Written Technical Proposal
Central Florida Rail Corridor (CFRC)
Operations & Maintenance
RFP-DOT-12-13-5002-O&M
Submitted by:
Veolia Transportation Services, Inc.
8601 Georgia Ave., Suite 604
Silver Spring, MD 20910
240.485.2114
11.2.4.2
11.2.4.1 – Technical Approach
Element a - Mobilization
The transition from design and construction to operations and maintenance will be the most challenging period of this project. We will have our entire management team and additional corporate support in place for all mobilization activities, but their focus during this period will be unique. The transition will require coordination of the DBM firms, station finishes contractor, signal contractor, our operating team, equipment suppliers, third party contractors, CSX, FCEN, Amtrak, local first responders, and FDOT. Activities will include the transition of documents, testing of live equipment, running normal and emergency demonstration service, safety
certification, hiring, training, inventory, and the preparation of rule books, plans and SOPs, all on many newly constructed facilities. Safety will be paramount, and we will implement a safety plan specific to this period and the transition activities, including a community outreach safety
information campaign jointly with FDOT and the local communities. Our goal will be simple: no accidents or lost time injuries that could tarnish the project or compromise a smooth start-up under any circumstances.
The graphic below shows the main tasks of each of the departments of our organization during this critical phase of the SunRail project.
Veolia understands that the transition from the DBM Firm to the O&M contractor is a critical step in the process of a successful SunRail start up. The DBM Firm will be handing over valuable assets to our care and we need to ensure this handover is smooth and on time. We will work
closely with them and FDOT to ensure any interface issues are clear so that our mobilization efforts are well orchestrated and organized.
The mobilization of the SunRail project has a number of components that will be intertwined to create an independently operated railroad system. There are three main components:
1. The transition of the CFRC from a CSXT dispatched railroad segment to an independent, publically dispatched commuter railroad hosting Amtrak and the FCEN.
2. The second component is the transition from routine intercity freight and passenger train track maintenance to a commuter rail approach of high reliability driven by closer scrutiny, and higher priority placed on the prevention of failures and the expeditious correction of defects. This will occur with the transition from construction to acceptance testing and maintenance of the newly built infrastructure.
3. The development of a commuter rail operation that will exceed the public's expectations for reliability, cleanliness, comfort and customer service.
All of these efforts in combination require the close and active cooperation of our team with the stakeholders on the line, FDOT, the DBM and Station Finishes Firms, CSXT, FCEN, Amtrak and their customers. Our goal will be for the transition to be completely uneventful to the corridor's existing users, their customers and the public agencies along the route.
The Veolia team has been an active participant during the transition of major rail contracts including the nation’s largest commuter rail contract in Boston and Tri-Rail in South Florida. The Department, the client railroads and the travelling public will benefit from our experience as we apply the full range of lessons learned to the mobilization plan. We have depth,
resources and the operational experience of domestic and international companies that have a proven history of managing and operating such a service. A critical point is the interests of Veolia and FDOT are identical: a flawless start-up of the entire scope of services. Therefore, instead of a resource to FDOT, we view ourselves as an extension of staff to ensure the swift resolution of issues and provide the full depth of our knowledge to the project.
From the outset, our proposed General Manager Bill Farquhar will lead the local mobilization effort with the other key individuals proposed being in place early in the process. . They will be supported by a Mobilization oversight team made up of seasoned rail professionals provided thorough Veolia’s corporate team. This oversight team will serve as Steering Committee during start up to ensure adequate resources are applied to the tasks, under the direction of the General Manager. Further support will be given through internal and contracted corporate resources, most of whom have experience at starting up rail projects. Such technical resources will include but is not limited to, operations, engineering, mechanical, human resources, finance, IT and legal.
The mobilization team will develop a dynamic Mobilization Services Plan (MSP) detailing the work to be accomplished before the Revenue Services Date (RSD). In addition to the scope of work, the MSP will include a listing of the required plans (System Safety Plan, Passenger Train Emergency Preparedness Plan, Training plans for the various positions, etc.) and the expected delivery date of each. As part of the MSP, we will supply organization charts showing lines of authority, areas of responsibility and naming the management staff.
At the same time the MSP is finalized, the development of the Rail Activation Plan (RAP) and the RAP's major subcomponent, the Rail Services Plan (RSP) will commence. In these plans we will describe the approach to supplying staff and management resources necessary to support the timely certification of the safety and security reviews of new infrastructure required in providing commuter rail services. The Rail Activation Plan will focus on the transition of the CFRC from a construction project under outside dispatch control, to a railroad providing
dispatching and maintaining the tracks, passenger facilities, equipment and offering passenger rail service. The RSP will focus on the implementation of the SunRail passenger service.
The RAP will cover such items as passenger stations, track, telephones, communications, ticket vending machines (TVM), ticket validators and at-grade crossings. The RSP will further detail the processes to be used to accept and conduct the safety certifications of the passenger equipment as the vehicles arrive. Finally, the RAP will include sections detailing the methods to be used to transition the IT functions from the DBM Firm to the O&M contractor while verifying that no data is lost or corrupted. The development of the RSP will be lead by the General Manager assisted by the key department heads as indicated on our organization chart. Each of the key management staff will be active participants on the Rail Services Committee (RSC). We will assign staff experienced in material control, signals, track, safety certification,
communications, and other functions as necessary during the safety reviews and acceptance testing process.
The Rail Services Plan (RSP), a document supporting the RAP, describes the activities required to prepare the CFRC system to reliably and safely provide railroad operations and maintenance as well as provide a superior service to the SunRail passengers. The plan will be submitted 30 days after NTP. As described above, RSP can be divided into three components:
1) Transition of the CFRC from a CSXT dispatched railroad to a hosting Amtrak and the FCEN to a publicly dispatched passenger railroad.
This component includes filing the required FRA documentation for operating a railroad, (e.g. Passenger Train Emergency Preparedness Plan, Part 213, 214, 217, 218, 219, 225, 227, 228, 232, 240, 241 and 242 filings )along with documents to support the FTA FFGA (e.g. System Safety Program Plan and System Security Plan) and the laws of Florida. (The proceeding list is not all inclusive.) In addition, the modification of the CSXT Operating, Safety, Equipment Handling, Air Brake/Train Handling Rules and Special Instructions to serve as the operating documents for the CFRC fall into this component. Vital to a transparent transition from CSXT to the O&M contractor will be the assumption of dispatch control. In order for there to be a smooth transfer, the CFRC rulebook and operating timetable is expected to become effective on the transfer date. The transfer date will be determined in cooperation with the DBM Firm, CSXT and FDOT. It is anticipated this date will be as early as possible to allow the signal testing,
equipment testing and cut-over of new track to be done under the control of the OCC. An early transfer will further benefit SunRail by providing as much time for territory familiarization as possible.
2) Transitioning from routine right of way maintenance to a sharper focus on enhancing the state of good repair and providing a better infrastructure for the users and the transition from construction to acceptance testing and maintenance of the newly built infrastructure.
