Strategic Plan - Honoluluhartdocs.honolulu.gov/docushare/dsweb/Get/Document-22864/...2019/06/17 ·...

STRATEGIC PLAN DRAFT FINAL for BOARD

June 14, 2019

STRATEGIC PLAN

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Contents Executive Summary ............................................................................................................................3

Purpose of Strategic Plan ...................................................................................................................5

HART – The Construction Manager .....................................................................................................8

Goals ......................................................................................................................................................... 8

Project Delivery ..................................................................................................................................... 8

System Operations Transition ............................................................................................................... 8

Safe and Secure Design ......................................................................................................................... 8

Objectives, Actions and Metrics ............................................................................................................... 9

Milestone 1 (December 2020/Soft Opening October 2020)................................................................. 9

Milestone 2 (No later than December 2023) ........................................................................................ 9

Milestone 3 (No later than December 2025) ...................................................................................... 10

HART – The Relationship Manager .................................................................................................... 11

Goals ....................................................................................................................................................... 11

Partnerships ........................................................................................................................................ 11

Project Management Relationships .................................................................................................... 11

Extensions to the System .................................................................................................................... 12

Agency Exit Plan .................................................................................................................................. 13

Objectives, Actions and Metrics ............................................................................................................. 14

Milestone 1 (December 2020/Soft Opening October 2020)............................................................... 14



HART – The Human Capital Manager ................................................................................................ 17

Goals ....................................................................................................................................................... 17

Staffing ................................................................................................................................................ 17

Safety and Security during Construction ............................................................................................ 17




HART – The Environment Manager ................................................................................................... 20

Goals ....................................................................................................................................................... 20

Sustainability and Environmental Enhancement ................................................................................ 20


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HART – The Transportation Manager ................................................................................................ 22

Goals ....................................................................................................................................................... 22

Leadership, Capacity, and Capability .................................................................................................. 22

Integrated Transportation .................................................................................................................. 22



Short-Range and Long-Range Delivery Strategy ................................................................................. 24

2020 Delivery Plan .................................................................................................................................. 24

2023 Delivery Plan .................................................................................................................................. 24

2025 Delivery Plan .................................................................................................................................. 24

ATTACHMENTS ................................................................................................................................ 25

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Executive Summary This strategic plan represents the path forward for HART to deliver a safe, reliable, and fully automated rail system in stages over the next 6 years. The strategic plan is specific to the delivery of the rail transit system in three main milestones that have been targeted as a result of the Charter amendment that changed HART’s organizational functions to be responsible to design, construct, and deliver a fully operational automated 20-mile rail system. To perform the various functions and to comply with the Full Funding Grant Agreement with the Federal Transit Administration, HART has developed many plans and procedures in the form of a Project Management Plan, Construction Management Plan, Staffing and Succession Plan, and Quality Management Plan, to name a few. The Strategic Plan focuses on how the organization should be structured, managed, and measured for its performance. This document therefore concentrates around five focus areas with an emphasis on management and execution of the vision and mission. HART’s focus areas are as a Construction Manager, a Relationship Manager, a Human Capital Manager, an Environmental Manager, and a Transportation Manager - all essential to the successful delivery of the project.

These focus areas can be summarized as:

HART is a Construction Manager: Critical to the success of the project, HART will build a high-performance design management and construction management team.

HART is a Relationship Manager: Because of its long alignment that crosses many geographic jurisdictions and funding partners, HART’s plan and execution requires approval of City, State, and Federal agencies, third parties, and the public at large. HART will develop an organizational structure that is staffed to carefully manage internal and external relationships with current and future partners.

Construction Manager

Relationship Manager

Human Capital Manager

Environmental Manager

Transportation Manager HART

Focus Areas

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HART is a Human Capital Manager: The 20-mile fully automated rail system is the largest public works project in the State of Hawaii. Design and construction of this project requires the best talent in the areas of facilities and systems design, construction management, testing, and revenue operations readiness of the system. HART will be the employer of choice for hiring and retaining industry experts.

HART is an Environmental Manager: Because of its ability to move more commuters, the rail system has an influential role in environmental issues and opportunities such as carbon footprint reduction, energy efficiency, solar energy generation, and Transit Oriented Development. HART will be a leader in developing a comprehensive system-wide sustainability strategy.

HART is a Transportation Manager: HART will be the State’s best structured and ready-to-go transit organization, called upon to handle mega projects in the transportation arena. HART will have trained local talent who will be available to contribute to future transit extensions and other projects in the State. HART staff will contribute to regional mobility solutions and be the state expert in transit issues.

Our initiatives and efforts are ongoing in nature and are focused on meeting three key milestones:

• Milestone 1: Deliver to City and County of Honolulu DTS its first operable Rail System segment by December 2020 (FY2021 Q2) with a “soft opening” target of October 2020. This segment is from East Kapolei to Aloha Stadium.

• Milestone 2: Deliver to City and County of Honolulu DTS its second incremental operable Rail System segment on or before December 2023 (FY2024 Q2). This segment is from Aloha Stadium to Middle Street.

• Milestone 3: Deliver to City and County of Honolulu DTS its full and final operable Rail System on or before December 2025 (FY2026 Q2). This is the full system to Ala Moana.

