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Showing posts with label Audit. Show all posts
Showing posts with label Audit. Show all posts

Saturday, June 27, 2020

Audit of LARCA shows major discrepancies in its accounting practices.

Writing in this week's Reston Connection, John Lovaas, the Independent Progressive, lays out a series of discrepancies discovered by Ernst & Young in its audit of the Lake Anne of Reston Condominium Association (LARCA) for the last three years.   After laying out the details, he ends with the comment, "Next-All await the outcome of the Commonwealth Attorney’s investigation!"

We thought you should know the full story.  Below we present present the full presentation received by the LARCA Board so you can assess for yourself the competence and legality of the decisions made by LARCA management.   It does not look good.

Friday, February 10, 2017

Reston 20/20 Statement to StoneTurn Group at the Tetra Review Community Meeting, Februrary 9, 2017



Statement of
Terry Maynard, Co-Chair, Reston 20/20 Committee
To the StoneTurn Group
Re the Independent Review of the Tetra Property Acquisition and Renovation
February 9, 2017

Good afternoon.  My name is Terry Maynard, 2217 Wakerobin Lane, and I have been a resident of Reston for more than three decades.   I am co-chair of the Reston 20/20 Committee, an informal committee of Restonians interested in sustaining Robert Simon’s vision for our beautiful planned community.   In other community roles, I have served as a member of the Reston Citizens Association Board of Directors and its representative on the Reston Master Plan Task Force.  

As Reston 20/20’s co-chair, I am here this afternoon to encourage you to pursue a vigorous investigation and comprehensive report on what we believe is the greatest leadership crisis in the history of the Reston Association.   Never have so many people in Reston’s leadership on the RA Board of Directors and among its senior staff behaved so unethically if not outright illegally, demonstrated such complete incompetence in analyzing and managing the finances of a single RA project, and used secrecy behind a legal façade to protect the guilty while so neglecting the interests of the community. 

The challenge ahead of you to try to uncover, digest, analyze, and present to the Reston community, not just the Board, a report in just one month detailing all the errors and misdeeds that have been reported, much less a course of corrective action, is daunting.  Still, the community needs you to detail the who, how, when, and why of all these events or we will continue to be ill-served.  A simple set of process improvement recommendations will be inadequate and a further waste of RA members’ money on the Tetra fiasco.  Moreover, your process recommendations will quite likely be ignored by the Board of Directors and RA staff in the end.

Reston 20/20 has been at the forefront of the effort to prevent and expose the ongoing fiasco dating back to at least April 2015.  Our blog has more than 40 posts about the evolving Tetra morass ranging from analyses during the referendum period of the financial hole it has now put the community in to RA’s prejudicial negotiations with Mediaworld for the independent review contract you now have.   Most of it is original; some of it we re-posted from other sources, including our op-eds that have appeared in RestonNow and the Reston Connection.  And we have testified before the RA Board and at its community meetings during the referendum period. 

I look forward to discussing any and all of our work with you at your convenience.  You will find in reading our products and in our discussions that we try to document our methods as well as our results, including any assumptions that we may have made, wherever we can.  Nonetheless, our analyses are based on publicly available information—including information we have requested and received from RA—and, as a result, are necessarily more limited than we would like.   

To get you started in looking at what we have done, I am giving you a selection of posts from the Reston 20/20 that shows a bit of the range of work we have done on the issues surrounding Tetra.  I hope you come to understand, challenge, and report on these issues and others.  Maybe most importantly, it includes a paper identifying the eight key issues that we believe ought to be addressed in your effort.  This issue paper was included in the RFP you received.  We think it should be the foundation document for your investigation and report. 

You have a challenging task ahead that is of vital importance to the good governance of our community.  I wish you the best in your efforts and offer to sit down to discuss the Tetra matter with you at your convenience. 

Thank you for your time and good luck. 


Attachments (in chronological order):

Thursday, December 22, 2016

Another RA Tetra fail: Mediaworld informs the RA Board it can not come to terms with RA on the independent Tetra review.

