RM.5_Authority_FRA_Program_Management_Plan_submitted_2023.pdf

www.hsr.ca.gov

September 2023

U.S. Department of Transportation

Federal Railroad Administration

Program Management Plan

2023 FRA Program Management Plan Annual Update September 30, 2023 i | P a g e

TABLE OF CONTENTS

TABLE OF CONTENTS ............................................................................................................... I

TABLES .................................................................................................................................. VIII

FIGURES .................................................................................................................................. IX

ACRONYMS AND ABBREVIATIONS ........................................................................................ X

EXECUTIVE SUMMARY

1 INTRODUCTION

1.1 FRA PROGRAM MANAGEMENT PLAN PURPOSE

1.2 FRA PROGRAM MANAGEMENT PLAN REQUIREMENTS

1.3 PROGRAM HISTORY AND OVERVIEW

1.4 CALIFORNIA HIGH-SPEED RAIL PROGRAM SCOPE

1.5 FEDERAL GRANT FUNDED PROJECT SCOPE

1.6 PROJECT SCHEDULE

1.7 BUDGET AND FINANCIAL PLAN

1.7.1 CURRENT BUDGET AND FINANCES

1.7.2 FEDERAL FUNDING

1.7.3 STATE FUNDING

1.7.4 BUDGET SUMMARY

2 PROGRAM LEADERSHIP AND TEAM ORGANIZATION

2.1 AUTHORITY MISSION, VISION, GOALS AND OBJECTIVES

2.1.1 MISSION

2.1.2 VISION

2.1.3 GOALS

2.2 STRATEGIC ORGANIZATIONAL APPROACH

2.3 EXECUTIVE AND SENIOR LEADERSHIP TEAM APPOINTMENTS

2.3.1 KEY EXECUTIVE AND SENIOR LEADERSHIP VACANCIES

2.4 ORGANIZATIONAL STRUCTURE

2.4.1 EXECUTIVE MANAGEMENT

2.4.1.1 Chief Executive Officer (CEO)

2.4.1.2 Chief Operating Officer/Deputy Chief Operating Officer (COO/DCOO)

2.4.1.3 Chief Financial Officer (CFO)

2.4.1.4 Chief Deputy Director (CDD)

2.4.1.5 Chief Counsel

2.4.1.6 Chief of Strategic Communications

2.4.1.7 Deputy Director of Legislation

2.4.2 OTHER BOARD DIRECT REPORTS

2.4.2.1 Chief Auditor

2.4.2.2 Director of Risk Management and Project Controls

2.5 GOVERNANCE

2.5.1 BOARD OF DIRECTORS (BOARD)

2.5.2 PROGRAM COMMITTEES

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2.5.2.1 Executive Committee

2.5.2.2 Business Oversight Committee (BOC)

2.5.2.3 Enterprise Risk Committee (ERC)

2.5.2.4 Change Control Committee (CCC)

2.5.2.5 Program Delivery Committee (PDC)

2.6 AUTHORITY STAFF AND CORPORATE PARTNERS

2.6.1 CALIFORNIA STATE PERSONNEL

2.6.2 RAIL DELIVERY PARTNER (RDP) TO PROGRAM DELIVERY SUPPORT

(PDS) AND OTHER MANAGEMENT CONTRACTS

2.6.3 PROJECT AND CONSTRUCTION MANAGEMENT SERVICES (PCM)

2.6.4 REGIONAL CONSULTANTS (RC)

2.6.5 EARLY TRAIN OPERATOR (ETO)

2.6.6 THE FINANCIAL ADVISOR (FA)

2.6.7 THE RISK ADVISORS

2.7 EXTERNAL PARTNERS

2.7.1 U.S. DEPARTMENT OF TRANSPORTATION; FEDERAL RAILROAD

ADMINISTRATION (FRA)

2.7.2 FREIGHT RAILROADS

2.7.3 STATE, REGIONAL, AND LOCAL PARTNERS

3 GOVERNMENT AND COMMUNITY RELATIONS

3.1 LEGISLATIVE AFFAIRS OFFICE

3.1.1 FEDERAL TRANSPORTATION LIAISON

3.1.2 STATE LEGISLATION

3.2 INTERGOVERNMENTAL, UTILITY AND OTHER AGREEMENTS

3.2.1 INTERGOVERNMENTAL AGREEMENTS

3.2.2 UTILITY AGREEMENTS

3.3 STRATEGIC COMMUNICATIONS AND STAKEHOLDER OUTREACH

3.3.1 STRATEGIC COMMUNICATIONS OFFICE RESOURCES

3.3.1.1 Communications Branch

3.3.1.2 External Affairs Branch

3.3.2 PARTNERS AND STAKEHOLDERS

3.3.3 MEDIA RELATIONS

3.3.3.1 Publications Section

3.3.4 OUTREACH

3.3.4.1 Outreach Resources

3.3.4.2 Website Examples

3.4 RAILROAD AGREEMENTS

3.4.1 RAILROAD AGREEMENTS RESOURCES

3.5 AUTHORITY PROJECT LABOR AGREEMENT - COMMUNITY BENEFITS AGREEMENT

(CBA)

4 PLANNING AND CONCEPT DESIGN

4.1 STATION AREA PLANNING

4.1.1 STATION AREA PLANNING RESOURCES

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4.2 STATION AND STATION AREA PLANNING GUIDANCE AND RESEARCH DOCUMENTS

5 ENVIRONMENTAL MANAGEMENT

5.1 ENVIRONMENTAL MANAGEMENT

5.1.1 ENVIRONMENTAL SERVICES RESOURCES

5.2 ALTERNATIVES ANALYSIS

5.3 ENVIRONMENTAL DOCUMENTATION

5.3.1 PROGRAM-LEVEL ENVIRONMENTAL DOCUMENTATION

5.4 CHECKPOINT PROCESS

5.5 PERMITTING AND INFRASTRUCTURE DELIVERY ENVIRONMENTAL SUPPORT

SECTION

5.5.1 PERMITTING AND INFRASTRUCTURE DELIVERY ENVIRONMENTAL

SUPPORT RESOURCES

5.5.2 COMPLIANCE

5.5.3 MITIGATION

5.5.4 MONITORING

5.6 CULTURAL RESOURCES COMPLIANCE

5.6.1 CULTURAL RESOURCES COMPLIANCE SECTION RESOURCES

5.7 ENVIRONMENTAL SPECIAL PROJECTS SECTION

5.7.1 SPECIAL PROJECTS RESOURCES

5.8 NEPA ASSIGNMENT SECTION

5.8.1 NEPA ASSIGNMENT RESOURCES

6 DESIGN CONTROL

6.1 DESIGN DEVELOPMENT

6.1.1 PRELIMINARY DESIGN DEVELOPMENT AND MANAGEMENT

6.1.2 CONCEPTUAL ENGINEERING FOR PROGRAM PLANNING (NOMINAL 5

PERCENT DESIGN)

