner Status WOFH KHG Airport City Center

ESA UCA ESA UCA UCA COMBINED ESA UCA

Sandwich Isle Communications

Executed 05/20/10 04/20/12

NTP 06/08/10 Amd 01 07/01/11

Hawai'i GAS

Executed 12/18/09 06/30/1106/01/12 04/14/14

08/19/1409/27/13

05/08/15NTP 12/22/09 07/12/11 08/20/14 05/11/15

Amd 01 07/01/11 10/17/14 08/28/14 08/31/17 10/24/17Amd 02 05/09/16 10/23/15

Amd 03 HRS Ch. 104

Level 3/TW Telecom

Executed 12/02/09

02/14/12 Oceanic to relocate for TW Telecom

10/11/12 Draft sent to TW Telecom

NTP 12/22/09 02/16/12

Amd 01 07/01/11

Amd 02

Tesoro

Executed

02/15/1209/12/13

08/27/13

NTP 02/16/12 09/03/13 Amd 01 09/12/14Amd 02 05/13/15Amd 03 HRS Ch. 104

Legend = Action this month COR = Corporation Counsel UCA = Utility Construction Agreement

= Not applicable ESA = Engineering Services Agreement UFRCRA = Combined Engineering and Construction Utility Agreement

Issues

Electrical Construction – For WOFH and KHG, HART was responsible for infrastructure (trenching, ductline installation, etc.) construction and HECO was responsible for electrical (cable installation and termination) construction for electric utility relocations. In April 2017, HECO informed HART that it will not perform electrical construction for electric utility relocation for the Airport and City Center sections, including the Dillingham Temporary Utilities section. HECO will continue to perform the electrical design. HART is proceeding to procure utility relocation electrical construction services and is also now responsible for procuring electrical materials. HART is negotiating an agreement with HECO to cover inspection for the electrical construction.

HECO

Davis‐Bacon requirements – HECO has a collective bargaining agreement that contains different wage scales which does not satisfy Davis‐Bacon requirements. HECO has submitted a rate conformance request that has so far been denied by the United States Department of Labor (USDOL), although HECO has appealed. HECO and HART are still awaiting a final decision from the USDOL for the applicable rates.

Ka`aahi Substation near MSF area – HECO is planning to construct a new dedicated 46kV substation in order to provide power needed by HART for its rail project by interim opening now scheduled for December 2020. Per requirements of HECO Rule 13 for line extensions and substations, HECO will pay for construction of this new substation and HART is responsible for providing land for the substation. A location near the MSF has been identified and planning is ongoing with HECO, the University of Hawai'i and Leeward Community College for the new substation and storage of new specialized vehicles. HECO has submitted a proposal letter to HART for this proposed dedicated substation and negotiation continues. HART submitted a draft request for the substation location to UH for review, and is awaiting comments.

Mitigation of Horizontal Working Clearance Requirements –Construction contract change orders for WOFH and KHG that include the purchase of specialized bucket truck vehicles have been signed by HART and HECO, and were approved by HART’s Board of Directors at its Feb. 22 meeting. For AGS, a HECO‐HART solution of 1) shortening the conductor pole arms on nine (9) existing 138kV poles fronting Pearl Harbor; 2) increased conductor easements from the Navy; and 3) the use of the new 138kV specialized equipment as mentioned above, will avoid having to underground HECO's 138kV lines to meet horizontal working clearance requirements. HART received HECO’s preliminary design for the shortening of the conductor pole arms in January 2018 and have proceeded with initial construction planning by an On‐Call contractor. Work cannot go forward until a construction agreement with HECO to provide inspection services is consummated. The target date is the end of the first quarter 2018. For City Center, HART and HECO have agreed to underground the two existing overhead 138kV lines.


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5.4 Right‐of‐Way (data as of Feb. 1, 2018) Key Issues

In order to maintain the project schedule and also to support the guideway and station Design‐Build contracts, eminent domain proceedings were authorized by the HART Board and the Honolulu City Council for 10 privately owned parcels and 35 easements on Howard Hughes property on Jan. 23, 2018. At the Feb. 22, 2018 HART Board Meeting, HART plans to discuss relocation issues with FTA.

o West O`ahu/Farrington 1 case is filed with the court and is active

o Kamehameha 1 case is closed

o Airport 2 cases are filed with the court and are active 1 case is anticipated to be filed with the court (2 TMKs)

o City Center 3 cases are filed with the court and are active (4 TMKs) 1 case is filed with the court and has been settled pending the Final Order of Condemnation 11 cases were authorized by the City Council for eminent domain proceedings via resolution (31

TMKS)

Negotiations are still continuing with the private property owners in an attempt to reach mutual agreements. In support of these efforts, two additional appraisal contracts were awarded to Colliers Valuation & Advisory Services and Overland Pacific & Cutler to assist in updating appraisals to support new Letters of Offers to owners in the City Center Section.

Negotiations are underway with Hawaiian Electric Company (HECO) regarding clearances next to the HART guideway system. HART may have approximately 100 new private easements that will be acquired for HECO undergrounding. Other easement relocations will be located in public streets and HDOT right of way. Easements are primarily in the Airport and City Center Sections for miscellaneous utility purposes for HECO and other utilities. These easements will eventually be turned over to HECO.

HART is updating its Real Estate Acquisition and Management Plan (RAMP) to address a policy change regarding Floor Area Ratios (FAR) that affects disposal of excess property, joint development and updating the ROW acquisition list due to approved design changes, addition of Temporary Construction Easements (TCEs) and utility easements on behalf of third parties. HART’s first review of Version 7 draft of the RAMP was completed and sent for review by ROW consultants.

The ROW budget was re‐baselined within the recovery plan.

Negotiations are continuing with UH Honolulu Community College to secure a construction right of entry.

ROW and Construction are working collaboratively to mitigate any potential construction impacts. The objective is to secure site access via Rights of Entry (ROE) or other arrangements. ROW has moved forward with condemnation and obtained legally enforceable possession of the property. These possession authorities will eventually require resolution of the valuation for the required subject real property interests.


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Acquisitions Figure 7. Right‐of‐Way Status for the Parcels

Relocations Figure 8. Relocation Status for the Occupants


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Status of Inter‐Governmental Agreements Figure 9. Inter‐Governmental Agreement Status The status of agreements between HART and other government entities, with the exception of D.R. Horton are attached. Objectives are:

1) Obtain Construction Right of Entry with impacted government agencies. Some government agencies may choose to issue the final documents after construction is substantially underway or near completion.

2) ROW to negotiate and obtain Rights of Entry for certain other construction related activities as requested by Design and Construction. There may be other Rights of Entry and Agreements which may not involve ROW acquisition but have been requested to assist by other HART departments.

3) Agreements to be executed are in white. Executed agreements are in grey at the end of the table, and while these parcels may be accessible at this time for construction, further documentation may also be required to complete the acquisition.

Inter‐Governmental Agreements

Agency

Pending Agreements (Executed Agreements

are shaded grey)

Target

Section

Construction Right of Entry Obtained

Notes/Remarks

STATE AGREEMENTS

UH – University of Hawaii, West O`ahu (UHWO) East Kapolei

Construction Right of Entry and Occupancy & Use Agreement for East Kapolei Temporary Park & Ride

Dec 2018 WOFH . To be processed.

UH – Urban Gardens Conveyance to HDOT(H) – Dept. of Transportation Highways

May 2018 KHG Yes

In process. HART’s Construction is not impacted as the HART Right of Entry (ROE) for right to access and construct is executed. Contractor & sub‐contractors’ ROEs are with

COR to sign off.

UH – Honolulu Community College (HCC)

Construction Right of Entry for guideway & station

May 2018

City Center In review. Ball in Court with UH.

DLNR – Dept of Land & Natural Resources

Kapolei Easement Agreement for overhead guideway and for park and ride facility

June 2019 WOFH

Yes In process. Construction is not impacted as the ROE for right to access and construct is executed.

With DPP for subdivision.

DLNR Keehi Lagoon Easement Agreement

Aug 2018 Airport Yes In process. Construction is not impacted as the ROE for right to access and construct is executed.

With DPP for subdivision.

DLNR City Center Construction Right of Entry

Aug 2018 City Center

In process.

DLNR City Center Easement Agreement

Aug 2018 City Center In process.

DLNR/C&C Wastewater Div

Easement Agreement Jan 2019 City Center In process.

DLNR/C&C Wastewater Div Construction Right of Entry

Aug 2018 City Center Construction ROE obtained from DLNR 9/22/17. With DPP for

subdivision.

DOE ‐ Waipahu H.S. Permanent Easement (State portion)

May 2019

WOFH Yes

In process. Construction is not impacted as the ROE for right to access and construct is executed.

DOE – Waipahu H.S Memorandum of Understanding (City portion)

Aug 2018 WOFH Yes In process. Construction is not impacted as the ROE for right to access and construct is executed.

With DOE for review.


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Agency


are shaded grey)

Target

Section


Notes/Remarks

DOE – Waipahu H.S. Permanent Easement (City portion)

May 2019

WOFH Yes Permanent easement from City in process. Construction is not

impacted as the Master/Construction Agreement is executed. With COR – Request for Legal Service to determine

legal grant rights.

Aloha Stadium / Dept of Accounting & General Services (DAGS)

Easement Agreement for guideway

Jan 2020

KHG Yes In process. Construction is not impacted as the ROE for right to access and construct is executed.

Aloha Stadium/ DAGS

Easement Agreement for station park and ride

Jan 2020

KHG Yes In process. Construction is not impacted as the ROE for right to access and construct is executed.

HDOT(H) – Dept. of Transportation Highways

Master Agreement Amendment

Aug 2018

WOFH Yes Construction is not impacted as the Joint Use & Occupancy

Agreement (JU&O) for right to access and construct is executed.

HDOT(H) and (A) – Dept of Transportation Highways & Airports

Master Agreement for KHG, Airport and City Center Amendment

Aug 2018 KHG, Airport,

City Center

Yes for KHG & Airport

Construction is not impacted as the Joint Use & Occupancy

Agreement (JU&O) for right to access and construct for City

Center will be executed when the Notice to Proceed (NTP) is issued.

HDOT(H) Joint Use & Occupancy (JU&O) Sub‐agreement

Aug 2018 WOFH Yes In process. Construction is not impacted as the JU&O for right to access and construct is executed.


Aug 2018 City Center In process. Construction is not impacted as the JU&O will be

executed when Notice to Proceed (NTP) is issued.

HCDA ‐HI Community Development Authority

Construction ROE, License Agreement, & Final Disposition

Aug 2018 City Center Coordination is ongoing. HART has 3 months pre‐construction ROE.

DAGS – Dept. of Accounting & General Services / Hi Housing Finance & Development Corp (HHFDC)

Construction Right of Entry Aug 2018 City Center In process.

DAGS/HHFDC Easement Agreement Aug 2018 City Center To be processed.

DAGS Construction Right of Entry for City Center

Aug 2018 City Center To be processed.

DAGS Easement Agreement for City Center

Aug 2018 City Center To be processed.

FEDERAL AGREEMENTS

U.S. Gov't/General Services Administration (GSA)/Federal Courthouse

Master Agreement, Security & Landscape License Agreement, Utility License Agreement, Guideway License Agreement

Sept 2018

City Center Under review.

GSA Federal Courthouse Temporary Construction Easement (TCE)

Aug 2018 City Center Under review.

GSA Federal Courthouse Quitclaim Easement Document

Mar 2020 City Center Under review.

OTHER AGREEMENTS


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Agency


are shaded grey)

Target

Section


Notes/Remarks

D.R. Horton Construction Right of Entry Amendment – D.R. Horton & HART

May 2018 WOFH Yes Amendment in process.

D.R. Horton Construction Right of Entry ‐ D.R. Horton & HECO

TBD WOFH In process.

D.R. Horton Final Easement Agreement Jan 2020

WOFH Yes In process and subject to owner’s development plans. Construction

is not impacted.

EXECUTED AGREEMENTS

CITY AGREEMENTS

BFS – Dept. of Budget & Fiscal Svcs.

Intra‐Agency Joint Use (Continental Investment)

KHG Via intra‐agency joint

use

Ongoing intra‐agency coordination.

BFS / DFM (Dept. of Facility & Maintenance)

Intra‐Agency Joint Use of Awa Triangle, N. Nimitz & Awa St.

City Center Via intra‐agency joint

use


DFM Jurisdictional transfer from DFM to HART of Kamehameha Hwy/Makalapa Manor

Airport Yes

DFM Intra‐Agency Joint Use of Kapalama Stream for Guideway

City Center Via intra‐agency joint

use


DPR ‐ Dept. of Parks & Recreation

Construction consent to construct for MSF drainage

WOFH Yes

DTS – Dept. of Transportation Svcs.

Intra‐Agency Joint Use of Middle Street Station

Airport Via intra‐Agency joint

use


STATE AGREEMENTS

UH – University of Hawaii Master Agreement is not needed as the ROE for right to access and construct will be executed separately by each campus.

WOFH, KHG, City Center

Will be executed by each campus

Construction is not impacted as the ROE for right to access and construct will be executed by

each campus.

UH Pre‐Construction Right of Entry and Amendment

WOFH, KHG, City Center

Yes

UH ‐ West O‘ahu (UHWO) Construction Right of Entry for Station, Temporary Park & Ride, and Amendment for Construction of Road B

WOFH Yes

UH ‐ Leeward Community College (LCC)

Construction Right of Entry for Guideway

WOFH Yes

UH ‐ LCC Construction Right of Entry for Station

WOFH Yes

UH ‐ Urban Gardens

Construction Right of Entry KHG Yes

DLNR – Dept. of Land and Natural Resources

Kapolei Construction Right of Entry for overhead guideway and for park and ride facility

WOFH Yes


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Agency


are shaded grey)

Target

Section


Notes/Remarks

DLNR Keehi Lagoon Construction Right of Entry

Airport Yes

DOE – Dept. of Education Waipahu H.S.

Master/Construction Agreement

WOFH Yes

DOE/DLNR for Waipahu H.S.

Construction Right of Entry WOFH Yes Executed by DLNR with DOE concurrence

Aloha Stadium / Dept of Accounting & General Services (DAGS)

MOU for guideway & station KHG Yes

Aloha Stadium/DAGS Construction Right of Entry for guideway

KHG Yes

Aloha Stadium/DAGS Construction Right of Entry for station park and ride

KHG Yes

HDOT(H) – Dept. of Transportation Highways

Master Agreement for HDOT Highways for WOFH

WOFH Yes

HDOT(H) and (A) – Dept. of Transportation Highways & Airports

Master Agreement for HDOT Highways and Airports, for KHG, Airport and City Center Sections

KHG, Airport,

City Center

Yes except for City Center whose JU&O

will be executed

when the NTP is issued


WOFH Yes


KHG Yes


Airport Yes

HDOT (A) ‐ Dept. of Transportation Airports

Airport Special Provisions for Right of Entry

Airport Yes

HDOT(A) Joint Use & Occupancy (JU&O) Sub‐agreement for Airport Division parcels

Airport Yes

HDOT(A) Easement document for Airport Division parcel (Main guideway easement)

Airport Yes Ongoing intra‐agency coordination. Construction is not impacted as the Special Provisions and the JU&O for right to access

and construct is executed.

DHHL ‐ Dept. of Hawaiian Home Lands (Exchange w/ Varona Village)

MOA, License/ROE from DHHL, City Council Resolution

WOFH, MSF Yes

OCCC ‐ Dept. of Public Safety, Oahu Community Correctional Center

Memorandum of Understanding (MOU)

City Center Yes

OCCC/DLNR Construction Right of Entry

City Center Yes

DLNR/OCCC Letter of Responsibility from City‐DFM/Road

City Center Yes

HCDA ‐HI Community Development Authority

Pre‐construction Right of Entry

City Center Yes, effective upon request

Verbal approval granted by the HCDA Board in 6/2016.

FEDERAL AGREEMENTS


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Agency


are shaded grey)

Target

Section


Notes/Remarks

U.S. Navy Grant of Easements for Maintenance & Storage Facility (MSF)/Rail Operations Center (ROC) offsite drainage and sewer easements

WOFH Yes

U.S. Navy Licenses/Construction Right of Entry

WOFH, KHG, Airport

Yes

U.S. Navy Easement Agreements WOFH, KHG, Airport

Yes Grant of Easement executed.

U.S. Navy Pearl Harbor Station Acquisition of Fee Transfer

Airport Yes Quitclaim deed executed.

U.S. Post Office (USPS) Honolulu Processing Center acquisition

Airport Yes Acquisition completed.


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6 MANAGEMENT AND ADMINISTRATIVE UPDATES

6.1 Safety and Security (S&S) Key Issues

The Core Systems AHJV Safety and Security Certification point of contact is on island part‐time. This issue will be ongoing and monitored by HART Executive Management, Safety and Security, and Core Systems.

The Core Systems AHJV Operational Safety Manager position is vacant. This position is expected to be filled by second quarter 2018.