As the letter from Mediaworld President Sridhar Ganesan below indicates, Mediaworld has not been able to negotiate a reasonable $1 contract with RA to review the Tetra acquisition as approved by the Board months ago.  The letter highlights Mediaworld's continuing willingness to carry out the work under less restrictive and risky terms as discussed in the last Board meeting, but so far RA has been unable to present such a contract.

Sunday, July 10, 2016

Key Issues in RA’s Planned Independent Tetra Audit, Reston 20/20, July 10, 2016

The paper below identifies eight issues and numerous related questions that Reston 20/20 believes the RA independent audit of the Tetra debacle should address.  The paper has been sent to the RA Board of Directors for its consideration and action by the Board Governance Committee.

Thursday, January 22, 2015

County Audit Forms for FOL Voluntary, Fairfax Library Advocates

This is re-posted from the Fairfax Library Adovcates blog.

Subject: Audit forms voluntary  

Summary:  County officials confirm that completion of the recently distributed audit forms, or CSAs, is strictly voluntary.  Individual groups may complete them in detail, send in an alternate document such as a 990, or ignore them.  It was also noted a version of the CSA meant for County offices was inadvertently included in the letter sent to Friends’ groups and can be ignored.   End Summary
 
A group of the Fairfax Library Advocates, accompanied by an attorney providing pro bono assistance, met with County officials Wednesday afternoon, following up on the earlier meeting of January 9, 2015.
 
As is standard practice, the Advocates emphasized they do not speak for or represent anyone other than themselves. 
 
The purpose of the meeting was to try to rectify discrepancies between statements made by senior County officials and the materials distributed to various groups.   In pursuit of this, the conversation began with an attempt to clarify the origin of the audit request.   It has been repeatedly acknowledged by all parties that the Fairfax County Federation of Citizens Associations did not request an audit of the Friends' accounts.   Further, a previous assertion that a homeowner’s group asked for the audit has no merit.  There have been no allegations of impropriety by any Friends group.  From discussions with members of concerned groups it appears the request did not originate with the Board of Supervisors, the Board of Trustees, Branch Managers or staff, the Board Auditor’s office, the media, or any outside group.  A very limited number of possible originating offices remain, but the officials declined comment.  The officials made it clear that they could not speak to anything other than the details of the CSA itself and that the auditor was simply doing as required by the BOS Resolution.
 
On the timing of the request, there is no indication that a review of Friends’ assets and operations was contemplated until after the Federation made its request for an audit of the Library Administration’s System Gift Fund. 
 
Moving to the audit itself, the Auditor’s office representatives stated they developed the Control Self Assessments (CSAs) in response to instructions from the Board of Supervisors in the Board Minutes of December 2, 2014.   The Advocates noted that set of Board Minutes was drafted under the false assumption that the Federation had requested the Friends be audited and the entire premise of the request was thus in question.  The Auditors replied they worked with the instructions they were given.  The Advocates accepted that the Auditor’s office had to follow orders but asked when the Board Minutes would be corrected and if this would then obviate subsequent instructions.  This question was outside the purview of the County participants and it was agreed this would be better addressed to the Board of Supervisors.
 
The Auditors noted at this point that two versions of the CSA, one for the Friends and a different one for County offices, had inadvertently been sent out together.   Only the first version, marked for “FOL” need be considered.  
 
The Advocates wondered under what authority the County was auditing independent 501 (c) 3 organizations.  They noted Chairman Bulova had written Acting Advocates Chairman Hays on October 31, 2014 and stated, “The Friends accounts, to my knowledge, are not subject to county audits  since they are separate (non-county) non-profits.”   The officials then stated that completion of the forms was strictly voluntary and thus no authority was needed.  This surprised the Advocates present, who stated the letter sent gave the strong impression that the County was insisting on these forms being completed.   The County officials repeated that the process was voluntary.  When asked if that meant any given Friends group could choose to fill out the form in exhaustive detail, choose to send in only documents already prepared for other purposes like a 990, choose to answer N/A to everything, or choose to ignore the request entirely the answer was yes.
 