6.2 DESIGN STANDARDS AND CRITERIA DEVELOPMENT

6.3 PRELIMINARY ENGINEERING FOR ENVIRONMENTAL REVIEW

6.4 STAGED PROJECT DELIVERY FRAMEWORK

6.5 FINAL DESIGN

6.6 CONSTRUCTABILITY REVIEWS

6.7 VALUE ENGINEERING

6.8 DESIGN VARIANCES

6.9 INFRASTRUCTURE DELIVERY RESOURCES

6.10 ENGINEERING SERVICES BRANCH

7 PROGRAM MANAGEMENT OVERSIGHT BRANCH

7.1 PROGRAM CONTROLS

7.1.1 PROGRAM MANAGEMENT INFORMATION SYSTEM (PMIS)

7.1.2 SCHEDULE MANAGEMENT

7.1.3 PROGRAM COST MANAGEMENT

7.1.4 PROGRAM ESTIMATING MANAGEMENT

7.1.4.1 Estimating Software to Support Forecasting

7.1.4.2 Track and Systems Estimate Methodology

7.2 CONTINGENCY MANAGEMENT

7.2.1 CONTINGENCY STRUCTURE

7.3 CHANGE MANAGEMENT

7.3.1 PROGRAM-LEVEL CHANGE

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7.3.2 TYPES OF CHANGES

7.3.3 CHANGE MANAGEMENT CYCLE

7.3.4 CHANGE ORDER PROCESS

7.3.4.1 Objective

7.3.4.2 Change Order Evaluation Procedure

7.3.5 DESIGN-BUILD CONTRACT CHANGE ORDER MANAGEMENT

7.3.6 DESIGN-BUILD CONTRACT CHANGE PROCEDURE ROLES AND

RESPONSIBILITIES

7.3.6.1 Design-Build (DB) Contractor

7.3.6.2 Project and Construction (PCM) Consultant

7.3.6.3 Director of Infrastructure Delivery (DID)

7.3.6.4 Senior Contract Manager (SCM)

7.3.6.5 Change Order Manager (COM) - Change Control Committee (CCC)

7.3.7 CHANGE IDENTIFICATION

7.3.8 CHANGE ORDER PROPOSAL (COP)

7.3.8.1 Merit Determination

7.3.8.2 Estimating

7.3.9 NEGOTIATING STRATEGY

7.3.10 CHANGE ORDER PROCESSING AND EXECUTION

7.4 CIVIL CONSTRUCTION CONTRACTOR’S DISPUTES AND CONFLICT RESOLUTION

7.5 PROPOSED TRACK AND SYSTEMS DISPUTES AND CONFLICT RESOLUTION

7.6 DOCUMENT CONTROL PROGRAM

7.7 PROJECT DELIVERY

7.8 CONSTRUCTION PROJECT MANAGEMENT

8 CONTRACT PROCUREMENT AND MANAGEMENT

8.1 CONTRACTING AUTHORITY

8.2 SUMMARY OF MAJOR PROCUREMENTS

8.3 CONTRACT MANAGEMENT

8.3.1 MANAGEMENT OF CONSTRUCTION CONTRACTS

8.3.2 MANAGEMENT OF PROFESSIONAL SERVICE CONTRACTS

8.3.3 CONTRACT ASSESSMENT BRANCH

8.3.4 PERFORMANCE OF DESIGN-BUILD CONTRACTS

8.3.4.1 CP 1

8.3.4.2 CP 2-3

8.3.4.3 CP 4

8.4 CAPITAL PROCUREMENTS SECTION (CPS)

8.4.1 PROCUREMENT STRATEGY AND METHODOLOGY

8.5 SMALL BUSINESS COMMITMENT AND COMPLIANCE

8.6 TITLE VI CIVIL RIGHTS PROGRAM

8.7 LABOR COMPLIANCE

8.7.1 ESTABLISHMENT OF WAGE RATES AND CLASSIFICATIONS, WAGE AND

HOUR REQUIREMENTS, AND ADHERENCE TO STATE AND LOCAL

REQUIREMENTS

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8.7.2 LABOR RELATIONS RESOURCES

9 PRECONSTRUCTION MANAGEMENT

9.1 PROJECT DEVELOPMENT

9.1.1 MANAGEMENT APPROACH AND KEY POSITIONS

9.1.1.1 Management Approach

9.1.1.2 Key Positions and Responsibilities

9.1.2 STRATEGIC DELIVERY ROLES AND RESPONSIBILITIES

9.1.2.1 Environmental Clearance Coordination

9.2 PRELIMINARY ENGINEERING

9.2.1 CONFIGURATION MANAGEMENT AND ADVANCED DESIGN

9.3 PROGRAM AND PROJECT INTEGRATION

10 CONSTRUCTION MANAGEMENT

10.1 CONSTRUCTION MANAGEMENT

10.1.1 CONSTRUCTION MANAGEMENT RESOURCES

10.2 MAINTENANCE OF TRAFFIC

10.3 MATERIALS TESTING AND PROCEDURES

10.4 SELF-CERTIFICATION AND VERIFICATION AND VALIDATION

10.5 CONSTRUCTION CLOSE-OUT

10.6 CIVIL CONTRACTS AND TRACK AND SYSTEMS AND ROLLING STOCK HANDOVERS

10.7 CONTRACTS MANAGED BY PROGRAM DELIVERY OFFICE

10.7.1 SYSTEM DEVELOPMENT LIFE CYCLE (SDLC)

10.7.2 MANAGEMENT RESOURCES

11 OPERATIONS AND MAINTENANCE PLANNING

11.1 EARLY TRAIN OPERATOR

11.1.1 ETO RESOURCES

11.2 CUSTOMER-OPERATIONS-BUILD-DESIGN DELIVERY MODEL

11.3 PLANNING FOR OPERATIONS START-UP

11.3.1 TRAINING

11.3.2 OPERATIONS PLANNING WITH OTHER TRANSPORTATION ENTITIES

11.4 OPERATIONS AND MAINTENANCE RESOURCES

11.5 INTERIM SERVICE BUSINESS MODEL

12 REAL PROPERTY BRANCH

12.1 REAL PROPERTY ROLES AND RESPONSIBILITIES

12.2 REAL PROPERTY RESOURCES

12.3 RIGHT-OF-WAY ACQUISITION PLAN

12.3.1 ROW ACQUISITION PLAN FOR THE FCS

12.3.2 RAILROAD PARCELS FOR THE FCS

12.4 PROPERTY MANAGEMENT PLAN

12.5 PARCEL DELIVERY

13 SAFETY AND SECURITY

13.1 SAFETY AND SECURITY RESOURCES

13.2 SYSTEM SAFETY AND SECURITY

13.2.1 SAFETY AND SECURITY MANAGEMENT PLAN

13.2.2 HAZARD MANAGEMENT

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13.2.3 SAFETY AND SECURITY CERTIFICATION