Specific Goals, Objectives, and Actions are described in the following sections by key milestone. Regular updates to the HART Board of Directors, the Mayor, the City Council, the State Legislature and stakeholders will ensure that budget and schedules are met and continuous improvements are made. A focus on management and execution is the driving force behind this strategic document.

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Purpose of Strategic Plan The responsibility of the Honolulu Authority for Rapid Transportation (HART) is to plan, design, develop and construct an operable elevated rail transit system that runs from East Kapolei to Ala Moana Shopping Center to the City and County of Honolulu Department of Transportation Services (DTS).1

A Focus on Management and Execution

At its core, HART is a construction management business, built for one purpose and that is to design, build, test, and deliver an elevated rail transit system. However, within this business lies five core competencies, which taken together define HART the organization. This document is developed around five focus areas with an emphasis on management and execution of the vision and mission. HART, over a period of the last five years, has developed and updated many plans that are not only required because of the Full Funding Grant requirements but are essential to the management, monitoring, and delivery of the project. The Project Management Plan is regularly updated to reflect the project’s construction stage, the Construction Management Plan defines the policies and procedures for managing construction, the Staffing and Succession Plan outlines staffing goals for the efficient delivery of the project, the Quality Management Plan ensures the quality of design and construction, and several other plans guide project leadership and managers. All of these documents support this Strategic Plan. This document is intended to strategize the delivery of the project in three phases and what HART’s focus is as a Construction Manager, a Relationship Manager, a Human Capital Manager, an Environmental Manager, and a Transportation Manager.

1 On November 2, 2016, voters approved Charter Amendment 4 to the Revised Charter of the City and County of Honolulu 1973 (2000 edition) to place rail O&M responsibilities with DTS effective July 1, 2017.






Focus Areas

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These focus areas can be summarized as:

HART is a Construction Manager: Critical to the success of the project, HART will build a high-performance design management and construction management team.

HART is a Relationship Manager: Because of its long alignment that crosses many geographic jurisdictions and funding partners, HART’s plan and execution requires approval of City, State, and Federal agencies, third parties, and the public at large. HART will develop an organizational structure that is staffed to carefully manage internal and external relationships with current and future partners.

HART is a Human Capital Manager: The 20-mile fully automated rail system is the largest public works project in the State of Hawaii. Design and construction of this project requires the best talent in the areas of facilities and systems design, construction management, testing, and revenue operations readiness of the system. HART will be the employer of choice for hiring and retaining industry experts.

HART is an Environmental Manager: Because of its ability to move more commuters, the rail system has an influential role in environmental issues and opportunities such as carbon footprint reduction, energy efficiency, solar energy generation, and Transit Oriented Development. HART will be a leader in developing a comprehensive system-wide sustainability strategy.

HART is a Transportation Manager: HART will be the State’s best structured and ready-to-go transit organization, called upon to handle mega projects in the transportation arena. HART will have trained local talent who will be available to contribute to future transit extensions and other projects in the State. HART staff will contribute to regional mobility solutions and be the state expert in transit issues.

Each of these five core competencies together defines HART as an organization. Yet, each individual area is unique, in and of itself, with its own strategic approach. The strategic plan represents the path forward for HART to deliver a safe, reliable, and fully automatic rail system in stages over the next 6 years. Our initiatives and efforts are ongoing and dynamic in nature and are focused on meeting three key milestones:

• Milestone 1: Deliver to City and County of Honolulu DTS its first operable Rail System segment by December 2020 (FY2021 Q2) with a “soft opening” target of October 2020. This segment is from East Kapolei to Aloha Stadium.

• Milestone 2: Deliver to City and County of Honolulu DTS its second incremental operable Rail System segment on or before December 2023 (FY2024 Q2). This segment is from Aloha Stadium to Middle Street.

• Milestone 3: Deliver to City and County of Honolulu DTS its full and final operable Rail System on or before December 2025 (FY2026 Q2). This is the full system to Ala Moana.

Within the following sections of this document, the five focus areas contain goals, objectives, actions and performance measures under each milestone.

Delivering a safe and operable system necessitates a well thought-out organization, built up flexibility in the organization structure to adapt to the changing needs of the project, a financial plan that supports the aggressive schedule, and establishing performance measures that inform the Board and the financial partners as to how the project has been managed and provides a basis for the evaluation.

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HART’s Mission & Vision

Mission

Improve mobility, reliability and land use:

• Mobility: Improve mobility for all residents, visitors, and businesses on Oahu Island • Reliability: Increase reliability of travel in the congested travel corridor between Kapolei and

urban Honolulu by offering a travel choice that is safe, clean, and free of at-grade level congestion

• Land Use: Assist the City to initiate new urban centers and transit-oriented development along the corridor

Vision

A sustainable world class rail system that integrates with the bus system to link communities, jobs, and recreational facilities.

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HART – The Construction Manager Goals HART has assembled a team of consultants and dedicated staff to address the needs of this project. The dynamic nature of the Project’s progress requires that HART aggressively take necessary approaches and actions to strengthen and engage talent. For successful delivery of the project HART will build a high-performance construction management team using global best practices to design optimal strategies for each individual aspect of the build-out of the rail transit project. HART will elevate our reputation to become an organization that is looked up to and respected, so that if there is an opportunity to extend the system, HART is equipped to perform and deliver the extensions in the most cost-effective manner. Currently there are three phases of construction that HART is managing: construction that is near completion; construction that is in-progress; and future construction. These correspond to the three key milestones that HART is working towards.

