TC Council Packet 04-08-2008TOWN OF AVON, COLORADO
REGULAR COUNCIL MEETING FOR TUESDAY, APRIL 8, 2008
MEETING BEGINS AT 5:30 PM
AVON MUNICIPAL BUILDING, 400 BENCHMARK ROAD
COCOMAIPC
PRESIDING OFFICIALS
MAYOR RON WOLFE
MAYOR PRO TEM BRIAN SIPES
COUNCILORS RICHARD CARROLL, DAVE DANTAS, KRISTI FERRARO
AMY PHILLIPS, TAMRA NOTTINGHAM UNDERWOOD
TOWN ATTORNEY: JOHN DUNN
TOWN STAFF
TOWN MANAGER: LARRY BROOKS TOWN CLERK: PATTY MCKENNY
ALL REGULAR MEETINGS ARE OPEN TO THE PUBLIC EXCEPT EXECUTIVE SESSIONS
COMMENTS FROM THE PUBLIC ARE WELCOME DURING CITIZEN AND COMMUNITY INPUT AND PUBLIC HEARINGS
PLEASE VIEW AVON'S WEBSITE, HTTP://WWW.AVON.ORG, FOR MEETING AGENDAS AND MEETING MATERIALS
AGENDAS ARE POSTED AT AVON MUNICIPAL BUILDING AND RECREATION CENTER, ALPINE BANK, AND AVON LIBRARY
THE AVON TOWN COUNCIL MEETS ON THE SECOND AND FOURTH TUESDAYS OF EVERY MONTH
1. CALL TO ORDER AND ROLL CALL
2. APPROVAL OF AGENDA
3. DISCLOSURE OF POTENTIAL CONFLICT OF INTEREST
4. COMMUNITY INPUT
a. Citizen and Public Input
5. ORDINANCES
a. Public Hearing Ordinance No. 08-05, Series of 2008, Second Reading, An Ordinance
Amending Chapter 9.04 of the Municipal Code of the Town of Avon relating to Hindering Public
Transportation (Brian Kozak, Police Chief) Ordinance addressing persons who recklessly or intentionally
hinder the operation of public transportation to be charged with a misdemeanor
6. RESOLUTIONS
a. Resolution No. 08-11, Series of 2008, Resolution Approving the Final Plat, A Resubdivision of
Lot 49, Block 2, Wildridge, Town of Avon, Eagle County, Colorado (2610 Beartrap Road) (Shane
Pegram, Engineer II) This final plat resubdivides the existing Lot 49, block 2, Wildridge into two distinct
lots, Lot 49A and 49B.
7. APPEALS FROM OR RECOMMENDATIONS OF PLANNING & ZONING COMMISSION
8. NEW BUSINESS
a. Avon Public Works and Transportation Facilities - Design Services Contract Award to CMDNAg
(Jenny Strehler, Public Works and Transportation Director) Review of proposal for the design services
contract for facilities at Swift Gulch
9. UNFINISHED / OLD BUSINESS
10. OTHER BUSINESS
11. TOWN MANAGER REPORT
12. TOWN ATTORNEY REPORT
13. MAYOR REPORT
Avon Council Meeting.08.04.08
Page 3 of 4
TOWN OF AVON, COLORADO
REGULAR COUNCIL MEETING FOR TUESDAY, APRIL 8, 2008
MEETING BEGINS AT 5:30 PM
AVON MUNICIPAL BUILDING, 400 BENCHMARK ROAD
14. FUTURE AGENDA ITEMS:
April 22, 2008: Wildridge Street Improvements, Interviews for Planning & Zoning Commission Appointments,
ERFPD Impact Fees discussion, Transit Amendment budget, W. Beaver Creek Blvd. Parallel
Parking Plans
June 10, 2008: 2007 Audited Financial Statements
15. CONSENT AGENDA
a. Minutes from March 25, 2008
b. Beaver Creek Pump House Fencing — Strategic Fence & Wall Company quote for construction
(Justin Hildreth, Town Engineer) Quote from Strategic Fence and Wall Company for construction of the
required protective fencing at the Avon Whitewater Park per the Tract O operating agreement
c. Settlement Agreement between CSC Land, LLC and Town of Avon (John Dunn, Town Attorney)
Agreement to resolve landscaping and Improvement Location Certificate issues with the developer
16. ADJOURNMENT
Avon Council Meeting.08.04.08
Page 4 of 4
„t the \',u.i.i.v
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Brian Kozak, Chief of Police
Date March 19, 2008
Re: Amendment to Municipal Code, Hindering Public Transportation
(2nd Reading)
COLORADO
Introduction:
This ordinance will allow persons who recklessly or intentionally hinder the operation of
public transportation to be charged with a misdemeanor under the municipal code.
Background:
Recently, bus drivers have been victimized by disorderly passengers. This law will allow
those people who force the bus driver to stop or hinder their operation to be charged with a
crime if their actions are reckless or intentional in nature.
Discussion:
Colorado Revised Statute 18-9-115 designates the crime of endangering public
transportation a felony when there is an intentional assault or use of weapon on the bus.
The municipal code will be enforced for more minor situations where disorderly passengers
hinder the operation of the bus.
Recommendation:
Staff recommends adoption of the ordinance as written. There were no recommended
changes to the first reading.
Recommended Motion:
I move to adopt Ordinance 08-05, an ordinance enacting section 9.04.150 of the Avon
Municipal Code, as written.
Town Manager Comments:
Attachments:
Exhibit A: Proposed ordinance 08-05 regarding Avon Municipal Code section 9.04.150.
TOWN OF AVON, COLORADO
ORDINANCE NO. 08-05
SERIES OF 2008
AN ORDINANCE AMENDING CHAPTER 9.04 OF THE MUNICIPAL CODE OF THE
TOWN OF AVON RELATING TO HINDERING PUBLIC TRANSPORTATION
BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
AVON, COLORADO:
Section 1. Amendment. Chapter 9.04, Title 9 of the Municipal Code of the Town
of Avon is amended by the addition of a Section 9.04.150, Hindering Public Transportation,
to read as follows:
A person commits the offense of hindering transportation if he or she intentionally or
recklessly and without lawful authority stops, hinders or in any way interferes with the operation
of any vehicle used in providing transportation services of any kind to the public. Every person
convicted of a violation of any of the provisions of this Section 9.04.150 shall be punished by a
fine not exceeding two thousand dollars or by imprisonment not exceeding one year or by both
such fine and imprisonment.
INTRODUCED, APPROVED, PASSED ON FIRST READING AND
ORDERED POSTED the 25th day of March, 2008, and a public hearing on this ordinance shall
be held at the regular meeting of the Town Council on the day of March, 2008, at 5:30
P.M. in the Council Chambers, Avon Municipal Building, 400 Benchmark Road, Avon,
Colorado.
Ronald C. Wolfe, Mayor
ATTEST:
Patty McKenny, Town Clerk
INTRODUCED, FINALLY APPROVED, PASSED ON SECOND
READING AND ORDERED POSTED the day of March, 2008.
Ronald C. Wolfe, Mayor
ATTEST:
Patty McKenny, Town Clerk
APPROVED AS TO FORM:
John W. Dunn, Town Attorney
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Justin Hildreth, Town EngineerVitt
Shane Pegram, Engineer II
Date: March 24, 2008
Re: Resolution No. 08-11, Approving the Final Plat, A Resubdivision of Lot 49, Block 2,
Wildridge, Town of Avon, Eagle County, Colorado (2610 Beartrap Road)
Summary: The applicant, Matsen Enterprises, owner of a duplex structure at 2610 Beartrap Road,
submitted a Final Plat to resubdivide Lot 49, Block 2, Wildridge, Town of Avon, Eagle County,
Colorado. This Final Plat resubdivides the existing Lot 49, Block 2, Wildridge into two distinct lots,
Lot 49A and Lot 49B. The party wall agreement and declarations were referred to John Dunn and
Community Development and all requested revisions have been made. The Final Plat is in
conformance with Title 16 of the Avon Municipal Code, Subdivisions. Resolution 08-11 is attached
as Exhibit A, and a copy of the Final Plat is attached as Exhibit B.
Recommendation: Based on provisions of Chapter 16.48 and applicable sections of Title 16, Avon
Municipal Code, staff recommends approval of Resolution No. 08-11, Series of 2008, A Resolution
Approving the Final Plat, A Resubdivision of Lot 49, Block 2, Wildridge, Town of Avon, Eagle County,
Colorado, subject to completion of technical corrections identified by staff.
Proposed Motion: I move to approve Resolution No. 08-11, Series of 2008, A Resolution
Approving the Final Plat, A Resubdivision of Lot 49, Block 2, Wildridge, Town of Avon, Eagle County,
Colorado, subject to completion of technical corrections identified by staff.
Town Manager Comments:
Attachments:
Exhibit A Resolution 08-11, Series of 2008
Exhibit B Final Plat, A Resubdivision of Lot 49, Block 2, Wildridge, Town of Avon, Eagle County,
Colorado
TOWN OF AVON
RESOLUTION NO. 08 -11
Series of 2008
A RESOLUTION APPROVING THE FINAL PLAT, A RESUBDIVISION OF LOT 49,
BLOCK 2, WILDRIDGE, TOWN OF AVON, EAGLE COUNTY, COLORADO.
WHEREAS, Matsen Enterprises has submitted a Final Plat for a Resubdivision of Lot 49, Block
2, Wildridge, Town of Avon, Eagle County, Colorado, located at 2610 Beartrap Road; and
WHEREAS, the Final Plat has been reviewed by the Town Staff; and
WHEREAS, the Final Plat was found to be in conformance with all applicable sections of Title
16, Subdivision, of the Avon Municipal Code; and
WHEREAS, the proposed resubdivision complies with the requirements for consideration as a
Final Plat.
NOW, THEREFORE BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF AVON, that the Final Plat, A Resubdivision of Lot 49, Block 2, Wildridge, Town of Avon,
Eagle County, Colorado, is hereby approved by the Town of Avon subject to:
1. The completion of technical corrections as identified by Town Staff.
ADOPTED THIS DAY OF , 2008.
TOWN COUNCIL
TOWN OF AVON, COLORADO
Ronald C. Wolfe, Mayor
ATTEST:
Patty Bierle-McKenny
Town Clerk
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SHEET 1 OF
Memo
To:
Thru:
From:
Date:
Re:
Avon Town Council
Larry Brooks, Town Manager
Jennifer Strehler, P.E., Director of Public Works
April 8, 2008
Avon Public Works & Transportation Facilities — Design Services Contract award
to CDMNAg
Summary: The Public Works and Transportation Facilities project involves design and construction
of facilities at the Swift Gulch site and the Traer Creek Village site to provide replacement of existing
degraded and undersized temporary portable facilities which have exceeded their useful life. The
project results in facilities that will allow the town to continue to operate and maintain the existing
public infrastructure as well as the new facilities, parks, mall, and street frontage anticipated for the
next 20 years as development progresses toward the vision defined by the Comprehensive Plan.
Attachment A provides conceptual site layouts for the Swift Gulch site and the Traer Creek Village
site developed during the master planning phase which was conducted in 2007 and presented to
Town Council on August 28, 2007.
The total estimated cost for this project is $25,000,000. A commitment to contribute funding to this
project in proportion to space allocation for ECO Transit has been verbally provided by Eagle
County. The Town and the County have jointly applied for $14,000,000 in grant funding from the
State of Colorado and the Federal Transit Authority through the Colorado Association of Transit
Agencies (CASTA). The Town needs to make sufficient progress in 2008 on this design such that
eligibility for receiving grant funding in 2009-2011 (for both the Town and for the County) is
preserved.
The Town advertised a Request for Proposals (RFP) regarding this project, as shown in Attachment
B. The CDMNAg team was selected from three qualified design teams. Their proposal is attached
as Attachment C. A contract was negotiated with this team that was consistent with the Town's
fiscal constraints. This contract is provided in Attachment D (note: the scope is stamped °draft'
pending review and approval from Council on potential ad -services discussed below). Legal review
was completed by the Town Attorney of both the RFP and the proposed contract.
Previous Council Action: This project was initially planned for 1995, but was delayed due to
financial considerations. A revised Master Plan was conducted during the summer of 2007 to
update the planning estimates for overall space needs in conjunction with projections for future staff,
equipment, materials, shops, and long-term services to be provided by Public Works and
Transportation. The updated Master Plan was presented to Town Council during a work session on
August 28, 2007. Town Council expressed a preference for maximizing the use of property and
consolidation of operations at the Swift Gulch site, as much was practical. The preliminary site plan
which Council expressed most comfort with was included in the RFP as the starting point for the
project. Council also recommended inclusion of LEED-Certification or Built -Green quality levels, as
well as a feasibility analysis for incorporating solar power into the project. The project was
designated financially "discretionary" as listed in the Town's 5 -year CIP budget and adopted by the
Council for 2008.