Awaiting documentation from AHJV to complete certification of the ten MOW Vehicles. Issue was discussed during the bi‐weekly meeting with the AHJV Safety Certification Manager on Feb. 20. There was no update for this item according to the AHJV Safety Certification Manager. Expected completion is second quarter 2018.

Awaiting documentation from AHJV to complete certification of the Yard Control Bungalow (YCB) Construction Specification Conformance Checklist (CSCC) to move forward with ATC acceptance. Issue was discussed during the bi‐weekly meeting on Feb. 20 with AHJV. There was no update for this item according to the AHJV Safety Certification Manager. This prerequisite item to be listed on the holdpoint document for the MSF ATC/SCADA. Expected completion is March 31.

Prepared interim certification checklist in support of MSF Energization scheduled for April 2018. Completion of the checklist is a holdpoint prerequisite for the MSF Energization.

Awaiting complete Car History Book updates from AHJV for Passenger Vehicle‐003, scheduled for delivery first quarter 2018.

AHJV is lagging in submitting design criteria conformance requirements and verification documentation for Passenger Vehicles, COMM, ATC / SCADA, and Fire Detection Alarm System (FDAS). Issue was discussed during the bi‐weekly meeting with the AHJV Safety Certification Manager on Feb. 20. There was no update for this item according to the AHJV Safety Certification Manager.

Awaiting closure of WOFH tendon NCR to complete civil certification certificate.

6.1.1 S&S Twelve (12) Month Certification Projected Milestones and Work Priority

12 ‐ Month Certification Projected Milestones Contract and Interim Certificates (IC) Next 30‐90 days Next 90‐180

daysNext 180‐270 days Next 270‐365 days

X – Projected Month, TBD – To be Determined Mar2018

Apr2018

May2018

Jun2018

July2018

Aug2018

Sept2018

Oct 2018

Nov 2018

Dec 2018

Jan2019

Feb2019

1. YCB CSCC Civil ‐ Certification (CSC)

2. Nine (9) MOW Vehicles Final Certification

3. Shunter Vehicle 2 (MOW Vehicle) Certification

4. SSMP Update Rev 7

5. FD‐340 & DBB‐385 Ramp H2R2 Civil Certification

6. DB‐120, WOFH Guideway Civil Certification

7. DB‐320, KHG Guideway Civil Certification

8. MSF/Alignment/Trackwork PHAs final acceptance “UD”

9. PT‐003, Delivery IC



12. PT‐003, IC to enter Dynamic Testing

13. PT‐006 Delivery IC

14. MSF TES energization ATC activation IC

15. PT‐004 to Enter Dynamic Testing

16. PT‐005 to Enter Dynamic Testing

17. PT‐006 IC to enter Dynamic Testing

18. Functional Track IC – TES/ATC/SCADA/PSGS


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6.1.2 S&S Certification Documents

Key HART S&S Certification Documents ‐ Status S&S Project Plans, PHAs, Core Systems SSHA and O&SHA, and TVA

Documents REV # Date Approved

Comments

Documents ApprovedHART SAFETY AND SECURITY 1. Safety & Security Management Plan (SSMP) Rev 6 5/1/2017 Rev 7 Submitted Pending HART Acceptance by HART CEO

2. Safety & Security Certification Plan (SSCP) Rev 6 11/27/2017 Rev 6 Accepted 11/27/2017

3. WOFH SSCP Rev 0 10/22/2014 SSRC approved ‐ No future updates: HART SSCP is in affect

4. Construction Safety and Security Plan (CSSP) Rev 3 10/06/2015 SSRC approved and signed

5. Security Sensitive Information (SSI) Plan Rev 0 12/15/2015 SSRC approved and signed

6. Project Preliminary Hazard Analysis (PHAs) Rev 3.0 11/27/2017 Rev 3 Accepted 11/27/2017

a. MSF – Yard and Shop Rev 2. A 2/24/2016 SSRC approved

b. Alignment Rev 2. A 3/23/2016 SSRC approved

c. Tracks Rev 2. A 2/24/2016 SSRC approved

d. Stations Rev 2. A 3/23/2016 SSRC approved

7. TES Back‐Up Generator System HA Rev A 5/25/2016 SSRC Approved

8. Threat & Vulnerability Assessments (TVAs) Rev 2 1/19/2018 Rev 2 Approved

HART CORE SYSTEMS

9. Core Systems Contract (CSC) PHAs (DBOM) Rev G 9/1/2016 SSRC Approved (CMS # 575)

10. Central ATC O&SHA Rev C 9/23/2015 SSRC approved (CMS # 874)

11. Wayside/ATC System HA Rev C 6/22/2016 SSRC approved (CMS# 835)

12. Wayside ATC SSHA Rev B 6/22/2016 SSRC approved (CMS# 836)

13. Wayside ATC O&SHA Rev D 9/23/2015 SSRC approved (CMS # 850)

14. Passenger Train ATC System HA Rev C 5/22/2017 SSRC approved (CMS # 751)

15. Passenger Train ATC SSHA Rev E 2/24/2016 SSRC approved (CMS # 853)

16. Passenger Train ATC O&SHA Rev F 2/24/2016 SSRC approved (CMS # 873)

17. UPS O&SHA Rev C 2/24/2016 SSRC approved (CMS # 1092)

18. TES SSHA Rev B 11/30/2016 SSRC approved (CMS # 884)

19. FDAS SSHA Rev C 4/27/2016 SSRC approved (CMS # 1216)

20. FDAS O&SHA Rev B 2/24/2016 SSRC approved (CMS # 1217)

21. SCADA SSHA Rev C 6/22/2016 SSRC approved (CMS# 854)

22. SCADA O&SHA Rev E 5/25/2016 SSRC Approved (CMS # 887)

23. PSGS O&SHA Rev D 3/22/2017 SSRC Approved (CMS # 880)

24. Communications O&SHA Rec C 1/25/2017 SSRC Approved (CMS # 1206)

Documents Pending ApprovalHART SAFETY AND SECURITY 25. Project Preliminary Hazard Analysis (PHAs) Rev 2. A Rev 3 Accepted 11/27/2017

e. Traction Power Rev 2. A Update on‐hold ‐ pending approval of TES SSHA and O&SHA

f. Train Control Rev 2. A Update on‐hold ‐ pending approval of ATC SSHA & O&SHA

g. Vehicles Rev 2. A Update on‐hold ‐ pending approval of PT SSHA & O&SHA

h. Communications Rev 2. A Update on‐hold ‐ pending approval of COMM SSHA and O&SHA

26. Elevator/Escalators System HA Rev A Under Development

27. Project OHAs Rev A Under development

HART CORE SYSTEMS and Other Contracts

28. Technologies PHAs Rev G Pending Updates and SSRC approval (CMS # 545)

29. Passenger Train Fire Hazard Analysis (FHA) Rev D 11/22/2016 ‐ AAN Re‐submit (CMS# 749)

30. Passenger Train SSHA Rev D 01/8/2018 ‐ CSC UTR (CMS # 1273)

31. Passenger Train O&SHA Rev C Pending Updates and SSRC approval (CMS # 1320)

32. Passenger Train FMECA Rev A HNL‐DO279

33. Passenger Train ATC FMECA Rev A Currently in the PT ATC SSHA CMS # 853 SSRC approved 2/24/2016

34. Wayside ATC FMECA Rev A Currently in Wayside ATC SSHA CMS # 836 SSRC approved 6/22/2016

35. SCADA FMECA Rev A Currently in SCADA SSHA CMS # 854 SSRC approved 6/22/2016

36. TES O&SHA Rev E 01/04/2018 – UTR (CMS # 1099)

37. TES FMECA Rev A HNL‐50407

38. PSGS SSHA Rev E Pending Updates and SSRC approval (CMS # 938)

39. PSGS FMECA Rev B 12/7/2017 – UTR (CMS # 1900)

40. Communications SSHA Rev E 11/15/2017 ‐ CSC R&R, (CMS # 1205)

41. Communications FMECA Rev A 11/13/2017 CSC R&R (CMS# 01844)

42. FDAS FMECA Rev A Currently in FDAS SSHA CMS # 1216 SSRC approved 4/27/2016

43. MOW Support Vehicles O&SHA Rev B 12/18/2017 – R&R (CMS # 1752)

44. UPS SSHA REV A 5/18/2017 ‐ R&R (CMS # 1720)

45. UPS FMECA Rev A Currently in UPS SSHA CMS # 1720

46. TES Arc Flash Hazard Analysis (HA) Rec C Pending Updates and SSRC approval (CMS # 1780)


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6.1.3 Project Overall Certification Status

Project Overall Certification Status ‐ Progress Historical Record Dec/17 Jan/18 Feb/18

Final Revenue Overall % 22% 25% 25% ‐ Interim Revenue Service ‐ 12/2020 36% 48% 48% ‐ Phase II Revenue Service ‐ 12/2025 7% 2%* 2%

* The decrease in percentage is due to the addition of new certifiable items for Phase II.

6.1.4 Interim Revenue Service Date Certification Status

Interim Revenue Service (2020) Certification Status ‐ Progress Historical Record Dec/17 Jan/18 Feb/18

Major Components

‐ MSF (Civil & Systems) 77% 86% 86%

‐ Guideway Design (Civil & Systems) 87% 100% 100%

‐ Guideway Construction (Civil & Systems) 96% 96% 99%

‐ Station Design (Civil & Systems) 18% 92% 92%

‐ Station Construction (Civil & Systems) 11% 12% 13%

‐ Passenger Train (PT) (1,2,6,7,8,9) 19% 46% 46%

‐ Operational Readiness Conformance 32% 32% 32%

‐ Pre‐Revenue Testing Conformance 0% 0% 0%

6.1.5 Phase II Revenue Service Date Certification Status

Phase II Revenue Service (2025) Certification Status ‐ Progress Historical Record Dec/17 Jan/18 Feb/18

Major Components

‐ Guideway Design (Civil & Systems) 35% 37% 37%

‐ Guideway Construction (Civil & Systems) 2% 3% 3%

‐ Station Design (Civil & Systems) 0% 0% 0%

‐ Station Construction (Civil & Systems) 0% 0% 0%

‐ Passenger Train (PT) (3,4,5,10,11,12,13,14,15,16,17,18,19,20)

0% 1% 1%

‐ Operational Readiness 0% 0% 0%

‐ Pre‐Revenue Testing Conformance 0% 0% 0%

6.1.6 Certification Base Checklists not yet SSRC Approved

Certification ‐ Base DCCC / CSCC / STCC not yet SSRC Approved Contracts – Checklist Types Status 1. Traction Power Back‐up Generator (TPBUG) ‐ DCCC Submitted to SSRC

2. PT Cert for Pre‐revenue Service ‐ STCC Developed ‐ under PM review

3. DBB‐602, W. Oahu Temp P&R, Road‐B ‐ CSCC Under Development

4. DB‐275, Pearl Highlands PS/BTC ‐ CSCC To be developed ‐ need 100% specs

5. FD/DBB UH WO Permanent P&R DCCC To be developed

6. FD/DBB UH WO Permanent P&R CSCC To be developed ‐ need 100% specs

7. East Kapolei Permanent P&R DCCC To be developed

8. East Kapolei Permanent P&R CSCC To be developed ‐ need 100% specs

9. Pre‐revenue Testing Conform Checklist (PRTCC) Under Development

10. DBB‐505 Dillingham Utilities Road ‐ CSCC To be developed ‐ need 100% specs

11. DB‐450, Airport Guideway ‐ CSCC Under Review

12. DB‐450, Airport Stations ‐ CSCC Under Development

13. DB‐550, City Center Guideway ‐ CSCC To be developed ‐ need 100% specs

14. DB‐550, City Center Stations ‐ CSCC To be developed ‐ need 100% specs


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6.1.7 S&S Open Items List Status

"Open Items List" "Open Items" ‐ Design/Construction and Verification Issues

Month 2017‐2018

Total #

Total # Open

Total # Closed

% ClosedOverall

# Closed In Month

% Closed In Month

Nov 292 31 261 89% 6 2%

Dec 292 25 267 91% 6 2%

Jan 292 25 267 91% 0 0%

Feb 294 25 269 91% 2 1%

6.1.8 Certification Certificates Issued to Date

S&S Certification Certificates Issued to Date Contracts / Interim Certification (IC) Certificates Issued Date Signed Comments 1. FD‐430 / DBB‐525 Airport 7‐Piers Civil Cert Certificate 9/21/2015 SSRC Approved

2. Three (3) – MOW Vehicles Delivery & M‐7, M‐2, M‐1 MSF Tracks – IC Certificate 2/4/2016 SSRC Approved

3. MSF Yard M‐4 and M‐6 Tracks – IC Certificate 3/10/2016 SSRC Approved

4. PT‐001 Delivery, OSB, M‐5/M‐4 Tracks, ORCC, MOW MPV ‐ IC Certificate 3/29/2016 SSRC Approved

5. Five (5) – MOW Vehicles Delivery – IC Certificate (Vehicles Only) 5/20/2016 SSRC Approved

6. MOW Facility Early Occupancy – IC Certificate (Administrative Areas Only) 5/23/2016 SSRC Approved

7. MSF Civil IC Certificate ‐ Tracks and Facilities 7/6/2016 SSRC Approved

8. PT‐001 Truck (Bogies) Delivery #1 IC, 1 set of bogies – two (2) wheel Sets 11/10/2016 SSRC Approved

9. PT‐001 Truck (Bogies) Delivery #2 IC, 7‐sets of bogies – fourteen (14) wheel sets 12/01/2016 SSRC Approved

10. PT‐001 Dead Car Pull IC ‐ PT‐001, MPV, WOFH 5/30/2017 SSRC Approved

11. Dynamic Section Test Track – TES, WOFH Civil, MPV acceptance 10/06/2017 SSRC Approved

12. PT‐001 IC to Enter Dynamic Testing 10/06/2017 SSRC Approved

13. DB‐200 MSF Civil Contract Final Certification 10/09/2017 SSRC Approved

14. FD‐430, DBB‐505 Airport Section Utilities Civil Contract Final Certification 10/09/2017 SSRC Approved

6.1.9 Construction Safety and Security:

Safety and Security Incidents Incidents for Jan. 23, 2018‐Feb. 27, 2018:

There was no security or recordable incidents during this reporting period.

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eJanuary 145,806 1 0 172,799 0 0 105,639 1 1February 126,526 1 0 172,950 1 0 82,068 0 0March 139,422 3 1 183,147 0 0 91,567 1 0April 71,856 1 0 230,808 2 0 45,603 2 0May 167,204 0 0 181,979 1 0 85,744 1 0June 123,391 2 1 165,737 0 0 76,754 2 0July 130,954 0 0 167,039 0 0 49,055 1 0August 52,834 1 0 154,381 1 1 129,067 1 1 105,613 0 0September 108,337 1 1 102,224 1 0 113,137 0 0 99,671 0 0October 126,351 0 0 172,845 0 0 130,238 0 0 86,442 1 0November 116,929 3 3 45,913 0 0 94,003 1 0 90,101 1 0December 102,942 1 0 154,215 0 0 106,913 1 0 118,340 2 1Total 507,393 6 4 1,534,735 10 3 1,847,817 7 1 1,036,597 12 2OSHA Annual Incident Rate 1.3 0.76

2017

2.32

2014 2015 2016

Work Hours for WOFH, KHG, MSF, Airport, CORE System as reported to OCIP and certified.


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6.2 Quality Management Key Issues

HART NCR Log


65 (Audits) 64 1

1 (Construction) 1 0

Resolution of one (1) major WOFH NCR that needs to be addressed and corrected to mitigate impact on the overall progress of the project. The major NCR is described below:

o Tendons: KIWC has completed their investigation of the condition of all tendons. The data has been submitted to HART for review. HART is in the process of completing its own independent analysis.

Resolution of one (1) major CSC NCR that needs to be addressed and corrected to prevent recurrence and to mitigate impact on the overall progress of the project. The major NCR is described below:

o HRI presented the positive results of the first car shell structural defect retrofit to Safety and Security Review Committee (SSRC). HRI has shipped four car shells that include the aluminum extrusion defects back to Reggio Calabria, Italy, for retrofit. Retrofit work at Reggio Calabria is in progress. Six car shells are being retrofitted in Italy and one is completed, but not yet accepted by HART.

Audit Look Ahead

Updated (Revision 8) the Project Combined Management System Audit Schedule for 2017 to all contractors, consultants and suppliers. All audits have been closed except for the HART Internal Audit, which will be closed next month.

Prepared (Revision 0) and issued the Project Combined Management System Audit Schedule for 2018 to HART and all contractors, consultants and suppliers.

Performed a Combined Quality Assurance (QA), Buy America (BA) and Environmental Compliance (EC) Audit of STG on the AGS (Construction Phase) on Feb. 21‐22, 2018.

Oversight and Monitoring

Conducted Bi‐weekly Quality Task Force Meetings.

Attended and participated in Contractors/Subcontractors Pre‐activity Meetings.

Performed Bi‐weekly QA/Quality Control (QC) Surveillance of construction sites.

Review of new and revised Project Management Plan (PMP) and HART Baseline Plans and Procedures.

Prepared and issued Project NCRs Trend Analysis from July 2017 to February2018.