Project Delivery In order to meet the proposed schedule, projects that are nearing completion are being carefully monitored and closed out as quickly as possible. HART will continue to utilize professional project management practices to achieve closeout. Management of projects under construction and future construction will be built using lessons learned to meet budget and schedule commitments. HART is focused on schedule delivery and in particular, speeding up the rate of construction so that the phased openings can be realized in the most timely manner. Given that some 40% of Project costs are time-sensitive costs, this focus on schedule is essential to budget control as well.

System Operations Transition In 2016, Honolulu City Charter Amendment 4 was passed, which placed operations and maintenance responsibilities for bus, paratransit, and rail solely with DTS and provided for the transfer of positions and legal rights and obligations relating to rail operations and maintenance from HART to DTS. This change will be implemented when the Project enters revenue operations. As a result, HART has ceased hiring permanent civil service employees and meets staffing needs through the use of temporary Personal Service Contract employees since the organization and staffing of rail operations and maintenance will be determined by DTS. HART is working closely with DTS and their consultant(s) to design an organization that is appropriate to oversee operations and maintenance of the system, and when the time is appropriate, civil service positions will be created by DTS and filled to help ensure a smooth transition. DTS has an opportunity to absorb some of the well trained and experienced personnel who are currently working for HART or its consultants.

Safe and Secure Design HART is designing a system for the future safe use by the public and operations/maintenance by DTS. It is important that today’s design and construction result in a functional and secure system in the future.

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Objectives, Actions and Metrics The following performance measures will be accomplished by the listed milestone.

Milestone 1 (December 2020/Soft Opening October 2020) Project Delivery

Objectives Actions Performance Measures The budget will not exceed $8.165 billion in capital costs using existing funding and the schedule will not slip.

Meet current schedule for MSF Yard and West Section milestones.

MSF Yard is in full operation by June 1, 2019. Open West Section for revenue service on or before December 2020.

Manage and direct timely and efficient closeout of existing construction contracts.

Close out 85% of existing construction contracts on schedule.

Maximize interface and joint access opportunities amongst all the contractors to facilitate faster project delivery.

Staff to identify interface and joint access opportunities within monthly progress reports to the Board and/or PMOC.

Leverage lessons learned across all aspects of design and construction, including advanced utilities work.

Staff to identify specific lessons from elements that are in design and early construction, revise appropriate documents, and provide quarterly updates to the Board and/or PMOC.

Optimize the project execution of the CCUR Contract

Focus on access issues and in particular, CCUR project delivery to ensure optimized P3 delivery of CCGS.

Complete utility relocations in first 4000 foot sections in both the Ewa and Diamond Head directions of the City Center alignment, by June 2020.

Milestone 2 (No later than December 2023) Project Delivery


Meet current schedule for Airport Section.

Airport Section is open for revenue service on or before December 2023.

System Operations Transition

Objectives Actions Performance Measures Create a positive working relationship with DTS to foster collaboration and ensure that staff, operational manuals, maintenance information, spare

Identify the staff, operational manuals, maintenance information, spare parts, materials and procedures essentials for the smooth

Update the Staffing and Succession Plan to address staff exits and transitions, and present to Board. Develop an O&M Transition

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parts and procedures are in place for the transition and for the continued operation of the system.

transition to DTS, and develop a roadmap for the transition. Accelerate O&M staff training.

Plan in conjunction with DTS.

Safe and Secure Design

Objectives Actions Performance Measures Ensure that HART designs and constructs a rail transit system with passenger safety and security as a priority.

Ensure HART is in full compliance, and safety certifications are completed before revenue operations, for both facilities and rolling stock.

Maintain no more than a 20% variance between completed construction work and safety certification verification through the construction and testing phases of the project. Maintain and foster a

constructive partnership with the City and State of Hawaii DOT to ensure continued safe design, testing, and start-up operations. Design and construct facilities to prescribed safety standards.

Address all SSOA audit findings and recommendations according to established state and federal standards in a timely fashion.

Milestone 3 (No later than December 2025) Project Delivery


Incentivize the P3 Developer to accelerate Project Delivery of CCGS and Pearl Highlands Garage and Transit Center.

Full Alignment is open for revenue service no later than December 2025.

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HART – The Relationship Manager Goals HART will manage relationships with current and future partners to ensure a coordinated system with clear mobility options, built within budget and with the community’s support.

Partnerships Support Partnerships with FTA, the City (DTS) and other Entities The construction of the rail system is the result of partnerships between HART and the transportation funding agencies that provide capital support, including the Federal Transit Administration, the State of Hawai`i, and the City and County of Honolulu. HART must work with DTS to ensure that the system coordinates with TheBus routes and other mobility options, and that future riders enjoy a safe, secure, and comfortable ride.

