FTA Oversight Procedures - Federal Transit Administration - U.S. ...

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the time. During preliminary engineering, it is critical that potential real estate problems are identified and probable solutions determined. More elaborate schedules will be generated by the Project Sponsor as time goes on and the schedule review should reflect the increase in information provided. One example may be, in final design, the review would include close scrutiny of specific milestone dates, validity of cost estimates and the Project Sponsor’s adherence to the RAMP. Or, in the case of a Small Starts project or projects other than New Starts, adherence to the requirements of 49 CFR Part 24 should be reviewed. The PMOC’s real estate consultant shall obtain from the Project Sponsor the RAMP, latest schedules produced and supporting scope and cost information. The RAMP should be reviewed at various stages in the development of the project and should contain the following information at these stages of the NEPA Process: • Prior to selection of Locally Preferred Alternative during or before the draft environmental impact statement (DEIS) process, the RAMP should be in an early stage of development and should contain information demonstrating an adequate staff organization complete with well defined reporting relationships, responsibilities, job descriptions and job qualifications. • Prior to FTA’s approval to enter Preliminary Engineering, the RAMP should also contain: a map highlighting the parcels proposed to be acquired; a list of and written description of proposed total and partial acquisitions; a list of and written description of the anticipated number of residential and non-residential displacements/relocations; a list of and written description of the impacts due to the acquisitions and displacements/relocations; a schedule and cost estimate for the acquisitions and displacements/relocations. • Prior to FTA approval to enter into Final Design, the information in the RAMP should be refined. The schedule should portray the critical path. The RAMP shall demonstrate that adequate relocation planning has been accomplished per 49 CFR Section 24.205, including recognition of problems associated with displacement and an evaluation of program resources available to carry out timely and orderly relocations. • Prior to FTA award of the Full Funding Grant Agreement (FFGA), the information in the RAMP should be further refined and third-party agreements should be made. The schedule should portray the critical path. The PMOC’s real estate consultant will provide oversight to the extent needed to ensure compliance with statutory, regulatory and circular requirements. With consideration of the laws, regulations, policies, circulars, guidance documents, and practices that apply to the Project Sponsor’s work, the real estate consultant should at a minimum: • Review and analyze all pertinent information available for reasonableness within the scope and cost parameters; for completeness, adequacy, consistency, appropriateness of level of detail given the phase • Identify real estate acquisition program risks • Be a full service company having experience in early right-of-way (R/W) planning and having a working knowledge in the four major areas of Uniform Act compliance (Appraisal, Acquisition, Relocation and Property Management) OP 23 Real Estate Review Revision 0, June 2008 Page 3 of 6
• Have a working knowledge of 49 CFR Part 24 and FTA Circular 5010.1C and FTA Project Management Oversight Program Guidance • State findings in descending order of importance (most likely, largest consequences, least likely, moderate consequences) and make recommendations for modifications. 7.0 REPORT, PRESENTATION, RECONCILIATION Real Estate PMOC will document findings in a written report and present findings to FTA headquarters and regional staff and the Project Sponsor either in a teleconference or in person. In an extended working session, findings will be reconciled with the Project Sponsor so that disagreements if any are reconciled to the extent possible. 8.0 APPENDIX 8.1 A Model for the development of a Real Estate Acquisition Management Plan 8.1.1 Introduction. • Short history of pertinent elements of project • Control agreements; intergovernmental contracts, pending solicitations, etc • Legal requirements; Uniform Act, various state laws, local requirements, etc. • Geographical description of project • Physical description of proposed acquisitions; number of parcels, total acquisitions, partial acquisitions, anticipated number of relocations; etc. • General outline of process; and authority to condemn 8.1.2 Organizational Structure • Identification of staff functions • Identification of contractual functions • Identification of plan source; process for plan changes, corrections, modifications as a result of negotiations, etc. • Party who can establish offer of just compensation • Party who can authorize condemnation 8.1.2 Acquisition Schedule • Set out the timeframe for acquisition and relocation; total length of time needed • Date for initiation of negotiations for project • Difficulties and potential delays • How will progress reporting be handled and who will receive this information • Identification of a critical path for right of way 8.1.3 Real Estate Cost Estimate • Background of estimate; when was it done; what was the basis of the estimate • Need for any update of cost estimate • How will estimate be compared to actual costs as project progresses 8.1.4 Acquisition Process OP 23 Real Estate Review Revision 0, June 2008 Page 4 of 6
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CLIN# OP# FTA Oversight Procedures
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5.0 GRANTEE SUBMITTALS NA 6.0 SCOPE
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6.1.2 Task Orders FTA headquarters
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and communications systems; fare co
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7.1 Format Avoid repetition in the
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APPENDIX B Sample Task Order ______
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APPENDIX D Sample Proposal Format _
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U.S. DOT Federal Transit Administra
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Management controls are the organiz
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5. Act in a manner consistent with
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5) Introduction to PMOC scope of wo
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7.3 Project Status Reporting - Cont
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Cost $2,500,000 $2,000,000 $1,500,0
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• Legislators, legislative staff
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4.2 FTA Circulars • C5010.1C, Gra
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v) develop and implement a force ac
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4.0 REFERENCES The following are th
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o PMOC’s opinion of situations an
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The report formatting requirements
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APPENDIX A Sample - Lessons Learned
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provisions) to make detailed design
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6) Identify any unknown or uncertai
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APPENDIX A Scope Review Checklist E
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o Development of strategies for min
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to then be backfilled or would othe
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• Major or critical work details;
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It is important to select a project
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6.2 Preliminary Document Review Upo
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o Level 4: Subdivide Level 3 as fol
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• Is integrated with and makes ad
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APPENDIX B Cost Estimate Review Che
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o Confirm that cost estimates are b
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12) Appendices a) Grantee Project I
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This sample of 118 cost items was s
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consistently accurate. In addition,
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SCC-10.02 Earth Excavation Although
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The scope review identifies risk in
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• Producer Price Index (PPI) - Th
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APPENDICES PROJECT COST ESTIMATE ([
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EXHIBIT D-1: PROJECT COST ESTIMATE
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3.0 OBJECTIVES FTA’s objective is
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E) Lead times and durations for equ
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activity durations. Critical path f
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US DOT Federal Transit Administrati
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orders may direct the PMOC to reeva
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Design‐Build or CM‐GC), the pro
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degree of understanding among the p
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management labor and profit/fee. Su
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US DOT Federal Transit Administrati
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Construction Risk is subdivided int
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Category or sub‐category cost ele
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with the construction contractor. T
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Management Plan; these recommendati
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etween risk reduction and risk acce
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75% construction 85% 90% constructi
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milestones, the value of expected m
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4.2 Guidance coordination of platfo
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communicate with the vehicle manufa
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APPENDIX A FTA Request for Informat
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APPENDIX B OP 41 ADA Review - Level
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4.1 Legislative • The Safe, Accou
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4) Cost estimate in year-of-expendi
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• Project Schedule (Master Schedu
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d) Assessed safety and security iss
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• Interim Guidance on Design-Buil
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(3) Appropriateness of the proposed
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7) Project Schedule The PMOC should
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2) The Grantee’s program for adva
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2. Identify all apparent discrepanc
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• The PMOC shall assess whether t
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to FD phase of the project, should
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Table 1, continued: Expected Attrib
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• Real Estate Acquisition Managem
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performed Quality assurance records
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plan that ensures the necessary qua
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5.3 Systems/Facilities Integration
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6.2 Successful completion and recor
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