6.3 Buy America Compliance (49 CFR 661 and 49 CFR 663) Overview and Key Issues

Post‐delivery audit of vehicles: HART’s plan is to conduct the post‐delivery audit upon delivery of Train #3, in or about 2nd quarter of 2018. In considering all factors, HART believes this is the appropriate time to verify that all material and work performed meets the Buy America requirement. It was not the appropriate time to conduct the post‐delivery audit after the delivery of Trains #1 and #2, which were found to have extrusion defect. Furthermore, Trains #1 and #2 were shipped without a First Article Inspection (FAI) for purposes of beginning preliminary testing of the braking and propulsion system.

6.4 Disadvantaged Business Enterprise (DBE) Activities this Month

$79,863,972 = total dollar participation for all DBEs on all HART contracts from 9/24/07 to 2/28/18 o 9.91% = DBE utilization on total disbursed FTA funds received to date ($79,863,972 divided by

$806,258,734) o 4.53% = DBE utilization to date on total Project FTA funds ($79,863,972 divided by $1,763,903,901)


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6.5 Art‐in‐Transit (AIT) Program The Honolulu Rail Transit Project's December 2012 FFGA grant (Sitework and Special Conditions) includes a public art program. In addition, the Revised Ordinances of Honolulu (ROH) Section 3‐2.7, "Art in City Buildings," provides for the inclusion of art in city‐owned buildings frequented by the public. For the rail project, the AIT staff negotiates and manages contracts for the west‐side stations and AGS. AIT contracts are managed in five Notice to Proceed (NTP) phases:

NTP1 ‐ Conceptual design

NTP2 ‐ Design development, final design, and construction documents

NTP3 ‐ Mobilization

NTP4 ‐ Fabrication, transportation, and installation

NTP5 ‐ Final acceptance Conceptual and final designs are presented to the Mayor's Commission on Culture and the Arts for review and comment. The Transit Art Committee evaluates and makes the final recommendation and approval.

Station / Facility Name Artist Name NTP Phase Comments

East Kapolei Station Robert Flint NTP2 Revising final design, working on 3‐D model.

University of Hawaiʻi West Oʻahu Sta on

Satoru Abe NTP2 Technical integration of artwork; working on final design construction documents and Safety and Security Certification.

Hoʻopili Station Karen Lucas NTP2 Revising final design.

West Loch Station Hans Ladislaus NTP2 Revising final design.

Waipahu Transit Center Station

John Koga NTP1 Conceptual design.

Rail Operations Center – Operations & Servicing Building

Shigeru Miyamoto

NTP2 Approved to NTP2.

Pearlridge Station Robert Kushner

NTP2 Technical integration of artwork; working on construction documents.

Aloha Stadium Station Jay Wilson NTP1 Revising conceptual design.

Pearl Harbor Naval Base Station

Carol Bennett NTP1 Conceptual design. Working with STG and artist on technical integration of artwork on pedestrian bridge.

Honolulu International Airport Station

Mamoru Sato NTP1 Conceptual design. Working with STG and artist on technical integration of artwork on concourse.

Lagoon Drive Station Carol Yotsuda NTP1 Conceptual design.

6.6 Planning and Environment Activities this Month

Programmatic Agreement (PA) Activities: o The required second neighborhood design workshop for Lagoon Drive Station took place on Feb. 15, 2018. o The 2017 Q4 Mitigation Monitoring report has been finalized and is being routed for approvals. o The monthly PA report for January 2018 was generated and is in review by HART prior to being submitted

to the Consulting Parties (CPs). o Developing standard protocols for the application of Secretary of the Interior (SOI) standards relative to

stations near or adjacent to historic properties. o HART Planning continues to plan and attend bi‐weekly meetings with the FTA on PA activities and issues. o Planning staff is attending bi‐weekly AGS station design and landscape meetings. o Planning staff is attending bi‐weekly environmental task force meetings for the various open contracts. o The required PA FTA annual meeting has been tentatively scheduled for May 2. Preparing a handout packet

that will be submitted to the CPs prior to the meeting. FTA will be in attendance.


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o Updating the Programmatic Agreement Implementation Schedule (PAIS) to reflect current updates. o Staff participated in negotiations for the SOI‐architect for the Historic Preservation (HP) Fund in advance of

the upcoming meeting of the Historic Preservation Committee (HPC) and monitored close‐out activities for Round 1.

o Staff completed review of draft nominations for the HECO Downtown Plant and Leslie A. Hicks Building as well as the Dillingham Transportation Building.

Planning, Environmental, and Cultural Activities: o Staff submitted to FTA a request for determination of documentation for the LCC HECO Substation and

associated parking design. o HART provided Historic Preservation & Cultural Awareness Training (HPCAT) to staff of Nan Inc. and HART

on Feb. 2, 2018. o HART convened a meeting with the Hawaiian Station Naming Working Group (HSNWG) on Feb. 1, 2018 to

discuss public comments regarding recommended Hawaiian names for the first nine stations. o Approval on Hawaiian names for the first nine stations was received at the HART Board of Director’s Feb.

22, 2018 meeting. o HART completed the tree mitigation, dust control irrigation and grassing project at Central Oahu Regional

Park (CORP). A permanent irrigation system and new grass had been installed to control the dust. o Staff attended bi‐weekly Transit‐Oriented Development (TOD) Subcabinet meetings. o Staff met with the Outdoor Circle to provide updates in Tree Mitigation program. o Staff met with the Department of Hawaiian Home Lands to discuss their subdivision plans for East Kapolei

area near Kualakaʻi Sta on. o HART conducted an All Appropriate Inquiry for the Leeward Community College and Hale Kewalo

properties. o Staff attended advisory board meetings for the Sustainable Transportation Coalition of Hawaii. o Staff attended pre‐construction meetings for the Halawa Trestle Bridge. o Staff attended a Statewide Transportation Advisory Committee meeting. o Staff supported Public Involvement (PI) in setting up a display for the Middle School Career Fair. o Staff attended an introductory meeting for novel battery technology. o Staff attended a Department of Transportation Services (DTS) Lono electric bus coordination meeting and

participated in an electric bus ride along. o Staff consulted with the National American Public Transportation Association (APTA) sustainability program

regarding recognition. o Staff presented autonomous vehicle integration to students at the UH Department of Urban and Regional

Planning. o Staff attended Pathways to Open Grid workshop. o Staff submitted transportation demand modeling project proposal to Data Science for Social Good. o Staff coordinated with Department of Education staff on Middle Loch Connector. o Staff conducted an environmental compliance audit of the Airport Guideway and Stations contractor on

Feb. 21‐23, 2018. Look Ahead

Prepare and submit final Post‐Record of Decision (ROD) Documentation to FTA for approval: o City Center Makai Casting Yard (MCY), pending FTA comments on Over‐the‐Shoulder draft version of Post‐

ROD and State Historic Preservation Division (SHPD) concurrence letter of no adverse effect. o Emergency Generator Post‐ROD, pending FTA review of Over‐the‐Shoulder draft which was revised to

include required additional noise and vibration analysis. o Revise FTA's submittal to SHPD in accordance to SHPD's guidance for MCY proposed action.

Additional Right‐of‐Way, awaiting potential project refinements.

West O'ahu Park‐and‐Ride Lots, on hold pending identification of potential Park‐and‐Ride sites.

Hōlau Market/Ai‐Goto, National Register of Historic Places (NRHP) nominations and Historic American Buildings Survey (HABS) documentation by First Quarter 2018.

Renewable Energy program in development.


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6.7 Risk Management The primary goal of risk management is to maintain a reserved contingency balance throughout the life of the Project that is acceptable to HART and the FTA. Effective management of project risks is necessary to significantly increase the likelihood of delivering a successful project. Risk management is the systematic process of identifying, analyzing, and responding to risk in a timely manner. Risk management is integral to all phases leading up to revenue service opening including: planning, design, construction, systems testing, system operation start‐up, safety and security certification, and ultimately to project construction closeout. The HART program Risk Management System focuses on mitigation strategies to assist the project teams in successful project delivery. The bottoms‐up risk assessment for all projects in the program are updated monthly by the project teams. A network model is then updated to evaluate the cost and schedule contingencies of the program, including relationships between each of the individual projects and contracts. Risk assessment discussions with the project teams are held periodically to identify, assess, prioritize, manage and mitigate risk exposure, and develop prudent contingency plans. The Project Risk Register (RR) is the depository for all risks identified for the Project. Every month, risks contained in the RR are reviewed to confirm risks are appropriately identified, identify new risks, and close out risks that no longer pose an issue. The individual project risks are now updated monthly and input into the RR. Outputs from the RR are now being transitioned as a batch input to the overall cost forecasting reports. The risk management system quantifies each risk as a schedule impact or as a direct cost impact independently. The schedule impact is then monetized if it is a critical‐path risk, based in the model and based upon the contracts impacted. The top risks to the program are then evaluated on both schedule and cost. As HART implements the risk management system focused on mitigation, monitoring, and control, the PMOC has requested to work with HART to possibly develop a new tracking mechanism or data reporting set to better assist in the oversight of the program. The HART risk manager plans to report risk updates by project on a monthly basis and perform a model update of the program on a quarterly basis. In December 2017, HART completed an update to the Risk and Contingency Management Plan (RCMP), which is being refreshed in February 2018 based on PMOC’s comments. The Risk Manager is working on the necessary revisions. Current activities include the build‐up of the contingency curves and hold‐points as well as monthly reporting. Notes of Significance

FTA staff from Washington, D.C. and Region 9 from San Francisco along with their PMOC consultant conducted a Risk Refresh workshop on HART’s project. The workshop, field visits, and meetings with HDOT (regarding safety) were held on Feb. 26 through Feb. 28, 2018. HART staff will be providing additional information for evaluation by FTA prior to issuance of DRAFT findings and the subsequent final report.

HART has provided the Risk Register with data through December 2017 to the PMOC, to assist with the PMOC’s preparations for an independent Risk Refresh in late February 2018.

The procurement for the combined guideway and station package on the City Center Guideway and Stations contract was cancelled by HART on Aug. 24, 2017. HART has now evaluated options for a new procurement with input from Risk Management. A risk model was run on the new City Center procurement strategy, with an advance utility package (unit rate contract), followed by a separate guideway and stations package (Design‐Build or Public‐Private Partnership [P3]), which showed a significant reduction in risk compared to the option of a Design‐Build package for utilities as well as the guideway and stations.

HART is currently reviewing soft cost budgets, including Professional Services contracts. The Risk Management System (RMS) provides forecasts of extended soft costs based on risks within projects and overall project progress. The Risk Manager is meeting with contract managers and Project Controls to compare forecast information to identify any significant differences and to ensure a reasonable degree of accuracy in overall risk reporting.

Areas of Focus A) Quarterly Risk Refresh – The risk manager held numerous meetings with the project teams in November 2017 for the Quarterly Risk Refresh. A kick‐off meeting was held with the Risk Management Committee. Risk refresh sessions were held with ROW, Utilities, Core Systems, CCGS, AGS, station groups (WOSG, FHSG and KHSG), WOFH, KHG, Pearl


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Highlands Garage, Elevators/Escalators, and several of the consulting contracts. The most significant findings and results were summarized in the Monthly Progress Report for December 2017. An important update included the addition of risks for project issues that the Risk Manager and Project Controls felt could potentially result in contractor claims. The overall risk update still resulted in a reasonable level of confidence of completing the Project within the budget stated in the Recovery Plan of $8.165 billion (excluding finance charges), and with a project completion date for Revenue Service by Dec. 31, 2025. B) January 2018 Risk Update – The cost and schedule probability curves were again updated in January 2018, and presented to HART management and PMOC in February 2018. The update resulted in a reasonable level of confidence of completing the Project within the budget stated in the Recovery Plan of $8.165 billion (excluding finance charges), and with a project completion date for Revenue Service by Dec. 31, 2025. C) Adjustments to the Baseline for Cost and Schedule Risk Curves – At the Jan. 16, 2018 meeting, PMOC asked that HART revise the cost and schedule probability curves to fully reflect the current risk mitigation strategies for the separate CCGS Utilities (unit rate by task order), and the Guideway & Stations (design‐build) contracts moving forward. Updates from the summer of 2017 through December 2017 depict the value of the current project delivery strategy with its potential of keeping the project on budget and on schedule. The earlier strategy of having the utility relocations and the guideway and stations work all in one design‐build package resulted in a pre‐mitigated approach that would have placed the project over budget and behind schedule. PMOC advised that the December 2017 probability curves are appropriate to reflect the advantages and value of the new contracting strategy, but new cost and schedule curves in future months should be reflective strictly of the new plan itself. The Project Director and Risk Manager agreed that the new curves for pre‐mitigated responses will be adjusted to become the new basis for comparison against the post‐mitigated responses pertaining to the CCGS Utilities (unit rate by task order), and the Guideway & Stations (design‐build) procurement approach. These adjustments were reflected in the January 2018 risk update and in the reports provided to HART Management and PMOC in February 2018. D) Risk Expected Value Report – The Risk Manager began preparing the monthly Risk Expected Value (EV) Report in December 2017. An updated report with data through December 2017 was presented to HART management and PMOC on Jan. 16, 2018, and again on Feb. 14, 2018. This detailed report includes all budgets from the Contract Packaging Plan (CPP), all anticipated changes to budgets, approved change orders, pending change orders, merit items heading to change orders, claims that may become change orders, all active forecast risks, and escalations for delay or year of implementation. In prior months, the Risk Manager was providing only the forecast risks to Project Controls, with Project Controls producing the Risk EV report. In HART’s current approach, the Risk Manager is producing the overall Risk EV Report independently from Project Controls, to provide an independent view of the project cost at completion and schedule completion, in order to inform HART management of the health of the project. Project Controls utilizes this information and compares it to their own projection of project cost and schedule completion, and necessary use of allocated and unallocated contingency on the project. E) Risk Comparison Reports – The Risk Manager is producing a report comparing the summation of cost and schedule risks by project, from one month to the next. The latest report was presented to HART management and PMOC on Jan. 16, 2018, and again in February 2018. Prior comparison reports focused on individual risk changes, but that report was too detailed. The current format provides a broader view of risk changes by project, and summarizes the reasons for the changes. PMOC indicated that the current format is more meaningful. F) Risk “Hit List” Reports – The Risk Manager is producing Risk “Hit List” reports, which provides tornado diagrams for the top ten cost and schedule risks for each project. The tornado diagrams compare the pre‐mitigated strategy (red bar) to post‐mitigated strategy (green bar) for each risk. These reports are provided to HART construction management teams for their information as to how the Risk Management System views the risks on their projects. The initial data is organized and input into the RMS by the risk and change specialists within the project teams, but the Risk Manager felt it would be beneficial to provide the resulting summary reports back to the project teams’ management representatives to make sure that the risks are fully communicated and understood by those who are responsible for on time and on budget delivery of each project.


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G) Value Engineering and Cost Containment/Cost Reduction Workshop – The Risk Manager facilitated this workshop with numerous HART project team members on Sept. 21, 2017. A summary was presented to the HART Executive Director and CEO on Sept. 25, 2017. Proposal evaluations for overall merit of each idea have since been developed, including Rough Order of Magnitude (ROM) estimates. The list of Cost Containment and Cost Reduction Ideas were organized and presented to HART management and PMOC in January and February 2018. PMOC asked HART to expand the list of secondary mitigations, and to input target dates by which decisions need to be made, which the Risk Manager has undertaken and completed in the February 2018 update. H) Decision Milestone Matrix – The Risk Manager updated the Tier 1 decisions in the Decision Milestone Matrix and presented an update to HART management and PMOC on Feb. 14, 2018.

I) Market Conditions – The construction market in Hawai'i continues to outpace other major metropolitan US cities. The years 2015 and 2016 set new records for construction in the state. This translates to increased escalation of about 1% per month from late 2014 through the end of 2016, according to the Rider Levett Bucknall, Quarterly Construction Cost Report. These conditions may impact the supply of experienced craft labor which will in turn affect contractor productivity rates and traffic mobility issues. From 2017 and beyond, the construction market looks to slow down from its record pace, but remain above average. HART will continue to monitor this situation. Mitigation Progress:

HART's continuous improvement in estimating methodology has led to more confidence in the likely construction pricing, but continued pricing pressures in the market could still lead to higher than expected price proposals and bids.

Special focus will be on the procurement of the City Center utilities, guideway, and station contract(s) given that it is a significant contract affected by market conditions.

J) Utilities – Utilities continue to be an issue for the project, as they are for most transit and rail projects. Mitigation Progress:

Resources to relocate HECO facilities are now keeping up with scheduled requests to resolve utility conflicts through improved coordination efforts between agencies at all levels from project management to executive levels. One example is the proposed purchase of specialized lift vehicles for HECO to maintain overhead power lines in closer proximity to the guideway, thus avoiding having to place the powerlines underground at a much higher cost to HART.

Identifying existing utilities along the City Center corridor.

Resolve utility conflicts prior to construction contracts being issued.

Sign construction agreements with utilities for the Dillingham Temporary Utility work as well as the City Center construction area.