Strong Relationships with Local Communities The rail alignment passes through numerous neighborhoods, and it is vital for HART to maintain strong relationships with local businesses, residents, and elected officials. HART has developed and is maintaining a robust outreach program and is committed to being responsive and accountable to the public. With construction activities now accelerating in the City Center section, HART must step up its public involvement activities even more, requiring a strengthening of management in this area. HART will continue to build strong relationships with all internal (City) and external (State, media and business communities, neighborhood communities) through a thoughtful relationship management strategy. HART has several existing programs, such as establishing a booth in convention centers to inform and respond to public’s questions on HART, meeting with residents and businesses who are impacted by HART’s construction, providing advance warnings on construction activities, sending weekly e-blasts on the construction and roadway closures, speaking at various group meetings, informing the press and media of the status of the project, and featuring the Executive Director and CEO of the project on television and radio shows to respond to the public questions. HART is currently in the process of engaging consultants to establish a measurement matrix for the success of HART’s Public Involvement success.

Transit-Oriented Development Opportunities Joint or transit-oriented development may enable a higher, denser use of land parcels than what could be accomplished solely by use of the Project. This could include lands utilized by the project during construction or lands adjacent to stations. HART will work closely with the City and County to facilitate opportunities for TOD where feasible, by partnering or by encouraging appropriate density development along the rail corridor that will improve traffic, for the benefit of residents and businesses.

Project Management Relationships Schedule Management Meeting the schedule commitments made to the FTA and the City and County of Honolulu is of primary importance. HART actively updates all its activities and schedules that are published monthly. Construction contractors and consultants also provide their schedules and HART is responsible for a consolidated schedule presentation on a monthly basis to FTA, the Board, and the City. Schedule performance discussions are held on a monthly basis with the PMOC.

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Proactive Funds Management HART’s responsibility is to utilize and manage funding resources efficiently and effectively. HART continues to use professional management practices and works closely with its funding partners and provides monthly financial statements to its Board, PMOC (FTA Consultants), and City to ensure funding resources are managed and leveraged conscientiously. HART regularly evaluates and optimizes its internal financial management practices and will continue to promote an open and collaborative working relationship with funding partners.

Risk Management HART has a very rigorous risk evaluation, risk identification, risk management, and risk mitigation program. HART’s risk manager meets on a monthly a basis to evaluate the status and conducts risk workshop to ensure that all feasible options for risk avoidance and mitigation are taken to control costs and schedules.

Public-Private Partnerships HART, with the approval of the City Council, Mayor, and the Board, has opted to procure and construct the final segment from Middle Street to Ala Moana Shopping Center, including the Pearl Highlands Garage and Transit Center, as a Public Private Partnership procurement and delivery (P3). Financial details to include affordability caps have been agreed to with the City and RFP Part II documents have been issued to qualified teams. HART has also planned for an off-ramp if HART were to be unsuccessful in securing bids within the affordability caps established. HART’s challenge and performance measurement for this segment is critical to the full system delivery for operations. The current schedule for the P3 procurement is:

• Off-Ramp Decision 9/1/2019 • Final Addendum to P3 (if that procurement proceeds) 11/8/2019 • Notice of Award to P3 1/23/2020 • Financial Closeout and final NTP 6/23/2020

Extensions to the System HART is tasked with completing the current 20-mile project, and DTS will operate and maintain the system. Regardless of which entity will take responsibility for planning future extensions of the rail system, there exists a need to plan for the possibility that the public and stakeholders will demand expansion of the system. Because planning a transit corridor involves public input, collaboration, stakeholder involvement, and technical analysis, it can require a long lead time to achieve an identified project. As such, this section of the Strategic Plan focuses on the actions that may be required of HART/ DTS in order to advance future extensions. Unlike the other goals in this document, it is purely advisory and will only be implemented at the specific direction of the HART Board in conjunction with the City Administration and the City Council.

The Honolulu Rail Transit Project was originally envisioned as the cornerstone of a broader rail transit network. The Council-adopted LPA includes several extensions, a 5.3-mile West Kapolei extension, a 2-mile University of Hawaii at Manoa extension, as well as extensions to Waikiki and Salt Lake. The Oahu Regional Transportation Plan (ORTP) 2040 has also considered extensions to Mililani and Ewa Beach. The Oahu Metropolitan Planning Organization (OahuMPO) is also currently studying mode and alignment alternatives to connect Central Oahu with the current rail stations at the Hālaulani (Leeward Community

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College) and Waiawa (Pearl Highlands) stations. In addition, a streetcar system between downtown Honolulu and the Ala Moana Center are described in the current Hawaii Community Development Authority (HCDA) Transit Oriented Development Plan.

Meeting the long-term planning for extension planning will require significantly more funding than is currently available to HART. New, sustainable funding sources are crucial to ensure that HART can support and plan for future growth. Developing a robust, sustainable rail transit system will require dedicated new funding sources that are sufficient to support capital and operating needs, as well as create system reserves. Any extension plans require action by the City for funding to plan and execute necessary engineering and construction. HART, at this time, is making sure that extensions as envisioned in the original EIS are not precluded by the current design and construction.

Agency Exit Plan At this time, HART is a single-purpose entity with a mission of designing and constructing the rail system, and then transitioning the Project to DTS. Following the completion of those activities, and barring any changes to HART’s purpose such as a direction to plan for extensions, HART will cease operations. As such, beginning the discussion on how HART, HART staff, and the project will transition from their current state is appropriate.