Discussion: The Public Works and Transportation Facility at Swift Gulch is the base camp for all
maintenance activities that happen on the Town's roads, bridges, buildings, park lands, street art,
landscaping, transit buses, and other vehicles. Nearly all of the Town's rolling stock, heavy
equipment, road materials, and parks supplies are stored outdoors at the Public Works and
Transportation Facility at Swift Gulch. Significant additional service and maintenance requirements
are rapidly being added to the Departments of Public Works and Transportation in association with
the Town's new development of streetscapes, parks, and transit -oriented development. Space for
staff, materials storage, document storage, vehides and equipment is already badly needed.
This planned capital investment includes a transit bus barn with underground parking and storage,
additional vehide storage, heated and unheated storage areas for parts and equipment, automated
wash bay, parks garage and shop, archive -document storage for several departments, parks
greenhouse, IT repair shop, administration offices, training room, lockers, and yard areas for
materials stockpile and snow melt storage. Space for 125 Town staff and 10 ECO staff, 40 buses,
plus many other vehicles and equipment is included. This investment will allow maintenance
services to expand to meet growing demands. It will also positively impact annual operating costs by
redudng labor time for start-up of buses and other vehicles in winter, by reducing labor time currently
spent manually washing buses and other vehides, and by reducing vehide maintenance needs and
occupational hazards through provision of weather -sheltered vehide storage.
The Town advertised an RFP regarding this project in three newspapers and on the Town's web site
from January 24th until February 25th, 2008. Legal review was completed by the Town Attorney of the
RFP prior to advertisement. In addition, Town staff contacted over two dozen professional services
firms to make them aware of the project. Staff fielded many calls during the proposal preparation
period. Engineering and architectural firms teamed up, along with smaller firms offering niche
expertise (e.g., geotechnical, environmental permitting, LEED experience, solar power). A rigorous
qualifications -based selection was performed which was consistent with federal and state
procurement requirements for such services on grant -funded construction projects.
Four teams proposed although one proposal (from ARC Integrated Program Management, Inc.) was
disqualified because it did not comply with the RFP requirements (missing several key sections
completely). Three Town staff members and one member from the County scored the remaining
three proposals; scores were compiled and the highest ranking proposal was selected. CDMNAg
scored 320, RNL scored 301, and OZ/CH2MHil scored 282. The selection committee felt good
about the CDMNAg proposal and expressed reservations about the team structure and
qualifications of the OZ/CH2MHi11 team. Two selection committee members reported previous
difficulty achieving results from RNL. Four of CDM's previous client references were contacted; all
reported very positive feedback. In addition, two of the selection committee members had positive
prior experience with CDM and VAg. Thus the selection committee felt comfortable to recommend
award to CDMNAg team. This team includes the following firms:
• Camp Dresser and McKee (CDM), Inc. (Denver)
• VAg (Vail)
• H -P Geotech (Glenwood Springs)
• Inter -Mountain Engineering (Eagle -Vail)
• Westem Bionomics (Steamboat Springs)
A copy of the CDMNAg proposal is provided as Attachment C.
After the selection committee completed the qualifications -based selection, the Town opened the
sealed cost proposal for the recommended team. To ensure compliance with grant procurement
rules, sealed cost proposals from the lower ranking proposers were not opened (and have been filed
with the project files held at Swift Gulch). The cost proposal from the CDMNAg team was
$1,196,010 but included preparation of construction documents for the first of three planned
construction phases. Since this scope of work is more than what the Town had budgeted to do in
• Page 2
2008, staff initiated negotiations with the CDMNAg team to establish an appropriate scope and
budget to meet the Town's needs.
A contract and scope of work has been negotiated with this team which Is consistent with the Town's
fiscal constraints. The contract is provided in Attachment D. Legal review of this contract was
completed by the Town Attorney and the legal subcommittee. The associated budget for this
contract award is summarized in Table 1. The "base budget" ($500,000 ) for partial design of
facilities at Swift Gulch equals the amount listed in the Town's 2008 budget CIP allocation for this
project
Table 1: Public Works and Transportation Facility Design Contract Scope and Budget Summary
Task Description Budget
Base Project
® 1 Schematic Design (ail Phases) $ 395,860
® 2 Site Surveying (SG site) $ 12,140
O 3 Geotechnical Investigations (SG site) $ 23,000
® 4 Environmental Impact Report $ 34,100
® X Contingency $ 34,900
Base Project Budget $ 500,000
Optional Ad -Services
❑ 5 Design Development (all Phases) $ 266200
❑ 6 LEED - Sustalnability Merit Analysis $ 46,200
❑ 7 Site Surveying (Village site) $ 8,500
❑ 6 Geotechnical Investigations (Village site) $ 6,500
❑ 9 Geotechnical Debris Flow Analysis $ 3,500
❑ 10 Solar Panel Feasibility Analysis $ 63,910
❑ 11 Solar Pilot Project Assistance (Allowance) $ 15,000
Optional Ad -services Subtotal $ 409,810
Total Base Project + AdServices 6, 9,10 $ 613,610
Total Base Project +All Ad -Services $ 909,810
Additional ad -services have been offered and could be conducted in 2008 by this design team.
Geotechnical and surveying of the Village site plus design development of both sites will need to be
conducted in early 2009 regardless, if the project is to proceed; conducting these now assist the
Town in lobbying for and receiving FTA grant funding ahead of competition (e.g., RFTA) for these
resources when such funds become available. LEED certification and solar feasibility analysis are
optional project elements which the Council previously expressed an interest in including and would
make the project more noteworthy. Additional ad -services total another $409,810 and would bring
the total contract value to $909,810 if Council decided to include all such ad -services.
• Page 3
Financial Implications: The total project cost is expected to be about $25,000,000 (all phases, both
sites) over the period 2008-2012. Design fees for all construction phases on both sites are expected
to be approximately $2,500,000. The appropriation requested today to conduct partial design of this
project focusing on just the Swift Gulch site, is $500,000; this is consistent with award of the "base
contract" alone. If all of the above the ad -services were included, an additional $409,810 would be
required to be appropriated from the CIP fund to this project. Such additional funds may be available
if, for example, Council wished to re -allocate monies from another discretionary CIP project. One
such project which has been budgeted but is unlikely to happen in 2008 is the land acquisition for
Wildridge Parks Program, which has been appropriated $250,000.
Recommendation: Staff recommends Award of the Public Works and Transportation Facility
Design Contract to the CDMNAg Design Team. Staff requests consideration of including some or all
of the ad -services items into the scope and budget. Staff feels that ad -services #6 (LEED -
Sustainability Merit Analysis), #9 (Geotechnical Debris Flow Analysis), and #10 (Solar Panel
Feasibility Analysis) are the biggest priorities to conduct in 2008. Task 6 was suggested by Town
Council and demonstrates leadership by the Town. Tasks 9 and 10 are likely to impact the
schematic design developed for the Swift Gulch site; conducting these two now will reduce the risk of
needing to revise the schematic design later.
Proposed Motion: Move to approve Award of the Design Services Contract for the Public Works
and Transportation Facility to the CDMNAg Design Team for an amount not to exceed $613,610 to
fund the base project plus optional ad -services number 6, 9, and 10.
Town Manager Comments:
Attachments:
Attachment A — Conceptual Plan
Attachment B — Request for Proposals
Attachment C — Proposal from CDMNAg
Attachment D — Contract
• Page 4
Avon Public Works Facility
Facilities Needs Assessment
Figure 3.1 - Swift Gulch Option A
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Town of Avon
Avon, Colorado
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RNL Design
Avon Public Works Facility
Facilities Needs Assessment
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The Town of Avon
Public Works Facility Master Plan
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Town of Avon
Avon, Colorado
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RNL Design
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Avon Public Works Facility
Facilities Needs Assessment
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Attachment B
Request for Proposals
for
Professional Design Services for the
Public Works & Transportation Facilities
REQUEST FOR PROPOSALS
PROJECT: Public Works and Transportation Facilities Design
CLIENT: Town of Avon
c/o Jennifer Strehler, P.E., Director of Public Works and Transportation
P.O. Box 975
400 Benchmark Road
Avon, CO 81620
DATE: January 24, 2008
PART ONE: INFORMATION FOR PROPOSERS
1.01 SUBMISSION OF PROPOSAL
Proposals will be received at the Town of Avon Municipal Building
Attn: Jennifer Strehler, P.E., Director of Public Works and Transportation
PO Box 975
400 Benchmark Road
Avon, CO 81620
By 5:00 PM, Local Time, February 25, 2008
Proposals must be sealed and labeled "Proposals — Public Works and Transportation
Facilities Design". Five paper copies plus a digital copy of the proposal are required.
Any proposal not received at the Town of Avon Municipal Building prior to the time set
in this request shall be disqualified.
1.02 PROPOSAL FORMAT
Proposals must be 3 -ring bound, 20 pages or less in length, with 1 -inch margins and Arial
11 -point font (or larger font). Resumes, cost proposal (see Section 1.09B), cover and
back pages, and section dividers are excluded from this maximum page count. Proposals
must be organized in order into the following sections:
• Consultant Team
• Project Understanding
• Examples of Similar Projects
• Resumes
The Town reserves the right to disqualify any proposal which does not comply with these
format requirements.
1.03 OPENING OF PROPOSALS AND SELECTION
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Proposals will be opened at the submittal deadline. At that time, Town staff will evaluate
the proposals for completeness and compliance with stated requirements.
1.04 REJECTION OF PROPOSALS
The Town reserves the right to reject any and all proposals. It also reserves the right to
waive any informalities in connection with the proposals.
1.05 CONTRACTING TIMETABLE
Within thirty (30) days after the final submission date for proposals, the Town will act
upon them. Any questions must be submitted to the Town in writing no later than the
RFP questions submittal deadline listed below, and all such questions and answers will
be distributed among all entities who have submitted a proposal. The successful
candidate will be requested to enter into negotiations to produce a contract for services.
This Request for Proposal will be attached and incorporated into the contract. The Town
reserves the right to terminate negotiations in the event it deems progress toward a
contract and timely completion of work to be insufficient.
Proposal Schedule
RFP Issue Date
RFP questions submittal deadline
Proposals Due by 5:00 PM
Recommendation for Award
Contract negotiations complete
Agenda date for Council to Award Contract
Notice to Proceed
1.06 INCURRING COST STATEMENT
January 25, 2008
February 13, 2008
February 25, 2008
March 5, 2008
March 18, 2008
March 25, 2008
March 26, 2008
The Town is not liable for costs incurred by Proposer's prior to the award of the contract,
or at any time after the award of the contract for any costs related to the preparation or
response requirements of the RFP.
1.07 REQUIRED INFORMATION TO BE SUBMITTED
Failure to submit any required data item may be cause for rejection. Proposal
information shall include that listed herein.
A. CONSULTANT TEAM
Identify the prime and subconsultants that comprise the project team. Identify the
relative proportion of the project work for which each firm is expected to be
responsible. Provide a personnel summary of the specific individuals proposed
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for this project; identify roles and task -lead responsibility. Identify any personnel
or subconsultants which are identified as "optional" in the Project Understanding.
Required expertise includes the following:
• Project management
• Building architecture
• Sustainable or "green" building design
• Land surveying
• Civil/Geotechnical engineering
• Building/Mechanical engineering
• Electrical/Solar power system design
• Structural engineering
• Landscape architecture
• General construction techniques and methods
• Construction cost estimation
• Environmental science and permitting
Expertise in the following areas is considered a "plus":
• LEED certification process
• Construction management
• Construction scheduling
• Alternative construction project delivery
• Grant management
B. PROJECT UNDERSTANDING
Provide a clear statement of the project, including the overall objectives and key
challenges as your team understands them. Provide an outline of the specific
tasks to be performed indicating what will be done, in what sequence, and as led
by whom. Identify key assumptions and required reference documents or
resources which would be provided by others (i.e., not by your team). The project
understanding section should include a schedule and a cost proposal.
• List all major tasks and activities
• List all deliverables
• List any key assumptions
• List any optional services or deliverables and identify why/when these
should be included
• Propose a project schedule* (see below)
• Describe project management approach
• Describe project staffing plan and lead office location(s)
• Include a cost proposal for professional services (see below)**
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*Schedule proposal — Provide a Gantt chart showing the proposed project
schedule, assuming the project commences on the NTP date listed herein.
Indicate how long each task will require. Identify any meetings proposed with
Town staff. Show project management activities on the schedule as appropriate
(e.g., design review meetings with Town Staff, presentations to P&Z).