This component starts with the assumption of the routine track and switch inspections, along with correcting minor track concerns such as adjusting switches, correcting small surface
deviations (i.e. "section work") from the DBM Firm. We will manage the signal contractor to take similar actions with signal and crossing components, and focus particularly on track/signal interface issues. We envision this occurring in the very early stages of maintenance
mobilization. At the same time, the material inventories will be verified and disposition of excess supplies will begin. We will be supporting the DBM Firm in the safety/security certifications and acceptance testing of new infrastructure such as the VSMF, track, grade crossings, signals, passenger stations, TVM, CCTV, etc. A key part of this component is the development of the Maintenance of Way Services Plan, Building and Facility Maintenance Plan as well as the procedures for maintaining the track, bridges, passenger facilities and corridor property. 3) The development of a commuter rail operation that will exceed the public's expectations for reliability, cleanliness, comfort and customer service.
This component starts with the creation of standard operating procedures for passenger service employees, detailing not only operation of the equipment, but equally important, best practices in customer service, based upon our proprietary customer service training program and our supplemental instructions to crews. These best practices include methods of customer assistance programs, including passengers with disabilities, services for bicycle customers, receiving, documenting and responding to complaints in a timely manner, lost and found, and procedures disseminating information at station and onboard the trains. The training programs developed for the engineers and conductors will be timed so that the class room portion is completed as the first full train set of equipment arrives and is ready for acceptance testing. The crews will be able to witness and participate in the acceptance testing while at the same time gaining hands-on experience in the operation of the equipment and troubleshooting techniques. While the transportation crews are being trained, so will be the Qualified Mechanical Persons (QMP). This will allow our team to be fully prepared to conduct preventive maintenance and daily inspections when the cars and locomotive arrive on the property. The QMP's will also be prepared to coordinate with the car and locomotive contractors as necessary to facilitate any warranty work to be done by MPI or Bombardier.
The next stage is the verification of the operational schedules to ensure they provide sufficient running time and recovery time for a high degree of reliability. At this point, the daily equipment rotations in and out of service, along with the methods for operating special/excursion trains will be created. The final step in the mobilization process will be pre-revenue operations, allowing for the final determination of the public schedules and customer service procedures. We will coordinate this with FDOT and other interested parties. As part of the pre-revenue testing, we will participate in emergency preparedness drills coordinating with local fire and emergency services per 49 CFR Part 239 along the entire corridor. The training drills provide a number of benefits to both SunRail and the local first responders. The drills provide an opportunity to develop relationships between parties. The drill also provides an opportunity for the first
responders to familiarize themselves with the passenger equipment. Lastly, the drills create an opportunity for the first responders to understand the importance of clearing an incident as quickly as possible.
The goal of the pre-revenue testing is to formalize both normal and emergency response procedures. A further goal of the pre-revenue testing is to familiarize the transportation crews, management staff, FDOT and other stakeholders with the SunRail system and to determine the methods that utilize the system in the most efficient, customer friendly manner.
As the pre-revenue operation s are being undertaken, we will coordinate with FDOT and support efforts to educate the public with the route, station locations and schedules, enhancing
community relations and preparing publications for service schedule. We strongly believe in the importance of public education on right of way safety along a corridor. Thus, we will work with FDOT, Local Municipalities and Operation Lifesaver to conduct safety awareness training at schools (including sessions for the students and the bus operators) near to the CFRC route. During the transition from the DBM Firm to the O&M contractor and the passenger start up phases, it is important to have a clear vision and a core set of values to embed within the organization. Implementing a new passenger service on top of an existing operating and maintenance organization provides an ideal opportunity to establish a culture of safety and customer service. It is far easier to create a new culture during the formative period of an operation than to attempt cultural changes within an organization anchored in traditional and sometimes archaic practices.
We are dedicated to providing a safe, transparent and effective transition from the DBM and CSXT to our team, free of injuries or loss of time accidents. The transition period will include many highly visible activities, not the least of which is the constant monitoring of current train operations to ensure the customers, both freight and passenger, perceive any adjustments as enhancements to the corridor.
Our vision is to, in close collaboration with FDOT deliver a world-class rail system that will be a source of pride for the residents and businesses in Central Florida. Our values are built on safety, innovation, partnership, stewardship and a desire to treat the SunRail operation as our own.
Element b - Maintenance Plan
Veolia will perform maintenance, rehabilitation, training, safety and quality control in a manner that ensures safety and integrity is never compromised. Veolia’s maintenance and asset replacement practices are based on industry best practices. We will continually assess and periodically update our instructions to ensure that procedures and methods support our
infrastructure maintenance and renewals in order to achieve the expected life cycle and system performance for the Sun Rail system. Veolia will:
1. Provide a safe and well maintained track system to support freight and passenger operations
2. Complete all ROW inspections and perform all maintenance work in accordance with FRA regulations, State laws, American Railway Engineering and Maintenance of Way
Association (AREMA) and other industry standards
3. Provide trained and qualified individuals to inspect and maintain all track, structures, and other ROW Installations, including the stations and the Vehicle Maintenance facility 4. Coordinate MOW activities with other Sun Rail contractors
Daily and Bi-Weekly Inspections - Mainline Track will be inspected by hi-rail or by foot at least twice per week with at least one day between each inspection. Areas that require urgent repair will be identified and repaired immediately. Curves will be inspected for accelerated wear. Close attention will be given to detect signs of wear and fatigue. Surface and alignment of all special track work (switches, crossing frogs, and track crossings) will be closely inspected. The Right of Way will be inspected, including fences, obvious signal apparatus, graffiti, dead animals, illegal
dumping or entry into ROW, and vegetation. Highway and pedestrian grade crossings will be inspected for condition of crossing panels, approach aprons to the roadways, rail surface drainage and any hazards or obstructions to the trains or public. Drainage structures and ditches will be inspected to assure that they are free of debris.
Monthly Inspections - All turnouts and crossovers will undergo a detailed monthly inspection. Gauge, surface-and-alignment, condition of switch points, frog points, stock rails, closure rails, rail joints, ties, clips, and fasteners will be inspected and documented. Special track work is inspected for guard rail gauge, guard check gauge, and switch point fit. Switch point movement and switch machine/stand operation are verified by throwing the switch. All slide plates are cleaned, lubricated and checked for proper bearing of the switch point. On spring frogs, the vertical clearances are checked between hold down housings and the horns. Ballasted turnout spikes, ties, ballast sections, walkways, switch machine area, cribbing under rails, and rod locations are inspected. A walking yard inspection will be completed once a month and documented on the Track Inspection Report. The switches and yard tracks will be inspected using the same methods as the semi-weekly mainline inspection. Special Track Inspections will be performed after accidents, vehicle malfunctions and defects, or may be prompted by natural occurrences such as floods or fires
Semi and Annual Inspections - Mainline tack will be subjected to ultrasonic rail inspection annually for internal defects in the rail, bolted rail joints (standard or bonded), and turnouts. A Geometry Car will be run every six months to determine current geometry conditions. The test vehicle will confirm the class of track based on key measurements that meet FRA guidelines Documentation and Quality Control - During inspections, a Track Inspection Report will be generated and reviewed by Veolia for quality control purposes. The automated report record will include track inspection data, the inspector’s name, the rail line inspected, and the date, time and segment of track inspected. The track inspection data will consist of the location, nature of, and extent of minor defects/conditions and major defects/conditions noted during the inspection. Additionally, as part of the document control system, Veolia will record the repair date, action taken/repair made and who performed the repair.