There are several aspects to completing a project and closing a single purpose entity such as HART: the physical components, staff transition, project transition, and the contractual/legal components. HART occupies multiple floors at Alii Place, filled with some of HART-owned or leased furniture and equipment. The procurement department holds hundreds of contracts with a variety of vendors, consultants, contractors, and partners. A project of this size often has claims that must be addressed before a contract can be completed. HART departments are responsible for a number of memorandums of understanding (MOUs) and agreements with City, State, and Federal agencies, all of which are reviewed by Corporation Counsel. The finance department must provide a final accounting of the project and ensure that all fiscal responsibilities are met. HART, as it stands now, will initiate its close out operations in 2024 to provide a seamless transition of assets to DTS. There will still be a need for existence of HART albeit in small scale to close out all claims and contracts.

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Milestone 1 (December 2020/Soft Opening October 2020) Partnerships

Objectives Actions Performance Measures Increase the effectiveness of public involvement, education, and interaction within the affected resident and business communities.

In conjunction with DTS, develop the “rail brand.”

Develop and implement a Communications Management Plan in conjunction with DTS, which includes a measurable matrix for planned events to evaluate the program’s purpose/ effectiveness and to quantify outreach, a comprehensive register of HART’s existing partnerships, and an overarching relationship strategy and reporting regimen

Strengthen the management capability in the Public Involvement area. Explore new and innovative ways to report to and inform the public.

Establish and foster partnerships with external agencies and stakeholders and others to enhance and ensure the implementation of a quality rail transportation system.

Understand the nature and commitments to current partnerships and relationships to ensure they are meeting HART’s mission. Working with key external relationship partners, develop a broad strategy that seeks to maximize relationships, tracks progress through a robust reporting system, and incorporate scheduled updates to the Board.

Project Management Relationships

Objectives Actions Performance Measures Continue to be an accountable and responsible administrator of public funding.

Adhere to best practices for procurement, fiscal management, and contract management when using consultants, contractors, and vendors.

Incorporate relevant recommendations from City and State Audit Reports into procurement and management procedures, and to modernize the contract management system and enhance the quality control program.

Meet interim schedule milestones and course correct as needed.

Continually evaluate progress towards revenue start-up dates.

Report quarterly to the Board on the progress, any schedule changes, and corrective actions taken.

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Extensions to the System

Objectives Actions Performance Measures At the direction of the Board of Directors and the City Administration and City Council, initiate planning to meet Honolulu’s future transportation needs.

Develop a strategy for meeting the future forecasted demand for rail transit service and assist the Board and the City to identify new long-term funding sources.

Provide leadership for the development and continued expansion of the system by assigning extension planning as part of a job description.

Agency Exit Plan

Objectives Actions Performance Measures Plan for an orderly closing of HART following the full revenue service milestone.

Develop an Agency exit strategy.

Develop an Agency Exit Plan document that references the Staffing and Succession Plan and O&M Transition Plan; and is maintained and updated annually.

Milestone 2 (No later than December 2023) Partnerships

Objectives Actions Performance Measures Establish and foster partnerships with DTS and others to enhance and ensure the implementation of a quality rail transportation system, both now and in the future.

Work with the City to establish partnerships with transportation providers—transportation agencies, private ride services, bike share programs—to enhance connectivity to rail stations.

HART/City to establish one or more new strategic partnerships to help drive collaboration and cooperation towards achieving mutually beneficial goals.



Seek cost-effective strategies to manage expenses in the design and construction phases.

Utilize value engineering to identify cost savings within existing contracts.


Objectives Actions Performance Measures At the direction of the Board of Directors and the City Council, develop a strategy for meeting Honolulu’s future transportation needs.

Identify potential corridor preservation opportunities and potential long-term funding sources.

Develop a System Expansion Strategic Plan identifying extension corridor alternatives, prioritizing implementation timeframes, and incorporating a financial plan.

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Milestone 3 (No later than December 2025) Project Management Relationships


Identify Transit Oriented Development (TOD) opportunities as assets to support long-term operations and maintenance costs in future.

Partner with the City to identify and implement TOD at a minimum of two development sites by 2025.

Utilize best practices in delivery appropriate for the project component.

Continue to implement the P3 program for the CCGS and PHGTC phases (including off-ramp) by ensuring that the procurement (2020), construction (2023), and completion (2025) schedules are maintained.


Objectives Actions Performance Measures At the direction of the Board of Directors and the City Administration and City Council, develop a strategy for meeting Honolulu’s future transportation needs.

Initiate discussions with stakeholders and the public in order to begin securing political and financial support for extensions.

Throughout the completion of the current alignment, work with the Board and City to identify opportunities and constraints related to outreach and support for future extensions.

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HART – The Human Capital Manager Goals HART’s engagement in the design and construction of a 20-mile fully automated rail transit system necessitates employment of highly skilled and talented personnel in many fields of engineering, planning, procurement, contracts, and data management. The project’s scope and complexity attracts transit professionals from afar. By creating an environment and attractive benefits, HART can be the employer of choice for hiring and retaining industry experts. These experts will provide leadership in transportation related discussions, allowing HART to complete its current assignment within the established boundaries of budget and schedule and be the state expert in transit issues. HART will create a culture of knowledge sharing, transparency, and collaboration. In order to achieve this, managing human capital to attract and retain the best and the brightest is vital. HART is working through the City HR department and its Board for appropriate salary compensations. When that is accomplished, HART’s value proposition of prospective employment will be so attractive that we will have more applicants than we have open positions.