**Cost proposal - The Cost Proposal must be sealed and separately labeled from
the rest of the proposal, one page double -sided (maximum), 3 -hole punched, and
provide in separate sealed envelope. Include estimated costs at completion of the
project, including professional fees, subconsultants, reimbursable and all other
costs incidental to the project. Provide a current rate schedule, organized by firm,
for all individuals proposed in this project. Note that for Time and Materials
contract structures, these rates shall remain in effect for the duration of this
project. This cost proposal will not be opened by the Town until the Consultant
has been notified that they received a recommendation for award from the
proposal review committee; this proposal serves as a starting point for
negotiations.
C. EXAMPLES OF SIMILAR PROJECTS
Identify previous project work experience that is relevant to this project.
Highlight the key features and benefits produced by the consultant in that project.
Identify which of the team members proposed for this project also worked on the
example project. Provide contact names, phone number and e-mail addresses for
at least 4 representative example projects so that Town staff may contact the
team's references. Identify the approximate construction cost value, number of
construction phases, design completion year, and construction completion year
for example projects.
D. RESUMES
Provide resumes of the project team members indicating their education and years
of applicable experience. Identify relevant similar projects and the contributions
of the individuals. Do not include resumes of individuals that are not expected to
have a role in the project.
1.08 REQUIRED QUALIFICATIONS
Qualified proposers shall have:
• Designed at least three maintenance -type facilities since 1997.
• Designed at least three transit -base facilities since 1997.
• Acted as lead architect, lead engineer, or construction manager through
construction completion of at least three projects each valued over $15,000,000
(in construction cost) since 1997.
• Designed at least four "green" buildings and/or LEED-certified buildings (or
major remodels) since 1997.
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• Demonstrated detailed construction planning, cost -estimating, and scheduling
experience.
• Component firms who each are Equal Opportunity Employers.
• Offer a proposal and associated professional services which are compliant with
FTA and CSB 1 requirements (see Section 3.03)
• Be otherwise legally and professionally qualified and eligible to receive an award
under applicable laws and regulations.
1.09 STANDARDS AND EVALUATION FACTORS FOR AWARD
Proposals will be reviewed by a select team of Town staff and ranked numerically as
follows:
Section Possible
Points
Consultant Team & Resumes 25
Project Understanding 35
Examples of Similar Projects 40
Total possible: 100
The proposal review team will meet to review the proposal evaluation results and
determine the numerical rankings of the proposers. Consideration for point award will
include, but not necessarily be limited to:
• Perceived quality of the proposed project team
• Clear expression of the team's understanding of the project
• Successful experience with similar previous projects
• Feedback from listed references
• Perceived ability to meet the project's cost, schedule, scope, and quality
objectives
• Previous experience of the team's component firms working together
The Town intends to negotiate a contract with the proposer who receives the highest
score. In the event that two or more firms score within 5 points of the top score, the
Town may elect to hold interviews of those top -scoring teams and to make a selection
based on the team's performance at the interview.
PART TWO: GENERAL TERMS AND CONDITIONS
2.01 LIMITATIONS ON CONTRACT TYPE
This contract shall be:
Lump sum
Cost plus fixed fee
Time and materials with a not -to -exceed cap
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The fixed profit or fee for professional services shall be negotiated and established by the
contract. Under no circumstances will the Town agree to a variable profit/fee structure
(e.g., cost plus a percentage of cost as profit is not an allowed contract type).
2.02 CONTRACT DOCUMENTS
Contract shall consist of the contract instrument as negotiated and this Request for
Proposal. This Part 2.0 describes general terms and conditions which will be included as
part of the final contract.
2.03 SERVICES
The work to be performed under this proposal consists of the furnishing of all labor,
equipment, materials, expertise, tools, supplies, bonds, insurance, licenses and permits,
and performing all tasks necessary to accomplish the work as it is described in Part 3.0,
unless specifically excluded as agreed upon by contract negotiations. The Town reserves
the right to negotiate scope and schedule to accommodate budgetary considerations (e.g.,
structure the consultant's contract scope to fit Avon's FY2008 and FY2009 funding
capability).
2.04 DUTIES OF CONSULTANTS
Consultants shall diligently undertake and perform all work required by the contract. The
Consultant agrees to devote the number of persons and level of effort necessary to
perform and complete the work in a timely manner. All work done will be performed to
the highest professional standards and will reflect the thoroughness, attention to detail,
and application of knowledge expected of professional consultants in the field.
2.05 OBTAINING DATA
It shall be the Consultant's sole responsibility to obtain all additional data necessary to
complete the work in a timely manner. The Town shall make any data in its possession
that is relevant to the Consultant's activity, available to the Consultant upon request.
Requests shall specify the type of information sought, and the period for which the data is
required; however, the Consultant may not require the Town to seek reports from other
agencies or to prepare original research. It shall be the Consultant's duty to discover and
obtain data, research and prepare reports derived from private or public sources other
than the Town. The Town does not vouch for the accuracy of any data other than its
own. Data furnished by the Town shall be considered accurate only for the purpose for
which it was originally gathered. The Consultant shall be solely responsible for any
conclusions drawn from the data.
2.06 CHANGES
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The Town reserves the right to order changes in the work within the general scope of the
project. The project manager or his designee shall order changes in writing. In the event
the Consultant encounters circumstances which it believes warrants a change in the price,
quality, quantity or method of performing work, it shall notify the project manager of the
circumstances in writing. No change in work shall be undertaken until authorized in
writing by the Town. Either party shall be entitled to an equitable adjustment in the
contract price for changed work. It shall be the Consultant's sole responsibility to notify
the project manager in advance, in writing, of any work that it considers to be changed or
extra. Failure to do so, and to provide and to receive approval before processing, shall
waive any claim for additional payment.
2.07 PERMITS AND RESPONSIBILITIES
Prior to commencing work or performing any phase of the work, the Consultant shall, at
its expense, obtain such permits or licenses as may be required by State, Federal, or Local
law. Failure to obtain permits or licenses in a timely manner shall not be grounds to
excuse performance or to extend contract time. In addition, the Consultant shall obtain
any permission required prior to entering upon private property to perform any task
required. In the event the Consultant is denied access to private property, the Consultant
shall immediately notify the project manager and give the location to which access was
denied, the name of the person who denied access, the reason access was denied, the
reasons access was sought and any alternative site that may be used for the same purpose.
The Town shall thereupon endeavor to assist the Consultant in gaining any required
access.
2.08 CARE OF PUBLIC AND PRIVATE PROPERTY
The Consultant shall at his expense carefully protect from injury trees, shrubs, buildings,
fences, utilities, structures, pipes, conduits and personal property, public or private,
which may be affected by the work. The Consultant shall be liable for any damage done
through its fault or that of its subcontractors and shall restore any damaged property to
the same or better condition as it was prior to the Consultant's interference. Site
restoration shall be required for exploratory drilling, test pits, testing and sampling, etc.
necessary to complete the work unless otherwise explicitly excluded in Section 3.0.
2.09 PAYMENTS
The Consultant shall invoice the Town monthly for all work done. Invoices shall itemize
the work accomplished during the payment period by hours of classification and
subcontractor charges to date of invoice. Approved invoices are paid within thirty days
of presentation. Payment shall be only for work satisfactorily completed.
2.10 TERMINATION FOR CONVENIENCE
The Town shall have the right to terminate the contract for convenience at any time prior
to completion. Written notice of such termination shall be mailed to the Consultant at its
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address on file with the Town. Termination shall be effective ten (10) days from the date
notice is mailed. Upon receipt of notice of termination, the Consultant shall immediately
stop work and terminate all subcontracts. Upon either termination for convenience or
curtailment, the Consultant shall be entitled to receive an amount equal to the cost of
work performed to date, including the cost of terminated subcontracts provided that in no
case shall the amount allowed exceed the maximum contract price plus authorized
change orders.
2.11 TERMINATION FOR DEFAULT
Upon failure of the Consultant to make satisfactory progress or failure to abide by the
terms of the contract, or to obtain, furnish or keep in force any required permit, license,
bond, or insurance, the Town shall have the right to terminate the contract for default.
Written notice of termination shall be mailed to the Consultant at its address upon the
records of the agency. Notice shall be effective when mailed. Upon receipt of notice,
The Consultant shall immediately stop work and relinquish all project files to the Town.
The Town may thereafter pursue the work or hire another consultant to do so and charge
the excess cost thereof to the Consultant.
2.12 DISPUTES
In the event a dispute arises concerning any matter under the contract, the party wishing
resolution of the dispute shall submit a request in writing to the Town Manager. The
Town shall consider the request and respond in writing within ten (10) days giving
findings and the reasons for them. Any person dissatisfied with the findings of the Town
Manager may appeal to the Avon Town Council in writing within ten (10) days. Failure
to do so waives any objection. The Town Council shall consider any matter appealed at a
hearing within thirty (30) days. The decision of the Town shall be final upon matters of
fact unless clearly erroneous or procured by fraud.
2.13 ASSIGNMENT OF CONTRACT
The Consultant shall not assign the contract or any moneys to become due hereunder,
without prior written approval of the Town of Avon.
2.14 SUBCONTRACTORS
Specialty subcontractors or subconsultants may be used to perform such work as is
customary in the Consultant's profession; however, reports required shall be presented by
the Consultant (aka "Prime") who shall be liable for any faulty data, errors or omissions
contained therein.
All subcontracts for fieldwork shall contain clauses similar in form and substances to the
equal opportunity, termination for convenience, insurance and labor clauses found in this
proposal.
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2.15 CONSULTANT'S REPRESENTATIVE
The Consultant shall designate a member of its staff who is knowledgeable concerning
this project and who has authority to act for the Consultant upon all matters pertaining to
this agreement. The Consultant's representative or his designee shall be available by
telephone to the Town during normal business hours (8:00 AM to 5:00 PM, Monday
through Friday) for the duration of the work set forth in this proposal.
2.16 INSURANCE
A. The Consultant shall procure and maintain the minimum insurance coverages listed in
this section. Such coverages shall be procured and maintained with forms and insurers
acceptable to the Town. The Consultant shall not be relieved of any liability, claims,
demands, or other obligations by reason of its failure to procure or maintain insurance, or
by reason of its failure to procure or maintain insurance in sufficient amounts, durations,
or types.
B. Insurance shall be in the amounts required by the State of Colorado and the Town of
Avon. In the event of a conflict, the higher level of coverage from these two authorities
apply. The insurance coverages as required by the Town of Avon are as follows:
1. Workmen's Compensation insurance to cover obligations imposed by applicable
laws for each employee of the Consultant engaged in the performance of work
under the Agreement, and Employers' Liability insurance with minimum limits of
FIVE HUNDRED THOUSAND DOLLARS ($500,000) each accident, FIVE
HUNDRED THOUSAND DOLLARS ($500,000) disease - policy limit, and
FIVE HUNDRED THOUSAND DOLLARS ($500,000) disease - each employee.
2. Commercial General Liability insurance with limits of TWO MILLION
DOLLARS ($2,000,000) per occurrence and TWO MILLION DOLLARS
($2,000,000) aggregate. The policy shall include coverage for bodily injury,
broad form property damage (including completed operations), personal injury
(including coverage for contractual and employee acts), blanket contractual,
independent contractors, products, and completed operations.
3. Commercial Automobile Liability insurance with minimum combined single
limits for bodily injury and property damage of not less than ONE MILLION
DOLLARS ($1,000,000) each occurrence and ONE MILLION DOLLARS
($1,000,000) aggregate with respect to each of the Consultant's owned, hired or
non -owned vehicles or equipment assigned to or used in performance of the
services. Each such vehicle shall be covered both on and off the work site. The
policy shall contain a severability of interests provision.
4. Professional Liability Insurance for professional disciplines licensed in the State
of Colorado. The Consultant shall, at its own expense, secure and maintain a
policy of Professional Liability Insurance providing coverage of at least ONE
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MILLION DOLLARS ($1,000,000.00) for professional liability and/or errors and
omissions in connection with the work to be performed by the Consultant under
this Agreement. Any deductible on such policy shall not exceed TWENTY-FIVE
THOUSAND DOLLARS ($25,000.00) unless otherwise approved by the Town,
and any such deductible or limit of insurance coverage available shall not relieve
the Consultant of any liability to the Town for errors and omissions in connection
with the work to be performed by the Consultant under this Agreement. The
Consultant shall furnish evidence of such insurance to the Town in such form and
at such times as the Town shall reasonably require. Evidence of the required
policy shall be furnished within ten (10) days from the date this Agreement
becomes effective. Failure of the Consultant to provide and maintain any
required insurance under this Agreement shall be considered a material breach of
this Agreement. The Consultant shall require that any subconsultants it hires to
perform services under this Agreement also maintain adequate Professional
Liability Insurance policy, if applicable to the services they are providing to the
Consultant.