This led to a discussion of what was the purpose of the CSAs.  The Auditor explained there were several ways he could have approached satisfying the Supervisors’ request including a full audit but he settled on the CSA approach as he felt it likely to be the easiest and the most useful.   One goal was to better understand and track funds flowing into and out of the Library Administration’s gift fund.  
 
When it became evident not everyone was familiar with the system used to collect and account for funds that go to the gift fund, one of the Advocates with direct and extensive knowledge of this explained the process.  Briefly, through the new Comprise system the County collects all monies and has complete control of the entire process.  The Friends generally have no knowledge of what has been collected until the County returns that portion which goes to the Friends.   Given the County controls 100% of this process, what could the Friends usefully add?  The Auditor contended that additional information was always helpful and served to verify other accounts.  
 
A second use of the CSAs is to determine best practices that can then be shared with other groups.   In response to this it was noted many Friends groups already share information and ideas and there were regular Forums that also served this purpose.  
 
Meanwhile, all the focus on an audit of the Friends has taken attention away from the request the Federation actually did make in this area, a full audit of the Library Administration’s Gift Fund.   During the January 9th meeting with Chairman Bulova, the Library Administrators agreed to provide information beginning with copies of detailed quarterly reports on the uses of the Fund already produced and distributed to Branch Managers.  These (dating back at least five years) have not yet been received.  
 
The County officials were gracious with their time and professionally presented their reasoning for their actions.  
 
The Advocates concluded by noting the voluntary aspect of the CSA was unclear to many people as was the continued inaccurate reference to the CSAs being developed in response to a Federation request.  The Advocates suggested the County clarify these two points and perhaps provide additional justification for their remaining requests in a follow-up letter.  
 
Comment – the County made no claim to any right to insist the Friends provide information on anything other than a voluntary basis.   It is our opinion they correctly understand this as there is no such right.  The proposed new MOU is yet to be seen, and may assert some claim in this area, but the County officials said they have no knowledge of what may or may not be in the MOU as this rests with the Trustees.  
 
Every Friends Group is, of course, free to take any action it sees fit with respect to the CSAs.   A variety of responses can probably be expected.  The auditor did say that he had received phone calls from several Friends’ groups asking questions. The meeting ended with a reaffirmation of a desire to work collaboratively on issues of common concern and the additional clarifications received here help in that regard. 

Wednesday, January 14, 2015

Fairfax County Board Auditor sends outrageous audit request to Friends of the Library groups!


Below is the full text of the letter, background materials, and audit questionnaire sent by Fairfax County Board Auditor Jim Shelton to the county's 21 Friends of the Library groups calling for a response by February 16.  Described as a "control self-assessment tool" that "is designed to be a collaborative approach to gathering the needed information," the questionnaire is little more than a fishing expedition that, if completed, could lead to legal action against the Friends groups, not to mention shutting them down.

It behooves the Friends groups to reject this audit request as intrusive, unwarranted. and possibly illegal demand.  The groups are private, volunteer 501(c)3 corporations with no legal obligation to provide more than public information to the county.  Moreover, providing anything more than publicly required legal documents, such as the 990 tax returns, puts each group and their members in legal jeopardy.

The action by the Board of Supervisors to require this audit is punitive.  We believe it is intended to shut down the Friends groups who have been critical of the FCPL administration.

The key reason for the punitive audit is a "manifesto" prepared by some Friends members and library staff that was sent to the Library Board in Summer 2013 by Library Director Sam Clay.  Among the points it makes are the need to:
  • Fund a high quality library system.
  • Modernize the Library Trustee Board.
  • Maintain highest standards of library services.
  • Make the Library Foundation independent.
  • Modernize the Library publicity department.
  • Restore Friends confidence.
 It established these imperatives for 2013 (none of which have been accomplished):
  • Fire the Director.
  • Make the Board of Trustees do their job.
  • Appoint an Interim Director.
  • Form a Branch Manager Committee of the Whole (during the interim period).
Is there any reason to doubt that this punitive audit is the way Library Director Sam Clay and the Board of Supervisors have reacted to the demands of knowledgeable volunteers who actually bring tremendous value to our libraries for much needed change in the county library system? 