Staffing Recruiting and Retaining Recruiting and retaining experienced, high-performing professional staff is essential to completing HART’s mission. Due to Honolulu’s remote location and high cost of living, hiring and maintaining talented rail transit professionals has been a challenge. Building and retaining a stable, experienced and knowledgeable workforce is imperative to HART achieving its mission and is central to the agency’s success. Balancing the combination of consultants and staff in order to achieve project completion is complex but achievable.

Transitions There are 137 staff positions proposed in the FY2020 budget. As the project progresses, this number may increase somewhat as the preference of the FTA and HART Board is to have more HART staff with less reliance on consultants. However, with the eventual closing of HART, this means that these employees will need to be transitioned out of their roles at HART and either terminated or will fill new roles with the City once DTS assumes responsibility for revenue operations and HART commences downsizing measures commensurate with remaining agency responsibilities.

Safety and Security during Construction HART maintains an exemplary construction safety record because we believe that job site safety should be the first priority for any construction project. Implementation of a strong safety program not only reduces the frequency and severity of employee injuries, but it also benefits morale. Furthermore, it helps to keep our construction projects on schedule and within budget. When it comes to job site safety, however, focusing exclusively on compliance does not make for a comprehensive safety program. At HART, we continually strive to improve on our excellent safety record for keeping our contractors and others safe.

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Milestone 1 (December 2020/Soft Opening October 2020) Staffing

Objectives Actions Performance Measures Cultivate and develop a professional culture that draws and retains qualified and talented staff by making HART an attractive workplace option.

Reduce staff turnover / retain existing staff and provide a roadmap for movement to future roles.

Update the Staffing and Succession Plan to incorporate a comprehensive recruitment, retention, and staff succession planning program that reflects the three milestones and different phases of the project. Ensure that clear job descriptions and expectations are listed.

Recruit an experienced and knowledgeable workforce.

Work with the City HR Department and Office of the Mayor to offer competitive salaries and benefits packages commensurate with the rail industry.

Utilize authority employees rather than consultant staff where possible. Develop a strong “bench” and where appropriate ensure that a strong Deputy Director of a Department is retained and ready to fill the Director role when needed.

Essential departments have a strong Deputy Director in place.

Engage employees at all levels of the agency.

Administer HART employee surveys during FY 2020 Q2 to solicit feedback. Utilize the survey findings to implement changes when appropriate that improve employee engagement and reduce staff turnover.

Safety and Security during Construction

Objectives Actions Performance Measures Safeguard contractor safety at HART construction job sites at all times.

Establish and manage a “No time lost due to accidents and injuries” program.

Collaborate with current contractors to update the Safety and Security Plan to incorporate this program.

Ensure HART, and its contractors, provide the necessary training, personal protective equipment, and

Complete review of all contractor contracts and proposals to ensure that they are following their safety

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accountability tools to guarantee workers safety in the performance of duties on the job site.

protocols and plans. Additionally, perform checks of all HART personnel and consultants to ensure that they are following existing safety protocols and plans.

Milestone 2 (No later than December 2023) Staffing

Objectives Actions Performance Measures Cultivate and develop a professional culture that draws and retains qualified and talented staff by making HART an attractive workplace option.

Maintain and expand HART staff resources available to the City during transition to O&M by implementing new professional development, mentoring opportunities, and training programs for employees.

Design and implement an employee development and training program for the period prior to transitioning to O&M and the City.

Retain existing staff. Reduce HART’s overall staff turnover rate by 5% from the previous year.

Maintain a positive working environment leading up to and during the closure of HART.

Provide a roadmap for movement to future roles.

Incorporate counseling and transition options into manager discussions with employees.

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The Honolulu Authority for Rapid Transportation (HART) is committed to developing a sustainable and resilient rapid transit system that meets the mobility needs of present and future generations while fostering the environmental, economic and social well-being of residents and visitors on the island of Oahu.

Recognizing its responsibility as the agency building the largest public works project in the history of the State of Hawaii, HART is committed to leadership in sustainable mobility by working towards the following goals:

• Excel in regulatory compliance: Meet or exceed compliance with all environmental laws, regulations, and mitigation commitments.

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

• Deliver the centerpiece of our sustainable mobility future: Improve the livability of our communities with a rail system that connects major activity nodes and resources.

HART is also committed to integrating and advancing the values of environmental stewardship, sustainable mobility, and resiliency as an organization, employer and member of the community.

- March 2018

SUSTAINABILITY AND RESILIENCY POLICY

HART – The Environment Manager Goals Resiliency, sustainability, and being good stewards of the environment are necessary components of all major infrastructure projects. HART will meet mobility needs with sustainable and technical solutions.

Sustainability and Environmental Enhancement HART has a responsibility to ensure that the project design, implementation, and long-term operations will enhance the community and the environment. This will encompass all aspects of the system, from design and construction through operations and expansion, and address resiliency, energy management, and waste management. New technologies are emerging that will transform how transportation operates, and it is imperative that HART be at the forefront of utilizing renewable, low- and no-emission energy. Potential sources to consider include regenerative braking, solar panels, and other technologies. Waste management is important to ensure that the rail system and the community are green in all areas – from offices to rail stations to construction sites.