Evaluated and now implementing the advancing of the City Center utilities relocation package as an early contract, followed by the procurement for the City Center Guideway and Stations project.

K) Right‐of‐Way – While construction access for nearly all west‐side acquisitions is complete, east‐side acquisitions are still in active negotiations for construction access and acquisition. The goal is to provide site access to the contractors for the entire project to avoid or mitigate against associated inefficiencies related to re‐sequencing the work plan which would have a negative impact to the revenue service date. Refer to the Right‐of‐Way section of the Monthly Progress Report for current status.

6.8 Community Outreach Overview

Since the inception of HART, the outreach team has participated in: o 1,185 Public Presentations and Events

10 Events and Presentations in February 2018, including the Public‐Private Partnership Opportunities Industry Forum at the Blaisdell Center; a construction preview for the administration, faculty, staff and students of Honolulu Community College; the second Lagoon Drive Station Design Workshop; and the Hawai‘i P‐20 Middle School Career Fair.

o 703 Neighborhood Board Meetings 9 Neighborhood Board Meetings in February 2018.


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Community Input

HART's public outreach team responded to dozens of public inquiries and comments this month. Inquiries were related to maintenance issues along the rail corridor and employment with the rail project.

6.9 Staffing Overview

Project Staffing: o Target: 137 Full‐Time Equivalent (FTE) City Staff

· City Staff Total: 115 Employees (5 Civil Service and 110 Personal Services Contract [PSC] Employees) · Project Management Support Consultant (HDR) Staff Total: 19 Employees · Total Project Staff: 134 Personnel (this includes City and HDR staff—reflects arrivals and departures for

the current month)

Arrivals: o The Director of Core Systems, Integration & P3 Project Delivery started in February as a PMSC employee. An

organizational chart update reflecting this new position is in progress. o One Procurement & Specifications Specialist started in February. o Projecting five arrivals in March.

Departures: o One Records Management Analyst – Project Controls (City PSC)

Figure 10. Staffing Activities Staffing Activities

Title Group New/Existing HART Position (City or PMC)

Position Status* Start Month

Executive Management

Senior Clerk Typist Executive Management New (City) Filled ‐ PSC Mar

Project Controls

Financial Analyst Project Controls Existing (City) Selected ‐ PSC Mar

Records Management Analyst Document Controls Existing (City) Recruiting/Interviewing ‐ PSC

Procurement, Contracts and Construction Claims

Procurement & Specifications Specialist

Procurement and Consultant Contracts

Existing (City) Filled ‐ PSC

Feb

Procurement & Specifications Specialist

Procurement and Consultant Contracts

Existing (City) Recruiting/Interviewing ‐ PSC

Contract Manager Construction Claims, Utility, and Third Party Contracts

New (City) Tentative Selection ‐ PSC Mar

Contract Management Assistant Contract Administration Existing (City) Selected ‐ PSC Mar

Construction Claims Manager Construction Claims, Utility, and Third Party Contracts

New (City) Recruiting/Interviewing ‐ PSC

Construction Claims Specialist Construction Claims, Utility, and Third Party Contracts

New (City) Recruiting/Interviewing ‐ PSC

Deputy Director of Contract Administration

Contract Administration Existing (PMSC Employee)

Recruiting – City Replacement ‐ PSC

Planning, Permitting, and ROW

Deputy Director of ROW Right of Way Existing (City) Filled ‐ PSC Mar

Public Information

Information Specialist II (Construction and Community Relations)

Public Information New (City) Recruiting/Interviewing ‐ PSC

Information Specialist II (Business Relations)

Public Information New (City) Recruiting/Interviewing ‐ PSC

Budget & Finance

Accountant Budget & Accounting Existing (City) Interviewing ‐ PSC

Accountant Budget & Finance Existing (City) Interviewing ‐ PSC

Grants Manager Budget & Finance Existing (City) Interviewing ‐ PSC

*Personal Services Contracts are limited to one year per the Revised Charter of the City and County of Honolulu, Sec. 6‐1103(g).

For the latest project organization chart, see Appendix C.


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6.10 HART Baseline Plans and Procedures Status List The status of the Baseline Plans and Procedures is shown below:

Owner Plan/Procedure Revision Level Date Approved Status

Project Management (Sam Carnaggio)

Project Management Plan (PMP)

6.0 February 28, 2018 Approved/Baselined

Safety and Security (Ralph McKinney)

Construction Safety and Security Plan (CSSP)

4.0 December 7, 2017 Approved/Baselined

Safety and Security Certification Plan (SSCP)

6.0 January 11, 2018 Approved/Baselined

Safety and Security Management Plan (SSMP)

6.0 May 1, 2017 Pending Rev. 7.0 Under Review

Sensitive Safety Information Plan


Preliminary Hazard Analysis (PHA)


Quality Assurance (Alberto Bonifacio)

1.PP‐02, Project Procedure and Plan Revision and Control Procedure


1.PP‐03, Standard Terms, Definitions, and Acronyms Procedure


3.PM‐05, Meeting Minutes Procedure


6.CM‐01, Submittal Processing Procedure


Quality Management Plan (QMP)


Procurement, Contracts, and Construction Claims (Nicole Chapman)

2.PA‐09, Procurement Standards of Conduct Procedure

1.0 May 29, 2015 Approved/Baselined

2.PA‐10, Procurement Methods Procedure


2.PA‐11, Procurement Full and Open Competition Procedure


2.PA‐12, Procurement Federal Compliance Procedure


2.PA‐13, Procurement Protests Procedure


2.PA‐14, Procurement Record‐keeping Procedure

0.0 June 12, 2015 Approved/Baselined

2.PA‐15, Stipend Payment Procedure

0.0 July 15, 2016 Approved/Baselined

5.CA‐06, Project Closeout Procedure


5.CA‐11, Contract Changes Procedure

3.0 July 12, 2017 Approved/Baselined

Buy America Plan (BAP) 2.0 December 6, 2017 Approved/Baselined

HART Procurement Manual 0.0 December 13, 2017 Approved/Baselined


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Project Controls (Lynn Harmon)

2.PA‐04, Project‐wide Document Control and Project Library Procedure

2.0 February 27, 2016 Pending Rev. 3.0 Under Review

3.PM‐01, Contract Management System Procedure

2.0 April 7, 2016 Approved/Baselined

4.PC‐03, Project Progress Report Procedure

2.0 August 25, 2016 Approved/Baselined

4.PC‐04, Project Scheduling Procedure

3.0 September 21, 2016 Approved/Baselined

4.PC‐06, Cost Estimating Procedure


4.PC‐07, Cost Control Procedure

2.0 April 20, 2016 Approved/Baselined

4.PC‐09, Contingency Management Procedure


Contract Packaging Plan (CPP) 5.0 December 13, 2017 Approved/Baselined

Budget and Finance (Robert Yu)

5.CA‐03, Contractor Payment Application Procedure


5.CA‐10, Consultant Invoice Payment Procedure


7.GA‐04, Petty Cash Procedure 2.0 May 9, 2016 Approved/Baselined

7.GA‐06, Travel Procedure 2.0 May 1, 2017 Approved/Baselined

Project Financial Plan (PFP) 0.0 December 24, 2012 Pending Rev. 1.0 Under Review

Planning, Permitting, and Right of Way (Abbey Mayer)

6.CM‐08, Environmental Procedure


Before‐and‐After Study Plan 0.0 January 4, 2018 Approved/Baselined

Bus Fleet Management Plan (BFMP)


Mitigation Monitoring Plan (MMP)


Real Estate Acquisition Management Plan (RAMP)

6.0 March 14, 2016 Pending Rev. 7.0 Under Review

Public Information (Bill Brennan)

2.PA‐06, Community Relations and Media Contacts Procedure


3.PM‐04, Public Involvement Communications Procedure


Public Involvement Plan (PIP) 1.0 December 6, 2017 Approved/Baselined

Design and Construction (Frank Kosich)

6.CM‐02, Request for Information (RFI) Processing Procedure


CADD Procedures 1.0 August 4, 2015 Approved/Baselined

Configuration Management Plan (CFMP)

2.0 December 24, 2015 Pending Rev. 3.0 Under Review

Construction Management Plan (CMP)


Force Account Plan 2.0 December 7, 2017 Approved/Baselined


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Interface Management Plan (IMP)


Rail Activation Plan 1.0 January 4, 2018 Approved/Baselined

System Integration and Test Plan (SITP)


Operation and Maintenance (Stuart Jackes)

Rail Fleet Management Plan (RFMP)


Operation and Management Plan (OMP)

0.0 September 29, 2016 Pending Rev. 1.0 Under Review

Administrative Services (Paul Romaine)

1.PP‐05, Identification Badge Procedure

2.0 August 17, 2017 Approved/Baselined

2.PA‐03, Email Management Procedure


2.PA‐07, Training Procedure 2.0 December 2, 2015 Approved/Baselined

Staffing and Succession Plan 5.0 May 25, 2012 Pending Rev. 6.0 Under Review

Risk Management (Paul Johnson)

4.PC‐08, Risk Management Procedure


Risk and Contingency Management Plan (RCMP)

1.0 December 7, 2017 Pending Rev. 2.0 Under Review

6.11 Operations and Maintenance (O&M) Development

Overview

O&M development is actively working with DTS on a Transition Plan to revenue service. The teams are reviewing organizational development, staffing requirements, knowledge transfer, and operational readiness.

O&M development continues to assist with ensuring operational readiness and cost containment by evaluating and communicating operations and maintenance implications to Project decision‐makers and stakeholders, and facilitating operational and safety policy discussions.

O&M development continues to assist with the design, development, planning, and construction of the Project, including reviewing documents, capital construction, Memoranda of Understanding (MOUs), third‐party agreements, and interfacing with DTS to ensure operability and maintainability, and provides additional Project oversight and consultation to Project teams.

Ongoing Activities

Developed system operations and maintenance responsibility matrix.

Developing combined Rail Activation Plan task list with AHJV.

Recurring weekly working group and monthly executive meetings with DTS.

Developed HART‐DTS document transfer process.

Developing asset management cost estimates.

Updating HART Rail Activation Plan, Operations and Maintenance Plan, and Rail Fleet Management Plan.

Coordinating Rail Operations Center (ROC) Transfer of Assets.

Planning for WOFH and KHG Transfer of Assets.

Assisting with H2R2 substantial completion and turnover.

Developing guideway maintenance documents.

Planning and developing quarterly inspection of guideway dynamic testing section.

Overseeing the Core System Contractor O&M team


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o Mobilization plan o Staffing and organizational development o Standard operating procedures o Maintenance manuals and procedures o Spares and consumables plan development and inventory o Training and certification

Reviewing safety incident reporting and emergency notification system.

Updating and finalizing Pre‐Revenue Operations Plan.

Sharing training documentation and materials with LCC Workforce Development Program.

Assisting with fare systems coordination. Look Ahead

Develop Asset Management Program Strategy.

Staffing requirements.


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APPENDICES


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Appendix A. Project Costs by SCC – Level 2 (data as of Jan. 26, 2018) Cost reports are run from the HART Contract Management System (CMS)

SCC SCC Description FFGA Budget Recovery Plan Current Committed Estimate At Incurred10 GUIDEWAY & TRACK ELEMENTS 1,275,328,962 1,720,058,939 1,342,475,314 1,720,058,939 589,337,934

10.02 Guideway: At‐grade semi‐exclusive 0 17,378 17,378 17,378 17,378 10.04 Guideway: Aerial structure 1,175,328,184 1,584,204,230 1,258,502,442 1,584,204,230 500,221,243 10.05 Guideway: Built‐up fill 0 5,071,625 0 5,071,625 5,054,744 10.06 Guideway: Underground Cut & Cvr 0 0 (1,228,000) 0 (1,228,000) 10.08 Guideway: Retained cut or fill 8,077,393 0 6,436,256 0 0 10.09 Track: Direct fixation 86,332,027 126,832,461 74,518,487 126,832,461 81,347,320 10.11 Track: Ballasted 3,550,634 2,402,369 2,697,875 2,402,369 2,394,373 10.12 Track: Special (switches, turnouts) 2,040,724 1,530,876 1,530,876 1,530,876 1,530,876 20 STATIONS, STOPS, TERMINALS, INTERMODA 506,165,689 921,846,974 389,314,031 921,846,974 77,991,089

20.01 At‐grade station, stop, shelter, mall, terminal, platform 7,333,599 13,461,506 9,411,189 13,461,506 2,887,092 20.02 Aerial station, stop, shelter, mall, terminal, platform 353,476,148 649,076,822 327,850,920 649,076,822 63,651,468 20.04 Other stations, landings, terminal 0 42,838,547 0 42,838,547 0 20.06 Automobile parking multi‐story structure 79,690,518 149,186,940 0 149,186,940 0 20.07 Elevators, escalators 65,665,424 67,283,159 52,051,922 67,283,159 11,452,529 30 SUPPORT FACILITIES: YARDS, SHOPS, ADMIN. BLDGS 99,425,456 120,015,787 115,973,478 120,015,787 120,036,063

30.01 Administration Building: Office, Sales 0 231,250 231,250 231,250 231,250 30.02 Light Maintenance Facility 8,161,279 7,582,704 7,582,704 7,582,704 7,582,704 30.03 Heavy Maintenance Facility 40,906,889 46,317,810 43,704,819 46,317,810 46,317,810 30.04 Storage or Maintenance of Way Building 8,382,270 8,892,739 8,819,133 8,892,739 8,892,739 30.05 Yard and Yard Track 41,975,018 56,991,284 55,635,572 56,991,284 57,011,560 40 SITEWORK & SPECIAL CONDITIONS 1,103,867,264 2,068,965,383 834,644,302 2,066,368,528 793,637,543

40.01 Demolition, Clearing, Earthwork 34,695,802 49,484,327 16,446,550 49,484,327 22,058,617 40.02 Site Utilities, Utility Relocation 350,694,801 659,014,057 210,450,174 659,014,057 178,226,887 40.03 Haz. Mat’l, contam’d soil removal/mitigation, ground water treatments 7,228,935 32,550,018 8,425,067 32,550,018 7,081,727 40.04 Environmental mitigation, e.g. wetlands, historic/archeologic, parks 30,841,906 11,391,873 16,557,672 11,391,873 11,391,864 40.05 Site structures including retaining walls, sound walls 8,637,582 111,382,013 13,262,829 111,382,013 14,241,260 40.06 Pedestrian / bike access and accommodation, landscaping 48,262,816 20,369,398 5,184,936 20,369,398 1,844,547 40.07 Automobile, bus, van accessways including roads, parking lots 212,536,181 123,104,472 42,631,737 123,104,472 47,034,847 40.08 Temporary Facilities and other indirect costs during construction 410,969,241 1,061,669,225 521,685,337 1,059,072,370 511,757,794 50 SYSTEMS 247,460,781 324,229,314 258,726,099 324,229,314 111,210,067

50.01 Train control and signals 91,492,532 163,646,144 107,583,005 163,646,144 36,014,024 50.02 Traffic signals and crossing protection 12,524,011 98,000 98,000 98,000 98,000 50.03 Traction power supply: substations 32,873,934 34,734,752 32,970,806 34,734,752 12,620,331 50.04 Traction power distribution: catenary and third rail 36,426,286 32,475,378 33,029,111 32,475,378 26,186,531 50.05 Communications 59,889,234 66,771,070 66,016,646 66,771,070 30,320,726 50.06 Fare collection system and equipment 10,221,753 22,693,627 15,574,740 22,693,627 3,386,230 50.07 Central Control 4,033,031 3,810,343 3,453,791 3,810,343 2,584,225

Construction Subtotal (10 – 50) 3,232,248,152 5,155,116,397 2,941,133,224 5,152,519,542 1,692,212,696


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SCC SCC Description FFGA Budget Recovery Plan Current Committed Estimate At Incurred60 ROW, LAND, EXISTING IMPROVEMENTS 222,188,386 363,943,207 214,127,858 363,943,207 156,022,933

60.01 Purchase or lease of real estate 201,658,907 272,939,015 179,626,453 272,939,015 136,843,216 60.02 Relocation of existing households and businesses 20,529,479 91,004,192 34,501,405 91,004,192 19,179,717 70 VEHICLES 208,501,186 211,756,171 191,968,221 211,756,171 80,895,920

70.01 Light Rail 0 190,383,694 172,568,577 190,383,694 68,513,096 70.02 Heavy Rail 186,061,066 0 0 0 0 70.05 Other 0 494,919 493,700 494,919 493,700 70.06 Non‐revenue vehicles 16,011,166 14,371,344 13,026,548 14,371,344 11,889,124 70.07 Spare parts 6,428,954 6,506,214 5,879,396 6,506,214 0 80 PROFESSIONAL SERVICES 1,183,826,026 2,355,028,148 1,280,646,451 2,355,028,148 1,136,213,898