Track and ROW Maintenance Services - Switches and track crossings will be kept free of debris. Hand throw switches will be lubricated, bolts and fasteners tightened to specifications and surface, gauge and alignment maintained to a minimum of FRA Class IV standards. Stock rails will be maintained for proper seating. Switch points will be adjusted to specified fit to the stock rails. Switch stands, connecting rods and bolts will be adjusted for ease of operation. Point detector locks will be assured as operable. Chipped or worn switch points and stock rails will be ground or replaced as required. Preventive maintenance grinding will be performed on the switch points, stock rails and frogs to remove excess metal flow. Frogs will be welded to maintain proper specifications.
Spot hand tamping or production tamping will be performed to correct areas that have deviated from designed geometry. The majority of surfacing will be performed with portable hydraulic tampers at turnouts and transition points like bridges and crossings. Once a year we will perform full production surfacing as needed to maintain proper geometry and ride quality. There will be an annual pre-emergent chemical spray program which will be applied just before the rainy season with a follow up spot application as required. Tree branches will be trimmed back to maintain proper site distances as required. Drainage ditches will be maintained to allow proper drainage and eliminate erosion of the ROW and track bed. Fencing will be maintained to
control access to the right of way throughout the corridor. Corrective repairs will be scheduled and completed promptly to minimize trespassing.
Veolia will perform routine track surfacing every 12 months. Irregular surface and line “spots” discovered during routine inspection will be corrected as soon as necessary to maintain ride quality and comply with applicable regulatory requirements. A tamper with raising and lining lights and a ballast regulator will be used as required.
Spot and Hand Tamping will be made in small sections to correct minor deviations in surface and alignment of tracks. This will be performed between scheduled re-surfacing.
Production Machine Tamping will be performed by a Mark 4 type production tamper that will be fully automated. Machine tamping of all ballasted mainline track will be scheduled to provide out of face surfacing as needed. Surfacing of transition sections will occur in between and will be performed under planned work windows.
Machine switch tamping will be scheduled with mainline surfacing and as needed to maintain surface and prolong the life of the ties and turnout components.
Ballast distribution will be scheduled with the operation of the production tamper, ballast regulator and ballast cars.
Seasonal Rail and Tie Gangs - The SunRail system requirements for the provision and installation of two track miles of new CWR, 12,000 new cross ties, and approximately1,000 switch ties annually, will require the services of seasonal specialized work gangs and
equipment. Veolia, through its internal subsidiary VTMI, will provide seasonal gangs to complete the required rail and tie installations within the specified time parameters. While on the SunRail property, these gangs will have their own supervisor, but will report directly to the Veolia Chief Engineer for SunRail, and will function as an integral part of Veolia’s Engineering Maintenance team throughout the project duration.
Bridges and Culverts - Culverts will be inspected and cleaned in coordination with track inspection and maintenance. Routine bridge maintenance will include cleaning bridge seats, cleaning and greasing bearings as required, maintenance painting, tightening bolts, minor structural repairs , repairing walkways and handrails, lining, surfacing, and tightening hardware on bridge ties, and replacing hardware.
Veolia will establish an FRA compliant bridge safety program for all of the structures on the Sun Rail Corridor. This will include routine annual safety inspections, semi-annual inspections of open deck bridges over roadways, underwater inspections where required, emergency inspections after floods, accidents or other incidents, and bridge capacity ratings based on as inspected conditions. The St. Johns River Bridge will require inspection and maintenance unique to a rolling lift bridge over a navigable waterway. In addition to the routine and detailed structural inspections, the St Johns River bridge will require inspection of the bridge’s
mechanical and electrical systems, fender system, navigation equipment, rail expansion joints, interlocks with the railway signal system, and underwater inspections as required or as dictated by conditions or events. It will also require routine maintenance specific to a rolling lift bascule bridge. Routine maintenance will include lubrication of machinery components like drive motors, auxiliary drive equipment, reduction gears, drive shafts, racks and pinion gears, alignment lugs and tread plates, and span locking devices; inspection and periodic adjustment of machinery brakes and motor brakes; inspection of power supply cables; and routine inspection and repair
of bridge control equipment like circuit control devices and limit switches, control desk switches and indicator lamps, and communications equipment. Routine maintenance will also include regular inspection and replacement of navigation lights and the repair of safety equipment like horns and lights. Specialty on-call contractors will be retained for more substantial repairs. This may include structural repair, repairs to the segmental girder tread plates, bridge tracks and alignment lugs, drive machinery, the fender system, and the channel or bridge sub-structure after storms or accidents.
Buildings and facilities – Stations will be inspected daily for safety and function. Platforms, lighting, stairs, handicapped ramps, signs, railings, equipment and finishes will be visually inspected and scheduled for maintenance as required. All of the equipment and installed
systems in the vehicle Maintenance Facility and the Operations Control Center will be inspected and maintained as specified by the equipment manufacturers.
Element c - Coordination with DBM Firm, Stations Finishes Contractor and Utility
Companies
Veolia is committed to a long term partnership with FDOT. We accept our responsibility to accomplish the agency’s policy objectives and look forward to the opportunity to act as good stewards of the SunRail system on behalf of FDOT and the residents of the Corridor. As such, our team is committed to providing a safe and effective transition from construction to
operations.
The transition from design and construction to operations will be a critical stage of this project and we will bring our significant proven experience to ensure a seamless, smooth transition. We have the knowledge and the resources to execute this phase of the project effectively - Veolia already has a base of transportation operations in Florida, operating the Tri-Rail services for FDOT. This is an important advantage as we have human resource and other corporate functions in place and operating in the state, and we already have the lines of communication and relationships in place – we understand FDOT and the requirements for running a successful system in Florida.
The transition period will include many highly visible activities, not the least of which is the testing of vehicles and full scale demonstration service. Veolia has managed the start-up of rail systems throughout the world; on time, on budget, and without incident. Recent rail projects started by Veolia include: Sprinter DMU Commuter Rail, San Diego, CA - 2007; Line 9 Metro Rail, Seoul, South Korea – 2009; and Light Rail, Jerusalem, Israel - 2011.
Veolia brought the Sprinter project in San Diego county on line without incident and on schedule with similar challenges to the SunRail project, including new vehicle acceptance and testing, new and ongoing infrastructure coordination, cut-over of a new dispatching office from and existing remote facility operated by others, and accommodation of existing freight operations. The Sprinter system has consistently operated since its inceptions with an on time performance average exceeding 99%. Veolia will bring this experience in successful transition and start up to the SunRail project, including experienced staff and contractors from recently completed
projects.