STRATEGIC PLAN

21 June 14, 2019


Milestone 1 (December 2020/Soft Opening October 2020) Sustainability and Environmental Enhancement

Objectives Actions Performance Measures Promote environmental stewardship, sustainable mobility, resiliency, and overall sustainability through planning, design, and construction decisions.

Plan, design, develop and construct the rail system in a sustainable manner, utilizing partnerships, funding opportunities and future mobility technologies.

In order to operationalize sustainability initiatives, develop a comprehensive Sustainability Action Plan to address energy conservation, waste management/recycling, water resources, resiliency, community impacts and other key environmental issues, including a First/Last Mile strategy and a future technology strategy. Establish an Environmental Management System to recognize and track the environmental aspects of Project implementation, raise employee awareness, and demonstrate commitment.

Milestone 2 (No later than December 2023) Sustainability and Environmental Enhancement

Objectives Actions Performance Measures Promote environmental stewardship, sustainable mobility, resiliency, and overall sustainability through planning, design, and construction decisions.

Integrate sustainability and resiliency values into planning, environmental compliance, and community outreach activities.

Increase HART’s Program Level in the American Public Transit Associations Sustainability Program to achieve approvals by APTA in 2021. Develop a Sustainable Mobility Lab that can utilize workshops processes to develop/prototype solutions for addressing sustainability and resiliency challenges.

STRATEGIC PLAN

22 June 14, 2019

HART – The Transportation Manager Goals Leadership, Capacity, and Capability While HART is a single-purpose entity, it must maintain a leadership role in the development of regional mobility throughout Honolulu. This requires strong leadership, technical and managerial capacity, and a strong relationship between the Board, executive leadership, the staff, consultants, and contractors.

Thought Leader HART will be a local leader in the discussion of comprehensive transportation issues, offering technical advice and opinions that address mobility issues holistically including first/last mile, housing, equality, alternative modes, new technologies, and social justice. With foresight and thoughtful planning, HART can become the state expert in transit systems.

Knowledge Sharing Utilizing the lessons learned and technical knowledge gained through experience with building the rail system and collaborating with stakeholders, HART will transparently share information with the State, and neighboring counties.

Integrated Transportation The City has a well-established Bus system that is highly efficient and well managed. Introduction of Rail will require the redeployment and realignment of certain routes. The Bus system will become a feeder route in some areas and a major transit provider to other areas. HART will work with DTS to ensure Bus/Rail transfers are efficient and have a fare system that supports maximum use of the combined system. It is important that the system is run efficiently, with safety and reliability as its major focus.

STRATEGIC PLAN

23 June 14, 2019


Milestone 1 (December 2020/Soft Opening October 2020) Leadership, Capacity, and Capability

Objectives Actions Performance Measures Ensure HART has the organizational leadership, capacity, and capability to manage the design and construction of the Project, and the transition of rail services, as per the direction of the Board.

Ensure that Board direction is definitively communicated and understood by HART leadership.

Increase Board communication with HART leadership through additional one-on-one meetings and improved reporting.

HART will be a leader in the discussion of comprehensive transportation/mobility issues.

HART will continue to be involved in key local and national associations and will become the key voice in local transportation discussions.

Maintain involvement in local and national transportation groups including WTS, APTA, Rail~Volution, Move Oahu Forward, etc. by providing speakers, serving on committees, and participating in conferences. Initiate a local series of discussions/roundtables with local activists, agencies, and community members on broader social issues affecting Honolulu, including transportation.

Ensure that all of Hawaii is able to learn from, and benefit from, HART’s experiences.

Share knowledge gained through experience with building the rail system with neighbor island counties.

Ensure that materials are accessible and easily referenced, and that web contacts are up to date.

Integrated Transportation

Objectives Actions Performance Measures Ensure an efficient, safe and reliable transportation system.

HART will work with DTS to ensure Bus/Rail transfers are efficient and have a fare system that supports maximum use of the combined system.

The bus system realignment will be completed and the integrated fare system will be fully adopted prior to rail revenue service.

STRATEGIC PLAN

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Short-Range and Long-Range Delivery Strategy Proposed Milestones leading up to Interim Opening, Middle Street Opening, and Full Revenue Service are listed in this section.

2020 Delivery Plan MSF Operational 1 Jun 2019

P3 Off-Ramp Decision 1 Sep 2019

P3 Final Addendum 8 Nov 2019

Fixed Facility Completion (KHSG) 30 Dec 2019

P3 Notice of Award (CCGS, PHGTC) 23 Jan 2020

Start Functional Track Testing 1 Feb 2020

P3 Financial Close and NTP 23 Jun 2020

Receive CROE on last ROW 30 Jun 2020

MILESTONE 1. Interim Opening 31 Dec 2020 with a “Soft Opening” target of October 2020.