Friday, January 17, 2014

What is wrong with MWAA? Is there nothing they (still) won't do or hide?

In an excellent article in this morning's Washington Post, "Audit questions whether MWAA is properly managing Silver Line funding," transportation reporter Lori Aratani lays out the results of the US Dept. of Transportation audit of MWAA.  It shows an organization that not doesn't try to serve the public; it also tries not to answer to lawful authorities while only serving the pockets of its executives.  Here are some excerpts:
A new federal audit raises questions about whether the Metropolitan Washington Airports Authority is properly managing the nearly $975 million in federal funding it received to build the Silver Line rail project.
The 20-page audit, by the Department of Transportation’s Inspector General and obtained by The Washington Post, identified several instances in which MWAA used federal dollars to pay for services prohibited under federal guidelines and for expenses unrelated to construction of the first phase of the $5.6 billion rail project. . .
This most recent audit was an outgrowth of the inspector general’s previous investigation of operations at the authority, in which auditors identified myriad instances of mismanagement and lax oversight where a top executive hired relatives for jobs at the authority and another accepted Super Bowl tickets and other gifts from contractors doing business with MWAA. In all, 10 people were fired or disciplined following the release of that report. . .
The federal auditors also said authority officials were less than forthcoming when it came to providing documents.
“MWAA took extended periods of time to provide the requested information, which was frequently incomplete and required additional follow-up requests,” the report says. “Ultimately our scope was limited to a review of documents MWAA provided by our final cut-off date of June 14, 2013 – 4 months after MWAA representatives committed to providing all requested documentation.”

Sunday, July 29, 2012

Dulles rail project needs better FTA oversight, audit finds, Washington Post, July 28, 2012

The Federal Transit Administration’s oversight of the Silver Line rail project must be more responsive to safety issues and more aggressive in its monitoring of costs and scheduling, according to a federal audit released last week.
The 44-page report by the Department of Transportation’s inspector general focuses on what actions the FTA has taken to address safety concerns first raised in 2009. It also recommends that the agency use its oversight role to ensure that costs are more closely monitored.

The 23-mile Silver Line rail project is being built by the Metropolitan Washington Airports Authority and is one of the nation’s largest infrastructure projects. But the project has been dogged by political battles over its price tag, disputes over funding, and concerns about whether MWAA and other parties involved in its construction are doing enough to ensure passenger safety. . . .
The rest of this article provides a some details on the areas of concern.  It includes a claim by "proponents" of the line that it will carry 60,000 passengers a day--a number we are not sure appears in any published forecast of future passenger use, although we would like to see the Silver Line fully utilized.

 Click here for the rest of this article. 

This final report is the first of two US DOT's OIG is conducting of MWAA's management of Silver Line construction.  The other report focuses on Phase 2.  It's preliminary report on the results of that Phase 2 audit were presented in an interim letter to Congressman Frank Wolf--who called for the audit--in mid-May.  

We certainly share the view that MWAA needs greater responsible outside oversight because, as of now, it has none.  It is a power unto itself, even ignoring the Virginia Governor's appointment of new members to the MWAA Board of Directors.   In another step in that direction, Congressman Frank Wolf is leading a legislative effort to create a permanent Inspector General for MWAA, but that is not an effort that will become reality before this year's elections. 