Division of Responsibilities
The DBM Firm will have the primary responsibility for systems integration and testing of the track, stations, signal and communication systems. The Stations Finishes Contractor (SFC) will
have primary responsibility for the integration of components into the Operations Control Center. We will review all of the test plans and procedures and provide staff and technical support to create integrated handover teams, using this period to gain hands on experience operating and maintaining the equipment and systems. We will be responsible for Pre-Revenue service operations testing and will develop a comprehensive maintenance management program in cooperation with the DBM Firm and the SFC.
During the transition and activation period we will coordinate with the DBM Firm and SFC and support all of the systems testing and vehicle commissioning, hire and train employees, and demonstrate revenue service. Concurrently, we will also be developing working relationships and detailed emergency response plans with the local police and fire departments, and implement a community safety education program. All transition activities will be described in the Rail Activation Plan (RAP) which we will prepare with support from the DBM Firm, SFC, FDOT, CSX, and other stakeholders, including interface and communication procedures. During the transition period there will still be portions of the project under construction while testing of vehicles and equipment, and training operating and maintenance staff is occurring. The construction period provides one of the best opportunities to familiarize the O&M personnel with the supplied systems, and in troubleshooting those systems. It is mutually beneficial for the O&M team to work with the DBM Firm and SFC during testing and commissioning, to provide additional resources for the DBM Firm and the SFC, and hand-on experience for O&M employees. We are experienced working in environments where construction, and test and commissioning are occurring simultaneously, and understand the coordination required with the DBM Firm and SFC to achieve the schedule safely. This experience will input into our Safety Certification Process, and Safety and Security Plans.
In the final phases of the work, the DBM Firm, SFC, vehicle supplier, equipment suppliers, operations staff, freight railroad personnel, FDOT staff, and personnel from other agencies will access the system and work collaboratively through Pre-Revenue demonstrations.
Key Organization and Management during Transition
The start-up period will require a unique management structure specifically dedicated to a safe and efficient transition to operations. During this period our operations and maintenance managers will play a crucial role in the day to day supervision of all project activities. This is necessary to ensure the safety of employees and the public as trains begin to run in test service and railroad systems come on line.
We have developed a specific organization plan for this transition period; one which recognizes the importance of coordination between construction, operations, and the needs of 3rd parties. This management structure is shown in section a – Mobilization. Our transition team will work closely with FDOT, the DBM Firm, SFC, the freight railroads, utility companies, local police and fire departments, and all of the other parties to insure that all of these activities are fully
coordinated and carried out safely and efficiently. The transition team will be in place as part of our mobilization plan. They will work side by side with the DBM Firm, the SFC and the vehicle supplier to form a fully integrated infrastructure, vehicles, and systems acceptance organization dedicated to a safe and efficient transition to full revenue service.
Just as importantly, our entire operations management team is scheduled to be up and running before the first elements of testing begin. They will take control of the project during certain
periods as an “operating railroad”, with all of the associated safe work procedures and safety supervision in place. Our operations team will work closely with CSX, and the DBM Firm with respect to dispatching. We will assign operations personnel (who were formerly with the CSX) to the OCC during the pre-revenue testing of the CFRC Computer Aided Dispatching (CAD), working closely with CSX and the DBM Firm to identify and rectify any issues and open items. Furthermore, we will develop robust communication protocols, such that during and after the cutover of dispatch services to the O&M Firm from CSXT any concerns are resolved efficiently and effectively. These will be assessed during the service demonstration period, when every element of operations and maintenance work will be simulated on the live, operating railroad, including routine service and emergency operations of every type.
Our General Manager will organize, manage, and schedule start-up activities. He will develop specific daily work plans that ensure a safe work environment on an operating railroad. He will also work with FDOT to direct the development of a community information campaign.
Coordination with DBM and SFC Firms
Prior to the start of operations, key coordination tasks will include the handover of documents, transition of warranties, training on installed systems and equipment, and most importantly the transfer of knowledge. It will also include training and coordination with CSX , FCEN, and
Amtrak who share corridor operations. Communication with all stakeholders during this period is vital with tasks such as familiarization and training, and within the handover to operations and maintenance, all aiding in the smooth transition to revenue service:
Transition of documents
o Design criteria manuals
o Construction standards manuals
o Design plans & specifications
o Track charts
o Shop drawings and catalog cuts
o As built drawings
o Warranty information
o Operations & maintenance manuals
o Clearance diagrams
o Maintenance histories and incident/failure reports
Familiarization and Training
o Classroom and hands on training in the operation and maintenance of the signal system interface, train control system, communications system and the OCC
o Classroom and hands on training for the operation and maintenance of the vehicle maintenance facility systems and equipment
o Specialized product and software training which may be required for the Operations Control Center
o Operations and maintenance training for station facilities and equipment
o Field survey of all bridges and culverts
o Operation and maintenance training for the St John’s River Bridge
o Introduction to utility providers
Handover of operations and maintenance
o Development of operations and maintenance manuals and SOP’s
o Validation of specific engineering information that will be required for operating
documents. A prime example is the translation of a signal “route and aspect” chart into material suitable for inclusion in an operating rule book.
o Development of performance and acceptance tests in cooperation with the DBM and SFC contractors
o Coordination with the DBM and SFC contractors to develop a comprehensive maintenance management plan
o Coordination of operations, maintenance and construction during the build out period for Phase 2
Coordination with Utility Companies Documentation of all utility interfaces
o Gas and electric power
o Water and sewer
o Storm water management
o Communications
Establish contacts and communications protocol for routine and emergency services
Develop emergency response plans and training
Execute contracts for utility services
Element d – Proposed Operations
Our proposed operations will drive how the SunRail system is viewed by stakeholders and passengers. It will be what is seen and felt by those who interact with the system.
Operational Approach
Our focus is long-term operability, cost effectiveness, environmental protection and
sustainability, quality and partnership with FDOT. Our operations management approach is to furnish a core team of operations professionals who are experienced and highly competent railroad managers and employees, who are trained, licensed and certified in all regulations, policies, and procedures, and who will take a hands-on approach to meeting the reliability, availability, operability, and safety standards required by FRA, FDOT, passengers, and the communities served.
The leadership and management of any project is the cornerstone of a successful outcome. We will utilize the experienced leaders within our group to manage the SunRail Project and ensure success. We are dedicated to this project and will operate a system that delivers dependable service; provides integrated sustainable and sustainable solutions; creates local jobs that help fuel growth; provide a safe and enjoyable work environment for all employees; maintain open, honest communications at all levels and between all parties; perform operations activities in an efficient, cost-effective, and forthright manner.
To this end, we structure our managers’ responsibilities to be oriented toward being out of their offices and on the trains with our crews and customers. Our Test & Observation program is expanded with a third category, “Train Rides”. Our managers will perform safety critical testing, and perform observations that include rules, policies, and procedures, and they will be on the trains and at the stations to observe our crews, our customers, and the operational performance of other parties operating upon, or performing within the corridor.
Safety is our most important priority, and we will ensure safe dispatch and operation of trains through our training and qualification programs. Our Standard Operating Procedures (SOPs) for Train and Engine Crew and Dispatchers will reinforce safety training and principles, and
describe our procedures for running a highly reliable, secure system to delight customer and increase ridership.