13.3 CONSTRUCTION SAFETY AND SECURITY

13.3.1 CONSTRUCTION SAFETY AND SECURITY RESOURCES

13.4 SECURITY STRATEGY IMPLEMENTATION

13.5 REGULATORY APPROVALS

14 QUALITY MANAGEMENT SYSTEM

14.1 ORGANIZATIONAL REQUIREMENTS AND PROFILE

14.2 PROCESS AND RESULTS

14.3 CONTINUOUS IMPROVEMENT

14.4 LESSONS LEARNED

14.5 QUALITY MANAGEMENT RESOURCES

14.6 QUALITY MANAGEMENT TEAM ROLE

15 RISK

15.1 INTRODUCTION

15.2 ENTERPRISE RISK GOVERNANCE

15.3 ENTERPRISE RISK HIERARCHY

15.4 ENTERPRISE RISK METHODOLOGY

15.5 ENTERPRISE RISK MANAGEMENT LINES OF DEFENSE

15.6 RISK GUIDANCE AND TRAINING

15.7 ENTERPRISE RISK MANAGEMENT PROCESS FRAMEWORK

15.7.1 RISK PLANNING

15.7.2 RISK IDENTIFICATION

15.7.3 RISK ASSESSMENT

15.7.4 RISK REVIEW AND PRIORITIZATION

15.7.5 RISK RESPONSE

15.7.6 RISK REPORT AND COMMUNICATION

15.7.6.1 .............................................................Operationalize, Monitor, and Control

15.8 PROGRAM RISK MANAGEMENT

15.9 PROJECT RISK MANAGEMENT

15.10 PROJECT CONTINGENCY

Appendix A Referenced Plans, Policies And Procedures ................................... A-1

Appendix B Station Area Planning Guidance And Research Documents ........... B-1

Appendix C Environmental Document Procedures Compendium For Environmental Methodology Guidance .......................................... C-1

Appendix D Eir-Eis Development And Approval Process Flowchart .................. D-1

Appendix E Program-Wide Specialized Environmental Expertise ...................... E-1

Appendix F Central Valley Project Financial Plan .............................................. F-1

Appendix G Ridership And Revenue Forecasting .............................................. G-1

Appendix H Design-Build Program & Project Management Plan: First Construction Segment ................................................................... H-1

Appendix I Project And Construction Management Manual .............................. I-1 vii | P a g e

Appendix J Program Controls Manual............................................................... J-1

Appendix K Quality Management Documentation .............................................. K-1

Appendix L Enterprise Risk Management Policy ............................................... L-1

Appendix M Row Manual ................................................................................... M-1

Appendix N Safety And Security Management Plan .......................................... N-1

Appendix O Cross Reference For Fra Pmp Table Of Contents ......................... O-1

Appendix P 2023 Fra Summary Schedule.......................................................... P-1

Appendix Q Program Contingency Management Plan ...................................... Q-1

Appendix R Program Risk Management Plan ................................................... R-1

Appendix S Enterprise Risk Management Plan ................................................. S-1 viii | P a g e

TABLES

Table 1-1 Secured Funding for Phase 1 Project Development Costs

Table 1-2 Secured Funding for FCS Construction Costs

Table 1-3 Total Secured Funding for Phase 1 Project Development and FCS Construction Costs

Table 1-4 Cost Summary Table by Task and Funding Source – Phase 1 Project Development and Central Valley Project Construction

Table 1-5 Combined Sources and Uses – Phase 1 Project Development and CVP Construction

Table 2-1 Enterprise Risk Committee Members

Table 5-1 Project Section USACE Checkpoint Status

Table 7-1 Class Estimate Methodologies

Table 7-2 Authority Directed Changes

Table 7-3 Contractor Initiated Changes

Table 7-4 Contractor Change Order Proposal Process

Table 7-5 Construction Contracts Negotiation Process

Table 7-6 Time and Material Contracts Negotiation Process

Table 7-7 Contract Change Order Execution Process

Table 9-1 Phase 1 ROD/NOD dates for the Project Sections

Table 12-1 ROW Status Summary

Table 12-2 Summary of Railroad ROW

Table 15-1 Risk Monitoring Schedule ix | P a g e

FIGURES

Figure 1-1 Phased High-Speed Rail System Implementation

Figure 2-1 Program Delivery Concept of Operations

Figure 2-2 Operational Pillars and Functions

Figure 2-3 The Authority’s Organizational Structure

Figure 2-4 The Authority’s Governance Committees

Figure 2-5 PDS Scope of Work

Figure 5-1 Environmental Services Branch Organizational Chart

Figure 5-2 NEPA/404/408 Coordination and Checkpoint Process

Figure 6-1 Staged Project Delivery Process

Figure 6-2 Infrastructure Delivery Branch Org Chart

Figure 7-1 PMO Inputs and Outputs

Figure 7-2 Risk Management Office Org Chart

Figure 7-3 Five Stages of Program Control

Figure 7-4 Change Management Cycle

Figure 7-5 Change Order Process Phases

Figure 7-6 Project-Level Delivery Organization Chart

Figure 8-1 CMB Structure

Figure 8-2 Organization of the Program Delivery Construction Contract Management Team

