Resultados de la encuesta del diagnóstico socioeconómico de la microcuenca quebrada la

FTA requires a cost estimate and schedule at each phase of the project process cycle, although the format of the cost estimate changes. In PD Phase, project cost estimates and schedules present data in unit cost breakdowns of the proposed project. When a project proceeds to Engineering and the Project Sponsor seeks an Full Funding Grant Agreement or before Small Starts Grant Agreement, the cost estimates are allocated to specific contracts and are based on quantity takeoffs and unit prices of WBS components that can then be tracked and periodically updated as the project continues through the design and construction process. All costs should be presented in the FTA SCC categories.

Capital cost deliverables describe the cost estimation process and segment costs by major cost category (e.g., guideway, facilities, systems, and vehicles). Cost estimates include soft-costs such as the following:

 Real estate/ROW acquisition and relocation  Utility relocation

 Project management

 Engineering, design, and specialized studies  Third-party reviews and permitting fees  Construction management

 Environmental impact mitigation  Public involvement

 Testing and start-up  Insurance

 Project financing

 Contingency allowances

 Escalation from the date of the estimate to the date of implementation

The capital plan should document the current cost estimate for the proposed project, describing each major cost component. In early PD, this can be a simple cost estimate, including high contingencies to reflect uncertainties in scope, which can be used for the financial plan. At the end of PD, the scope of the project should be more accurately determined and additional detail should be added to the cost estimate, forming a project budget that matches up with the project description and forms the Basis for Design. This Project Budget should conform to FTA guidance provided in a workbook that collects and assembles the capital costs into FTA Standard Cost Categories (SCC) format, as well to the Project Sponsor’s planned contract units established through the establishment of a definitive contract packaging method. Before entry into FFGA or SSGA, the project budgets should be baselined based on project scope and schedule.

FTA’s Standard Cost Categories (SCC) for Capital Projects [Ref. 3-9] contains an SCC format sample project budget that all Project Sponsors, and MCP Project Sponsors in particular, must use at the entry to each project phase. This same reference [Ref. 3-9] also demonstrates the translation of a Project Sponsor cost estimate into SCC format. The Project Sponsor should keep in mind that the budget format used must be directly correlated and accurately represented in the SCC format.

Construction cost indices are useful in estimating costs. Two national sources for cost indices are Engineering News Record and F.W. Dodge Reports, both of which are published by McGraw-Hill, Inc. Various construction groups typically publish local cost data. State agencies and associations publish unit cost data for various construction items. These data are beneficial because local labor rates for various crafts are used, together with labor availability in the area. However, in many instances, they fail to account for some of the cost line items that are unique to transit projects.

FTA has developed a Capital Cost Database through which costs are tracked in the FTA’s SCC framework and the costs validated by the Project Sponsors. This database is available online and added to regularly [Ref. 3-10].

Additional FTA studies of transit capital costs have documented actual costs by categories for several transit projects:

 Light Rail Transit Capital Cost Study [Ref. 3-11]

 Fixed Guideway Capital Costs, Heavy Rail and Busway/HOV Lane [Ref. 3-12]

 Transit Capital Cost Index [Ref. 3-13] These studies provide cost information for labor, materials, and equipment, as well as normalized cost data to account for cost differences by project date and city. Referring to these studies will also assist transit agencies in developing local cost estimates by cost component.

Internal FTA White Paper: Cost

Estimation Methodology

Cost estimation is a process that provides progressively more accurate information as a project moves from concept through Final Design and awarding of Construction contracts. It establishes initial budget limits and is the crucial element of a project management/control system. FTA relies heavily on a grantee’s ability to develop and monitor an accurate project budget. Over time, budgets should be refined as more detailed engineering information becomes available. The White Paper provides several cost estimation recommendations (see Appendix A).

The capital cost estimates should initially

produce data in present day dollars and then escalate them to the year-of-expenditure (YOE), using distinct inflation forecasts for, at a minimum, material and equipment costs, ROW acquisition, labor cost, and general price inflation. The Transit Capital Cost Index report contains information on inflation indices. Costs in constant dollars should be budgeted according to the construction schedule. These costs should then be escalated to the year of expenditure. The SCC Workbook provides, at the worksheet tab entitled “Inflation”, a formatted spreadsheet Project Sponsors are encouraged to use to calculate YOE costs based upon the project cash flow. For more detail, refer to:

 Federal Transit Administration - Standard Cost Categories (SCC) for Capital Projects [Ref. 3-9]

During Engineering, Project Sponsors usually break projects into contract units or packages, each with a distinct schedule and cost estimate and a specific contingency amount allocated to each contract at the time of award. An unallocated contingency amount should be maintained at the project level. The initial escalated cost estimate divided into contract units is, as mentioned above, called the Baseline Project Budget and is developed by the MCP Project Sponsor before an FFGA is signed. This estimate may be derived from estimated contract costs escalated to year-of-expenditure (generally at the mid-point of construction but sometimes even more specific with respect to at least the anticipated quarter in which expenditures will be booked). Each contract will be awarded and tracked by the Project Sponsor throughout the Construction phase.

The cost estimates may change as bids for each of the contracts come in higher or lower than the Baseline Project Budget has projected. If the contingency funds (allocated and unallocated) are not sufficient to accommodate higher bids and future project risk, changes to project scope and contract amendments may be required to stay within budget. The Project Sponsor should track these changes in project costs on a separate schedule that provides the current budget forecast for the project. As the current budget forecast changes, the capital plan may need revisions to ensure that the Project Sponsor maintains a sound financial position. Project Sponsors are subject to financial spot reviews by FTA and its PMOCs to ensure that they have the financial capacity to complete the project according to the terms of the FFGA, as well as to operate and maintain the existing transit system and service levels.

It is imperative that Project Sponsors carefully undertake any and all proposed changes in project scope so as not to compromise the project definition enunciated in the project’s Final Environmental Impact Statement (FEIS) or FEIS associated programmatic agreements, or jeopardize the provisions of the FFGA or Master Agreement.