Operating Crews
Our train and engine crews will report for duty at the Rand Yard facility and begin their work days with a Safety Briefing on all operational and safety aspects of the job, and any changes or deviances from the normal operation. Our crews’ primary priority and responsibility is for the safe movement of their trains in accordance with all applicable rules and regulations. In addition to operational and safety compliance, our crews will demonstrate a high level of customer service driven from customer service training that they will receive, coupled with supplemental instructions in which they will adhere and be audited upon. Our crews will be trained in Veolia’s proprietary customer service program, Going For GreenTM an international Customer Service approach and training system developed by Veolia and used around the world. Key ideas for the program include:
We need to make the travel experience useful and pleasant
We need to create a positive customer service environment
We need to focus on the well-being of our customers
We need to understand the customer’s needs
Employees need to be empowered to take actions to solve problems
We need to customize approaches for each location
In addition to the customer service training, our Train and Engine crews will work in compliance with our standard Supplemental Instructions, which are procedures and rules for the operation of trains that augment the existing operating and safety rules and address:
On-board emergency procedures
Code of Conduct
Fare compliance
Uniforms and Dress Code standards
Lost & Found
Carry By’s
Management of Bicycles
Announcements
Crew Responsibilities
Reports
Originating and Terminating Station Procedures
Passengers Needing Assistance (PNA’S)
Not only will our crews work to the high standards of the RFP requirements, our Going for Green customer service program, and the supplemental instructions, but we will ensure a high level of compliance and customer service by providing anonymous auditors (Mystery Riders), to ride every train as a passenger, once per month, resulting in 384 annual assessments of our crews compliance with the rules and procedures, as well as their general demeanor and customer service approach. We will tie our employee and management incentive plan to these results and will invite FDOT to assist us in modifying the criteria of our forms to best reflect the specific expectations of SunRail Service. Our key to the provision of consistently high standards is to develop the right policies and procedures, train the employees to understand them
completely, and then audit them for compliance. The audit provides the feedback needed for the continuous improvement cycle, including the quarterly update of the Customer Service Plan. Our Train and Engine Crews will also be our eyes and ears on the system, monitoring and reporting any station systems that are not functioning properly. This results in a quick response
time by our maintenance team to any deficiencies on the system, improving the customer experience. The Crews also provide input for future planning by providing daily ridership counts, and accurate arrival and departure reports.
Dispatching
The early success of SunRail hinges on a flawless start-up of the commuter service, and nothing is more vital to a seamless start-up than competent train dispatching. In fact, the Operations Control Center (OCC), and the train dispatching function are the heart of any commuter rail operation. Because of dispatching’s pivotal role in both the successful origination of the service as well as the safety and timeliness of the ongoing operation, our philosophy is that this is no place for novices to be learning. While it costs more to attract and retain
experienced train dispatchers for SunRail, there is no acceptable alternative.
It is well known that train dispatchers cannot be trained and qualified in the short amount of time allocated for training by CSX. Therefore, to attract experienced trick and chief dispatchers we have researched their current rates of pay on the CSX and are offering comparable pay, and we will create a special work unit under our Connex Railroad subsidiary to allow them to remain within the railroad retirement system. This will create an environment that will allow for an easy transition between employers. We have recruited a former CSX manager for SunRail
dispatching, who will facilitate the seamless cut-over and recruitment of qualified employees. We already have received interest from current dispatchers which should allow us to pick the very best and most experienced for the SunRail service. This effort will greatly smooth technical interface issues between the O&M contractor and the CSX both at start-up and in the ongoing operation.
In addition, Veolia will leverage its existing relationship with the CSX gained through both mobilization and continuing commuter operational interfaces at both our Boston and Miami commuter rail operations. John Gibson, former CSX Vice President responsible for all commuter rail interfaces upon the CSX System, will be on our mobilization team and stationed in
Jacksonville. John will be on-site at the CSX Dispatching center to provide daily coordination, and to navigate the CSX organization for a cooperative effort and a seamless transition. During his tenure at CSX, John led the implementation and start-up of more than 100 short-line
railroads, directed CSXT efforts to coordinate and implement seamless commuter operator start-ups/assumptions with TriRail in Miami, MBTA in Boston, and VRE in Virginia.
The SunRail dispatching office will be staffed around the clock with an experienced, qualified dispatcher. In addition to the train dispatcher, the OCC will be staffed with a Transportation Coordinator (TC) for all shifts, who will work on the back desk of the OCC to provide customer service and communications support. While the train dispatcher will focus on handling the dispatch of the SunRail commutes, Amtrak, and freight operations utilizing the CAD system, the TC will provide customer service and communications support such as, the management of passenger messaging, communications with transit partners, and around the clock response to customer service phone inquiries.
Our dispatchers will receive annual rules and territory qualification testing and will be requiredto regularly ride the local freight and passenger trains, as well as to hi-rail the line with track and signal maintenance forces, so they remain familiar with the system, and with the people operating, maintaining, and using it.
Regularly scheduled interface meetings will be held with our maintenance forces, the DBM contractor (during Phase II construction), the signal contractor, FDOT, and any third party contractors working projects on the corridor. These will serve as planning and coordination meetings and to provide an opportunity for any operating, maintenance, communication, or signal issues to be surfaced and discussed. Extensive on-going coordination will be required as the DBM contractor completes the construction and improvements for Phase II of the CFRC. During this period, an extra dispatcher will be assigned to work with the DBM for coordinating the activities and their impact on the operations of the corridor. Our Transportation Manager of Dispatch will hold regular meetings with the CSX, FCEN, and Amtrak to facilitate operations around maintenance and Phase II construction activities on the Corridor.
We will establish a direct connection between the OCC and the LYNX operations center, as well as any other regularly scheduled transit provider that connects with the SunRail system. This can be as simple as a text, or hotline phone. The TC will send notices of late trains and provide information to facilitate the decision to hold a bus or train for connection. At start-up and prior to the change of train schedules, our Transportation Manager-Dispatch, and when possible, our GM will hold meetings with Lynx and other transit providers to review and coordinate
connections, and insure schedules are complimentary to the extent possible. Transit partners will be advised sufficiently ahead of schedule changes to allow their input on changes they may be anticipating, and known scheduling issues that are in need of correcting.
Crew Assignments
We anticipate the need for seven, two-person crews (14 staff) to operate the IOS train service as Conductors and Engineers, and three extra-board crews (six staff) to staff stand-by
equipment, fill in for emergencies, vacation, illness, and court appearances of the regular crews. Within the first year of operation, all crew members will be cross trained, certified, and licensed to function as either a locomotive engineer, or a conductor to provide maximum operational flexibility. In addition, our field operations management staff will be trained, and licensed to function in either capacity to keep the system operating should a temporary need arise.
Unlike typical extra-board crews that don’t work unless called, our extra crews will report to work every day and if they are not filling in for a regular crew member, they will be providing critical functions such as staffing the stand-by equipment set, augmenting the regular crews fare enforcement effort, counting passengers and station loads, performing yard switching and transfer moves, and cross training.