Figure 8-3 Management of Capital Contracts/Design-Build Contracts

Figure 8-4 Construction Packages - Contract Management Data Diagram Flow

Figure 11-1 COBD Delivery Model

Figure 11-2 Interim Service Business Model

Figure 12-1 Right-of-Way Parcel Delivery Process

Figure 12-2 Summary of ROW Delivery to DB

Figure 12-3 Summary of Railroad Parcel Delivery to DB

Figure 12-4 Real Property – Parcel Change Request Process

Figure 12-5 Real Property – Acquisition Parcel Change Request Form

Figure 14-1 Program Application of Performance Excellence Criteria

Figure 15-1 Enterprise Risk Management Governance and Reporting Structure

Figure 15-2 Enterprise Risk Register Hierarchy

Figure 15-3 Enterprise Risk Management ‘Lines of Defense’ Model

Figure 15-4 Risk Documentation Hierarchy

Figure 15-5 Enterprise Risk Management Process Framework

Figure 15-6 Issue-Risk-Trend-Progression and Contingency Usage x | P a g e

ACRONYMS AND ABBREVIATIONS

A&E Architecture and Engineering

AA Alternatives Analysis

AB Assembly Bill

ACE Altamont Corridor Express

ACFO Assistant Chief Financial Officer

ARRA American Recovery and Reinvestment Act

Authority California High-Speed Rail Authority

AWP Annual Work Plan

BNSF BNSF Railway

BOC Business Oversight Committee

BP Business Plan

CalSTA California State Transportation Agency

Caltrans California Department of Transportation

CBA Community Benefits Agreement

CCC Change Control Committee

CCU Contract Compliance Unit

CDD Chief Deputy Director

CDFW California Department of Fish and Wildlife

CEO Chief Executive Officer

CEQA California Environmental Quality Act

CFO Chief Financial Officer

CFR Code of Federal Regulations

CM Contract Manager

CMB Contract Management Branch

CMSU Contract Management Support Unit

CO Change Order

COBD Customer-Operations-Build Design process

COM Change Order Manager

CONOPS Concept of Operations

COO Chief Operating Officer xi | P a g e

COOP Continuity of Operations Plan

COP Change Order Proposal

CP Construction Package

CPS Capital Procurements Section

CPUC California Public Utilities Code

CWA Clean Water Act

DCS Document Control System

DB Design-Build

DBE Disadvantaged Business Enterprise

DBOM Design-Build Oversight Manager

DCM Design Criteria Manual

DCOO Deputy Chief Operating Officer

DID Director of Infrastructure Delivery

DOA Delegation of Authority

DOF Department of Finance

DOT Department of Transportation

DRB Dispute Resolution Board

DRMPC Director of Risk Management and Project Controls

DRP Disaster Recovery Plan

DSSS Director of System Safety and Security

DVBE Disabled Veteran Business Enterprise

DVR Design Variance(s) Request

EAC Estimate at Completion

EEO Equal Employment Opportunity

EIR Environmental Impact Report

EIS Environmental Impact Statement

EJ Environmental Justice

EMMA Environmental Mitigation Management and Assessment

EPA U.S. Environmental Protection Agency

ERM Enterprise Risk Management

ETO Early Train Operator xii | P a g e

FCS First Construction Section

FRA Federal Railroad Administration

FTA Federal Transit Administration

GC General Contractor

GGRF Greenhouse Gas Reduction Fund

HSR High-Speed Rail

HST High-Speed Train

IRL Issue Resolution Ladder

LEP Limited English Proficiency

MOU Memorandum of Understanding

NEPA National Environmental Policy Act

NOD Notice of Determination

PCM Project and Construction Management Consultant/Project Construction Manager

PCMM Project and Construction Management Manual

PCO Potential Change Order

PDB Program Delivery Branch

PDS Program Delivery Support

PE4P Preliminary Engineering for Procurement

PMIS Program Management Information System

PMO Program Management Oversight

PMP Program Management Plan

Program Activities of a business unit (i.e., the Authority) grouped on the basis of common objectives. Program can be further divided into subprograms.

Project Individually or collectively, one or more than one of the Authority’s various projects throughout the State of California, to construct and operate the High-Speed Rail System, pursuant to the direction and authorization in California Streets and Highways Code sections

2704.04 et seq. and California Public Utilities Code sections 185030 et seq.

Proposition 1A

Safe, Reliable High-Speed Passenger Train Bond Act for the 21st Century

SCM Senior Contract Manager xiii | P a g e

RDP Rail Delivery Partner

RC Regional Consultant

RFP Request for Proposal

RFQ Request for Qualifications

RMO Risk Management Office

ROD Record of Decision

ROWDES Right-of-Way Data Exchange System

RPA Rule of Particular Applicability

SB Small Business

SHPO State Historic Preservation Officer

SSMP Safety and Security Management Plan

SWRCB State Water Resources Control Board

TM Technical Memorandum

USACE U.S. Army Corps of Engineers

USC United States Code

V&V Verification & Validation

WBS Work Breakdown Structure

YOE Year of Expenditure

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EXECUTIVE SUMMARY

The California High-Speed Rail Authority (Authority) through the California High- Speed Train Program is working to environmentally clear, design, and construct the high-speed train system connecting the northern and southern mega-regions of the state (Phase 1).

While the Authority remains committed to complete construction and commence operation of the full Phase 1 system, the Authority has continued to refine its approach to advancing construction and delivering operations. The Authority will focus its current funding on completing construction of the fully electrified, dedicated high-speed rail infrastructure between Merced and Bakersfield, referred to herein as the Early Operating Segment (EOS). The First Construction Section is a component of the EOS, over which the Authority intends to complete testing and commissioning activities necessary to certify high-speed rail operations, prior to initiating high-speed passenger rail operations.

The Authority has entered into a Cooperative Agreement with the Federal Railroad Administration (FRA) to conduct and fund improvements to intercity passenger rail service in California. As part of the Cooperative Agreement the Authority agreed to furnish a Project Management Plan (PMP) that documents the assumptions and decisions regarding communications, management processes, execution, and overall Project control.

The Authority updates the FRA PMP annually to reflect organizational changes and continuous improvements in management, communication, execution, and Project control practices and methodologies, as required by the Cooperative Agreement.

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1 INTRODUCTION

1.1 FRA Program Management Plan Purpose

The FRA PMP informs the FRA of the Authority’s framework for delivering the federal Project scope as defined in the 2009 American Recovery and Reinvestment Act (ARRA), the 2010 Omnibus Appropriations Act Fiscal Year 10 (FY10) cooperative agreements, and subsequent amendments between the Authority and the FRA. It documents the assumptions and decisions regarding communications, management processes, execution, and overall Project control.

Furthermore, the Authority updates the FRA PMP annually and describes the policies and procedures that underpin the Authority, the key personnel, how decisions are made, its risk management and governance structure, and how various groups within the Authority interact; as well as state requirements stipulated in state match funding provided by Proposition 1A and the Green House Gas Reduction Fund (Cap-and-Trade) Program funding. It describes specific guidelines, policies, and procedural documents that detail the roles and responsibilities of respective branches and offices of the Authority. See Figure 2-3 2-3, the Authority’s Organizational Structure, for a high-level look at the organizational structure of the Authority.