For those of you who would like to read the DOT's Office of Inspector General's full44-page report, we provide this link to the full PDF download.   Below is the summary of the report:

On July 26, 2012, we issued our report on the Federal Transit Administration’s (FTA) oversight of phase 1 of the Dulles Corridor Metrorail project.  This was a self-initiated audit subsequent to a Management Advisory we issued in October 2009, which expressed concerns about the safety of using 11 pier foundations to support part of the Dulles project’s guideway.  Our audit found that while FTA implemented an oversight process to ensure that MWAA tested the 30-year-old pier foundations, the testing process has not yet provided assurance that the structures will meet the 50-year service life specified in FTA guidance.  We also found that, as of February 2012, when we issued our draft report, FTA had not taken sufficient mitigation actions to address key project issues that put the schedule, cost estimate, and funding from the 2009 Full Funding Grant Agreement at risk.  In its response to our draft report, FTA agreed to direct additional testing to further ensure the 50-year service life for the structures and to take acceptable actions to address the key project issues we raised.

Wednesday, May 16, 2012

Review of CDM Smith's Traffic & Revenue Forecast by DOT OIG and RCA Reston 2020



 “Our preliminary assessment of Dulles Toll Road revenue estimates suggests that the assumptions MWAA used to arrive at the estimates are generally reasonable. MWAA plans to finance almost two-thirds of Phase 2 of the Dulles Corridor Metrorail Project with revenue from the toll road, which it operates following a 2008 transfer agreement from the Virginia State DOT. Because MWAA’s Phase 2 funding depends heavily on the revenue the toll road can produce and sustain, sound revenue forecasts are critical to the success of MWAA’s funding plans. Our review focused on the inputs and assumptions used in forecasting toll receipts in a March 2012 report commissioned by MWAA.

“MWAA’s population and employment forecasts and gasoline price assumptions appear reasonable. While MWAA’s method for estimating values of time (VOT) does not follow typical practice, the resulting assumptions appear reasonable. We also identified factors that help explain an increase between two Dulles Toll Road studies in the toll projected to maximize revenue.”

US DOT Office of Inspector General Preliminary
            MWAA Audit, May 15, 2012, pp. 12-13.

The above opens the section of the US Department of Transportation’s Office of Inspector General preliminary MWAA audit report on the most recent forecast for tolls, traffic, and revenues for the Dulles Toll Road.  While the media has so far has focused on the first half of this report that focuses on MWAA’s faulty management practices, this second part of the report is far more important in understanding the implications of the current funding arrangements for the Silver Line’s construction on future toll road use and the economic growth of the Dulles Corridor.  For the record, however, the traffic and revenue forecast was prepared by CDM Smith (CDMS)—formerly Wilbur Smith & Associates (WSA)—for MWAA, not by MWAA itself. 

Most importantly, RCA’s Reston 2020 Committee generally agrees with the DOT OIG audit, although we have taken our analysis further to look at the risks.  In fact, we came to this conclusion in early March 2012 in a committee meeting where we reviewed our analysis of the most recent (CDMS) forecast. 

We prepared a draft presentation concerning the report, but decided not to publish it until now because (a) CDMS was supposed to complete its report within weeks, and (b) we anticipated that DOT OIG would be examining it as well.  We simply decided to wait. 
  • The DOT OIG preliminary report was published yesterday with its summary discussion of the latest version of the CDMS Report.
  • We are still waiting for release to the public of the latest version of the CDM Smith forecast—a March 2012 version entitled “The Comprehensive Traffic and Revenue Study 2012 Update Working Draft,” according to the DOT OIG audit.  That March 2012 version has not been made public to our knowledge, a part of MWAA’s continuing problem with transparency. 
Our judgments were based on the January “Executive Brief and Preliminary Results, CDM Smith, January 2012.” That draft presentation—with minor editorial correction, but no analytic changes—is presented below in its “draft” format.  Based on the DOT OIG commentary, we do not expect to see significant changes in the March (or later) versions of the CDMS traffic and revenue report. 