80.01 Preliminary Engineering 95,120,484 142,876,132 109,567,127 142,876,132 132,021,974 80.02 Final Design 257,934,908 531,016,329 242,854,926 531,016,329 241,291,282 80.03 Project Management for Design and Construction 385,825,694 712,877,359 507,124,195 712,877,359 431,388,885 80.04 Construction Administration & Management 218,155,752 556,319,745 148,616,185 556,319,745 147,811,564 80.05 Professional Liability and other Non‐Construction Insurance 52,138,030 104,040,500 59,959,965 104,040,500 43,202,729 80.06 Legal; Permits; Review Fees by other agencies, cities, etc. 76,135,125 101,873,363 52,277,483 101,873,363 30,670,199 80.07 Surveys, Testing, Investigation, Inspection 24,955,327 143,211,399 102,074,319 143,211,399 62,978,308 80.08 Start up 73,560,706 62,813,321 58,172,251 62,813,321 46,848,957 90 Subtotal (10 – 80) 4,846,763,750 8,085,843,923 4,627,875,754 8,083,247,068 3,065,345,447 UNALLOCATED CONTINGENCY 101,871,170 79,210,269 0 81,807,124 0

100 Subtotal (10 – 90) 4,948,634,920 8,165,054,192 4,627,875,754 8,165,054,192 3,065,345,447 FINANCE CHARGES 173,058,242 583,707,000 11,807,165 583,707,000 1,807,165 Total Project Cost (10 – 100) 5,121,693,162 8,748,761,192 4,639,682,919 8,748,761,192 3,067,152,612 Provisional Request for Payment Total FFGA Project Cost (10 – 100) 5,121,693,162 8,748,761,192 4,639,682,919 8,748,761,192 3,067,152,612


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Februarry 2018

ATTACHMENT J

PMOC MONTHLY REPORT

Honolulu Rail Transit Project City and County of Honolulu

Honolulu Authority for Rapid Transportation (HART) Honolulu, HI

January 2018 (FINAL)

PMOC Contract Number: DTFT60-14-D-00012 Task Order No. 3: Honolulu Rail Transit Project Project No: DC-27-5288 Work Order No. 4 OPs Referenced: OP 1 and 25 Jacobs Engineering Group, Inc. 319 E. Warm Springs Road, Suite 200, Las Vegas, Nevada 89119 William Tsiforas, (702) 938-5400, [email protected] Length of Time Assigned: Five Years (February 18, 2015 through February 17, 2020)

mailto:[email protected]

Honolulu Rail Transit Project i Monthly Report January 2018 (FINAL)

TABLE OF CONTENTS

1.0 EXECUTIVE SUMMARY .............................................................................................. 1 1.1 Project Description...................................................................................................1 1.2 Project Status ...........................................................................................................1 1.3 Core Accountability Items .......................................................................................2 1.4 Major Issues or Concerns.........................................................................................3

2.0 BODY OF REPORT ......................................................................................................... 6 2.1 Project Status ...........................................................................................................6

2.1.1 Status of Procurement ..................................................................................6 2.1.2 Status of Primary Construction Contracts....................................................7 2.1.3 Status of Core Systems Contract..................................................................8 2.1.4 Real Estate Acquisition ................................................................................9 2.1.5 Third Party Agreements and Coordination ................................................10 2.1.6 Utilities .......................................................................................................10 2.1.7 Environmental Mitigation Measures..........................................................11

2.2 Project Management Plan (PMP) and Sub-Plans...................................................11 2.3 Management Capacity and Capability (MCC) ......................................................12 2.4 Project Cost ............................................................................................................13

2.4.1 Contingency ...............................................................................................15 2.4.2 Funding Sources.........................................................................................15

2.5 Project Schedule.....................................................................................................15 2.6 Quality Assurance/Quality Control (QA/QC) .......................................................16 2.7 Safety and Security ................................................................................................16 2.8 Buy America ..........................................................................................................17 2.9 Operations & Maintenance (O&M) .......................................................................17 2.10 Project Risk ............................................................................................................18 2.11 Action Item Table ..................................................................................................19

3.0 APPENDICES ................................................................................................................. 20

LIST OF APPENDICES Appendix A: Acronym List Appendix B: Contract Status Appendix C: PMOC Team Appendix D: Project Overview and Map Appendix E: Safety and Security Checklist

Honolulu Rail Transit Project 1 Monthly Report January 2018 (FINAL)

1.0 EXECUTIVE SUMMARY

1.1 Project Description

o General Description: The Project is a 20-mile-long elevated fixed guideway rail system along Oahu’s south shore between East Kapolei and Ala Moana Center. The Project will include 21 stations. The alignment is elevated, except for a 0.6-mile at-grade portion at the Leeward Community College station. The Project is planned to be delivered in four guideway segments. o Segment I (West Oahu/Farrington Highway) – East Kapolei to Pearl Highlands (7

miles/6 stations) o Segment II (Kamehameha Highway) – Pearl Highlands to Aloha Stadium (4 miles/3

stations) o Segment III (Airport) – Aloha Stadium to Middle Street (5 miles/4 stations) o Segment IV (City Center) – Middle Street to Ala Moana Center (4 miles/8 stations)

• Length: 20 miles • No. of Stations: 21 • Additional Facilities: Maintenance and Storage Facility and parking facilities • Vehicles: 80 vehicles • FFGA Ridership Forecast: Weekday boardings – 104,300 (2020); 119,600 (2030)

1.2 Project Status

• HART submitted their updated Recovery Plan on September 15, 2017. On December 21, 2017 HART submitted an updated Estimate at Completion and Master Program Schedule (MPS) to support the Recovery Plan.

• Project progress as reported by HART against the current Estimate-at-Completion (EAC) and target Revenue Service Date (RSD) is:

Project Progress Reported Completion

Planned Completion*

Overall 44.8% 52.0% Design 70.7% 69.2% Construction 39.1% 47.0%

*Based on HART’s S-curve late plan dated November 2017.

• Section 2.1.2 and Appendix B of this report provide the status of the current design and construction contracts. The following table provides the summary level status of the active primary construction contracts taken from HART’s Monthly Report:


Description

% Complete (As of 10/11/17)

Schedule Status1 Actual (Weighted

Value)

Late Plan

West Oahu /Farrington Highway (WOFH) DB Contract 99.4% 100% Substantial Completion Mar 20172

Kamehameha Highway Guideway (KHG) DB Contract 99.7% 99.9% Substantial Completion Sep 20172

Airport Section Guideway and Stations (AGS) DB Contract 16.1% TBD TBD3 West Oahu Station Group Construction Contract (WOSG) 35.8% 98.4% 13 month delay Farrington Highway Station Group Construction Contract (FHSG) 46.1% 91.0% 12 month delay Kamehameha Stations Group Construction Contract (KHSG) 14.8% 31.1% 3 month delay Ramp H2R2 99.0% 100% 3 month delay Core Systems Design-Build-Operate-Maintain (DBOM) Contract (CSC)

45.2% 87.5% TBD4

Elevators and Escalators 13.6% TBD TBD4 Fare Collection System 14.9% TBD TBD4 1Delays identified are from current contract completion date. 2KIWC indicated project substantial completion has been achieved, but HART disagrees due to unresolved issues. This issue has been elevated to the executive level. 3Project status can be determined after the full Baseline Project Schedule is approved. 4Contract schedule is to be re-baselined to incorporate new milestone dates. 1.3 Core Accountability Items

The Estimate-at-Completion (EAC) and percentage complete shown below are based on data provided by HART.

Project Status: FFGA Original at FFGA HART Current Estimate2

Cost Cost Estimate $5,122,000,000 $8,749,000,000

Contingency Unallocated Contingency $101,900,000 $79,000,000 Total Contingency (Allocated plus Unallocated) $643,600,000 $862,000,000

Schedule Revenue Service Date (RSD) 1/31/2020 12/2025

HART Total Project Percent Complete

Based on Expenditures1 No longer valid 32.7% Based on Earned Value1 Not calculated Not calculated

1Earned Value is not being calculated for this project. HART utilizes a weighted calculation to report progress. 2HART’s current EAC and RSD as presented on December 21, 2017. This EAC includes $584 million in finance costs.


Major Issues Status Comments/Planned Action Cost Increase & Schedule Delays

HART’s EAC for full build-out of the project is $8.2 billion, including $862 million in contingency but excluding finance costs. HART’s estimated RSD is December 2025 and includes approximately twelve months of contingency.

HART submitted their updated Recovery Plan on September 15, 2017. On December 21, 2017 HART submitted an updated Estimate at Completion and Master Program Schedule (MPS) to support the Recovery Plan. This information is under review by the FTA and PMOC.

Post-Record of Decision (ROD) Changes

HART is considering several proposed design changes that may require additional environmental review.

FTA and HART hold bi-weekly meetings to discuss the status of any potential changes. HART has submitted or will submit information on each proposed change for FTA to determine the level of documentation required to assess impacts and subsequent mitigation measures.

Hawaii Electric Company (HECO)

50-foot clearance requirement for facility maintenance including pole replacement

See PMOC Monthly Report Section 1.4 for status.

Management Capacity and Capability

HART has experienced significant turnover of key management staff since the start of this project.

HART has addressed Management Capacity and Capability in the Recovery Plan and updated Project Management Plan.

Next Quarterly Meeting: To be determined 1.4 Major Issues or Concerns

• On December 21, 2017 HART submitted an updated Estimate at Completion (EAC) and Master Program Schedule (MPS) to support the Recovery Plan: In the September 2017 Recovery Plan, the EAC was $8.749 billion, including

$1.1 billion in allocated and unallocated contingency and $584 million in financing costs. The Revenue Service Date (RSD) was December 2025 with 12 months of contingency.

The December 21, 2017 submission identifies the current EAC as $8.749 billion, including $862 million in allocated and unallocated contingency and $584 million in financing costs. The Revenue Service Date (RSD) remains at December 2025 with 13 months of contingency.

It should be noted that the finance costs listed above do not include an additional $271 million in post-RSD finance charges that are not eligible for federal participation. This brings the total finance costs to $855 million.

HART intends to implement an interim opening from East Kapolei Station to Aloha Stadium Station in 2020.

HART is considering various options including Public-Private Partnership (P3) for the City Center Guideway and Stations (CCGS). The updated EAC and MPS that was submitted in December 2017 are based on Design-Build (DB) contracting methodology to complete CCGS. The PMOC’s review assumes DB will be utilized for CCGS as planned.

• The FTA and PMOC have recommended that HART consider performing a Technical

Peer Review for the remaining contracts to identify opportunities to contain costs and mitigate risks. HART indicated that they would hold a second Peer Review that would primarily focus on the AGS, CCGS, and CSC contracts. HART has not indicated when


this Peer Review would occur. The Peer Review should be completed prior to any restart of the CCGS procurement.

• Hawaiian Electric Company (HECO) Horizontal Working Clearances Analysis –

o West Oahu/ Farrington Highway (WOFH) and Kamehameha Highway (KHG) Segments – HECO has indicated that alternative equipment will mitigate the need to move the majority of the 46kV and 138kV lines. However, approximately 1.5 miles of 138kV lines along WOFH and KHG must be under-grounded because the working clearance is insufficient with the alternative equipment. HART intends to complete this work using design-bid-build (DBB). The procurement documents for the design consultant are being prepared. It is anticipated that the design work could take two years. The duration for the construction work has not been determined. However, it is anticipated construction would begin after the start of Interim Revenue Service in 2020. HART has acknowledged that utility work must be carefully designed and coordinated so as to not affect train operations. HART has indicated that costs for this work have been included in the EAC.

o HART does not have signed agreements with HECO to perform the work related to relocation of overhead transmission and distribution lines. HART and HECO executive management have been meeting to discuss the scope and methodology of relocation. HECO has indicated that HART’s contractors must perform the relocation work for the 138KV lines due to timing and availability of HECO crews. Agreements are pending although HART will bear all costs of the relocations. The PMOC strongly recommends that HART obtain signed agreements with HECO before any work is performed by HART’s contractors.

• Operations and Maintenance – o DTS has been provided no budget to add staff in FY 2018 (July 1, 2017 to June

30, 2018). This is very concerning with the Interim Opening now scheduled for 2020 and the effort that will be needed to develop an agency sufficiently to support pre-revenue testing and revenue operations.

o HART and DTS must resolve numerous issues before a detailed Operations and Maintenance budget can be properly developed. This includes development of a detailed plan for the pre-revenue testing and revenue operations. This should be a priority for HART and DTS given the anticipated start if interim operations in 2020.

o HART and DTS have been coordinating on the development of a roadmap for Operations and Maintenance. However, no formal decision has been made on the structure of the new organization. Development of a roadmap is critical and should be made a priority. It is recommended that the roadmap be available during the first quarter of 2018.

• Management Capacity and Capability – HART has experienced significant turnover of

key management staff since the start of this project. The following table provides the status of open key positions:


Position Status Deputy Executive Director Position open; Executive Director is

considering options for this position Grants Manager Filled on interim basis; position should be a

priority for HART Real Estate Manager Position open; HART has identified a tentative

candidate Cost Analyst New position

o Former Interim Executive Director will remain involved with the project as a

Special Advisor into 2018. o The PMOC recommends that HART implement an independent claims

management group. Currently, they have two on-call consultants and some in-house resources (technical and Corporation Counsel). However, it is anticipated that these resources will not be sufficient to address all potential issues that may arise on this project.

o HART addressed Management Capacity and Capability in the updated DRAFT Project Management Plan, which was provided in November 2017. The PMOC provided review comments in December 2017.

o Executive Management is reviewing the organizational structure in an effort to optimize and streamline the agency. However, the most recent update of the PMP does not fully address this review. The PMP will be updated in February 2018 and will reflect any changes.


2.0 BODY OF REPORT

2.1 Project Status

Project progress as reported by HART against the current Estimate-at-Completion (EAC) and target Revenue Service Date (RSD) is:

Project Progress Reported Completion

Planned Completion*

Overall 44.8% 52.0% Design 70.7% 69.2% Construction 39.1% 47.0%

*Based on HART’s S-curve late plan dated November 2017. Section 2.1.2 and Appendix B of this report provide the status of the current design and construction contracts. 2.1.1 Status of Procurement

• City Center Guideway and Stations DB Contract (CCGS) – HART intends to advertise in April 2018, and the NTP would be issued October 2019. These dates could change if P3 is utilized.

• City Center Utilities and Roadway (CCUR) – RFP was issued on December 21, 2017 with an anticipated NTP in March 2018. This will be an IDIQ unit price contract with work being completed under Task Orders. The PMOC has recommended that HART consider awarding two separate IDIQ contracts to allow for an increased number of Task Orders to be awarded that could potentially reduce risk to the schedule.

• Engineering Design and Design Review Services Contract – Pursuant to a solicitation, HART has qualified and ranked offerors to enter into negotiations to support third party government agencies for the AGS and CCGS segments.

• On-Call Construction IV – Contract was awarded to Royal Contracting in November 2017 with a contract value of $46 million.

• Design Services for 138 KV Underground at KHG – Proposals were received on August 2, 2017. NTP is pending.

• On-Call Appraisers III – Proposals were received on July 28, 2017. NTP was issued in December 2017.

• Legal Counsel for Real Estate Matters – Proposals were received on July 25, 2017. Multi-award NTPs were issued in October and December 2017 to three firms.

• On-Call Hazardous Materials Assessment – RFQ was issued on July 10, 2017. Statements of Qualifications were received on July 24, 2017, and are currently being evaluated.

• On-Call Hazardous Materials Disposal – HART received no proposals in response to the solicitation after two separate issuances of solicitation and aggressive outreach to the industry. HART has included this work as a part of On-call Construction Contract.

• KHG Civil Work Design – Sole source was approved for the Engineer-of- Record, who designed the work under the KHG Design-Build contract, to provide repackaging of the design for a DBB solicitation and design support during construction. NTP is pending.


• HART hired Ernst & Young as a subconsultant under the PMSC (HDR) contract to assist with evaluating market sounding and feasibility of P3 options. Target for completion of the market sounding/feasibility study of P3 options is late March, 2018. It is unclear at this time what P3 options may be considered. If HART determines implementing P3 would be beneficial to the project, it could result in some cost savings and contingency replenishment. However, it could adversely impact the full RSD. The PMOC’s review assumes DB will be utilized for CCGS as planned.

2.1.2 Status of Primary Construction Contracts

• West Oahu/Farrington Highway (WOFH) Design-Build (DB) Contract – o Contract is approximately 99.4% complete. Late Plan completion is

approximately 100%. o Closeout of the contract cannot occur until all major unresolved work has been

satisfactorily completed, including but not limited to, the tendon issue. o HART and KIWC are continuing discussions to resolve all open issues.

• Kamehameha Highway Guideway (KHG) DB Contract – o Contract is approximately 99.7% complete. Late Plan completion is 99.9%. o The current substantial completion is September 30, 2017.

• Airport Guideway and Stations (AGS) DB Contract - o Contract is approximately 16.1% complete. Late Plan completion will be

determined after the full Baseline Project Schedule is approved. o Full Baseline Project Schedule (BPS) Revision C was rejected since it lacked

proper resource loading. HART has indicated that a fully compliant BPS is expected in late January or February 2018.

o Production shafts and column construction have begun. o Pre-casting is to begin in the next few months.