1.2 FRA Program Management Plan Requirements

This FRA PMP fulfills the requirements for a Program Management Plan as set by the FRA under the High-Speed Intercity Passenger Rail Program (HSIPR). In accordance with Cooperative Agreement Attachment 1A, Section 3, the FRA PMP is prepared in compliance with the requirements of 49 United States Code (U.S.C.), Section 24403(a), and Section 4.2.6 of the High-Speed Intercity Passenger Rail Program Interim Guidance published in the Federal Register on July 1, 2010 (75 FR 38344).

Specific provisions required as a part of this plan include:

1. Adequate recipient staff organization with well-defined reporting relationships, statements of functional responsibilities, job descriptions and job qualifications (see Table of ContentsProgram Leadership and Team Organization, page 23);

2. A budget covering the Project management organization, appropriate consultants, property acquisition, utility relocation, systems demonstration staff, audits, and miscellaneous payments (see Budget and Financial Plan, page 10);

3. A construction schedule for the Project (see Appendix P 2023 FRA Summary Schedule, page );

4. A document control procedure and recordkeeping system (see Document Control Program, page 135);

5. A change order procedure that includes a documented, systematic approach to handling the construction change orders (see Change Management, page 115);

6. Organization structures, management skills, and staffing levels required throughout the construction phase (see Program Leadership and Team Organization, page 23);

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7. Quality control and quality assurance functions, procedures, and responsibilities for construction, system installation, and integration of system components (see Quality Management System, page 191);

8. Material testing policies and procedures (see Materials Testing and Procedures, page 164);

9. Internal plan implementation and reporting requirements (see Executive Summary, page 1);

10. Criteria and procedures used for testing the operational system and its major components (see Design Control, page 88);

11. Periodic updates of the plan, especially related to Project budget and Project schedule, financing and ridership estimates (see FRA Program Management Plan Purpose, page 2); and

12. The recipient’s commitment to submit quarterly a Project budget and Project schedule to the FRA (see Budget and Financial Plan, page 10 and Appendix P 2023 FRA Summary Schedule).

1.3 Program History and Overview

California evaluated the potential for a high-speed rail system for several decades.

The state first pursued the idea of a Southern California high-speed rail corridor working with Japanese partners in 1981 under Governor Edmund Gerald “Jerry” Brown Jr. In the mid-1990s, planning began in earnest as California’s growing population put an increasing strain on its highways, airports, and conventional passenger rail lines.

The California Legislature created the Intercity High-Speed Rail Commission in 1993, charging the Commission with determining the feasibility of a system in California. The High-Speed Rail Development Act of 1994 identified California as one of five national corridors for high-speed rail planning. In 1996, the Commission issued a report that concluded that such a project was indeed feasible.

California’s Legislature passed the High-Speed Rail Act in 1996 (Senate Bill 1420, Chapter 796, Statutes of 1996). The Public Utilities Code section 185000 et seq.

added the Act and created the High-Speed Rail Authority to oversee the planning, design, construction, and operation of a statewide high-speed rail system. Later that year, the Authority adopted a 20-year plan for the Program. In 2000, the Authority published its first Business Plan (BP), which included ridership, revenue and cost forecasts, and a quantified look at the Program’s benefits. The BP also presented the Authority’s framework for implementing the high-speed rail system in collaboration with other state, regional, local, and private rail providers.

In August 2008, the California Legislature passed Assembly Bill (AB) 3034, expressing the intent to construct a statewide high-speed rail system and to finance a high-speed passenger train system by providing the funds necessary through the issuance and sale of bonds. State voters approved Proposition 1A in November of 2008, supporting the development of an environmentally clean, fast, and efficient high-speed rail system that would fundamentally transform how people move around the state, put people to work building the system, spur economic growth and new industries, and help achieve the state’s ambitious environmental objectives.

Proposition 1A approved the issuance of $9.95 billion of general obligation bonds.

https://calhsr.sharepoint.com/teams/PMOManagementUnit/Shared%20Documents/Document%20Control%20Unit/FRA%20PMP/2023%20FRA%20PMP%20Files/2023%20FRA%20PMP%20Files%20with%20Updates%20from%20Offices%20and%20Branches https://calhsr.sharepoint.com/teams/PMOManagementUnit/Shared%20Documents/Document%20Control%20Unit/FRA%20PMP/2023%20FRA%20PMP%20Files/2023%20FRA%20PMP%20Files%20with%20Updates%20from%20Offices%20and%20Branches https://leginfo.legislature.ca.gov/faces/codes_displayexpandedbranch.xhtml?tocCode=PUC&division=19.5.&title=&part=&chapter=&article=&nodetreepath=33

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In 2009, $8 billion in federal funds were made available to high-speed rail projects nationwide as part of the American Recovery and Reinvestment Act (ARRA).

California secured $3.3 billion in ARRA funds and other funds made available through federal appropriations and grants for planning and environmental work, as well as final design and construction of the first section of the Central Valley.

The FRA and Authority entered into two cooperative agreements. The ARRA Cooperative Agreement FR- HSR-00009-10-01 (executed in August 2010) awarded California $194 million. The agreement was amended to $2.46 billion in December 2010, and to $2.55 billion in August 2011. The FY10 Cooperative Agreement FR- HSR-01180-12-01-00 (executed in November 2011) awarded the Authority a second grant of $928.6 million. The total federal funding dedicated to the Program is $3.481 billion. In 2014, the Legislature appropriated 25 percent of the annual proceeds from the Cap-and-Trade Program to support the development and construction of the system, providing an ongoing revenue stream through 2030 and providing another significant state dedicated revenue source for the Program.

In 2015, the high-speed rail program officially broke ground at the site of the future station in downtown Fresno, marking the beginning of what will be America’s first true high-speed rail system. In September 2017, the Authority met federal ARRA requirements by fully investing the more than $2.55 billion granted to the state. By the end of 2017, 119 miles of construction were underway in the Central Valley, as the Authority continued to advance environmental documents on the remaining Phase 1 corridor north to San Francisco and south to Los Angeles/Anaheim.

In 2021, the U.S. Department of Transportation (USDOT) awarded a $24 million Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant to be used for crucial safety, efficiency, and construction projects in and around the City of Wasco. The Wasco Project is a joint effort between the Authority, the City of Wasco, and Caltrans to improve an existing undercrossing of the BNSF Railway (BNSF). In addition, the City of Wasco hopes to increase economic investment within the community, building on improved access created by the Project and connectivity with innovative investments at the intersection with I-5 to the west and SR 99 to the east.

In 2022, the California Legislature approved, and Governor Newsom signed into law, AB180, which appropriates $4.2 billion in Proposition 1A funding for the ongoing construction work on the Central Valley. The appropriation of bond funding reflects the commitment of California to complete the Project and advance the Program.