Below is the utilization of crews and equipment. Crews are denoted down the left side in the Job# column with both AM and PM hours, and equipment sets are denoted by the color boxes with the number representing the assignment of the set of equipment and A&B representing AM and PM utilization of the set.
Fleet Maintenance
Fleet Maintenance is detailed in the next section (Element e) of this proposal. During the IOS, the fleet consists of 10 train sets with only five required for the service. One set will be held as a hot stand-by at Rand Yard. This leaves the equivalent of four sets available for maintenance at any one time which is a more than ample spare ratio.
Job # Weekly Tota
Equipment Hours Equipment Hours Equipment Hours Equipment Hours Equipment Hours Equipment Hours 1‐AM 1A 10.33 1A 10.33 1A 10.33 2A 5.50 2A 5.50 1‐PM Total Hours 10.33 10.33 10.33 5.50 5.50 41.99 2‐AM 4A 4.00 4A 4.00 2‐PM 1B 9.16 1B 9.16 2B 6.34 3B 4.00 3B 4.00 Total Hours 9.16 9.16 6.34 8.00 8.00 40.66 3‐AM 2A 5.50 2A 5.50 2A 5.50 3‐PM 3B 4.00 3B 4.00 3B 4.00 2B 6.34 2B 6.34 Total Hours 9.50 9.50 9.50 6.34 6.34 41.18 4‐AM 4‐PM 2B 6.34 2B 6.34 1B 9.16 1B 9.16 1B 9.16 Total Hours 6.34 6.34 9.16 9.16 9.16 0.00 40.16 5‐AM 3A 4.00 3A 4.00 3A 4.00 3A 4.00 3A 4.00 5‐PM 4B 4.00 4B 4.00 4B 4.00 4B 4.00 4B 4.00 Total Hours 8.00 8.00 8.00 8.00 8.00 40.00 6‐AM 5A 4.00 5A 4.00 5A 4.00 5A 4.00 5A 4.00 6‐PM 5B 4.00 5B 4.00 5B 4.00 5B 4.00 5B 4.00 Total Hours 8.00 8.00 8.00 8.00 8.00 40.00 7‐AM 4A 4.00 4A 4.00 4A 4.00 1A 10.33 1A 10.33 Yard 8.00 7‐PM Total Hours 4.00 4.00 4.00 10.33 10.33 0.00 8.00 40.66 8‐AM P/S AM 8.00 P/S AM 8.00 P/S AM 8.00 P/S AM 8.00 P/S AM 8.00 N/A Total Hours 8.00 8.00 8.00 8.00 8.00 0.00 0.00 40.00 N/A 9‐PM P/S PM 8.00 P/S PM 8.00 P/S PM 8.00 P/S PM 8.00 P/S PM 8.00 Total Hours 8.00 8.00 8.00 8.00 8.00 0.00 0.00 40.00 8.00 8.00 8.00 8.00 8.00 Total Hours 8.00 8.00 8.00 8.00 8.00 0.00 0.00 40.00
Total Paid Hours 404.65 Regular Time (assume all jobs paid 40 hours) 400 Over Time (paid to jobs working over 40 hours per week) 4.65
Saturday Crew Assignments IOS 2013
Monday Tuesday Wednesday Thursday Friday
Fare Inspection
Our conductors will perform fare enforcement consistent with the specifications of the RFP and as reflected in the Fare Compliance section of our Supplemental Instructions. With the small train size and the assistance of extra-board crews functioning as auxiliary fare inspectors, we expect to well exceed the minimum required inspection rate of 25%. Our instructions will contain all requirements of the SunRail Fare Enforcement Policy and include detailed instructions in areas such as inspection procedures, multiple offenders, checking the same car, coordination with an auxiliary fare enforcer, and several other categories. The conductors will be trained for fare enforcement in three ways:
1) Through a specific Fare Enforcement class that trains them on policies and procedures, including citation issuance and “Passive Defense/Tactical Avoidance” procedures practiced by law enforcement.
2) Through the Fare Enforcement aspects of the Going for Green customer service training program.
3) Through training on the Fare Compliance section of our supplemental instructions. We have planned our extra-board staffing levels to account for conductors whom must be absent from work in order to appear in court to defend fare evasion citations issued.
Other Operation Elements - Management System
Our team will employ an Integrated Strategy, Planning and Quality (ISPQ) management system. This type of management is characterized by the integration of the “Plan-Do-Measure-Improve” methodology and integrates in (in descending order ) Policies, Procedures, Work Instructions, and Forms to be consistent with both the long term strategic direction of the agency and the shorter term tactical plan for operations and maintenance. Key to the success of this type of management system are comprehensive process and outcome measurements, and established Issue Resolution Process, Analytical Support, and Quality System Standards.
Element e - Vehicle Maintenance
Mechanical ApproachAs the world leader in the operations and maintenance of rail equipment (70 rail O&M contracts worldwide), Veolia brings to SunRail professional and innovative practices and experiences to enable a trouble free operation in rail equipment maintenance. Veolia understands the
commitment and responsibility from vehicle testing, acceptance, routine maintenance work, unplanned repairs, and warrantee management and claims. We will work to preserve asset value in our operation maintenance, and schedule maintenance work so as to protect the operation of the SunRail business. Veolia’s “Knowledge Management System” will allow our SunRail team to be assisted by international team members who share common maintenance issues and practices from our rail operations across the globe.
During mobilization, Veolia management staff, with the assistance of contracted industry experts, will develop a comprehensive equipment maintenance and service plan which will include the elements and sub plans as required by the RFP. Veolia will provide the SunRail Service with two very highly qualified, veteran management personnel to manage the
equipment maintenance function, and ensure recommended regulatory and governing industry standards, including original equipment requirements, are met or surpassed.
Maintenance of Equipment Practices
Veolia will provide the equipment maintenance mobilization services referenced in the scope of services section 2.2.6, and ensure that its employees who perform safety related inspections and tests of passenger equipment are trained, tested and certified in accordance with programs that comply with both 49 CFR 238.109 and current APTA requirements and guidelines during the mobilization period. Veolia will assist with acceptance, testing and warranty of the new SunRail Commuter Rail Fleet, and will use the opportunity for training and familiarization of both Mechanical and Operating craft employees. Composite Mechanics will be trained and licensed to move rail equipment within the VSMF. Veolia will maintain the Fleet Management System which includes a Maintenance Management System (MMS) to monitor equipment maintenance services, and will use the mobilization period to both load the system vehicle data, and train Mechanical Department personnel on its uses.
A “Hot Stand-By” train set will be maintained and provided as a replacement service for unanticipated emergencies. Movement, of equipment within the maintenance facility will be performed by both locomotive qualified mechanical personnel and by train service crews when they are available. Inter-yard shuttle moves between Amtrak’s Auto Train Facility and the VSMF will be performed exclusively by train service crews in accordance with FRA regulation. Veolia will maintain a Mechanical Hotline for train crews to call to receive maintenance and repair instructions from a mechanical subject expert for any problems that occur during commuter operating hours. Additionally we will maintain an emergency field truck at the VSMF, equipped with tooling and parts to immediately support any incident, accident, or issue effecting the equipment in route.