• West Oahu Station Group Construction Contract – o Contract is approximately 35.8% complete. Late Plan completion is

approximately 98.4%. o The schedule updates indicate the contract is behind 13 months. Time Impact

Analyses (TIA) are being reviewed and will address delays incurred to date. o HART is working with each contractor to determine mitigation strategies and to

identify CSC station access dates. o Issues have been identified with conduit installation that impacts CSC and fare

equipment contractor. These appear to be related to quality issues with the design.

• Farrington Highway Station Group Construction Contract – o Contract is approximately 46.1% complete. Late Plan completion is

approximately 91.0%. o The schedule updates indicate the work is behind 12 months. HART accepted the

re-baseline schedule and meets weekly with HDCC to keep the working schedule current.

o HART is working with each contractor to determine mitigation strategies and to identify CSC station access dates. These appear to be related to quality issues with the design.


• Kamehameha Stations Group Construction Contract – o Contract is approximately 14.8% complete. Late Plan completion is

approximately 31.8%. o The work is behind 3 months from the current contract completion date. A Time

Impact Analysis is in review to validate impacts. o HART is working with each contractor to determine mitigation strategies and to

identify CSC station access dates. These appear to be related to quality issues with the design.

• Ramp H2R2 Contract – o Contract is approximately 99.0% complete. Late Plan completion is

approximately 100%. o A change order established a new substantial completion date of November 15,

2017. The change order did not incorporate compensable delays as all project delays were concurrent.

• Elevators and Escalators Manufacture-Install-Maintain Contract – o Contract is approximately 13.6% complete. Late Plan completion is to be

determined pending a determination of access dates. o A revised baseline schedule will need to be prepared at a later date once the DB

contracts for the east portion of the guideway are awarded. • Fare Collection System Contract –

o Contract is approximately 14.9% complete. Late Plan completion is to be determined pending a determination of access dates.

o The baseline schedule has been approved. 2.1.3 Status of Core Systems Contract

• Contract is approximately 45.2% complete. Late Plan completion is approximately 87.5%.

• Most design is complete with exception of Communications. • Schedule – AHJV has submitted a revised baseline schedule (Rev K) to address the

interim opening only based upon the HART supplied May 2017 construction access milestone (CAM) dates. They have included an impact analysis that indicates $139 million in costs due to delay to interim opening. HART has returned the schedule as incomplete due to missing contractual items. HART is looking at various options to mitigate delay (e.g. demobilization/remobilization, negotiating interim opening only, negotiating full opening, de-scope).

• Construction – o CSC yard construction work at the MSF is ongoing with communication

equipment and ATC equipment. o Continued installation of Train Control wayside equipment on the guideway. o Platform Screen Gate (PSG) installation is to begin in March 2018.

• LRVs – o Frames – Carshell fabrication has resumed since AHJV has completed their root

cause analysis of the aluminum extrusion issue. HART will closely monitor this work to ensure there are no issues with the extrusions.


o LRV 3 will arrive in March 2018. One LRV per month will be delivered thereafter until mid-2019.

o HART will perform interim Buy America Audit in 2Q18. • Dynamic Testing –

o Informal dynamic testing began on October 6, 2017 with propulsion tests. Formal testing is scheduled to begin in March 2018 and will continue for approximately 6 months on a two-mile section of the WOFH guideway.

o HART implemented a Car Readiness Review Board to ensure that all critical information is provided to HART.

• AHJV has several critical positions that are staffed by offsite personnel or are open (and filled on an interim basis). HART has asked AHJV for target dates to fill all positions with permanent onsite staff.

o O&M Director – Candidate identified o O&M Engineer – Temporarily on site from Italy o O&M Safety Manager – Open o O&M Quality Manager – Offsite o Safety and Security Certification Manager – Offsite o Public Information Manager – Open o Construction Manager – Open

2.1.4 Real Estate Acquisition

• Budget – HART has updated the real estate EAC to reflect potential for significant cost increases for key parcels in City Center and multiple easements associated with HECO undergrounding.

• Lee Property – Lee parcel has not been remediated by the terms of court settlement. HART notified the owner they have 60 days to file a remediation plan with Hawaii Department of Health to remediate the original contamination. It no action is taken within 60 days, HART will notify the court. HART may complete the cleanup and back charge the owner.

• International Express – Relocation dispute is still not settled. HART is considering deferral of construction of Lagoon Drive Station. They are coordinating with the AGS contractor to mitigate any impacts to the schedule.

• Howard Hughes – Howard Hughes parcels are likely headed for condemnation. There was a big spread between HART offer and the counteroffer by the owner.

• HECO – Design of the undergrounding 138kV line is ongoing and must be sufficiently developed to identify additional parcels that are needed. Up to 100 new parcels may be needed due to the HECO agreement. HART is proposing to acquire easements using FTA/project funds then transfer the easements to HECO. The parcels will need to be acquired by HART since condemnation may be needed, and the agreement with HECO requires HART to provide the new right of way. HART is looking at alternatives and will discuss with FTA if it appears that a disposition of project assets will be necessary.

• Blood Bank of Hawaii Inc. – Owner is demanding a total take of their existing facility and full relocation payments to move. HART has refused as the taking is minor. HART filed condemnation in May 2017. The City of Honolulu offered to buy the remainder to resolve the matter, but the Blood Bank has not responded.


• Relocations – Nearly all relocation parcels are completed with only nine unresolved. HART real estate, construction management and project controls staff meet regularly to update the status of acquisitions and relocations to determine their potential impact on the MPS.

• Two new appraisal firms have been awarded contracts by HART.

2.1.5 Third Party Agreements and Coordination

Following are updates to key third party agreements: • WOFH Master Agreement and Joint Use and Occupancy Agreement (JUOA)

Amendment 1 is being routed for signatures through HART, City and State. • KHG, AGS, CCGS Master Agreement Amendment 1 is being routed for signatures

through HART, City and State. 2.1.6 Utilities

Following are updates related to Hawaiian Electric Company (HECO): • HECO has a collective bargaining agreement that has different wage scales and allows

payment to its labor forces biweekly, which is pending a finding whether HECO wage scales are subject to Davis-Bacon. HECO wage scales do not conform to Davis-Bacon. HECO has requested a waiver that has so far been denied by the United States Department of Labor (DOL), although HECO has appealed. HECO and HART are still awaiting a final decision from the DOL.

• HECO 46kV Substation near MSF area – HECO indicated a need in the 2018/2019 timeframe for a new 46kV substation to feed the MSF area due to requirements in HECO Rule 13 for line extensions and substations.

• Hawaiian Electric Company (HECO) Horizontal Working Clearances Analysis – o West Oahu/ Farrington Highway (WOFH) and Kamehameha Highway (KHG)

Segments – HECO has indicated that alternative equipment will mitigate the need to move the majority of the 46kV and 138kV lines. However, approximately 1.5 miles of 138kV lines along WOFH and KHG must be under-grounded because the working clearance is insufficient with the alternative equipment. HART intends to complete this work using design-bid-build (DBB). The procurement documents for the design consultant are being prepared. It is anticipated that the design work could take two years. The duration for the construction work has not been determined. However, it is anticipated construction would begin after the start of Interim Revenue Service in December 2020. HART has acknowledged that utility work must be carefully designed and coordinated so as to not affect train operations. HART has indicated that costs for this work have been included in the EAC.

o HART does not have signed agreements with HECO to perform the work related to relocation of overhead transmission and distribution lines. HART and HECO executive management have been meeting to discuss the scope and methodology of relocation. HECO has indicated that HART’s contractors must perform the relocation work for the 138KV lines due to timing and availability of HECO crews. Agreements are pending although HART will bear all costs of the


relocations. The PMOC strongly recommends that HART obtain signed agreements with HECO before any work is performed by HART’s contractors.

2.1.7 Environmental Mitigation Measures

• Proposed Design Changes/Refinement – HART is considering several proposed design refinements that may require additional environmental review. FTA and HART hold meetings, as needed, to discuss the status of any potential changes. HART has submitted or will submit information on each proposed change for FTA to determine the level of documentation required to assess impacts and subsequent mitigation measures:

o City Center Casting Yard –SHPD determined the Area of Potential (APE) on historic properties must be amended, which will require consultation with PA Consulting Parties.

o Emergency Generators – HART completed additional noise and vibration analyses, added the relocation of TPSS 23 to this evaluation, and submitted to FTA for an over-the-shoulder review in October 2017. Procurement is pending completion of review by FTA.

o 138kV Undergrounding – HART is awaiting identification of ROW parcels that will be required

• Antennae Relocation – FCC approved Environmental Assessment (EA)/Finding of No Significant Impact (FONSI) in July 2017 for the Keehi Interchange location. The Keehi Interchange location is active as of August 18, 2017. The FCC is requiring an EA be completed for the Nimitz Highway Tower Relocation, which is scheduled to be in place by the end of 2018.

2.2 Project Management Plan (PMP) and Sub-Plans

HART is in the process of updating key management plans. These updates are necessary due to HART organizational changes and the contract packaging changes that are being implemented. It is critical for HART to update these plans and procedures soon. Following is the status of all management plans:

Plan Rev. Date Approved Status

Before-and-After Study Plan 0.0 January 4, 2018 Approved/Baselined Bus Fleet Management Plan (BFMP) 4.0 January 4, 2018 Approved/Baselined Buy America Plan (BAP) 2.0 December 6, 2017 Approved/Baselined CADD Procedures 1.0 August 4, 2015 Approved/Baselined Configuration Management Plan (CFMP)

3.0 — Under Review

Construction Management Plan (CMP) 3.0 December 11, 2017 Approved/Baselined Construction Safety and Security Plan (CSSP)


Contract Packaging Plan (CPP) 5.0 December 13, 2017 Approved/Baselined Force Account Plan 2.0 December 7, 2017 Approved/Baselined HART Procurement Manual 0.0 December 13, 2017 Approved/Baselined Interface Management Plan (IMP) 3.0 January 12, 2018 Approved/Baselined Mitigation Monitoring Plan (MMP) 2.0 January 4, 2018 Approved/Baselined Operation and Management Plan (OMP)



Plan Rev. Date Approved Status Preliminary Hazard Analysis (PHA) 3.0 December 7, 2017 Approved/Baselined Project Financial Plan (PFP) 1.0 — Under Review Project Management Plan (PMP) 6.0 — PMOC comments provided in December

2017; update will be available in February 2018

Public Involvement Plan (PIP) 1.0 December 6, 2017 Approved/Baselined Quality Management Plan (QMP) 3.0 — Under Review Rail Activation Plan 1.0 January 4, 2018 Approved/Baselined Rail Fleet Management Plan (RFMP) 1.0 December 11, 2017 Approved/Baselined Real Estate Acquisition Management Plan (RAMP)

7.0 — Update to be submitted in February 2018

Risk and Contingency Management Plan (RCMP)

2.0 — PMOC comments provided in January 2018; update will be available in February 2018

Safety and Security Certification Plan (SSCP)


Safety and Security Management Plan (SSMP)


Sensitive Safety Information Plan 1.0 December 13, 2017 Approved/Baselined Staffing and Succession Plan 6.0 — Under Review System Integration and Test Plan (SITP)


2.3 Management Capacity and Capability (MCC)

HART has experienced significant turnover of key management staff. The following table provides the status of open key positions:

Position Status

Deputy Executive Director Position open; Executive Director is considering options for this position

Grants Manager Filled on interim basis; position should be a priority for HART

Real Estate Manager Position open; HART has identified a tentative candidate

Cost Analyst New position

• Former Interim Executive Director will remain involved with the project as a Special

Advisor into 2018. • The PMOC recommends that HART implement an independent claims management group.

Currently, they have two on-call consultants and some in-house resources (technical and Corporation Counsel). However, it is anticipated that these resources will not be sufficient to address all potential issues that may arise on this project.

• HART addressed Management Capacity and Capability in the updated DRAFT Project Management Plan, which was provided in November 2017. The PMOC provided review comments in December 2017.

• Executive Management is reviewing the organizational structure in an effort to optimize and streamline the agency. However, the most recent update of the PMP does not fully address this review. The PMP will be updated in February 2018 and will reflect any changes.


2.4 Project Cost

The FFGA Project Budget is $5.122 billion in Year-of-Expenditure (YOE) dollars, including $644 million in allocated and unallocated contingency and $173 million financing costs. In the September 2017 Recovery Plan, the EAC was $8.749 billion, including $1.1 billion in allocated and unallocated contingency and $584 million in financing costs. The Revenue Service Date (RSD) was December 2025 with 12 months of contingency. The December 21, 2017 submission identifies the current EAC as $8.749 billion, including $862 million in allocated and unallocated contingency and $584 million in financing costs. The Revenue Service Date (RSD) remains at December 2025 with 13 months of contingency. It should be noted that the finance costs listed above do not include an additional $271 million in post-RSD finance charges that are not eligible for federal participation. This brings the total finance costs to $855 million. The following table provides a comparison of the FFGA budget and the Recovery Plan budget by Standard Cost Category (SCC).

SCC Description FFGA Recovery Plan September 2017

Recovery Plan December 2017

($M) 10 Guideway & Track Elements $1,275 $1,696 $1,720 20 Stations, Stops, Terminals, Intermodal $506 $917 $922 30 Support Facilities: Yards, Shops, Admin. Bldgs. $99 $120 $120 40 Sitework & Special Conditions $1,104 $2,181 $2,069 50 Systems $247 $324 $324 60 ROW, Land, Existing Improvements $222 $264 $364 70 Vehicles $209 $212 $212 80 Professional Services $1,184 $2,178 $2,355 90 Unallocated Contingency $102 $274 $79

100 Finance Charges* $173 $584 $584 TOTAL $5,122 $8,749 $8,749

*Finance Charges do not include an additional $271 million in post-RSD finance charges that are not eligible for federal participation.

HART is considering various options including Public-Private Partnership (P3) for the City Center Guideway and Stations (CCGS). The updated EAC that was submitted in December 2017 is based on Design-Build (DB) contracting methodology to complete CCGS. The PMOC’s review assumes DB will be utilized for CCGS as planned. The Total Expenditures to Date are $2.953 billion (through November 2017). The following table presents the FFGA budget and expenditures to date. The EAC for each Standard Cost Categories (SCC) will be provided once HART formally re-baselines the budget.


SCC SCC Description FFGA

Budget Base Cost

Allocated Cont. Incurred

10 GUIDEWAY & TRACK ELEMENTS 1,275,328,962 1,114,305,144 161,023,818 574,843,048 10.02 Guideway: At-grade semi-exclusive 0 0 0 17,378 10.04 Guideway: Aerial structure 1,175,328,184 1,022,380,670 152,947,514 487,999,985 10.05 Guideway: Built-up fill 0 0 0 5,054,744 10.06 Guideway: Underground Cut & Cover 0 0 0 10.08 Guideway: Retained cut or fill 8,077,393 7,492,943 584,450 0 10.09 Track: Direct fixation 86,332,027 79,437,204 6,894,823 77,845,692 10.11 Track: Ballasted 3,550,634 3,293,724 256,910 2,394,373 10.12 Track: Special (switches, turnouts) 2,040,724 1,700,603 340,121 1,530,876

20 STATIONS, STOPS, TERMINALS, INTERMODA 506,165,689 421,804,742 84,360,947 65,755,061 20.01 At-grade station, stop, shelter, mall, terminal, platform 0 0 0 2,071,009 20.02 Aerial station, stop, shelter, mall, terminal, platform 353,476,148 294,563,457 58,912,691 55,188,123 20.06 Automobile parking multi-story structure 79,690,518 66,408,765 13,281,753 0 20.07 Elevators, escalators 65,665,424 54,721,187 10,944,237 8,495,929

30 SUPPORT FACILITIES: YARDS, SHOPS, ADMIN. BLDGS 99,425,456 92,535,013 6,890,443 119,804,813 30.01 Administration Building: Office, Sales 0 0 0 30.02 Light Maintenance Facility 8,161,279 7,591,887 569,392 7,582,704 30.03 Heavy Maintenance Facility 40,906,889 38,099,138 2,807,751 46,317,810 30.04 Storage or Maintenance of Way Building 8,382,270 7,797,460 584,810 8,892,739 30.05 Yard and Yard Track 41,975,018 39,046,528 2,928,490 57,011,560

40 SITEWORK & SPECIAL CONDITIONS 1,103,867,264 980,569,426 123,297,838 760,982,796 40.01 Demolition, Clearing, Earthwork 34,695,802 29,980,157 4,715,645 17,129,427 40.02 Site Utilities, Utility Relocation 350,694,801 299,449,755 51,245,046 175,473,824 40.03 Haz. Mat’l, contam’d soil removal/mitigation, ground water treatments 7,228,935 6,590,542 638,393 7,007,578 40.04 Environmental mitigation, e.g. wetlands, historic/archeologic, parks 30,841,906 26,979,122 3,862,784 11,391,864 40.05 Site structures including retaining walls, sound walls 8,637,582 7,998,960 638,622 14,186,933 40.06 Pedestrian / bike access and accommodation, landscaping 48,262,816 41,073,897 7,188,919 1,782,529 40.07 Automobile, bus, van accessways including roads, parking lots 212,536,181 181,979,369 30,556,812 46,480,118 40.08 Temporary Facilities and other indirect costs during construction 410,969,241 386,517,624 24,451,617 487,530,523 80.07 Surveys, Testing, Investigation, Inspection 0 0 0 102,534,844