2023 Delivery Plan Fixed Facility completion (AGS, Segment 2) 1 Jun 2021

Complete CCUR work Feb 2022

Start Systems Integration Testing (Segment 2) Not identified yet

Start Pre-Revenue Testing (Segment 2) Not identified yet

MILESTONE 2. Segment 2 Opening (Middle Street) No later than 31 Dec 2023

2025 Delivery Plan Start of Pre-Revenue Testing (Full System) 30 Aug 2024

MILESTONE 3. Full Revenue Service Date No later than 31 Dec 2025

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ATTACHMENTS A Summary of Focus Areas

B Background Information

C List of Abbreviations

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Attachment A: Summary of Focus Areas

Partnerships



Agency Exit Plan

Staffing

Staff and Role Transitions

Safety and Security during Construction

Project Delivery

Leadership, Capacity, and Capability

Integrated Transportation System

Sustainability and Environmental Enhancement

Energy Management

Recycling






Focus Areas

STRATEGIC PLAN

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Attachment B: Background Information

Sources

FTA Recovery Plan, November 2018

Contributors/Acknowledgements

Executive Director and Chief Executive Officer

• Andrew S. Robbins

HART Strategic Planning Committee

• Bill Brennan • Charles “Sam” Carnaggio • Nicole Chapman • Robert Good • Ruth Lehr • Krishniah N. Murthy • Joyce A. M. Oliveira • Andrew S. Robbins • Robert Yu (formerly with HART)

Key Contributing Staff

• Tesse Rasmussen • Liz A. Crenshaw • Mike Schneider • Tom Jenkins

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Attachment C: List of Abbreviations

AGS Airport Section Guideway and Station Group

AHJV Ansaldo Honolulu Joint Venture

APTA American Public Transportation Association

CAM Critical Access Milestone

CCGS City Center Section Guideway and Station Group

CCUR City Center Utilities Relocation Construction

DB Design-Build

DBB Design-Bid-Build

DBFOM Design-Build-Finance-Operate-Maintain

DBOM Design-Bid-Operate-Maintain

DTS City and County of Honolulu, Department of Transportation Services

EAC Estimate at Completion

EIS Environmental Impact Statement

FFGA Full Funding Grant Agreement

FHSG Farrington Highway Station Group

FTA Federal Transit Administration

FY Fiscal Year

HART Honolulu Authority for Rapid Transportation

HDOT State of Hawai‘i Department of Transportation

HECO Hawaiian Electric Company, Inc.

HRTP Honolulu Rail Transit Project

KHG Kamehameha Highway Guideway

KHSG Kamehameha Highway Station Group

LPA Locally Preferred Alternative

MOS Minimum Operable Segment

MSF Maintenance and Storage Facility

NEPA National Environmental Protection Act

NTP Notice to Proceed

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29 June 14, 2019

O&M Operations and Maintenance

OahuMPO O‘ahu Metropolitan Planning Organization

OTS O‘ahu Transit Services, Inc.

P3 Public-Private Partnership

PHGTC Pearl Highlands Parking Garage and Transit Center

PMOC Project Management Oversight Contractor

PMP Project Management Plan

RFP Request for Proposals

ROC Rail Operations Center

ROW Right-of-Way

SB4 Senate Bill 4

TOD Transit-Oriented Development

TVM Ticket Vending Machine

USDOT United States Department of Transportation

WOSG West O‘ahu Station Group

WOFH West O‘ahu/Farrington Highway Guideway

YOE Year of Expenditure

Strategic Plan Board of Directors Meeting

June 17, 2019

5 Focus Areas

3 Milestones

1 Strategic Plan

Strategic Plan as HART’s Culture

Mission

Improve mobility, reliability and land use:

• Mobility: Improve mobility for all residents, visitors, and businesses on Oahu Island

• Reliability: Increase reliability of travel in the congested travel corridor between Kapolei and urban Honolulu by offering a travel choice that is safe, clean, and free of at-grade level congestion

• Land Use: Assist the City to initiate new urban centers and transit-oriented development along the corridor

Vision

A sustainable world class rail system that integrates with the bus system to link communities, jobs, and recreational facilities.

5 Focus Areas

3 Milestones

Milestone 1: by December 31, 2020 (“soft opening” target of October 2020)

• East Kapolei to Aloha Stadium segment

Milestone 2: by December 31, 2023

• Aloha Stadium to Middle Street segment

Milestone 3: by December 31, 2025

• Full and final operable Rail System to Ala Moana

HART as a Construction Manager

Build High Performance Team for Project Delivery

Systems Operation Transition • Collaborative Staffing Plan

• Develop O&M Transition Plan

Safe and Secure Design

HART as a Relationship Manager

Partnerships • Federal/State/City/Third Parties/

Businesses/local communities

• Develop Communications Management Plan

Managing Relationships

Extensions to the System • Assist in an advisory capacity and develop a

System Expansion Strategic Plan only at the direction of the City

Agency Exit Plan

HART as a Human Capital Manager

Staffing • Recruiting & Transitions

• Update Staffing and Succession Plan

• Strong Deputy and strong “Bench”

• Employee Development and Training

Safety & Security during Construction • Enforce Safety & Security Plan - No

Time Lost Program

HART as an Environmental Manager

Sustainability and Environmental Enhancement • Sustainability Action Plan

• Environmental Management System

• Sustainability Mobility Lab

• APTA Sustainability Program

HART as a Transportation Manager

Leadership, Capacity & Capability • Thought Leader

• Knowledge Sharing

• HART staff will be City & State asset for Mega projects

Integrated Transportation

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