Table I on the following page represents the daily train service operation requirements and the mechanical employee staffing levels required for the weekday basic service for the SunRail Commuter Rail Operations. As part of the basic service plan, rail equipment will be maintained, cleaned and serviced in accordance with the provisions noted in the section 4.0 at the VSMF for the SunRail Commuter Rail fleet.
Equipment troubleshooting and repair that does not exceed two hours of work shall be performed by the Veolia Mechanical Staff within the facility. As specified in the RFP, heavier work as referenced within the SOW will be primarily carried out by the Amtrak at the Auto Train Facility. Capability to do work at the VSMF facility will be established and maintained to support Warranty Repairs by OEM's, as well as any other work directed by the Agency. Wheel sets to be turned will be sent to an outside vendor for service. We will investigate with Amtrak any synergistic opportunity to collaborate on the wheel truing services that they are currently using to support their maintenance activities.
Proposed Mechanical Manpower
The Chief Mechanical Manager will have responsibility for the mechanical department,
supported by the Assistant Chief Mechanical Manager. Both our candidates for these two senior Mechanical Department positions are experienced, passenger rail equipment professionals, with an intimate knowledge of Amtrak procedures, work processes, inventory systems, and
management personnel. This familiarity with Amtrak will be critical in melding the O&M
Contractor and Amtrak provided Equipment Maintenance Services into a seamless and effective Equipment Maintenance function for SunRail.
The typical weekday within the Maintenance of Equipment area includes a three shift
maintenance operation dependent upon equipment availability and storage at the VSMF. The details of the manpower assignments are shown in Table 1.
TABLE I
Planned Manpower Weekday Monday-Friday Daily Assignment for IOS
Mechanical Staffing for the IOS Basic Plan shall include:
Two Supervisors
Two Lead Composite Mechanics
Four Composite Mechanics (two cover weekends & vacancies)
Two Coach Cleaners (contractors)
All mechanical employees will be trained in compliance with Title 49 CFR 238.109 and APTA guidelines.
To
ta
l
Supervisor 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 2
Lead Comp Mech 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 2
Composite Mech 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 1 1 2
Cleaners 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2
Total People 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 5 5 5 5 4 4 4 4 8
Total Equipm ent 30 21 12 12 12 15 21 24 24 24 24 18 12 12 12 15 21 24 24 30 30 30 30 30 30
Train Set 1 VS DH 1A3 1B4 1A5 1B6 1A7 1B8 1A91B101A111B12 DH
Train Set 2 VS DH 2A1 2B2 2A3 DH DH 2B4 2A5 DH
Train Set 3 VS DH 3A1 3B1 DH DH 3A3 3B4 DH
Train Set 4 DH 4A1 4B2 DH DH 4A3 4B4 DH
Train Set 5 VS DH 5A1 DH DH 5A3 5B4 DH
Train Set Hot SpareVS
VSMF 1A13 1A1 2B2 VSMF VSMF 2B6 VSMF VS AM PROTECT PM PROTECT VSMF VSMF VSMF VSMF VSMF 5B2 VSMF
A Typical Day
While the table presented above shows a graphic of how personnel and equipment is assigned, that is only part of the story. It’s what goes on behind this plan that reinforces the goal of
providing excellent customer service through robust equipment maintenance practices. The dynamic blending of daily inspection and servicing, preventive and periodic maintenance, unscheduled repairs, and fleet management principles, by their complete integration, results in service delivery that exceeds our stakeholder’s expectations.
Morning / Afternoon Shifts
Our data reporting system is reviewed by the Supervisor prior to start of work to assess work completed during the overnight shift and to evaluate activities and priorities for the day which is beginning. At the VSMF, the supervisor and the composite mechanic receives work orders and a safety briefing from the Night Shift personnel. Day supervisors assure that the night shift blue signals are dropped so that each piece of rolling stock is released for service per the
requirements of 49 CFR Part 218. The appropriate Maintenance Analysis forms are assigned to equipment awaiting periodic preventive maintenance. The forms are signed off after each piece of equipment is inspected prior to being put into service. During the course of the day and afternoon shifts, two types of work generally occur as the equipment returns for the AM commuter service, Servicing and Unscheduled Maintenance.
Servicing:
Inspections
Fueling
Sanding
Cleaning & Restocking
Unscheduled Work:
Vandalism/Graffiti
Minor component failures
Minor repair work
Setting out equipment
Scheduled work entails the performance and documentation of mandated periodic inspections of locomotives and coaches, as well as the mid-day servicing need requirements.
Unscheduled work is not planned but arises during the day and requires attention. In some cases it may involve travel to field locations. Priorities and staff are adjusted to accommodate the needs of unforeseen events that may take place. Minor light repairs, brake shoe change-outs for example, will also be completed. Defects noted by train crews that are of a more significant nature will be reported to CMO for evaluation and resolution. Equipment may be switched out, depending upon the severity of the situation. All activities conducted by the Mechanical Technician will be recorded in the maintenance data system in order to assure a comprehensive maintenance record.
Evening Shift
The evening shift begins in a similar fashion to the day shift. Work is scheduled to coincide with the arrival of trains from the day’s final runs, which begins around 8:00 p.m. Equipment is spotted by the operating crews at the VSMF. HEP and prime mover engines are shut down, ground power is connected, and Supervisors assure that blue signals are applied protecting each piece of rolling stock being serviced or repaired.
The primary function of the evening shift is the performance of layover train servicing and cleaning. Coach Cleaners police the trains according to standards. Mechanics and Technicians begin by reviewing any reported en-route defects recorded for failures, making necessary repairs and signing off each repair upon completion. Mechanics also fuel and sand the
locomotives. They perform the locomotive and passenger coach daily interior and exterior inspections per 49 CFR 238, locomotive daily inspection per 49 CFR 229, a Class 1 air brake inspection on each train set. After a successful Class 1 air brake inspection, a form is prepared for the Locomotive Engineer coming on duty. The number of cars tested and satisfactory completion of the test is recorded.
Equipment repairs which require time beyond that available during the shift may require
mechanics to switch the train consist. Cars or engines held available in a standby status will be placed in service, while the vehicle to be repaired will be set out in preparation for this work at VSMF or to be transferred to the Amtrak facility. Equipment being moved in or out of consists for inspection will also be switched during the evening shift; however it is our intention to schedule inspections to allow the trains sets to stay intact.
Evening equipment maintenance takes place between the hours of 8:00 p.m. and 4:00 a.m. each day. As trains arrive from their last scheduled run for the day, they are serviced by fueling, sanding, and other routine servicing. Then each train is moved, locked and spotted for cleaning and additional maintenance activities. As maintenance activities are completed, the trains are released for service and moved back to ready status.
The equipment maintenance staff records, audits and updates data bases and performs maintenance at the required level to comply with all manufacturers’ warranty provisions, if applicable. Daily monitoring assures that the manufacturer covers warranty work to which SunRail is entitled, and avoiding costs related to such work. The benchmarks reflect
manufacturers’ recommended inspection frequencies, industry standard inspection frequencies, and FDOT requirements.