C. A certificate of insurance shall be completed by the Consultant's insurance agent as
evidence that policies providing the required coverages, conditions, and minimum limits
are in full force and effect, and shall be subject to review and approval by the Town. In
addition, the Town shall have the right to request and obtain copies of any insurance
policies required hereunder. The certificate shall identify the Agreement and shall
provide that the coverages afforded under the policies shall not be cancelled, terminated
or materially changed until at least 30 days prior written notice has been given to the
Town. The completed certificate of insurance shall be sent to: the Town of Avon, Attn:
Patty McKenny, Town Clerk, 400 Benchmark Rd, Avon CO 81620.
D. Failure on the part of the Consultant to procure or maintain policies providing the
required coverages, conditions, and minimum limits shall constitute a material breach of
contract upon which the Town may immediately terminate the Agreement, or at its
discretion the Town may procure or renew any such policy or any extended reporting
period thereto and may pay any and all premiums in connection therewith, and all monies
so paid by the Town shall be repaid by the Consultant to the Town upon demand, or the
Town may offset the cost of the premiums against any monies due to the Consultant from
the Town.
E. The Town reserves the right to modify the insurance coverage requirements above in the
final agreement to allow for lesser coverage if, in its sole judgment, the Town determines
that adequate insurance is provided with a substitute arrangement.
2.17 EEO PROVISIONS
The Consultant shall comply with all applicable provisions of the Regulations of the U.S.
Department of Commerce (Part 8 of Subtitle 15 of the Code of Federal Regulations)
issued pursuant to the Civil Rights Act of 1964, in regard to nondiscrimination in
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employment because of race, religion, color, sex, handicap, or national origin. The
Consultant shall comply with applicable Federal, State and Local laws, rules and
regulations concerning Equal Employment Opportunity.
2.18 TIME OF COMPLETION OF WORK AND EXTENSION OF TIME LIMIT
The work to be done under this proposal shall be completed in its entirety on or before
the date specified, provided however, that the owner may in its discretion extend the time
for the completion of the work without invalidating any of the provisions herein
contained and without releasing any surety.
Extension of time as provided above will be considered by the Town only upon receipt of
written request from the Consultant, accompanied by written consent of the surety. Each
request shall state the date to which the extension is desired and shall describe the
conditions that have operated to prevent completion of the work within the specified
time.
2.19 DUTIES AND OBLIGATIONS OF CONSULTANT
The Consultant shall:
A. Make payment promptly, as due, to all persons supplying to such Consultant,
labor or material for the prosecution of the work provided for in the contract.
B. Not permit any lien or claim to be filed or prosecuted against the Town on
account of any labor or materials furnished.
C. Pay to the Department of Revenue all sums withheld from employees pursuant to
local/state statutes.
2.20 PAYMENT OF CLAIMS BY THE TOWN
If the Consultant fails, neglects, or refuses to make prompt payment of any claim of labor
or services furnished to the Consultant or subcontractor by any person in connection with
the contract as such claim became due, the Town may pay such claim to the person
furnishing the labor or services, and charge the amount of the payment against funds due,
or to become due the Consultant, by reason of the contract.
2.21 COMPENSATION WHEN CONTRACT TERMINATED FOR CONVENIENCE
In the event of termination of a contract for convenience of the Town, provisions shall be
made for the payment of compensation to the contractor. In addition to a reasonable
amount of compensation for preparatory work and for all costs and expenses arising out
of termination, the amount to be paid to the Consultant:
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A. Shall be determined on the basis of the contract price in the case of any fully
completed separate item or portion of the work for which there is a separate or
unit contract price; and
B. May, with respect to any other work, be a percent of the contract price equal to
the percentage of the work completed.
C. Shall be based upon the approved schedule of values.
2.22 INSPECTION OF PAYROLL RECORDS
The Consultant agrees to the following statement: the Town, or any of its duly authorized
representatives, shall have access to any books, documents, papers, and records of the
contractor which are directly pertinent to the specific contract, for the purpose of making
audit, examinations, excerpts, and transcriptions. All required records must be
appropriately maintained by the consultant/vendor for three years after final payment,
and all other pending matters are closed.
2.23 AMOUNT OF RETAINAGE
The Town shall retain an amount equal to ten percent (10%) of the contract price until
final completion and acceptance of all work to be performed under the contract.
2.24 COSTS AND FEES
In the event that any suit or action is commenced or arises from this proposal, each party
shall bear its own costs and fees including attorney fees regardless of the outcome. This
provision shall apply to the original action and any appeals.
2.25 STANDARDS OF CONDUCT
No member, officer, or employees of the Town, or its designees or agents, nor member of
the governing body of agency, and no other public official of agency who exercises any
functions or responsibilities with respect to this contract during his/her tenure, or for one
year thereafter, shall have any interest, direct or indirect, in work to be performed in
connection with this contract. All contractors shall incorporate, or cause to be
incorporated in all subcontracts, a provision prohibiting such interest.
2.26 PROHIBITION AGAINST EMPLOYMENT OF ILLEGAL ALIENS
The agreement between the Town and the proposer shall contain the following language:
1. The Contractor shall not knowingly employ or contract with an illegal alien to
perform work under this Agreement or contract with a sub -contractor who knowingly
employs or contracts with an illegal alien to perform work under this Agreement.
Execution of this Agreement by the Contractor shall constitute a certification by the
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Contractor that it does not knowingly employ or contract with an illegal alien and that the
Contractor has participated or attempted to participate in the Basic Pilot Employment
Verification Program administered by the United States Department of Homeland
Security, ("Basic Pilot Program") in order to confirm the employment eligibility of all
employees who are newly hired for employment in the United States.
2. The Contractor shall comply with the following:
(a) The Contractor shall confirm or attempt to confirm the employment eligibility of
all employees who are newly hired for employment in the United States through
participation in the Basic Pilot Program. The Contractor shall apply to participate in the
Basic Pilot Program every three months until all the Contractor requirements under this
Agreement are completed or until the Contractor is accepted into the Basic Pilot
Program, whichever occurs earlier.
(b) The Contractor shall not utilize the Basic Pilot Program procedures to
independently undertake pre -employment screening of job applicants.
(c) The Contractor shall require each subcontractor to certify that subcontractor will
not knowingly employ or contract with an illegal alien to perform work under this
Agreement. If the Contractor obtains actual knowledge that a subcontractor performing
work under this Agreement knowingly employs or contracts with an illegal alien the
Contractor shall be required to:
i. Notify the subcontractor and the Town within three (3) days that the
Contractor has actual knowledge that the subcontractor is employing or contracting with
an illegal alien; and
ii. Terminate the subcontract with the subcontractor if within three (3) days
of receiving notice from the Contractor, the subcontractor does not stop employing or
contracting with the illegal alien; except that the Contractor shall not terminate the
contract with the subcontractor if during such three (3) days the subcontractor provides
information to establish that the subcontractor has not knowingly employed or contracted
with an illegal alien.
(d) The Contractor shall comply with any reasonable request by the Department of
Labor and Employment ("Department") made in the course of an investigation by the
Department.
3. If the Contractor violates any provision hereof, the Town may terminate this
Agreement immediately and the Contractor shall be liable to the Town for actual and
consequential damages of the Town resulting from such termination and the Town shall
report such violation by the Contractor to the Colorado Secretary of State as required by
law.
2.27 ERRORS AND OMISSIONS, CORRECTION
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The Consultant warrants that they employ, either direct or through subcontract, design
professionals who are professionally licensed in the State of Colorado for the specific
engineering and architectural disciplines for which they will provide services in this
project. As such, the Consultant shall be responsible for the professional quality,
technical accuracy, and the coordination of all designs, drawings, specifications, reports,
and other services furnished by the Consultant under this Agreement. The Consultant
shall, within additional compensation, correct or revise any of the Consultant's errors or
deficiencies in the designs, drawings, specifications, reports, and/or other services
immediately upon notification by the Town. The Consultant will not be responsible for
correcting errors or deficiencies caused by Town staff in conjunction with the
Consultant's services.
2.28 TOWN'S APPROVAL
The Town's approval of the designs, drawings, specifications, reports or other products
of this Agreement in no way relieves the Consultant from the responsibility for technical
adequacy and detailed accuracy. The Town's review, approval, acceptance of, or
payment for these items shall not be construed to be a waiver of any rights by the Town
under this Agreement.
2.29 OWNERSHIP OF DELIVERABLES
Electronic copies of all deliverables prepared by the Consultant team will be provided to
the Town in original file format and immediately become property of the Town; the
Town reserves the right to use this information in any way it so desires without further
compensation to the Consultant team or team firm components. Surveying, mapping,
base plans, and construction drawings prepared by the Consultant team will be provided
to the Town in Autocad 2007 Edition. Specifications, permitting, and planning
documents shall be provided in MSWORD 2007 Edition. All deliverables shall also be
provided as cohesive *.pdf files (e.g., by CD or from an eRoom or ftp site) for ease of file
sharing and posting on the Town's web site.
PART THREE: THE WORK STATEMENT
3.01 PROJECT BACKGROUND
The need for the facilities (to be included in this project) was identified in 1995
but the project has been delayed due to lack of available funding. Due to the age
of the existing facilities at Swift Gulch, growth in staff size, and increased level of
service expected from public works and transit divisions to support
redevelopment in the town core in coming years, this project has become a
priority for the Town.
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Preliminary design was recently completed and is summarized in the document
entitled "Facility Needs Assessment" (RNL/Maintenance Design Group, August
2007). Copies of this document are available at request by contacting Maggie
Lach (970) 748-4100 or mlach(i4avon.rog. The Consultant shall use the
description of "Option A" from this document as the starting point for design.
Note that two physical sites are involved in this project: 400 Swift Gulch Road
and 375 Yoder Avenue.
400 Swift Gulch Rd (aka "Swift Gulch Site") — Approximately 10 acres located
on a draw along the "Swift Gulch" drainage. Site is steep on both sides. Flat and
terraced land area represents about 5.5 acres of the existing site. This is the
current location of the Public Works and Transportation Complex. This Complex
houses on -going operations for approximately 100 individuals (department
administration, roads and bridges, fleet maintenance, transit, vehicle fueling, wash
bay, bus parking, materials storage, vehicle/equipment storage). Of the existing
buildings on this site, only the Fleet Maintenance Building is scheduled to remain
after completion of construction of all facilities included in this project.
375 Yoder Avenue (aka "Village Site") — This site is approximately 5 acres,
flat, and triangular in nature. It is located at the end of a dead end road adjacent
to Home Depot (within the Village at Avon P.U.D.). No existing geotechnical or
soils information is available for this particular site but such information on the
adjacent site may be available. The site is currently occupied by the Stone Creek
Elementary School. Due to lease obligations to the school, this site is not
available to initiate construction until July 1, 2010 although site surveying and
geotechnical investigation should be possible during non -school hours.
3.02 PROJECT GOALS
The primary goal of the project is to provide the facilities needed to support operations of
the Town's Public Works and Transportation Departments in a sustainable way,
balancing both capital and operating cost. As the facilities involved are operations -
oriented, high priorities is placed on functionality and screening from public view.
Design shall be consistent with the Town's adopted Design Guidelines. A goal of LEED-
silver level efficiencies is included, although formal LEED certification has not yet been
formally adopted as project requirement by Town Council. At a minimum, a "Built -
Green" level of achievement is anticipated. Opportunities for additional energy savings
and/or production of excess electric power via active photovoltaic systems should be
explored.
Design products must take into consideration that the Towns Public Works and
Transportation Departments are on -going operations. Disruption to operations during
construction shall be minimized through careful project phasing, staging, use of
temporary facilities, sequencing constraints developed by the Consultant during the
design.
1/24/2008 15
3.03 PROJECT FINANCING
The Town intends to pay for the services to be provided in this contract with Town funds.
For the subsequent phases of this long-term project the Town intends to leverage as much
grant funding as possible and to rely on contributions from project partner, Eagle County.
(Eagle County has expressed a willingness to financially contribute to the project so that
they can continue to use the Swift Gulch site as a transit base for their operations.) The
Town intends to apply for grant funding from the Federal Transit Administration (FTA)
and from the State of Colorado Senate Bill 1 (CSB-1) Fund for design and construction
phases. Additional grant sources will be sought. In the event that the design includes a
solar power net -metering installation (e.g., either full scale or demonstration size), then
cooperation and financial support will be sought with Holy Cross Energy, Xcel Energy,
the Governor's Energy Office, and the Colorado Public Utilities Commission. To
support project financing, the Town may request additional services from the Consultant,
for assistance with grant applications and in fulfilling grant -specific requirements.
3.04 PROJECT PERMITTING / ENVIRONMENTAL IMPACT ASSESSMENT
The Consultant is required to obtain all necessary permits to initiate construction of
facilities designed in this project.