Without detailing our analysis in this brief post, we present below the conclusions and the chart that highlights those conclusions.
  • We expect population and employment growth will be slower and gasoline price escalation higher over the next 40 years than CDMS & RPG forecast.
  • Our results suggest the likelihood of revenue shortfalls in every year and growing to 25% by the end of the 40-year forecast period.
  • The odds are two-to-one that the annual forecast revenues are not achieved (67%) at the end of the forecast period.
  • Projected annual revenue shortfalls grow to more than $130MM late in the forecast period.
  • The cumulative revenue shortfall is likely to be about $1.7 billion over 40 years—about one-tenth of total forecast revenues.
  • All of this assumes project and financing costs do not increase after the preparation of the CDMS T&R forecast.
These conclusions are generally depicted in the following chart from the draft presentation:

In our view, this forecast is “generally reasonable” in that it captures nearly 90% of the expected revenues over a four-decade period.  That said, the likelihood that tolls will need to be higher by 10% or so against knowable forecast variables and there are no doubt other costs that cannot yet be foreseen means that tolls are likely to be significantly higher than CDMS’ forecasts in the long term.

Tuesday, May 15, 2012

Interim Response Letter to Congressmen Wolf and Latham Regarding MWAA, US DOT Office of Inspector General, May 15, 2012

DOT OIG MWAA Interim Letter, May 15, 2012

Federal report faults airports authority for weaknesses in controls, oversight, Washington Post, May 15, 2012

By , Updated: Tuesday, May 15, 11:40 AM


The eight-page draft report, by the U.S. Transportation Department’s inspector general, is expected to be released Tuesday afternoon. A copy of the draft was obtained by The Washington Post.

The airports authority, which has 1,400 employees and a nearly $2 billion annual budget, oversees Reagan National and Dulles International airports as well as construction of Metro’s new Silver Line. Nearly 30 local politicians and officials from MWAA and Virginia’s transportation department are expected to be briefed this afternoon by the inspector general. . . .
Click here for the rest of this WaPo article.

Thursday, March 1, 2012

FC Quarterly Audit: Dulles Metrorail Project, February 2012

For access to the online document, click on the post title above.  

DULLES METRORAIL PROJECT

The Audit Committee requested that OFPA monitor the Dulles Corridor Metrorail Project (Project) with a focus on the project costs and project timeframes. OFPA is tracking the following areas: 1) Project Cost, 2) Start of Revenue Service and 3) Funding Obligations. 

Currently, only Phase I is under active construction. Information used in this OFPA report is based on the December 2011, MWAA Monthly Progress Report, dated February 1, 2012 and the Comprehensive Monthly Report issued by the Project Management Oversight Contractor (PMOC) for the FTA dated January 20, 2012.

I. PROJECT COST STRUCTURE

Phase I Budget

Phase I of the project has a total budget of approximately $3.2 billion. As of December 2011approximately $1.77 billion of the Project funds have been expended.1 The Project team assesses Phase I as 61% complete.2 The overall project expenditure and construction completion rates are running roughly in parallel. The Contingency budget of $297.7 million and the Allowance budget of $485.7 million are 9% and 15% of the total Phase I budget respectively. The Project faces challenges in containing the usage rates of the Contingency and Allowance budgets.

[1]Change Orders
The MWAA report divides change orders into two broad categories: Amended and Restated Design Build, and Utility Relocation. Through December 2011, there were $78.3 million in total changes to the Design Build category3 which represent approximately 4.6% of the original total contract amount.

There have been $22.9 million in total changes to the Utility Relocation category, which represent 17.7% of the total original contract amount.4 MWAA assesses this project phase as 99% complete.5 The Utility Relocation category data has been unchanged for approximately one year.

Contingency Utilization
The tracking of contingency fund use is helpful in monitoring the progression of a project and its financial commitments. Contingency funds are classified as federal and non-federal and are tracked separately by MWAA. In the event there are unspent contingency funds in one project phase, those funds are moved to the Project’s contingency reserve account. Any positive amount in that reserve account is used prior to the contingency allocation for the next phase. The federal contingency had a starting balance of $297.7 million. Of this amount, $222.3 million has been utilized through project phases 1- 7, as noted in the following table:


There is an additional $34.1 million of Federal Contingency that has been obligated for Project phases 8 through 12. Since those obligations have not been utilized they are not included in the above MWAA table. To summarize the status of the Federal Contingency, of the original $297.7 million budget, $222.3 million has been utilized and $34.1 million obligated – leaving a balance of $41.3 million as of December 2011, or 14% of the original allocation. This is down from a remaining balance of $70.8 million or 24% from September. The following MWAA table shows the contingency balance after utilized and obligated amounts have been subtracted. These figures do not include contingency amounts which are currently being reviewed or negotiated by MWAA.