In 2022, the USDOT awarded a $25 million RAISE grant to be used to help fund the completion of the first phase of design to extend current construction of high-speed rail from Madera to Merced in the Central Valley of California. The ultimate purpose of the California High-Speed Rail Merced Extension Design Project (Merced Extension) is to complete a reliable, high-speed, electric-powered train system to link the Central Valley communities of Merced, Fresno, and Bakersfield to deliver high-speed rail service to relieve highway and rail capacity constraints along Central Valley highway and rail transportation corridors.

In 2023, the USDOT awarded a $20 million RAISE grant to restore Fresno’s historic train depot. That grant funding will help pay for restoration of the downtown Fresno’s historic Southern Pacific train depot and the creation of Depot Plaza that will eventually be home to a future high-speed rail passenger station. The work will

5 | P a g e modernize the area with urban amenities and create a more equitable, resilient, and active city space. In addition, in September 2023 the USDOT awarded nearly $202 million in CRISI funding to complete six grade separations in the City of Shafter.

1.4 California High-Speed Rail Program Scope

The California high-speed rail program’s overall mission is to connect California’s diverse communities and improve mobility, the economy, and the environment by delivering a functional, certified, and commercially viable high-speed rail system.

Phase 1 service trains will run from San Francisco to the Los Angeles basin in under three hours at speeds of over 200 miles per hour. Phase II will extend the high-speed rail system to Sacramento and San Diego, reaching a total of more than 800 miles with up to 24 stations upon completion of both phases. The high-speed rail system would provide a competitive, low emission alternative to intercity air and auto travel.

The Project is an integrated statewide rail system that includes a series of concurrent strategic investments in urban, commuter, and intercity rail systems that, when combined, will significantly improve mobility and connectivity throughout the state. In addition, the high-speed rail system is a key component of the California State Transportation Plan and is a foundational element to achieving the state’s 2050 transportation goals, which include more efficient land use, reduced Vehicle Miles Traveled (VMT), Greenhouse Gas (GHG) emissions reductions, and advancing social equity.

The high-speed rail program scope includes planning, designing, building, operating, and maintaining this high-speed rail system, along with all components necessary to sustain successful future operations.

To deliver this system, the Legislature and voters approved Proposition 1A and dedicated Cap-and-Trade proceeds towards development and construction. The Authority’s mission is to initiate the construction of a high-speed train system that utilizes an alignment and technology capable of sustained speeds of 200 miles per hour or greater.

Three (3) principles guide the Authority’s decision-making in this endeavor:

1. Initiate high-speed rail passenger service as soon as possible;

2. Make strategic, concurrent investments linking the system over time and provide mobility, economic, and environmental benefits at the earliest time possible; and

3. Position the Authority to construct additional segments as funding becomes available.

The Phase I system consists of eight (8) Project sections from San Francisco to Los Angeles/Anaheim. Three (3) Central Valley Design-Build (DB) contracts were executed for the First Construction Segment (FCS) running from Avenue 19 in Madera County to north of Bakersfield at Poplar Avenue.

The Authority’s primary goals are to:

Complete construction of the 119-mile Central Valley Segment (with track and electrification) fulfilling federal grant agreements;

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Expand the 119-mile segment to 171 miles by advancing design in the North up to Merced and in the South to Bakersfield and seek additional federal funds to start construction;

Meet federal commitment to environmentally clear the entire 500-mile Phase I system between San Francisco and Los Angeles/Anaheim;

Advance construction on the “bookend” Projects that use committed Proposition 1A funding in the Los Angeles Basin and the Bay Area;

Commence testing of the electrified high-speed system, certify trains, and put electrified high-speed trains in service in the Central Valley by the end of the decade;

Advance station designs in the Central Valley;

Advance Project design in each segment, including the four (4) Southern California segments between Bakersfield and Anaheim and two Northern California segments between San Francisco and Merced, as each segment is environmentally cleared and funding made available; and

Pursue federal and private funds prospectively to “close the gaps” and expand electrified high-speed rail service to the Bay Area and Los Angeles/Anaheim, advancing the Phase 1 system approved by the voters in 2008.

1.5 Federal Grant Funded Project Scope

The ARRA and FY10 grants generally cover the following activities:

• Task 1: Environmental Review:

▫ Notice of Intent (NOI)/Notice of Preparation (NOP);

▫ Alternatives Analysis;

▫ Project Definition;

▫ Administrative Draft Environmental Impact Report (EIR)/Environmental Impact Statement (EIS);

▫ Draft EIR/EIS;

▫ Administrative Final EIR/EIS;

▫ Final EIR/EIS;

▫ Agency Decision Documents;

▫ Environmental Permits and Regulatory Agency Approvals;

▫ Mitigation Implementation Planning;

▫ Reexaminations; and

▫ Resource Agency Coordination.

• Task 2: Preliminary Engineering (PE):

▫ By Project Section for Phase 1 environmental analysis, approvals, and permits under Task 1;

▫ CHSTP Design Criteria and O&M Plans;

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▫ Concept of Operations (CONOPS) for the FCS and any other segment;

▫ Rolling Stock Performance Specifications; and

▫ Systems Safety and Security Management Plan (SSMP).

• Task 3: Other Related Work Needed Prior to Start of Construction:

▫ Station Area Planning;

▫ Right-of-Way (ROW) Acquisition Support;

▫ ROW Preservation;

▫ Contingent Planning for Interim FCS Utilization;

▫ Ridership Forecasting;

▫ Preliminary Engineering to Support FCS Procurement;

▫ Small/Disadvantaged Business Program; and

▫ Subtask Structure for Task 3: Other Related Work.

• Task 4: Project Administration and Statewide Cost Allocation Plan (SWCAP).

• Task 4 activities are complete.

• Task 5: Program, Project, and FCS Construction Management:

▫ Project Status Report;

▫ Work Breakdown Structure (WBS);

▫ FRA Annual Work Plan (AWP);

▫ FRA Program Management Plan;

▫ Central Valley Project Financial Plan;

▫ Phase I Program Financial Plan;

▫ Design-Build Program Plan;

▫ RFP & NTP for Design/Construction Services by Construction Package (CP);

▫ Final Inspection and Acceptance Reports;

▫ Network Integration Strategic Service Plan;

▫ Updated Service Development Plan;

▫ Infrastructure Maintenance Plan; and

▫ Rolling Stock Maintenance Plan.

• Task 6: Real Property Acquisition and Environmental Mitigation.

• Task 7: Early Work Program:

▫ Activities in Task 7 are redistributed among the other tasks in the grant agreement.