50 SYSTEMS 247,460,781 221,284,483 26,176,298 33,881,559 50.01 Train control and signals 91,492,532 81,982,556 9,509,976 98,000 50.02 Traffic signals and crossing protection 12,524,011 10,458,227 2,065,784 12,398,683 50.03 Traction power supply: substations 32,873,934 29,500,927 3,373,007 26,186,531 50.04 Traction power distribution: catenary and third rail 36,426,286 32,878,150 3,548,136 25,627,146 50.05 Communications 59,889,234 53,691,339 6,197,895 2,792,390 50.06 Fare collection system and equipment 10,221,753 9,159,277 1,062,476 1,550,535 50.07 Central Control 4,033,031 3,614,007 419,024 1,623,920,562

Construction Subtotal (10 – 50) 3,232,248,152 2,830,498,808 401,749,344 574,843,048

60 ROW, LAND, EXISTING IMPROVEMENTS 222,188,386 197,397,947 24,790,439 155,675,017 60.01 Purchase or lease of real estate 201,658,907 179,360,664 22,298,243 136,802,962 60.02 Relocation of existing households and businesses 20,529,479 18,037,283 2,492,196 18,872,055

70 VEHICLES 208,501,186 186,829,020 21,672,166 71,839,592 70.02 Heavy Rail 186,061,066 166,721,385 19,339,681 59,456,768 70.05 Other 0 0 0 493,700 70.06 Non-revenue vehicles 16,011,166 14,346,923 1,664,243 11,889,124 70.07 Spare parts 6,428,954 5,760,712 668,242 0

80 PROFESSIONAL SERVICES 1,183,826,026 1,090,438,814 93,387,212 1,101,241,267 80.01 Preliminary Engineering 95,120,484 94,055,262 1,065,222 126,616,465 80.02 Final Design 257,934,908 228,321,632 29,613,276 228,644,757 80.03 Project Management for Design and Construction 385,825,694 366,458,463 19,367,231 424,869,855 80.04 Construction Administration & Management 218,155,752 199,656,728 18,499,024 142,663,363 80.05 Professional Liability and other Non-Construction Insurance 52,138,030 46,549,724 5,588,306 43,181,065 80.06 Legal; Permits; Review Fees by other agencies, cities, etc. 76,135,125 67,641,006 8,494,119 30,038,491 80.07 Surveys, Testing, Investigation, Inspection 24,955,327 21,759,335 3,195,992 59,313,115 80.08 Start up 73,560,706 65,996,664 7,564,042 45,914,156

90 Subtotal (10 – 80) 4,846,763,750 4,305,164,589 541,599,161 2,952,676,438 UNALLOCATED CONTINGENCY 101,871,170 0 101,871,170

100 Subtotal (10 – 90) 4,948,634,920 4,305,164,589 643,470,331 2,952,676,438 FINANCE CHARGES 173,058,242 1,807,165 Total Project Cost (10 – 100) 5,121,693,162 4,305,164,589 643,470,331 2,954,483,603


2.4.1 Contingency

The September 2017 Recovery Plan included $1.1 billion in allocated and unallocated contingency The December 21, 2017 submission includes $862 million in allocated and unallocated contingency. The available unallocated contingency as reported by HART for the past several months is as follows:

• August 2017 – $196 million • September 2017 – $162 million • October 2017 – $79 million • November 2017 – $79 million

The PMOC is concerned with this rapid drawdown of Unallocated Contingency. 2.4.2 Funding Sources

During a Special Session in September 2017, the State Legislature passed Act 1, which provides additional funding to the City and HART to complete the Project as originally scoped, a 20.1‐mile and 21‐station elevated rail transit system extending from East Kapolei to the Ala Moana Center. On Tuesday, September 5, 2017, the Governor of the State of Hawaii signed Act 1 into law which:

• Authorized an extension of the 0.5% General Excise Tax (GET) surcharge three (3) years from December 31, 2027, to December 31, 2030; and,

• Increased the state‐wide Transient Accommodation Tax (TAT) by 1.0%, and dedicated the revenues from that increase to the capital costs of the Project.

• Decreased the State’s administrative share of GET from 10% to 1% effective September 5, 2017.

Subsequent to the State action, the City Council adopted Ordinance 17‐48 in support of the funding language in the bill, and the Mayor signed the same on September 7, 2017. 2.5 Project Schedule

The Revenue Service Date (RSD) identified in the FFGA is January 31, 2020. The September 2017 Recovery Plan identified the RSD as December 2025 with 12 months contingency. The December 21, 2017 identified the RSD as December 2025 with 13 months contingency. HART intends implement and interim opening from East Kapolei Station to Aloha Stadium Station in 2020. HART is considering various options including Public-Private Partnership (P3) for the City Center Guideway and Stations (CCGS). The updated MPS that was submitted in December 2017 is based on Design-Build (DB) contracting methodology to complete CCGS. The PMOC’s review assumes DB will be utilized for CCGS as planned.


A revised baseline schedule for the CSC DBOM has not been approved yet since HART cannot provide definitive dates for contract milestones and access dates. Until these dates can be provided to the CSC, the contract schedule cannot be finalized, which also is key in assessing the critical path for the project. The following is a look ahead for important activities associated with the Project:

Period: February 2018 – April 2018 Activity Responsibility Date

Monthly Progress Meeting FTA, HART and PMOC February 14, 2018 (teleconference) Risk Refresh FTA, HART and PMOC February 26-28, 2018 Monthly Progress Meeting FTA, HART and PMOC March 14, 2018 Quarterly Meeting FTA, HART and PMOC TBD

2.6 Quality Assurance/Quality Control (QA/QC)

• WOFH Tendons – HART received a final technical report. The main concern is monitoring of structure to ensure there are no long-term impacts. HART intends to seek compensation from contractor to cover costs for monitoring.

• LRV Underframe – On December 1, 2016, AHJV provided HART with a summary of material defect that was identified during ultrasound testing of welds. The defect is with an aluminum extrusion part that makes up the vehicle under carriage.

o 8 of 27 frames require repair. AHJV has developed a procedure to replace the compromised structural members in the frames that have been fabricated. They have completed replacement of one frame.

o AHJV started dynamic testing with LRV 1 prior to the replacement of the affected structural members. The frames were instrumented to confirm no excessive deflections or issues occur.

o AHJV indicated a 30-year warranty could be provided on all affected carshells.

2.7 Safety and Security

• HART Design Conformance is progressing with the exception of a few CSC Design Criteria Conformance Checklists (DCCC). Construction Conformance Checklists are pending finalization of the construction checklists and the submission of construction submittals/test reports.

• The specification and testing conformance checklist verification effort lags behind construction completion percentage due to submittals being provided at the end of the project (e.g. test reports, O&M manuals, training, and as-built drawings).

• AHJV Safety and Security Certification Manager is onsite approximately 10 days once every 6 weeks. An interim plan proposed by AHJV to address gaps in coverage in meeting system safety requirements has been accepted. This issue will be ongoing and monitored by HART Safety and Security and CSC. The PMOC strongly recommends the AHJV Safety and Security Manager to be on site full time since dynamic testing has started.


• AHJV started vehicle testing on approximately two-mile section of the WOFH Guideway. Initial approval by HDOT SOA, and SSRC limited speed of train to 25 mph. However, AHJV requested and received approval from HART (via Executive Director) to operate at 55 mph. Although informal notification was provided to HDOT, HDOT has noted that operating at speeds greater than 25 mph may be considered a “violation” since that was the limit identified in the Vehicle Aluminum Extrusion Corrective Action Plan submitted to HDOT. HDOT has expressed concern that proper protocol for amending the restriction and communicating with the SOA were not followed. HDOT and HART executive management met on this issue on November 17, 2017 with no resolution. A follow up meeting is to be scheduled.

• There was a “near miss” during brake testing of the LRV when station contractor personnel entered the trackway at the Waipahu Station. The incident was classified as a “near miss”, but HART indicated there was no imminent danger to contractor personnel. The track allocation process is under review since this was a direct failure of communication between HART, AHJV and the station contractor.

• HART provided DTS with an example RFP for security services. The example was also provided to the PMOC for review. The PMOC provided comments for consideration.

• HDOT SOA o Grant application has been approved by FTA for HDOT to receive funding. o HDOT SOA Consultant – HDOT has awarded a contract to Transportation

Research Associates. NTP will be issued in December 2017. o HDOT indicated they will be submitting their final application for certification in

February 2018.

2.8 Buy America

• Ansaldo Honolulu Joint Venture (AHJV) has changed the truck supplier for the Light Rail Vehicles (LRV). AHJV submitted revised calculation that indicates 61.2% US content. AHJV previously reported 64% US content. HART intends to perform a post-delivery audit in early 2018.

• Ship America – HART has had discussions with MARAD regarding Ship America requirements. MARAD expressed concern because AHJV has not engaged US flag carriers. HART issued a letter to AHJV requiring action. AHJV responded via email, but HART was not satisfied with the response. However, MARAD has subsequently confirmed via an email to HART that AHJV has executed a contract with a US flag carrier. HART must continue to monitor AHJV to ensure all Ship America requirements are satisfied throughout the duration of the contract.

2.9 Operations & Maintenance (O&M)

• HART and DTS must begin planning for the transfer of responsibilities. There are numerous items for which a resolution must be obtained and properly addressed in a transition plan including:

o Source of funding for Operations & Maintenance o Transfer of HART staff to DTS where applicable o Staffing needs for DTS


o Safety and Security approach and staffing during testing and operations (interim and full)

o Long gap between proposed interim opening and full RSD (likely result in significant deficit)

o Work with DTS on creating a roadmap for transition of O&M • DTS has not been provided budget to add staff in FY 2018 (July 1, 2017 to June 30,

2018). The project Interim Opening is scheduled December 2020. The PMOC is concerned whether the transition plan will be adequately developed and that sufficient resources will be allocated to support pre-revenue testing and revenue operations.

• HART and DTS must resolve numerous issues before a detailed Operations and Maintenance budget can be properly developed. This includes development of a detailed plan for the pre-revenue testing and revenue operations. This should be a priority for HART and DTS given the anticipated start if interim operations in 2020.

• HART and DTS have been coordinating on the development of a roadmap for Operations and Maintenance. Development of a roadmap is critical and should be made a priority. It is recommended that the roadmap be available during the first quarter of 2018.

2.10 Project Risk

HART has developed a robust risk management program with support from its Program Management Consultant. They are using a bottoms-up risk modeling approach. The focus is primarily on construction contracts. PMOC has emphasized that HART must still focus on soft costs and ancillary contracts since they can impact overall cost and schedule. HART submitted a FINAL DRAFT Risk and Contingency Management Plan (RCMP) in late November 2017. The PMOC provided comments in January 2018. HART update of RCMP to be completed in February 2018.


2.11 Action Item Table

Item No. Item Responsible

Party Date

Identified Date Due

Date Completed Status

1 Updates associated with Recovery Plan: 2 Contract Packaging Plan HART Aug-14 Dec-17 Dec-17 Under review Budget and Basis of Estimate HART Apr-14 Dec-17 Dec-17 Under review MPS and Basis of Schedule HART Apr-14 Dec-17 Dec-17 Under review

3 Provide HECO agreements and 46KV/138KV reports

HART Jun-17 Feb-18 Reports received; agreements pending

4 Develop O&M roadmap HART Oct-17 Feb-18 Open 5 Provide MOU and/or Interagency Agreement with

GSA regarding courthouse HART Nov-17 Feb-18 Open

6 Provide Risk Register HART Nov-17 Dec-17 Dec-17 Closed 7 Compile list of supporting documents for EAC and

MPS PMOC Nov-17 Jan-18 Jan-18 Closed

8 PMOC witnessing of Dynamic Testing PMOC Dec-17 Mar-18 Open 9 International Express conference call PMOC Jan-18 Feb-18 Open

10 3rd Party Agreement Work Plan HART Jan-18 Feb-18 Open; Provide a list of 10 priorities 11 Decision Milestone Matrix Update HART Jan-18 Feb-18 Open 12 Secondary Mitigation Measure Examples PMOC Jan-18 Feb-18 Open 13 Risk Refresh Agenda PMOC Jan-18 Jan-18 Open 14 Add List of Management Plans and Status to HART

Progress Report HART Jan-18 Feb-18 Open


3.0 APPENDICES

Appendix A: Acronym List AGS ▪ Airport Guideway and Stations AHJV ▪ Ansaldo Honolulu Joint Venture AIS ▪ Archeological Inventory Survey ARRA ▪ American Recovery and Reinvestment Act BAFO ▪ Best and Final Offer BCE ▪ Base Cost Estimate BFMP ▪ Bus Fleet Management Plan CCGS ▪ City Center Guideway and Stations CE&I ▪ Construction Engineering and Inspection CMP ▪ Construction Management Plan CPP ▪ Contract Packaging Plan CROE ▪ Construction Right of Entry CSC ▪ Core Systems Contract CSL ▪ Cross-hole Sonic Logging DAGS ▪ Department of Accounting & General Services DB ▪ Design-Build DBB ▪ Design-Bid-Build DBOM ▪ Design-Build-Operate-Maintain DCCA ▪ Department of Commerce and Consumer Affairs DHHL ▪ Department of Hawaiian Home Lands DLNR ▪ Department of Land and Natural Resources DOL ▪ Department of Labor EAC ▪ Estimate at Completion EIS ▪ Environmental Impact Statement FD ▪ Final Design FEIS ▪ Final Environmental Impact Statement FFGA ▪ Full Funding Grant Agreement FHSG ▪ Farrington Highway Station Group FPO ▪ Federal Preservation Officer FTA ▪ Federal Transit Administration FY ▪ Fiscal Year GEC ▪ General Engineering Consultant GET ▪ General Excise Tax GSA ▪ General Services Administration HART ▪ Honolulu Authority for Rapid Transportation HDOT ▪ Hawaii Department of Transportation HECO ▪ Hawaiian Electric Company IFB ▪ Invitation to Bid KHG ▪ Kamehameha Highway Guideway KHSG ▪ Kamehameha Highway Stations Group KIWC ▪ Kiewit Infrastructure West Company KKJV ▪ Kiewit Kobayashi Joint Venture LCC ▪ Leeward Community College LRV ▪ Light Rail Vehicle MCC ▪ Management Capacity and Capability MMP ▪ Mitigation Monitoring Program MOU ▪ Memorandum of Understanding MOW ▪ Maintenance of Way MPS ▪ Master Project Schedule MSF ▪ Maintenance and Storage Facility NCR ▪ Non-Compliance Report


NEPA ▪ National Environmental Policy Act NTP ▪ Notice to Proceed O&M ▪ Operations & Maintenance OCIP ▪ Owner Controlled Insurance Program OP ▪ Oversight Procedure P3 ▪ Public Private Partnership PHPS ▪ Pearl Highlands Parking Structure PMOC ▪ Project Management Oversight Contractor PMP ▪ Project Management Plan PMSC ▪ Project Management Support Consultant PSG ▪ Platform Screen Gate QA/QC ▪ Quality Assurance/Quality Control QAM ▪ Quality Assurance Manager QMP ▪ Quality Management Plan RAMP ▪ Real Estate Acquisition and Management Plan RCMP ▪ Risk and Contingency Management Plan RFB ▪ Request for Bids RFMP ▪ Rail Fleet Management Plan RFP ▪ Request for Proposals RFQ ▪ Request for Qualifications ROC ▪ Rail Operations Center ROD ▪ Record of Decision ROE ▪ Right of Entry ROW ▪ Right of Way RSD ▪ Revenue Service Date SCC ▪ Standard Cost Category SOA ▪ State Oversight Agency SSCP ▪ Safety and Security Certification Plan SSMP ▪ Safety and Security Management Plan SSPP ▪ System Safety Program Plan SSSPS ▪ System Safety and Security Program Standards STCC ▪ Specification Testing Conformance Checklist TBD ▪ To be Determined UH ▪ University of Hawaii USN ▪ United States Navy USPS ▪ United States Postal Service WOFH ▪ West Oahu/Farrington Highway WOSG ▪ West Oahu Stations Group YOE ▪ Year of Expenditure


Appendix B: Contract Status Contract Description Contractor

Base Contract

Value

Change Orders

Change Order

%

Current Contract

Value Expended

Weighted %

Complete

Award Date

Contract Compl.

Date

Target Compl. Notes

MM-901 Program Management Support Consultant (PMSC·2)

HDR/InfraConsult LLC

$33,376,897 $18,444,023 55% $51,820,920 $49,739,335 96% Mar-12 Dec-16 -

MM-902 Program Management Support Consultant (PMSC·3)

HDR/InfraConsult LLC

$63,522,963 $0 0% $63,522,963 $10,5550,195 16.6% Jan-17 Dec-22 -

MM-913 General Engineering Consultant (GEC III)

CH2M $46,143,277 $699,576 1.5% $46,842,849 $43,910,128 93.7% Dec-13 Apr-19 - Option for up to 3 years extension

MM-290 Construction Engineering and Inspection (West)

PGH Wong Engineering, Inc.