There is approximately $28.3 million in additional Contract Change Orders currently under evaluation by MWAA.6 Depending on the outcome of these evaluations all or a portion of these change orders could be applied against the contingency budget.

Allowance Items

There is a $485.7 million budget for allowance items. As the table below shows there are 17 major allowance items, each of which may contain multiple sub-projects.


Total committed allowance item funds through the December 2011 MWAA Progress Report is $359.4 million, representing 74% of the allowance budget. Overruns are funded by contingency drawdowns. There have been $64.6 million in overruns through December 2011. DTP has submitted requests for Contract Price Adjustments which could exceed the Allowance Item budget for those categories by approximately $85.9 million.7 On a case by case basis MWAA examines if the DTP request is appropriate to the project scope and within the contract terms.



Cost Mitigation
The PMOC report dated January 20, 2012 notes two significant cost mitigation possibilities. The first is $71.8 million through savings, relative to budget, in finance charges.8 The second area of mitigation is related to ‘betterments’.  Betterments are features that have been added to the project but could be billed to outside parties. The PMOC’s current assessment of the amount of betterments is approximately $94 million.9 A significant portion of these betterments would require negotiation with WMATA.


[4]II. START OF REVENUE SERVICE FOR PHASE I

Overall Project Schedule

Key milestone definitions have been established over the last quarter. These definitions do not make any material changes in the status of the Project. However, it is important to understand the definitions in the context of current and future reports. What had commonly been referred to as Revenue Operations Date or ROD (established as 12/16/2013) is now referred to as Project ROD. This differentiates it from the revenue operations date established by the FTA in the FFGA. That date is now referred to as the FFGA ROD (established as 12/1/2014). OFPA has reported on the Project ROD in this and prior reports and will continue to do so.

The MWAA report for December 2011 now anticipates a lag of 20 days (as projected by DTP) with the start of revenue operations in January 2014.10 (Note the official schedule has not been changed, this is a DTP projection.) The 161 day lapse reported as of September has been closed through an agreement between DTP and MWAA on a mitigation schedule. The cost of the mitigation schedule is not available.

Previous quarterly reports noted the ongoing disagreements between MWAA and DTP related to the West Falls Church rail yard and the railcar delays caused by the March 2011 earthquake in Japan. The DTP schedule projections do not include the rail yard or rail car delivery risks. WMATA has developed a fleet plan to use excess rail cars from within the existing fleet to mitigate the impacts of a delivery delay. This plan will need to be monitored and revised as the rail car delivery schedule develops.

III. FUNDING OBLIGATIONS OF FAIRFAX COUNTY 
Based on the current funding agreement, Fairfax County is obligated to pay 16.1% of the total project costs. If Fairfax County decides not to proceed with Phase II of the project, the obligations would be for 16.1% of the final cost for Phase I. The Phase I activities will continue in 2012 through at least the early part of 2014. Over the next 3 to 6 months, as significant project phases are completed, the ability of MWAA to complete the Phase I - Design Build contract within budget will become apparent.




1 MWAA December Monthly Progress Report: Table 5, Page 12
2 MWAA December Monthly Progress Report: Page 5
3 MWAA December Monthly Progress Report: Table 11, Page 28
4 MWAA December Monthly Progress Report: Table 12, Page 29
5 MWAA December Monthly Progress Report: Page 5 
6 MWAA December 2011 – Monthly Progress Report, Tables 13 & 14, Pages 30 & 31
7 MWAA December 2011 – Monthly Progress Report, pp. 24 - 25
8 PMOC January 20, 2012 – p 3.
9 PMOC January 20, 2012 – p 4.
10 MWAA December 2011 – Monthly Progress Report, p. 44