• Task 8: Final Design and Construction Contract work for FCS:

▫ Final Design and Construction: SR-99;

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▫ Final Design and Construction: Civil Infrastructure CP 1;

▫ Final Design and Construction: Civil Infrastructure CP 2-3;

▫ Final Design and Construction: Civil Infrastructure CP 4;

▫ Final Design and Construction Track work Components; and

▫ Final Design and Construction: Signaling and Electrification Components.

• Task 9: Interim Use / Project Reserve.

• Task 10: Unallocated Contingency.

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Figure 1-1 Phased High-Speed Rail System Implementation

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Figure 1-1 Phased High-Speed Rail System Implementation shows the Authority’s proposed implementation plan. The Authority is committed to deliver the grants’ scope of work, including completion of the Phase 1 environmental documents and FCS civil construction (including track and electrification). The graphic above shows the completion of the FCS as the first phase of development. Interim operations on the FCS will be evaluated with the FRA as the Authority continues the development of the EOS. The completion of the EOS provides greater connectivity to the state’s existing rail network, increased service frequency and speed to the three (3) primary destinations in the Central Valley and offers the greatest revenue potential prior to building the tunnel connections necessary from the Central Valley to Northern and Southern California.

1.6 Project Schedule

The Program Management Oversight (PMO) Branch is accountable for the development, direction, and oversight of the Project’s Master Schedule (MPS) and Baseline, which details logically sequenced events to successfully deliver the Project. The PMO is responsible for implementing an effective governance structure and developing governing and guiding policies and procedures of the Baseline and MPS. The work includes training, working side-by-side with Project management teams in the field, and coordinating with functional areas for the activities necessary to manage the MPS, Baseline, and reporting performance.

The Project’s scope of work, funded in part by the FRA, consists of:

• Completion of all Phase I environmental documents from San Francisco to Los Angeles/Anaheim, including environmental documentation and engineering to support environmental decision-making and other planning activities; and

• Construction of civil, track, and systems on the 119-mile FCS from Avenue 19 in Madera County to Poplar Avenue, just north of Bakersfield.

The Authority provides a more detailed summary of Key Reporting Milestones as part of grant quarterly reports in and Appendix P 2023 FRA Summary Schedule.

1.7 Budget and Financial Plan

1.7.1 Current Budget and Finances

The Authority’s Board of Directors (Board) adopts and oversees the Program budget annually as presented to the Board from the Authority’s Chief Financial Officer (CFO). The CFO provides updates on the continuously appropriated Cap-and-Trade funds that the Authority receives from the market-based auction quarterly, as well as any additional funding appropriations provided by the California Legislature and Administration.

The Authority also provides the FRA a quarterly update on the federal grant budget and expenditures/cash flow, as well as a very detailed annual Central Valley Project Financial Plan.

To date, the Authority has secured significant funds from both state and federal sources to complete the Central Valley Segment, environmental planning, and other

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Project priorities (e.g., bookend Projects, advanced design outside of the Central Valley). Funding for the Program was generated through the following:

● November 2008: Initial funding for the system provided by the passage of Proposition 1A by the voters. The measure authorized the issuance of $9.95 billion in bonds. This includes $9 billion dedicated to the high-speed rail project and the remainder to regional connectivity projects;

● 2010-2011: Authority awarded $2.55 billion in federal American Recovery and Reinvestment Act funds for preliminary engineering and environmental review and construction of the FCS of the initial operating segment (IOS). The FCS runs from Madera to Poplar Avenue just north of Bakersfield;

● November 2011: Authority awarded $929 million in federal FY 10 funding dedicated to final design and construction of the FCS;

● July 2012: The California Legislature Enacted Senate Bill 1029, the Budget Act of 2012. Senate Bill 1029 earmarked $4.5 billion in Proposition 1A bonds, previously approved by voters, to the system, with $2.6 billion allocated to the construction of the IOS, generally, and to the FCS;

● June 2014: State legislators and Governor Jerry Brown approved the fiscal year 2014-15 State Budget, which appropriated $650 million ($250 million in one-time funding from available Cap-and-Trade Auction proceeds and apportioned 25 percent of the future annual Cap-and-Trade auction proceeds to the high-speed rail project and $400 million in loan repayment);

● March 2017: The California Department of Finance (DOF) approved the Authority’s funding plan to use $2.6 billion in Proposition 1A funds for construction activity in the Central Valley, which provided more funding than necessary to meet the match requirements for both the ARRA and FY10 grants;

● July 2017: State legislators passed and Governor Jerry Brown signed legislation (Assembly Bill 398) that extended the Cap-and-Trade auction program sunset date to December 31, 2030, effectively providing an estimated $7.50 billion ($750 million per year x 10 years’ extension) in additional funding for the advancement of the high-speed rail project;

● July 2022: State legislators passed and Governor Newsom signed legislation (Assembly Bill 180) that appropriated $4.2 billion in Proposition 1A bond funds to continue the progress in the Central Valley and advance an Initial Operating System in the Central Valley from Merced to Bakersfield; and

● June 2023: State legislators passed and Governor Newsom signed the 2023 Budget Act (Senate Bill 101) that included annual administrative appropriations for the Authority. No new capital appropriations were added this year as Proposition 1A and Cap-and-Trade revenues are already appropriated to the Authority on a multi-year basis. The discussion below provides additional detail on funding sources and Program budget for the federal grant scope of work.

1.7.2 Federal Funding

American Recovery and Reinvestment Act (ARRA) Grant: The expenditure of ARRA grant funds represents a significant milestone in the life of the Project. The ARRA funding has been expended in compliance with the grant’s terms and

12 | P a g e conditions on system planning and the Central Valley Segment. Approximately $2.55 billion of federal funds was spent by the grant deadline, with an additional $2.5 billion in matching state funds used to meet the ARRA cost-sharing requirement.

2010 Appropriations Act (FY10) Grant: The Authority plans to utilize $929 million of federal FY10 grant funding for construction in the Central Valley. To date, no FY10 grant funds have been expended. Upon the start of use, the FY10 cost-share is $360 million of state funds. Recently the Legislature adopted Senate Bill 170 to add provisions to the Budget Act of 2021, including reappropriation to the Authority of federal FY10 grant funds to be available for encumbrance or expenditure until June 30, 2026, effectively extending the prior appropriation of these funds by four years.

Rebuilding American Infrastructure with Sustainability and Equity (RAISE) Grants: The United States Department of Transportation awarded the Authority a $24 million RAISE (Rebuilding American Infrastructure with Sustainability and Equity) grant in November 2021. The Authority will use the $24 million for crucial roadway safety improvements required based on a settlement agreement with the City of Wasco. This grant will be overseen by the FHWA.