$54,232,480 $16,000,000 29.50% $70,232,480 $57,489,977 81.9% Jan-14 Jan-20 -

MM-596 Construction Engineering and Inspection II (East)

Stantec Consulting Services Inc.

$55,036,130 $0 0% $55,036,130 $23,070,368 41.9% Sep-15 Dec-19 - Option for up to 2 years extension

MM-962 Core System Contract Oversight Consultant

Lea + Elliott, Inc. $43,988,989 $0 0% $43,988,989 $27,045,364 61.5% Feb-14 Sep-18 - Option for up to 3 years extension

FD-140 West Oahu Station Group Construction FD

URS, Inc. (now, AECOM)

$7,789,000 $3,400,416 43.7% $11,189,416 $10,529,789 94.1% Jun-12 TBD - Term of contract until completion of services

FD-240 Farrington Highway Station Group FD

HDR, Inc. / URS (now, AECOM)

$9,300,696 $5,864,620 63.1% $15,155,316 $14,080,334 92.9% Jan-11 TBD - Term of contract until completion of services

FD-340 Kamehameha Highway Station Group Construction FD

Anil Verma, Inc. $8,702,592 $1,998,576 22.9% $10,701,168 $10,410,088 97.3% Nov-12 TBD - Term of contract until completion of services

FD-430 Airport Section Guideway and Utilities FD

AECOM $38,840,960 $4,111,440 10% $42,952,400 $41,903,152 97.6% Dec-11 TBD - Term of contract until completion of services

FD-440 Airport Station Group Construction FD

AECOM $10,177,365 $1,396,487 14% $11,573,852 $10,059,820 87% Nov-12 Jul-17 - Combined with Airport Stations into DB Contract.

FD-530 City Center Section Guideway and Utilities FD

AECOM $43,948,220 $13,941,087 31.72% $57,889,307 $47,732,122 82.45% Jul-12 May-18 - Combined with Dillingham and Kaka’ako Stations into DB Contract.


Contract Description Contractor Base

Contract Value

Change Orders

Change Order

%

Current Contract

Value Expended

Weighted %

Complete

Award Date

Contract Compl.

Date

Target Compl. Notes

FD-550 Dillingham and Kaka’ako Station Group Construction FD

Perkins & Will $18,321,918 $1,309,799 5% $19,631,717 $12,205,081 62% Jun-13 Jul-18 - Will be combined and incorporated into City Center Guideway and Stations DB contract

DB-120 West Oahu/Farrington Highway DB

KIWC $482,924,000 $186,417,831 38.55% $668,848,032 $665,612,084 99.52% Nov-09 Mar-17 May-17

DB-200 Maintenance and Storage Facility DB

Kiewit/Kobayashi JV

$195,258,000 $86,517,032 43.4% $281,775,032 $281,753,403 100% Jun-11 Jul-16 Jul-16 Closeout ongoing

DB-320 Kamehameha Highway Guideway DB

KIWC $372,150,000 $20,420,922 5.4% $392,570,956 $391,368,956 99.7% Jun-11 Sep-17 Sep-17

DBOM-920

Core Systems Contract

Ansaldo/Honolulu JV

$573,782,793 $40,001,964 7.0% $613,784,757 $298,555,906 48.6% Nov-11 Jan-21 Jan-22 Schedule must be revised to reflect Construction Access Milestone dates. HART is deferring revision of milestone dates until better information is available on the other contracts.

DB-450 Airport Section Guideway and Stations (AGS)

STG JV $874,750,000 $14,308 0.002% $874,764,308 $138,235,005 15.8% Jul-16 May-21 May-21

MI-930 Elevators and Escalators Install & Maintain

Schindler Elevator Corporation

$50,982,714 $1,499,208 3.1% $52,481,922 $8,495,929 16.2% Aug-13 Jun-18 Jun-18 Schedule may be delayed due to revised Construction Access Milestone dates.

DBB-505

Airport Section Utilities Construction

Nan, Inc. $27,993,290 $182,255 0.5% $28,1755,489 $27,919,489 100% Jul-14 Jul-16 Sep-16

DBB-525

Airport Section Guideway Seven Pier Construction

HDCC/CJA JV $3,973,000 $54,843 1% $4,027,843 $4,027,843 100% Sep-14 Feb-15 - Closed

DBB-171

West Oahu Station Group Construction

Nan, Inc. $56,088,470 $3,330,776 5.9% $59,519,246 $23,695,128 39.9% Oct-15 Mar-18 Mar-18

DBB-271

Farrington Highway Station Group Construction

Hawaiian Dredging

$78,999,000 $3,473,034 4.3% $82,472,034 $39,739,950 48.2% Aug-15 Jan-18 Jan-18

DBB-371

Kamehameha Highway Stations Group Construction

Nan, Inc. $115,805,845 $1,558,663 1.3% $117,364,508 $21,624,410 18.4% Apr-16 May-19 May-19

MI-900 Fare Collection System

INIT $15,464,198 $0 0% $15,464,198 $3,563,041 23.04% Mar-16 Sep-21 Sep-21


Contract Description Contractor Base

Contract Value

Change Orders

Change Order

%

Current Contract

Value Expended

Weighted %

Complete

Award Date

Contract Compl.

Date

Target Compl. Notes

DBB-385

Ramp H2R2 Royal Contracting $5,203,646 $18,444,023 55% $51,820,920 $49,739,335 96% May-15 May-16 Nov-17


Appendix C: PMOC Team

Name Position Background Tim Mantych, PE

Program Manager

Overall responsibility for the Jacobs PMO program. He has spent 16 years in key management roles on the PMO program, including Program Manager and Task Order Manager, effectively managing oversight services for major capital projects in Regions V and IX.

Bill Tsiforas Task Order Manager

Responsible for oversight of this task order. He has over 25 years of experience and has served as Task Order Manager and as a systems integration manager in the PMO Program since 2008. His project management experience covers a wide range of transit projects including BRT, monorail, streetcar, light rail, and heavy rail systems. In rail projects and other transportation modes, he has experience in management of project planning, engineering, and architecture service contract, engineering design, and construction management.

Keith Konradi, PE

Civil Engineer Has extensive over 40 years of experience as a civil engineer and trackwork expert who can provide informed reviews of all issues regarding the design and construction of civil, railroad, and transit. He has specialized in railroad and transit projects, designing new alignments, realignments, profiles, yard, and maintenance facility layouts, connections, and interlockings.

Charles Neathery

Construction Management Manager

Responsible for oversight of construction management activities and project scheduling. He has served on the PMO Program since 1995 in various key positions: Deputy Program Manager, Task Order Manager, Construction Manager, Risk Manager, and Technical Specialist. His heavy civil construction background as a construction contractor Project Manager and as Program and Controls Director combines experience on both sides of the industry as a builder and a manager.

Tim Morris Cost Estimating Manager

Responsible for oversight of cost estimating and cost control. He brings 34 years of experience in cost estimating. His background includes: construction and project management of heavy civil projects; cost estimating; field engineering; scheduling; project controls; change order negotiations; and procurement.

Brian Carpenter

Project Scheduling Manager

Responsible for oversight of project scheduling. Has over 25 years of experience project controls including schedule development and management. Well versed with following: Primavera Project Planner (P3), Primavera 7.0, Suretrak, M.S. Project, Schedule Analyzer, Claim Digger, Private Investigator, and PertMaster (Monte Carlo Risk Analyzer), as well as document management tools: Prolog, ProjectWise, and Contract Manager (Expedition).

Dorothy Schulz, PhD

Systems Safety Manager

Responsible for oversight of safety and security activities. She has been Director of Transit Security Practice at Interactive Elements for more than 20 years. She performs safety and security studies and oversights for various agencies. She also performs FTA State Oversight Agency (SOA) audits as well as Safety and Security Readiness Reviews (SSRRs). Dr. Schulz has written and/or reviewed numerous TVAs, PHAs, SSPPs, and SSPs; all require comprehensive understanding of the 882C Standard.

Arun Virginkar

Rail Equipment Engineer

Responsible for oversight of rail vehicle engineering and Buy America compliance. He has been involved with the PMOC Program since 1994. He has experience in contract management, vehicle and systems equipment engineering, operations and maintenance planning, system integration and testing, safety certification plans, and quality and system assurance. He also has specialized experience in Buy America Pre-Award and Post-Delivery audits of car builders.

Bob Merryman

Real Estate Manager

Responsible for oversight of real estate activities on the project. He has 35 years of practical experience in the implementation of the Uniform Act in federally funded projects. In addition, he has written three text books used by FHWA, as well as the one additional course text used by the FTA discussing the implementation of the Uniform Act. He also served as lead investigator on the business retrospective study for the Federal Highway Administration. The information gleaned from this investigation was to develop the most recent revisions to 49 CFR Part 24.


Name Position Background David Sillars, PhD

Risk Assessment Manager

Responsible for oversight of the risk management activities for the project. He has over 35 years of experience in risk and management consulting and transportation research. He assisted FTA with editing and developing the updated MAP-21 Risk and Contingency Management Oversight Procedure (OP 40) and updated FTA risk workbook. He has co-developed and delivered the New Starts risk management training program for the National Transit Institute on behalf of the FTA.

David Nelson Transit Operations Manager

Responsible for oversight of the transit operations planning for the project Has more than 30 years of experience with in-depth, working knowledge of North American public transportation agencies. Was previously assistant director and project manager of planning and manager of transit applications for the Massachusetts Bay Transportation Authority and the manager of planning and administration for the Boston & Maine Railroad.


Appendix D: Project Overview and Map Date: January 2018 Project Name: Honolulu Rail Transit Project Grantee: City and County of Honolulu FTA Regional contact: Catherine Luu FTA HQ contact: Kim Nguyen SCOPE Description The proposed Project is an approximately 20-mile rail alignment extending from East

Kapolei to Ala Moana Center. Guideway The majority of the Project is to be built on aerial structure, but the Project also

includes a short at-grade section (0.6 miles). Stations 21 stations (20 aerial and 1 at-grade) Support Facility Maintenance and Storage Facility (located near Leeward Community College) Vehicles 80 light metro rail

Ridership 104,300 weekday boardings in 2019; 119,600 weekday boardings in 2030 SCHEDULE 10/09 Approval Entry to PE 03/19 Estimated RSD at Entry to PE

12/11 Approval Entry to FD 03/19 Estimated RSD at Entry to FD 06/12 Request for FFGA 03/19 Estimated RSD at Request for FFGA 12/12 FFGA 01/20 RSD at FFGA 09/17 Recovery Plan 12/25 RSD at Recovery Plan

COST $5.348 B Total Project Cost ($YOE) at Approval Entry to PE

$5.126 B Total Project Cost ($YOE) at Approval Entry to FD $5.122 B Total Project Cost ($YOE) at request for an FFGA $5.122 B Total Project Cost ($YOE) at FFGA $9.023 B Total Project Cost ($YOE) at Recovery Plan

$2.953B Amount of Expenditures at date of this report 57.6% complete (Total Project Expenditures/FFGA Total Project Cost)

32.7% complete (Total Project Expenditures/EAC) Notes

• HART submitted an updated Recovery Plan on September 15, 2017. On December 21, 2017 HART submitted an updated Estimate at Completion and Master Program Schedule (MPS) to support the Recovery Plan:

o In the September 2017 Recovery Plan, the EAC was $9.023 billion, including $1.1 billion in allocated and unallocated contingency and $858 million in financing costs. The Revenue Service Date (RSD) was December 2025 with 12 months of contingency.

o The December 21, 2017 submission identifies the current EAC as $8.749 billion, including $862 million in allocated and unallocated contingency and $584 million in financing costs. The Revenue Service Date (RSD) remains at December 2025 with 13 months of contingency.

o HART intends to implement an interim opening from East Kapolei Station to Aloha Stadium Station in 2020.

o The EAC and RSD are dependent on the strategy for the City Center Guideway and Stations (CCGS) Design-Build (DB) contract. HART is considering various options including Public-Private Partnership (P3) since the procurement of the CCGS DB contract was cancelled. However, the EAC and RSD reviews will be based on the current proposed delivery strategy of DB for CCGS.


Honolulu Rail Transit Project Map


Appendix E: Safety and Security Checklist

Project Overview Project Name Honolulu Rail Transit Project Project mode (Rail, Bus, BRT, Multimode) Rail Project phase (Preliminary Engineering, Final Design, Construction, or Start-up)

Construction

Project Delivery Method (Design/Build, Design/Build/Operate Maintain, CMGC, etc.)

DB, DBB and DBOM

Project Plans Version Review by FTA

Status

Safety and Security Management Plan 5 Y Complete Safety and Security Certification Plan 4 Y Complete System Safety Program Plan Submittal date Mar-13 System Security Plan or Security and Emergency Preparedness Plan (SSEPP)

N TBD

Construction Safety and Security Plan 3 Jun-11 Completed Oct 2015 Safety and Security Authority Y/N Status Is the grantee subject to 49 CFR Part 659 state safety oversight requirements?

Y

Has the state designated an oversight agency as per Part 659.9

Y Executive Order 10-04 effective April 6, 2010

Has the oversight agency reviewed and approved the grantee’s SSPP as per Part 659.17?

N Submission/Approval in 2013

Has the oversight agency reviewed and approved the grantee’s Security Plan or SEPP as per Part 659.21?

N Submission/Approval in 2013

Did the oversight agency participate in the last Quarterly Program Review Meeting?

Y April 16, 2014

Has the grantee submitted its safety certification plan to the oversight agency?

Y SOA information

Has the grantee implemented security directives issues by the Department Homeland Security, Transportation Security Administration?

N None issued to date

SSMP Monitoring Is the SSMP project-specific, clearly demonstrating the scope of safety and security activities for this project?

Y

Grantee reviews the SSMP and related project plans to determine if updates are necessary?

Y

Does the grantee implement a process through which the Designated Function (DF) for Safety and DF for Security are integrated into the overall project management team? Please specify.

Y

Does the grantee maintain a regularly scheduled report on the status of safety and security activities?

Y Reported Monthly

Has the grantee established staffing requirements, procedures and authority for safety and security activities throughout all project phases?

Y

Does the grantee update the safety and security responsibility matrix/organization chart as necessary?

Y

Has the grantee allocated sufficient resources to oversee or carry out safety and security activities?

Y

Has the grantee developed hazard and vulnerability analysis techniques, including specific types of analysis to be performed during different project phases?

Y


Does the grantee implement regularly scheduled meetings to track to resolution any identified hazards and/or vulnerabilities?

Y

Does the grantee monitor the progress of safety and security activities throughout all project phases? Please describe briefly.

Y

Does the grantee ensure the conduct of preliminary hazard and vulnerability analyses? Please specify analyses conducted.

Y

Has the grantee ensured the development of safety design criteria?

Y

Has the grantee ensured the development of security design criteria?

Y

Has the grantee verified conformance with the safety and security requirements in the design?

N Will be done during FD/Construction

Has the grantee identified conformance with safety and security requirements in equipment and materials procurement?


Has the grantee verified construction specification conformance?

N Will be done during construction

Has the grantee identified safety and security critical tests to be performed prior to passenger operations?

N Will be done during Rail Activation phase

Has the grantee verified conformance with safety and security requirements during testing, inspection and start up phases?


Does the grantee evaluated change orders, design waivers, or test variances for potential hazards and/or vulnerabilities?


Has the grantee ensured the performance of safety and security analyses for proposed work-arounds?


Has the grantee demonstrated through meetings or other methods, the integration of safety and security in the following:

• Activation Plan and Procedures • Integrated Test Plan and Procedures • Operations and Maintenance Plan • Emergency Operations Plan


Has the grantee issued final safety and security certification?

N Will be done after completion of Rail Activation phase

Has the grantee issued the final safety and security verification report?


Construction Safety Does the grantee have a documented/implementation Contractor Safety Program with which it expects contractors to comply?

Y CSP development is included in construction contracts

Does the grantee’s contractor(s) have a documented company-wide safety and security program plan?

TBD Is a requirement of CSSP

Does the grantee’s contractor(s) have a site-specific safety and security program plan?

TBD Is a requirement of CSSP

Provide the grantee’s OSHA statistics compared to the national average for the same type of work?

TBD None developed yet

If the comparison is not favorable, what actions are being taken by the grantee to improve its safety record?

TBD None developed yet

Does the grantee conduct site audits of the contractor’s performance versus required safety/security procedures?

Y Audit required in CSSP


Federal Railroad Administration If the shared track: has the grantee submitted its waiver request application to FRA? (Please identify any specific regulations for which waivers are being requested)

NA

If the shared corridor: has grantee specified specific measures to address shared corridor safety concerns?

NA

Is the Collision Hazard Analysis underway? NA Other FRA required Hazard Analysis – fencing, etc? NA Does the project have Quiet Zones? NA Does FRA attend Quarterly Review Meetings? NA

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