Prior to service time, the main and auxiliary engines shall be started and wayside power disconnected. The Foreman or designate will ensure that all employees are clear of equipment and the blue flag protection is removed. The Train Crew will be notified accordingly that the train is ready for departure.
Material Control
Our team will provide all required locomotive and car consumable and support component materials needed to maintain the reliability and availability for train service operations. The MMS System linked with Amtrak’s Mechanical Maintenance System will monitor usage and manage inventory, procurement and storage for the Mechanical Operations. The material control system will maintain an inventory of all material on hand as storage permits or in in custodial holding at the Amtrak facility.
Element f - Proposed Warranty Program Support
To deliver results and make every resource count, optimal performance and management of assets is critical. We will effectively manage the ordering, purchasing, and management of materials through a warranty program that maximizes the budget and ensures uninterrupted operations. This warranty program will ensure that all warranty information is easily managed for effective maintenance programs and the ability to reclaim warranty-related costs.
We will incorporate warranty management with the procurement function to ensure that the long term life of an asset and future costs are included in all procurement decisions. The
possible warranty claims, and with the IT/Reporting Specialist to collect the data to support a claim.
Warranties will be managed through the RMIS. Both the Maintenance of Way and Fleet
Management modules will include the relevant warranty information to identify components and systems under warranty and properly administer those warranties. This information will be included on the MMS Work Order, including any special instructions with regard to replacement parts, and storage of the defective part for warranty processing.
The RMIS will be used to analyze maintenance and failure trends which will then be used to support any warranty or latent defect claims through the Department’s warranties. Further, a root cause analysis will be performed for each equipment failure and recorded into the RMIS. This will incorporate information from the completed Work Orders and regular technical meetings within the maintenance organization. The IT/Reporting Specialist will perform these analyses on both the trends and root causes to identify components that are not performing to required levels, and to assist the manufacturer/supplier in providing a long-term solution.
We understand the importance of our maintenance practices, and replacement parts conforming to the requirements set out in suppliers’ manuals. To this end, during mobilization we will ensure that the practices contained in all our Maintenance Plans align with supplier practices and requirements, and that the Quality Control Program and Quality Assurance Program Plan reflect processes that will confirm correct configuration and maintenance practices are adhered to. This is particularly important with respect to the rolling stock. We will ensure vehicle
maintenance is performed to the standards and recommended practices of Motive Power and Bombardier Transportation. The Vehicle Maintenance Service Standards will lay out the
practices for inspection, servicing, maintenance and repair of rolling stock. These Standards will be written based on the manufacturer supplied Vehicle Manuals and Parts Catalogues, to ensure their compliance for warranty work. We have a relationship and experience with Bombardier, and an understanding of their warranty processes to be able to efficiently administer the Department’s warranty on the Bi-Levels.
It is understood that after vehicle acceptance we will provide all vehicle maintenance services, including appropriate coordination with and reimbursement from the rolling stock manufacturers for warranty work. The nature of the warranty issue will determine what technical support is provided by the manufacturers.
Element g – Employee Training and Certifications
Training is an integral part of our philosophy and culture. As demonstrated by the hundreds of thousands of training hours provided to employees every year, our commitment to training is strong and unwavering. Aside from being essential to the long-term success of service to a client such as SunRail, training can also be a screening mechanism to ensure the personnel have the capabilities and understanding to perform their required job duties. It is during this process that a trainee is able to demonstrate his or her ability to comprehend training material and write their response to specific questions and problems.
We recognize and consistently demonstrate that our business is not about operating trains or managing car movements; it is about meeting or exceeding expectations when transporting people safely and effectively. This means that our primary focus must always be on the safety,
security and satisfaction of our passengers and clients. Our entire management team believes in the value of training and the importance of delivering it in a timely and professional manner. Supervisors, train crew personnel, contractor’s communications center employees, mechanical, and maintenance of way staff are all critical to the effective delivery of customer service and safety. All employees will be trained and evaluated to ensure they demonstrate excellent customer service skills, a positive outlook, and safe working habits. We will invest a significant amount of our resources to provide the high level of training required for their success.
We will institute and conduct a rigorous and comprehensive training program aimed at establishing and/or maintaining employee technical proficiency and customer service excellence. We will develop, implement and maintain a training program for all staff,
encompassing technical and non-technical areas, which will be both of a general and specific nature depending on job function. The training program will provide job specific training including, but not limited to:
Railroad Rules for all operating personnel including train crew members, mechanical and maintenance of way employees, and associated supervisors and managers.
Safety for all employees, including safety rules, six principles of safety and our current safety campaign on “Stay Focused! Stay Safe”.
Customer Service for all employees
Crew Resource Management (CRM)
Cognitive Distraction counter measures
Safety Operational Fatality Analysis (SOFA)
Rail Security training for all employees
Diversity training for all employees
Americans with Disabilities Act (ADA) training for all employees.
Training on CFRC regulations and procedures for train crew members and operations center staff
First Aid and CPR training including the use of automated external defibrillator (AED) for all train crew members and all supervisors/managers
Environmental Awareness for all employees
Employee Wellness for all employees
Fatigue Mitigation Countermeasures for all employees
Leadership for all supervisors/managers
All employees, regardless of position, will also attend craft-specific training to ensure they possess and demonstrate proficiency in all technical areas surrounding their duties and responsibilities. For example:
Train Dispatchers will attend and be required to demonstrate proficiency on rigorous technical training on all facets of their responsibilities including a higher level of operating rules training on operation of maintenance of way equipment, trouble-shooting of
mechanical equipment, air brake operations, emergency procedures, hours of service regulations and effective incident management protocols. They will also receive initial and recurring training on the computer aided dispatching system and associated programs.
Mechanical Employees will receive a high level course of instruction of that exceeds FRA requirements on CFR 217 (operating rules), 218 (blue flag and operation of switches), 238 (passenger equipment), initial and recurring equipment trouble shooting courses, recurring
high level safety training, FDA sanitation training and 480 power training. All mechanical employees will receive equipment specific training to ensure they understand the intricacies of the various types of vehicles and tools they use and maintain.
Engineering Employees will receive a high level course of instruction of that exceeds FRA requirements on CFR 214 (roadway worker protection), CFR 213 (track inspection,
adjustment, maintenance and repair), and training on the importance of minimizing track related delays to customers. All engineering employees will receive equipment specific training to ensure they understand the intricacies of the various types of equipment and tools they use and maintain.
Conductors and Locomotive Engineers will receive craft specific certification training that exceeds the requirements outlined in CFR 240 and 242. They will receive a high level course on trouble shooting their equipment, a rigorous course on incident command and emergency response training that exceeds the requirements of CFR 239.
Element h - Safety and Security Program
Safety is our highest priority. Our goal is simple- to have every employee and every passenger return home safely every day, every time! (Opening Statement on Veolia’s commitment to Safety and Security)
Safety and accident prevention must be incorporated into the performance of every employee task. Every employee is responsi