The Authority was awarded another $25 million RAISE grant in August 2022 for design services to extend the Project beyond the 119 miles under construction into downtown Merced. This Project will be overseen by the FRA and will provide more than half of the expected $41 million preliminary design cost for the Madera to Merced extension.

The Authority was recently awarded a third $20 million RAISE grant in June 2023 for Fresno Station historic depot renovation and plaza activation Project that will restore a nationally registered historic passenger rail depot building, create a functioning park and plaza for early site activation efforts, and provide electric vehicle charging and space for future transit charging in anticipation of the future California High- Speed Rail multimodal station. This Project will be overseen by the FRA and will provide more than half of the expected $33.2 million needed to complete the Project.

1.7.3 State Funding

Proposition 1A: In 2008, voters approved Proposition 1A, which provided a combined total of $9.95 billion with $9 billion of that for high-speed rail planning and construction and $950 million for regional connectivity projects. The Authority has successfully received appropriations from the Legislature to access approximately $9 billion of Proposition 1A funds for planning, construction in the Central Valley, electrification of the San Francisco to San Jose Peninsula Corridor (also known as the Caltrain Corridor), multimodal improvements at Los Angeles Union Station (Link US Project), and construction of the Rosecrans/Marquardt Grade Separation Project in Southern California. To date, Proposition 1A funds have largely provided the required state match to the ARRA federal funds that have allowed construction to proceed in the Central Valley.

Cap-and-Trade: The Authority has received $650 million in one-time Cap-and-Trade funding, and starting in August 2015, a 25 percent continuous funding appropriation of quarterly Cap-and-Trade auction proceeds deposited in the Greenhouse Gas Reduction Fund (GGRF). The quarterly auctions deliver variable amounts each quarter. The California Legislature approved AB 398 signed into law by Governor Brown in July 2017. The bill extends the horizon of the Cap-and-Trade Program

13 | P a g e through December 31, 2030. This was another important step by the Legislature toward securing a long-term, stable source of funding for the Project. Since the passage of this bill, quarterly receipts from Cap-and-Trade auctions have been strong—an indication that the market has reacted positively to the legislation.

Revenues dipped in the year after the onset of Covid-19 but has since recovered.

Cap-and Trade revenues received by the Authority for the fiscal year ending June 2023 totaled over $900 million. Since August 2015, approximately $6.0 billion in total Cap-and-Trade revenues have been received by the Authority.

Refer to Table 1-1, Table 1-2, and Table 1-3 for a summarized listing of funding sources for the Program, including the federal grants. A more detailed description of available funds can be found in Appendix F Central Valley Project Financial Plan.

Table 1-1 Secured Funding for Phase 1 Project Development Costs

Funding Sources $ in Millions

Federal ARRA Grant 466

State Matching Funds to ARRA* 220

Local Matching Funds to ARRA 0

Additional State Funds* 643

Total Phase 1 Project Development Sources 1,329

Source: Submitted Quarterly Budget Update, Detailed Project Budget June 2023 (pg.

4 of 5). The FRA’s final approval of the Merced Grant agreement will be finalized by the end of September.

Table 1-2 Secured Funding for FCS Construction Costs

Funding Sources $ in Millions

Federal ARRA Grant 2,081

FY10 Federal Grant 929

ARRA State Match* 2,279

FY10 State Match* 360

Additional State Funds* 11,074

Total FCS Construction Sources 16,720

Source: Submitted Quarterly Budget Update, Detailed Project Budget June 2023 (pg.

5 of 5)

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Table 1-3 Total Secured Funding for Phase 1 Project Development and FCS Construction Costs

Funding Sources $ in Millions

Federal ARRA Grant 2,546

FY10 Federal Grant 929

ARRA State Match* 2,499

ARRA Local Match 0

FY10 State Match 360

Additional State Funds* 11,716

Total Phase 1 Development and FCS Construction Sources

18,049

Source: Submitted Source: Submitted Quarterly Budget Update, Detailed Project Budget June 2023 (pg. 4-5 of 5) *Note: State Match and Additional State Funds, above, include Proposition 1A and Cap-and-Trade funds.

The allocation of funds among federal and state sources toward Phase 1 Project Development costs and FCS construction costs are detailed in the FCP. Data from specific FCP exhibits are included below. As noted previously, the FCP is updated on a quarterly basis to reflect recent expenditures and revised projections. The Cost Summary Table presented in Table 1-4, below, reflects both Project Development and Construction tasks as of June 30, 2023.

Table 1-4 Cost Summary Table by Task and Funding Source – Phase 1 Project Development and Central Valley Project Construction

Source: Submitted Quarterly Budget Update – Detailed Project Budget for the period ending June 30, 2023 (pg. 4-5 of 5).

Note: Additional State funding source column includes Cap-and-Trade revenues.

The annual sources and uses of funds for Phase 1 Project Development and FCS construction are detailed in the Authority’s FCP for the period ending June 30, 2023.

Task Description

Federal State Match Federal State Match

Task 1 Environmental Review 237,431,974$ 119,169,521$ 486,958,671$ -$ -$ 843,560,166$

Task 2 Preliminary Engineering (PE) 185,827,824$ 85,258,117$ 85,347,588$ -$ -$ 356,433,528$

Task 3 Other Related Work Needed Prior to Start of Construction 41,573,384$ 15,845,969$ 70,473,539$ -$ -$ 127,892,892$

Task 4 Project Administration and SWCAP 677,872$ -$ -$ -$ -$ 677,872$

Phase 1 Project Development Subtotal 465,511,054$ 220,273,606$ 642,779,799$ -$ -$ 1,328,564,459$

Task 5 Program, Project and FCS Construction Management 304,807,828$ 186,080,802$ 1,268,005,997$ 117,129,181$ 49,763,918$ 1,925,787,726$

Task 6 Real Property Acquisition and Environmental Mitigation 595,949,607$ 359,959,861$ 1,037,710,273$ -$ -$ 1,993,619,742$

Task 7 Early Works (Not Used) -$ -$ -$ -$ -$ -$

Task 8 Final Design and Construction Contract Work for the FCS 1,125,329,914$ 1,732,303,691$ 8,423,612,216$ 635,221,195$ 265,973,676$ 12,182,440,691$

Task 9 Interim Use Project Reserve 53,856,392$ -$ -$ 123,432,289$ 30,858,072$ 208,146,753$

Task 10 Unallocated Contingency -$ -$ 344,182,554$ 52,837,334$…