The Town is proceeding with the assumption that portions of the project to be located on
the Swift Gulch site will be eligible to receive FTA Facilities grant funding. As such,
this portion of the project would have a federal nexus and thus demonstration of NEPA
compliance will likely be necessary. Relocating or modifying the Swift Gulch Drainage
may require a Hydraulic Use Permit from the Army Corps of Engineers. The Town is in
the process of applying for a de -listing of this seasonal drainage which is anticipated
during 2008; if de -listed, physical modifications to the drainage would be possible
without the need for a Corps permit.
At the local level, the final products of this project will be subject to Planning and Zoning
(P&Z) Commission review and Town Council approval prior to approval from the
Department of Community Development to obtain grading permits and a Building
Permits. Each site and phase will require separate local permits. TOA's Public Works
Department will take the lead on obtaining local permits.
3.05 SURVEY INFORMATION
Copies of all existing surveying, mapping and base plans will be made available to the
Consultant. However, the Town does not verify the accuracy of these plans. The
Consultant is responsible to conduct surveying and prepare base mapping consistent with
the need for accuracy and containment of construction cost risk.
3.06 ARCHITECTURAL AND ENGINEERING DESIGN
1/24/2008 16
See Section 3.05 for list of deliverables from the Consultant. The Consultant must follow
all FTA and CSB 1 requirements for procurement and execution of professional services
as the Town may seek reimbursement from these funds for the design fees for 2009 and
subsequent years. Following is a basic description of the Town's expectations for these
deliverables:
Base Mapping: Basic services shall include a compilation of inventory items into
AutoCAD base mapping. Inventory items shall, at a minimum, include the following:
property boundaries; location of all existing buildings, streams and drainage ways, edge
of asphalt, existing trees, shallow and deep buried utilities, and man-made structures on
existing parcels within project perimeter. Show setback requirements for future facilities
(if any). Show area plan which would include contrator's access and staging areas.
Contour interval shall be 1 foot in developable areas and 2 feet in undevelopable areas of
each site.
Geotechnical report: This report is to address the requirements for soils/materials,
compaction, dewatering, piling, trench safety, temporary and permenant retaining walls,
and other key structural engineering design recommendations.
Solar Power Feasibility Report: Early in design development, the Town would like to
determine whether to include active photovoltaic facility (e.g. with net metering) into the
project. The Consultant will evaluate the capital and operating cost of incorporating this
element into any or all of the phases. The Consultant will recommend whether the Town
should own or lease such capital equipment and how this equipment would best be
integrated to the planned buildings. This report must be prepared early as it will impact
the total project capital cost, project schedule, overall architectural choices, building
mechanical systems, grant applications, and LEED certification (if pursued).
Environmental reports: One checklist per site. It is anticipated that only local permits
(Eagle County, Town) will be needed on Village site for which a checklist should be
adequate. More comprehensive environmental report will be needed to satisfy federal
grant requirements for work on Swift Gulch site. Note that a grant has not yet been
obtained; the Consultant will assist in determining the minimum actions needed to satisfy
federal grant requirements and in preparing a congruent report.
Cost Estimates: Accurate construction costs are very important to the Town. The
Consultant shall utilize a professional construction cost estimator to provide Estimates of
Probable Cost in conjunction with the design product deliverables listed herein. The
Consultant will develop a design which can be scaled back or phased as needed to
accommodate budget and grant funding availability.
Detailed Construction Schedule and Staging Plan: The Town must maintain existing
operations at the current level of service throughout construction. The Consultant shall
prepare a construction schedule and staging plan, with a degree of detail consistent with
the extent of design development. This will include identifying the need for temporary
facilities, relocated operations, outsourcing of key functions, leasing of easements,
1/24/2008 17
parcels, or established properties, and tenant improvements for temporary facilities. Of
particular concern is: bus washbay, dry storage space, materials storage space, and secure
bus/heavy equipment parking plus the Contractor's own staging area.
Design Documents (30%, 60%, 90%, 100%): The content of design deliverables should
be as listed in Section 3.05 with sufficient level of detail to facilitate meaningful review
by the Town's Project Management team. An eRoom or other ftp site shall be hosted by
the Consultant with access made to the Town's Project Management team such that
Town staff can readily view current documents and project status and to assist with
information exchange.
Meetings and Presentations: The Consultant can assume that 2 presentations per site
with the Planning and Zoning (P&Z) Commission and 2 presentations per site with the
Town Council will be required to successfully receive local approvals for each phase.
Periodic meetings with the Town's project management team to coordinate work, make
key decisions, and report on scope, schedule, budget, and quality metrics will also be
necessary.
3.07 RESPONSE REQUESTED BY TOWN
Allow 2 weeks time for review and comments from Town on all deliverables.
1/24/2008 18
3.08 DELIVERABLES
All deliverables to the Client shall be available in the following formats:
Hard Copy 24" x 36" plan sheets
Electronic Files in original file format (e.g., *.dwg, *.jpg, *.xls, *.doc)
Electronic Files as one complete *.pdf file (for each deliverable) suitable for printing
Technical Specifications in 8.5" x 11" size hard copies
Technical Specifications in .doc format
Known deliverables include:
• Environmental checklists (one per physical site)
• Environmental Impact Report (all Phases of work to be constructed on Swift
Gulch site; satisfy federal requirements)
• Geotechnical Report (to include civil base mapping)
• Solar Power Feasibility Report
• 30% design documents (all Phases, both sites)
o Architectural renderings (plans and elevation views for all buildings)
o Plans (structural, mechanical, site civil)
o Typical structural sections (e.g., foundation, retaining wall)
o Building materials selection list
o Table of Contents of Specifications
o Construction phasing plan
o Construction Cost Estimate
• 60% design documents (Phase 1 only, Swift Gulch site)
o Plans (structural, mechanical, site civil, electrical)
o Sections
o Details
o Table of Contents of Specifications
o Specifications CSI Sections 1000 through 9000
o Construction Cost Estimate
• 90% design documents (Phase 1 only, Swift Gulch site)
o Plans (all)
o Sections (all)
o Details (all)
o Specifications (all)
o Construction schedule
o Construction Cost Estimate
• 100% design documents (Phase 1 only, Swift Gulch site)
o Bid -ready documents
o Front end contract specifications (Town provides, Consultant reviews and
edits)
o Invitation to Bid
o Addenda
• Engineering deliverables to support construction
1/24/2008 19
3.09 PROJECT SCHEDULE
The Consultant shall provide coordination and facilitation of all work required to
complete the design to allow construction in conformance with the schedule as suggested
below. This schedule should be considered "tentative" by the Consultant. Actual
milestone dates will vary depending on availability of funds by the Town, seasonal
constraints, and other variables.
Activity
End Date or Period
Notice to Proceed
Geotechnical Report
Solar Power Feasibility Report
Design Committee Scoping Meeting (P&Z)
Environmental checklists (2)
30% Design Documents
Environmental Impact Report
60% Design Documents (Phase I only)
90% Design Documents (Phase I only)
100% Design Documents (Phase I only)
Invitation to Bid (Construction of Phase I only)
Notice of Award (Construction of Phase I only)
Notice to Proceed (Construction of Phase I only)
Design of Phase II
Design of Phase III
Construction of Phase II
Construction of Phase III
REFERENCE INFORMATION
March 26, 2008
April 25, 2008
April 25, 2008
May 6, 2008
June 20, 2008
July 31, 2008
July 31, 2008
September 30, 2008
November 25, 2008
December 17, 2008
January 5, 2008
February 25, 2009
April 8, 2009
January 2009- April 2009
January 2009 -June 2010
July 2010 - October 2011
April 2011 -October 2012
1. Exhibit 1 - Facilities Needs Assessment (Predesign Report) (available at
www.avon.org)
2. Exhibit 2 - Soils Report for Swift Gulch Site (available at www.avon.org)
3. GIS Base mapping information is available by contacting Jennie Hursey, Town of
Avon Community Development at (970) 748-4072
1/24/2008 20
Attachment C
Proposal from the
Recommended Design Team
In association with VAq, H -P Geotech, Inter -Mountain Engineering. and Western Bionomics
1331 17th Street, Suite 1200
Denver, Colorado 80202
tel: 303 298-1311
fax: 303 293.8236
February 25, 2008
Jennifer Strehler, P.E., MBA
Director of Public Works
Director of Transportation
Town of Avon
Post Office Box 975
400 Benchmark Road
Avon, Colorado 81620
Subject: Proposal for Public Works and
Transportation Facilities Design
Dear Ms. Strehler:
1 Consultant Team
3
2 Project Understandin
11
3 Examples of Similar Projects
6
4 Resumes
N/A
Total
20
Cost Proposal (sealed)
2
The Town of Avon is poised to engage in a major step to modernize your infrastructure to be
able to serve your vibrant, growing community in the "Heart of the Valley". The CDM Team
will help you meet the challenge of continuing to provide critical basic transportation and
infrastructure -focused services, while essentially replacing all of the functional facilities used
in providing these services. Our team understands the key issues and has the right expertise
and experience to develop and implement the necessary strategies, creating opportunities for
the Town of Avon, along with Eagle County, to be true leaders and role models — not only with
best -in -class facilities, but in the functional application of sustainable technologies.
The CDM Team's goal is to help you to optimize bus operations, maintenance functions, and
circulation while maximizing view corridors and the daily employee and visitor experience,
taking into consideration the base facility needs, thereby maintaining a balance between
innovation, sustainability, function, and budget. Our team, with CDM, Inc. in close partnership
with VAg, Inc., Architects & Planners, and further strengthened by the local -firm strength of
Inter -Mountain Engineering, Ltd.; H -P Geotech; and Western Bionomics, LLC, provides a
Denver -based project management and leadership structure with a key local presence and is
committed to serve as a true extension of your staff.
CDM is excited by the prospect to work with the Town of Avon on this exciting project.
We look forward to discussing any questions you may have or providing further clarifications
on the contents of the enclosed proposal.
Very truly yours,
Guy Britt, P.E.
ect'Manager
Camp Dresser & McKee Inc.
Bob Armstrong, P.E.
Principal -in -Charge
Camp Dresser & McKee Inc.
consulting • engineering • construction • operations
Section 1 Consultant Team
Organization of Team
CDM's approach is to bring to the Town of Avon a team built on local and national experience, under
a strong project management and leadership structure, to work collaboratively with you as an
extension of your staff. As illustrated below, Project M anager Guy Britt, P.E., will lead a team of 4
subconsultants, including two local to the Town of Avon. Principal -in -Charge Bob Armstrong, P.E.,
will participate in bi-weekly meetings with the team to ensure the project stays on schedule. Our at -
risk construction group headquartered in Denver will provide direct access to the best construction,
cost estimating and scheduling expertise in the firm. Our national leadership role i n the areas of
sustainability and LEED-certification for similar projects, led by Ed Galindo, AIA, LEED AP, will be
supplemented by the local strength of our key partner, Eagle County's Green architectural firm , VAg,
Inc. Architects and Planners. Critical site, civil, drainage and surveying needs will be addressed by
Inter -Mountain Engineering and the challenges presented by the local soils and geomorphology will
be met with support of H -P Geotech.
ill, of the VALLLI'
KEY
CDM
VAG .
I•I-P Geotech
Inter -Mountain
Engineering
Western
Binnomirc
AvoN
COLORADO
Jennifer Strehler, P.E.
PROJECT MANAGER
Guy Britt, P.E.
PRINCIPAL IN CHARGE
Bob Armstrong, P E.
ENVIRONMENTAL
Tncra Reed
Mike Lindstrom
TECHNICAL REVIEW
James De La Loza
Dan Delich
Steven Gottesman, AIA
John Sheehan, P E . CIPE
George Swaiden. P E
ARCHITECTURAL/DESIGN
Ed Galindo, AIA
Raul Aviles, P.E. CPE
Stephanie Lord-Jotrnson, AIA
Pedro Campos. ASIA
Mariana Boidu
Anne Gunton
E. iron..
Karen Kidd, P E
Bob Yost. P E
Duke Fehnnger PE.PLS
Sandra Mendonca P E
Susan Penoyar PE
Dave Young P E
Steven Pawlak, P E
CONSTRUCTION
Tom Kline
Gary Grimes
Gary Laakso PE
t PHOTO VOLTAIC
Barry Squibb P E
Theresa Jurotich, P E
TomWarnner, PE
EL OPERATIONS
Jim Winkler P.E
In the table that follows, we briefly describe the role, expertise, and experience of our key team
members in lead roles. Resumes for all team members, including supporting staff, are in Section 4.
CDM
1-1
Section 1 Consultant Team
Town of Avon
Team Member and Role Relevant Expertise
Similar Ex.erience
Guy Britt, P.E.
Project Manager
20 years of experience
• Project management,
construction managem ent and
design
• Building, tenant improvement,
roadway, earthwork, storm
drainage and other
infrastructure projects from
inception to final acceptance
Bob Armstrong, P.E.
Principal -in -Charge
20 years of experience
Technical, project, and client
service management
• Planning, design and
construction/program
management activities for
municipal clients on design
projects to $30M ; construction
projects to $200M
Ed Galindo, AIA, LEED
AP
Lead Design Architect
29 years of experience
Design of complex, program -
driven public works, transit,
industrial, high-tech, medical,
educational, and corporate
facilities
• Master planning, programming
and project management, from
design through construction
■
• Multi Modal Mixed Use Plan, City
of Morrow, GA
• Capital Improvement Program,
City of East Point, GA
o Gateway Village Master Plan,
Clayton State College, GA
345 Inverness Tenant
Improvements, Englewood, CO
Capital Planning and Master
Engineering Services, City of
Aurora/Aurora Water, CO
• Master Planning and Program
Management, Prairie Waters,
City of Aurora, CO
s Aurora Reservoir Uti lities and
Parks Master Plan and
Construction Master Plan, CO
■ Butler Transit Authority, Facility
Design, Butler, PA
• New Maintenance Warehouse
Facility, Allegheny County
Department of Public Works, PA
Public Works Maintenance Yard
Refurbishment and Expansion
Master Planning, Ontario, CA
Stephanie Lord -Johnson,
AlA
Architect of Record
12 years of experience
Pedro Campos, ASLA
Architect
12 years of experience
Karen Kidd, P.E.
Site Civil Engineer Lead
6 years of experience
• Sustainable resort and
commercial development
• Single-family residential
construction
o Construction specifications
• Design of Public Facilities, Vail
Valley, CO
■ Traer Creek Ambulance Station,
Avon, CO
■ Golf Course Maintenance
Facilities, Gypsum, CO
c Land planning and I andscape
architecture, especially on the
Western Slope
a Sustainable, innovative
development
■ Traer Creek Plaza, Avon, CO
• Xeriscape Demonstration
Gardens, Eagle County, CO
a Post Boulevard Landscaping
Project, Village at Avon, CO
• Civil site and roadway des ign,
site grading and drafting
a Erosion control and drainage
studies and design
■ Project management
Condo Renovation, Vail, CO
• 5 -Acre Industrial Site Design,
Sedalia, CO
a 164 -Unit Developm ent, Fraser,
CO
1-2
CDM
Section 1 Consultant Team
Town of Avon
Team Member and Role Relevant Ex.ertise
Similar
Experience
Tom Kline
Construction Operations
and Scheduling Lead
25 years of experience
•
v.
CPM scheduling, cost control,
quality control
Coordination and monitoring of
subcontractors
Materials procurement and
preparation of monthly pay
estimates
•
I
•
•
Hanging Lake Rest Area
Modifications, Glenwood
Springs, CO
Cold Storage Warehouse
Construction, Denver, CO
Water Treatment Plant
Construction, Englewood, CO
Barry Squibb, P.E., LEED
AP
Photovoltaic Feasibility
Lead
17 years of experience
❑
Design, engineering, and
construction managem ent of
electrical systems for
municipal and private clients
Photovoltaic systems
n
-j
CAT -DEL UV Disinfection
Facility, NY
Water Pollution Control Facility,
Hartford, CT
WWTP Expansion, Monmouth
County, NJ
Jim Winkler, P.E., BCEE
Fuel Operations Lead
20 years of experience
A
•
■
Remedial implementation and
operations, maintenance and
monitoring
Facility process and site
improvement projects
Remediation cost estimating
and construction services
7
o
Design of Vehicle Fueling
Facility, Somerville and
Westborough, MA
Tank Project for Transit
Authority, Chicago, IL
Design of Storage Facilities,
Pittsburgh, PA
Tricia Reed
Environmental and
Permitting Lead
8 years of experience
u
Regulatory com pliance,
including NEPA, CEQA, ESA,
CESA, CWA, and others
Preparing E ISs, EA/FONSIs,
EIRs, IS/MNDs, and BAs
NEPA/CEQA documentation,
including detailing the existing
conditions, conducting impacts
analysis, and developing
mitigation to reduce im pacts
c
o
]
Environmental, Permitting, and
Public Outreach Technical
Support, Sacramento County
Regional Sanitation District, CA
Emergency Permitting, California
Energy Commission, CA
Sonoma Salt Marsh Restoration
EIS/EIR, Sonoma County Water
Agency, Napa, CA
Michael Lindstrom
UST Environmental
Permitting
7 years of experience
c
Environmental permitting and
site characterization
Remediation system design,
implementation and operation,
and construction oversight
o
•
DBO Maintenance, and
Management Services for UST
Sites, Denver, CO
Secondary Containment
Structure for Fuel, Denver, CO
David Young, P.E.
Geotechnical Lead
25 years of experience
•
Ea
Slope stability analysis, hillside
dewatering, and landslide
mitigation improvements
Subsurface exploration
•
O
Deep and Shallow Foundation
Design, CO
Commercial and Residential
Developments, CO
DM
1-3
Section 2 Project Understanding
The Swift Gulch Public Works and Transportation and the Village Site Parks and Recreation
Facilities will provide the Town of Avon, "The Heart of the Valley," and Eagle County, with the
modern infrastructure required to optimally serve the needs of a vibrant corn munity and world -class
resort and recreation destination. Meeti ng the challenge of continuing to provide critic al basic
transportation and infrastructure -focused services, while essentially replacing all of the functional
facilities used in providing these s ervices, requires a team that understands the key issues combined
with the right experience to develop and implement the necessary strategies. This will create a
leadership opportunity for Avon and Eagle County — not only with best -in -class facilities, but in the
functional application of sustainable technologies. The key issues associated with this visible and
foundation -building project include:
• Logistics associated with maintaining critical transportation and public works functio ns with
multiple temporary facilities
■ Approximately 70,000 sf of total roof area at the Swift Gulch site and the opportunities to develop
solar power systems that will serve the site facilities and set a standard for the rest of the Town of
Avon and the region
• The need to identify and im plement strategies for funding and procuring photovoltaic cell
technology systems that provide the highest benefit to the Town of Avon
■ The goal of securing funding from Federal (FTA) and State of Colorado (CDOT ) sources to help
offset project costs Using a combination of
• Construction sequenci ng and scheduling local and specialty
• Three -season construction lim itations expertise throughout
• Architectural treatment coordination of new and existing facilities the project, the Town of
Avon/CDM Team must
• Geotechnical issues associated with challengi ng site soils maintain a critical
• Environmental issues associated with delisting the Swift Gulch creek pragmatic balance
• Swift Gulch site drainage and im pacts on downgradient systems between innovation,
sustainability, function
• Traffic patterns along Swift Gulch Road and impacts of the and budget.
improvements on ingress/egress
• The Swift Gulch site is constrained and presents challenges. Our goal is to optimize bus
operations, maintenance functions and circulation while maximizing view corridors and the daily
employee and visitor experience through enhanced site design and separation of functions.
Using the best combination of local and specialty expertise throughout the project, the Town of
Avon/CDM Team must maintain a critical balance between innovation and sustainability and the
pragmatic necessity of function and budget. This will be accomplished through establishing the
program at the onset. The concepts identified in the August 2007 Facility Needs Assessment (FNA)
represent an excellent springboard for the Town of Avon and CDM Team to critically evaluate,
prioritize, optimize, and implement. CDM's at -risk construction group, headquartered in Denver, wi II
provide direct access to the best construction, cost estimating, and scheduling expertise in the firm.
Construction professionals Tom Kline, Gary Grimes, and Gary Laakso will provide timely input as the
facilities plan progresses.
CDM
2-1
Section 2 Project Understanding
Town of Avon
Our national leadership role in the areas of sustainability and LEED-certification for similar projects,
led by Ed Galindo,AIA, LEED AP, will be supplemented and corn plemented by the local strength of
Eagle County's Green architectural firm, V Ag, Inc., Architects & Planners (VAg), with direct project
management support and key architectural, and landscape architectural roles by Stephanie Lord -
Johnson and Pedro Cam pos. Critical site, civil, drainage, and surveying needs w ill be addressed by
Inter -Mountain Engineering and the challenges presented by the local soils and geomorphology will
be met with on -the -ground support of H -P Geotech. Our mission is to bring to the Town a team built
on local and national experience, under strong project management and leadership led by Gu y Britt
and Bob Armstrong, to work collaboratively with you as an extension of your staff.
Our Overall Approach to Project Execution
Based on CDM 's client service philosophy: Listen, Thi nk, Deliver,
we begin each project with a thorough understanding of our
client's goals and needs. This understanding is confirmed and
documented, at the onset, through an interactive and collaborative
workshop or charrette process. The CDM Team will act with a
focus on achieving the Town of Avon's goals and we will
constantly monitor our progress to ensure we are on track. The
first step to this understanding is the development of a specific
Project Program. A Project Program is the written delineation of
design criteria prior to the development of a design solution.
Programming is the analysis, while planning and design is
synthesis — all in the process of active execution and delivery.
This is a phased, multi -year project that will include multiple
construction bid packages and opportunities for alternative project
delivery. It will be managed with a programmatic, engineered
approach that includes input from and direction for all m embers of
the Team. Our approach, which includes the Town as an integral
part, continues through the Programming and Conceptual Design
phases of the project, carrying through to permitting, construction
and occupancy at all phases of implementation. Critical to our
interactive approach are periodic reviews with key client representatives to assure alignment of goals
as we progress. Simultaneously, CDM undertakes internal QA reviews encompassing cost and
constructability assessments. We are a construction firm , which allows us to view our designs from
the contractor's perspective. The sequencing required and the need to maintain ongoing Public
Works activities require this perspective and attention.
PROGRESS
MANAGEMENT
BUDGET
TRACKING
DOCUMENT
MANAGEMENT
CLEAR UNES OF
COMMUNICATION
PROJECT
MANAGEMENT
EXPERIENCED
STAFF
DATA
MANAGEMENT
OUAUTY
CONTROL
SOUND
TECHNICAL
PROGRAM
Our approach to project management
emphasizes teamwork between Town
staff and CDM team members,
supported by clear lines of
communication, effective project
control systems, and a commitment to
continuous quality improvement.
Project Management Approach
Our approach to working with our clients em phasizes the importance of a close working relationship
with the Team. It is vital to the success of the project to obtain maximum input from Town staff to
formulate the best long-term solutions for all phases of the facility and site planning and design and
to continue working closely with Town staff through project completion. Our proposed Team has
successfully completed many projects similar in size, type, and complexity to this project. The CDM
Team's capabilities and effectiveness are strengthened and enhanced through our partnership with
VAg. We offer the Town proven project management capability and outstanding technical ex pertise
in the areas of planning and programming, pre -design, schematic design, design development,
2-2
CCM
Section 2 Project Understanding
Town of Avon
construction management and construction services. Strong project management techniques and
systems are essential to the proper control and successful completion of any project. 0 ur project
management objectives are to:
• Maintain clear channels of communication between the Town and the Team by providing a single
point of responsibility
• Maintain direct lines of responsibility for work components
• Provide timely completion of work according to an established schedule of activities
• Establish milestone benchmarks for Team performance during the critical early stages of planning
• Closely monitor the project costs during design
• Provide regular checks on project technical control Including scheduled meetings with a Technical
Review Committee (TRC) to provide for active, ongoing qua lity assurance
Effective Communication with Town of Avon Staff
Our commitment is to you, our client, and we consi der your input and feedback, technical review
comments, and overall guidance during the pr oject to be vital. Putting a dollar value on
communication is hard, but we know that without it, projects fail. To promote success, CDM will:
• Include Town of Avon staff as a working component of our Team
• Hold regular progress meetings with Town of Avon project team members to discuss major issues
and to update your staff members to document our progress and to obtain your feedback
• Establish milestone budgets and timelines at convenient intervals to monitor success and maintain
Town and Team `buy -in' along the way
An effective communication program will help ensure the success of this project by keeping you
involved in decision -making and allowing you to review the progress reg ularly and officially. You will
be able to adjust and fine-tune strategy, making the best use of our expertise to meet your needs.
The net effect of good communication will be to save you time and money by getting things right the
first time and eliminating expensive surprises at the end of the project. The Town of Avon already
know and have worked with key members of the Team, including VAg's Pedro Campos and
Stephanie Lord -Johnson; IME's Karen Kidd, Sandra Mendonca, and Duke Fehringer; Steve Pawlak
of H -P Geotech; and Bobby Magnuson of Western Bionomics. This will enhance effective
communication from the start. Our commitment to effective communication includes supporting the
Town of Avon with the public process. Accordingly, we will have the public involvement firm, GBSM,
with whom CDM has a long-standing relationship, and who has a working knowledge of and
experience with the Town of Avon, in the wings to further facilitate the public process, if needed.
Subconsultant Management
By their very nature, most design projects involve a multidiscipline and varied team of professionals
working together to produce an effective design. One of the responsibilities of the project manager is
to coordinate the activities of these internal staff and external subconsultan t resources, notably i n the
role of VAg's Stephanie Lord -Johnson as an on -t he -ground point of conta ct to facilitate and support
Mr. Britt's project execution efforts. Mr. Britt is experienced with coordinating these types of efforts
and has focused his career on managing multidiscipline design teams. CDM employs the following
techniques to manage and coordinate subconsul tants:
DM
2-3
Section 2 Project Understanding
Town of Avon
• Hold internal project kick-off meeting with subs to review scopes -of -work, project objectives, etc .
• Involve subconsultants early in project execution and keep them appraised of developm ents
• Maintain frequent and regular project corn munications - CDM typically requires subconsultants to
provide weekly project updates to the project manager
■ Monitor earned value of s ubconsultatns' work
Demonstrated Ability to Meet Time and Budget Requirements
The fact that 85 percent of CDM's project work comes from repeat clients
speaks volumes of our commitment to delivering projects on budget and within
schedule. CDM's depth of experience coupled with our in-house constru ction
and estimating capabilities provides an extraordinary ability to provide
estimates with market confidence. By drawing upon a staff of over 4,000
individuals and our extensive past project experience, CDM has the capacity to
meet even the most demanding project schedules. CDM recognizes that
municipalities are under enormous pressure and public scrutiny to adhere to
established schedules and budgets. We are particularly proud of our
exemplary track record with cost estimating and schedule adherence on
projects that helps our clients meet their commitments to their constituencies.
"Guy's relationship with
the City of Morrow
spanned four years —
During that time, his
involvement was
integral to keeping the
City's plans moving
forward and on track."
John Lampl, City
Manager
Quality Management Process (QMP)
Quality management will be assured through direct application of CDM's project delivery system,
QMP-1. This process encompasses quality, budget, and schedule parameters, and provides the
basis from which a project can be continually monitored. QMP-1 is an integral part of our design
process. It is integrated into a project from the time a decision is made to respond to an RF P
through project closeout. This quality control process will be adapted, as necessary, to be consistent
with FTA QA/QC Guidelines and with the Town of Avon's Design Review Guidelines and QM plans.
Phasing and Scheduling Overview
Due to the integration of immediate activities with the logistics of future phases, it's important to
immediately identify the basic phases and sequencing of the project. Based on the RFP, the FNA
and conversations C DM has had with the Town and amongst members of our team, we see the
following overall phasing and scheduling structure and concerns. Specific efforts and activities
associated with this overview are addressed in m ore detail later in this section.
• Phase 1 — Upper Swift Gulch Site -Administration and Yard Improvements
• Solar demonstration project completed summer 2008
New Admin Building
Phase 1 construction goal: start March 2009, work through spring, sum mer and fall, 2009
Roof/walls up by end of Novem ber; interior work over the winter
• Phase Ila - Village Site - Temporary Bus/Transit Operations Facility
■ Construction after July, 2010, relocate temporary Bus/Transit Operations by October 2010
■ Phase lib - Village Site - Parks and Recreation Facilities
• Phase III - Lower Swift Gulch Site
• Break Ground for Bus Barn/Subterranean Parking April 2011
2-4
DM
Section 2 Project Understanding
Town of Avon
Following are key specific elements of this phasing.
Programming/Master Planning
During the initial programming phase, the C DM Team, with key involvement from VAg, will work with
the Town of Avon to address not only basic design criteria for use in subsequent design phases but
formulate the findings from the FNA into an architectural and site progra m. This program will
optimally identify needed circulation patterns of staff and operations and will specifically produce:
• An architectural program for buil dings in all phases to determine building square footage needed,
personnel accom modations, visitor accommodations, aesthetic criteria, shared user criteria (i.e.
ECO, Beaver Creek, etc.) and cost budgets/tradeoffs
• A site program for all phases to address critical site utilization including yard storage, bus
warehousing, site balance, ingress/egress
• Issues to address during the Programming/Master Planning Phase include:
• Usage of photovoltaics — 'Go forward' plan to pilot/demonstration project
• Maximization of fuel operations within all phases
• Maximizing site usage for daily operations
• Cost/performance tradeoffs for:
■ Site balance/Separation of uses
Building and site circulation
Continues Fleet Maintenance operations
Site Ingress/egress improvements
Construction phasing
Levels of sustainability achievement
Concept Plan/Planning
As a result of the Programming and Master planning efforts, a workable program and master plan to
be used for logistics, construction phasing, site and building planning wi II be completed. With that
document, and the collaborative ideas leading up it and in -h and, the Team will pursue the design and
logistics details to develop conceptual plans for the building and site. Specific deliverables during this
phase include 2 to 3 concept plans for each site and each building for re view and collaboration with
the Town of Avon. Upon approval of a conceptual design that satisfies T own requirements,
operations and construction logi stics a Final Concept plan including construction and phasing
requirements will be developed. This plan will be used for submission to the Town of Avon
Engineering and Public Works Departments, Planning and Zoning (P&Z) Commission (for Swift
Gulch Site), and Traer Creek M etro Design Review Board (for the Village site), as appropriate, to
solicit early comments; and for budgetary cost estim ating.
Programming/Master Planning and Concept Development Issues:
Circulation/Operations - Since Phase I, Phase Ila and Phase III are interrelated and integral to one
another, and since seasonal operations differ so greatly, the concept pl an will have to address
circulation and operational concerns for buses, snow removal equipment, paving equipment, large
and small equipment movement and storage for many different scenarios over the next several years
2-5
Section 2 Project Understanding
Town of Avon
under permanent and temporary operational conditions and to allow for constr uction phasing. Key
issues to address include:
• Phase Ila and Phase III sequencing to eliminate the usage of the Village Site over two peak
seasons — with input from the Team's constructors, acceptable construction solutions can be
gained.
• Typical seasonal equipment movements — depending on seasonal demands, usage of this site will
vary dramatically from peak transit operations in the winter to peak public works maintenance
operations in the sum mer.
Tom Kline and Gary Laa kso, both with CDM's Constructors will lead the Team's efforts to balance
the varied operational concerns wi th construction phasing and logistics.
Fuel Island — Construction phasing is predicated on the relocation of the e xisting fuel island during
Phase Ito make way for the Bus Depot/Warehouse during Phase III. Based on this plan, the existing
gasoline and diesel fuel storage tanks and appurtenances will require removal and decommissioning
under current State and Federal regulations.
This removal effort will require soil confirmation samples and direct coordination with Town of Avon
operations as well as the construction and permitting for the new fuel island and the use of any
temporary fuel facilities. Design and permitting for the new fuel is land will be completed as part of
Phase I final plans, however, a detailed understa nding for the use of the Village Site during Phase II a
will have to be developed to determi ne the extent of temporary fuel facilities so that Phase III can be
appropriately constructed. The determination of planning around decommissioning of the existing
fuel island, constructing the new fuel island, fuel operations during all phases compared with
construction operations with all phases will have to be made.
Solar Energy System Feasibility — The Swift Gulch site, with its solar exposure, intuitively appears
to be very feasible for a solar energy system. We will conduct a feasibility study to address the
quantity, quality and consistency of solar exposure for ph otovoltaic (PV) cells. The feasibility
analysis will address two basic roof top projects: one small project at the new adm inistration building
to be built in Phase I and one large project at the new bus depot to be built during Phase III . The
feasibility study will provide an estimation of the available solar power for conversion to electric
power at the project site; preliminary system configuration; selection of P V equipment; preliminary
sizing of the PV panels, the inverter and other electrical corn ponents. The economic portion of the
study will evaluate the economic feasibility of using the estimated available solar energy electric
production to offset utility electricity purchases and preliminary system construction costs.
These two scenarios should be scalable for use in additional applications and the results of the
analysis are likely to be incorporated into the Public Works and Transportation Facilities design. The
team will investigate two basic arrangements: 1) a photovoltaic array to address building loads
without excess power production and 2) a photovoltaic array to generate excess power for sale. The
end result of this analysis will provide direction to the Team as to whether to pursue a building
specific solar solution or to pursue a larger solar solution in an effort to 'export' power. The two sizes
of projects were selected to accommodate 'typical' installations so that scalable projects could be
evaluated and a 'breakeven' threshold for building size corn pared to funding could be approached to
make future judgments for arrangements such as a power purchase agr eement, ownership by the
Town, Build -Own -Operate lease back agreem ents will have obvious merit to the Town.
2-6
Section 2 Project Understanding
Town of Avon
The economic feasibility will be conducted using historic electric usage, Town of Avon's average
electric rate based on their electric tariff with Holly Cross Energy, and typical bond financing. The
excess electricity sales may or may not be eligible for Holy Cross E nergy's net metering program,
which is limited to systems of 25 kW or less. This means for any PV system larger than 25 kW, the
Town will need to negotiate with Holy Cross Energy on how and if the Town may interconnect the
system with the utility grid, and what the Town would be paid for such excess electricity. The
economics of the projects will be based on the net present value and net levelized cost. However, if
the excess electricity case system size is larger than the net metering limit, CDM will estimate the
required sales price for excess electricity such that sales offset the cost of the project. CDM will then
comment on the likelihood the Town could receive that price given the Town's current electric rate.
Based on Holy Cross Energy's net metering tariff, it's unlikely that the Town could receive a value
any higher than its own cost of electricity and would likely receive less.
Sensitivity analyses will be performed including changes in capital cost, changes in operation cost,
changes in electrical output, one alternative financi ng structure (such as an Industrial Developm ent
Bond), and an alternative ow nership structure (such as a lease / power purchase arrangement).
Depending on results from t he analysis, the Team will perform basic investigations for funding
opportunities through CREB's, Holy Cross Energy, Xcel Energy, the Governor's Energy Office,
Colorado Public Utilities Commission, Modified Accelerated Cost -Recovery System Credits and
Renewable Energy Production Incentives. At the conclusion of the solar panel feasibility analysis,
the Team is prepared to assist the Town with implementation of a demonstration project at the
approximate 20,000 SF Fleet Maintenance Facility. Due to time constraints, CDM is prepared to
design build this project so that pilot results can be documented as soon as is practicable.
The technical and financial feas ibility analysis for the use of solar panels for the project Town will be
completed for significant decisions to be included within Final design documents. Decisions for the
design of building systems, specifically electrical and HVAC systems, for peak shaving allowances,
net metering, etc will have to be made prior to embarking on final design. Working coil aboratively
with the Town, CDM will quickly identify functional and financial influences to deter mine the best
benefit of installing solar panels: understanding consistency of sol ar exposure; determining the
ultimate function to with respect to on site use or if there are opportunities for power exportation;
whether the installation is an integrated PV project or an outside vendor is secured to finance, build
own and operate, the CD M Team is experienced and able to facilitate or lead the Town's efforts
toward clean energy pro duction. We are prepared work with the Town to bring in outside partners to
potentially construct, own and operate a solar energy system and sell predictably priced power back
to the Town under a long-term contract or power purchase ag reement.
Site Constraints — Concept planning will need to identify the point of dim inishing returns between
site expansion and cost considerations for earthwork, extent of retaining walls as compared to
improving the site to create workable circulation patterns for each operational use. Through use of
Intermountain engineers and VAg the Team brings significant local advantages to maximize the use
of both project sites while taking into account local stakeholder influences.
Environmental — Environmental permitting and regulatory issues w ill have to be identified up front
so planning and scheduli ng concerns can be addressed immediately. Environmental issues include
the initial design assumption that Swift Gulch will be delisted in September'08; permitting for the new
Fuel Island; decommissioning and soil sampling for the existing Fuel Island; typical environmental
requirements for site construction in the Town of Avon and preparation of documents in preparation
DM
2-7
Section 2 Project Understanding
Town of Avon
of filing for Federal funding for any or all parts of construction . Concept planning wi II need to identify
the point of diminishing returns relative to site expansion efforts.
Funding — The project Team has assisted numerous local governments in developing environm ental
cost -share partnerships with agencies of various states and the federal government, among them
EPA, the Army Corps of Engineers, and various state environmental protection departments. The
CDM Team offers specialists in the development of project planning, project scope, gr ant application
preparations for various types of grants. As options such as CREB (clean renewable energy bonds)
arise for solar panel implementation and FTA grants are identified for Phase III, the project Team has
ample experience and resources to lead or support the Town in it's efforts to maximize alternative
funding avenues. Potential funding sources include but are not necessa rily limited to FTA § 5311,
FTA § 5307, Colorado SB 97-1 under the '10% for transit rule' (similar to funding for the Town of
Avon Intermodal Center); F HWA STP, CMAQ or NHS funds. (It's important to note that due to the
proximity of Avon and it's transit system to 1-70, part of the NHS, this an other associated projects
may be eligible for alternate grants/funding through FHWA.) Dan Delich, who has had numerous
successes in achieving more than $80 million in diverse funding at the state and fede ral levels,
stands at the ready to assist the T own and the Team as directed.
Sustainability/LEED
This project presents the opportunity to establish the Town as a leader in Eagle County for
sustainable design. Details for sustainable design and daily operations will be identified early in the
planning. We will identify those strategies requiring detailed investigation for inclusion into the
project and make a determination for LEED Certification. Sustainable measures could include:
Sustainable Sites - Typical site work will consider mandatory site activity pollution prevention but
will also address pedestrian connectivity, where appropriate, to potentially promote bicycle and
pedestrian transportation. Parking allotm ent for both sites may represent a potential conservation
measure, as well as using creative pavements and roofing materials to reduce light reflectivity and
heat island effects.
Water Efficiency — The Team will investigate using creative water efficient landscaping at both sites
in coordination with Site/Civil work needed for stormwater detention and stormwater QM practices.
Energy & Atmosphere — Fundamental Building Energy, refrigerant managem ent and energy
optimization will be investigated to include the preliminary findings or the PV panel evaluations to
apply for the onsite Renewable E nergy credit.
Materials & Resources — With client input and through coordination with the architectural and cost
estimating team, the Team will investigate the use of alternative materials, recycled materials and the
potential to reuse materials currently on site. The Team, unfortunately, will not be able to consider
reuse of many items such as the existing fuel island infrastructure.
Indoor Environmental Quality — The Team will investigate and implement standards for
construction and during operations to control the indoor air quality. Categories to investigate include
but may not be limited to: IAQ Performance, Environmental Tobacco Smoke, Outdoor Air Delivery
Monitoring, Increased air changes, a IAQ Management Plan during construction and before
occupancy, use of low emitting paints, coatings and other materials, specialized HVAC controls
along with daylighting of spaces within the building areas
2-8
DM
Section 2 Project Understanding
Town of Avon
Design Considerations/Phasing Issues/Sequence
Phase I — Administration Building: Upper Swift Gulch Site
Phase I is intended to construct appropriate office facilities for the Public Works, Roads and Transit
staff and to make significant improvements to the laydown and storage yards that are currently in
use. Construction of these facilities will advance the project so that the a rea currently occupied by
temporary facilities can be made available for the future construction of the Bus Depot. Due to
seasonal construction issues this project should be completed by Fall 2009.
Administration Building
The administration building is currently planned for personnel acc ess on the upper tier level with
lower level vehicular storage along with workshop space. Issues with this building as planned
include grading and the planned layout of the building. C urrently, space constraints coupled with
personnel needs imply a very limited building that without proper planning could exacerbate facility
needs. The opportunity exists such that site design can take advantage of the view corridor to limit
the mass of the Bus Depot by situating the administration building in the foreground of the view
corridor. The potential ex ists for access at the lower level of t his building by way of the planned
subsurface garage while maximizing the advantages that exist at the Swift Gulch site.
Stockpile/Yard Improvements
Expansion in the yard areas is i ntended to be terraced upward and widened. T he balance between
conveying drainage, optimizing earthwork and identifying shared uses d uring all seasons is critical to
creating a useful yard environm ent. Locating specialty equipment and installations such as an
appropriate live load ashphalt hopper for paving crews, covered areas for material storage and
appropriate seasonal vehicle storage will become significant.
Fuel Island Relocation
During this phase the existing Fuel Island needs to be relocated so that roo m can be made available
for the Transit Operations Center. This part of the project may become a critical issue. Mitigation of
the current site along with optimal placement of the permanent Fuel Island could become issues.
Phase I Issues
Issues for this project include:
• Administration building geometry and grade separation
• Continued operation of the Fleet Maintenance Facility
• Planned uses for upper tiers and yards
• Grading and earthwork to expand the useabl e area
• Delisting of the gulch/Permitting a stream relocation
• UST removal, relocation and coordination of the F uel Island with the subgrade garage
Phase II — Parks and Recreation Building: Village Site
Phase II is better described as two phases: Phase Ila will encompass the needed temporary
facilities for peak season Transit Operations and Phase Ilb will provide permanent Parks and
Recreation facilities once the permanent Transit Operations have been restored to th e Swift Gulch
Site. Neither project can commence until the Charter School lease expires in July 2010. Early
efforts with construction and public works operations should focus on the ability to relocate bus
operations early so that Phase III construction can start during early Fall '10. In the event that
formwork can't be completed before winter, the Town may be required to operate temporary bus
operations over two peak seasons at the Phase Ila site.
CDM
2-9
Section 2 Project Understanding
Town of Avon
Phase Ila — Temporary Bus Depot: Village Site
Phase Ila cannot commence until expiration of the Charter School Lease on July 1, 2010 and wil I
encompass the needed temporary facilities for peak season Transit Operations planned during the
2010/2011 peak season until such time as permanent Transit Operations have been restored to th e
Swift Gulch Site. The Town proposes temporary peak transit operations occur at this site for the
2011/2012 season as well. Howev er, through discussions with team members, the opportunity
exists to construct these temporary facilities, transition the transit operations from Swift Gulch and to
commence Phase III construction so as to have all CIP concrete in place to limit temporary
operations at the Village Site to only one peak season. Certain winter activities should be identified
to make the best use of the construction tim eline. As soon as the Charter School lease expires, the
Town has to be prepared to constru ct temporary facilities immediately so that bus operations are
ready for peak transit operations by October 2010. The more time that can be bought during this
transition allows for a greater probability for limiting peak season operations at the Phase Ila site.
Phase Ila Issues
• Establishing a design for the Parks and Recreation Facility that can be maximized during
temporary use for bus operations during construction of the new Transit Operations Facility.
• Bus refueling operations at the temporary facility
• Attaining Traer Creek Metro District Review Board Approval
Phase Ilb — Parks and Recreation Facility: Village Site
Once the permanent bus operations have been re established at the Sw ift Gulch Site, final plans for
the Village site for construction of the Parks and Recreation facilities can commence.
Phase Ilb Issues
• Typical site planning concerns such as neighborhood involvement, screening from highway, etc.
• The extent of pavement removal left by the bus operations
• Attaining Traer Creek Metro District Review Board Approval
Phase III — Bus Depot: Lower Swift Gulch Site
Construction during Sum mer and Fall of 2011 will represent the culmination of the project, currently
envisioned as improvements to the current area including covered bus storage for the current/future
bus operations; and underground and covered parking for Transit employees, Town staff, and others.
Phase III Issues
■ Maintaining the operations of the Fleet Maintenance Facility during construction
■ Affordability of a durable industrial pavement
• Coordination of the sub and super st ructure with facilities to remain (Admin facility, Fuel Island)
• Bus circulation within the project area
■ Disposal of unsuitable soils from the garage excavation and pavement installation
• Schedule — Fall '10 through Fall '11 vs. Spring '11 through Fall '12
Phase III Project Approach
• A detailed construction phasing plan will be needed to coordinate construction for th e garage and
building while maintaining the operations of the F leet Maintenance
• Close coordination with the construction team during design is needed to determine schedule
feasibility and to identify any wintertim e construction activities that can cost-effectively occur
2-10
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Section 3 Examples of Similar Projects
For 60 years, CDM has provided m ulti-disciplined teams of architects and engineers to achieve
optimum results for our clients in terms of function, efficiency, cost and constructability. CDM's
proposed staff is experienced i n the design and renovation of bus transit and mai ntenance facilities.
We have assisted clients nationally, including the Bay Area Rapid Transit, San Francisco, CA;
Chicago Transit Authority, Chicago, IL; and Port Authority of Allegheny County, Pittsburgh PA. CDM
recently completed the design of an inter- modal bus transit and maintenance center in But! er, PA.
This knowledge of Bus Transit facilities coupled with our experience i n facility assessments gives us
confidence in our ability to serve the Town of Avon Public Works Department in the upgrading of
their facilities.
CDM recently completed a general facility assessment and code evaluation for the Northeast Ohio
Regional Sewer District, including their primary maintenance facility. We provided a code
assessment review of a newly acquired building for the Allegheny County Department of Public
Works. We have designed vehicle maintenance facilities for Departments of Public Works across the
country, and have provided envi ronmental evaluations of bus fueling and maintenance facilities for
the Chicago Transit Authority (CTA). With all of the traditional engineering disci plines (civil,
structural, mechanical, and electrical) in-house, in addition to full service architectural capabil ities,
and broad experience closely aligned with the needs of this project, CDM is in an unparalleled
position to best serve the Town of Avon.
Intermodal Bus Transit and Maintenance Facility Design, Butler Transit Authority,
Butler, Pennsylvania
CDM is currently designing an Intermodal Transit Facilty for the Butler
Transit Authority that encom passes a transit terminal, offices, storage
and maintenance facility, and a corn muter park -and —ride facility lot.
CDM is providing architectural, electrical, permitting, environmental,
structural, HVAC, and plumbing design services to "The Bus".
During the initial phase of the project, CD M reviewed several locations
for the planned facility and provided a detailed s ite selection assessment that considered access and
safety, utilities, and development costs associated with each potential site. The initial phase of the
project required a conceptual study of the project including preparation of drawings to describe the
site development and facility layout. The location selected was a B rownfields site.
The project consists of a storage facility to house the current fleet of transit vehicles operated by the
Authority, along with Butler Area Rural Transit; a maintenance facility for the servicing of vehicles; a
vehicle wash facility; and administrative offices of the Authority. The
administrative office building is planned to be two floors, approximately
15,000 square feet in totality. The bus maintenance and storage facility is
planned to be approximately 43,000 square feet. The project plan
includes 225 parking spaces incl uding 10 handicap spaces, access road,
and pedestrian pick-up and drop-off areas. CDM incorporated energy
efficient and sustainable principles in our design of the transit facility.
ccM
3-1
Section 3 Examples of Similar Projects
Town of Avon
The Intermodal Transit Center will provide a local transfer point for the current fixed route system,
pedestrian and bicycle access , a taxi port, and a park and ride lot for future service to the City of
Pittsburgh. Based upon the recommendations of the Cranberry Study, the Intermodal Transit Center
can integrate the fixed route and shared ride service of two Butler County systems and coordinate
service throughout Butl er County, including inter -city and future commuter service to Pittsburgh.
Fueling Facility Improvements, Chicago Transit Authority, Chicago, Illinois
CDM provided investigation, design and construction services for improvements at 16 CTA bus
garages. Beginning in 1991 and continuing to the present, this phased program is addressing the
bulk storage and dispensing of fuel, lubricants and fluids used by the CTA fleet. CDM has completed
a variety of studies, building renovations, new construction and remediation work, including:
• Renovations at Archer Street Garage — CDM completed programming of renovations to CTA
training center, district offices, credit union, transfer ticketing and records storage. Issues
addressed included structural im pacts on floors, new fire separation and fire vestibul es, new
electrical branch circuit overcurrent protection, extension of fire alarm and security systems,
egress lighting and signage. Fire protection methods were established for storage and dispensing
including wet sprinklers, fixed and mobile dry chemical systems.
• Forest Glen and North Park Improvements — A bulk fluids unloading storage building,
replacement underground storage tanks and fuel dispensing equipment designed for two bus
garages. The new 1600 and 3000 sq ft m asonry buildings were designed to be corn patible with
the existing facility and sited to accommodate tanker truck unloading. Structural, fire safety,
mechanical, and electrical services were included as part of this project.
Smithfield Street & United Way Building Code Assessment, Department of Public
Works, Allegheny County, Pennsylvania
CDM provided facility assessments and programm ing services for architectural, mechanical, civil,
structural, environmental, HVAC, plumbing, and electrical systems under a three-year on -call
contract with the Allegheny County Department of Public Works. Representative tasks include:
• Department of Human Services Relocation — CDM is currently developing space planning
concepts for moving 300 Department of Human Services (DHS) personnel from three locations
into the One Smithfield Street Building. CDM conducted an inventory of DHS personnel and their
furnishings. From the inventory list and site visits, we established a square footage requirement
for each employee and support service area. CD M developed concept drawings of the space
layout at One Smithfield Street and we will validate the space allocated in those concepts for each
person and support service area. T he new layouts will provide an accurate depiction of the space
required for each staff member and support area.
• United Way Building Facility Assessment — CDM conducted a building evaluation and
feasibility study to determine the condition of the building and evaluate the level of repair and/or
renovation necessary to bring the building to c ompliance with current code for occupancy by the
Department of Public Works. The team conducted a visual inspection to evaluate the soundness
of structure, foundation, mechanical, electrical, and plumbing systems. An environmental review
was completed to determine the possible necessity for asbestos abatem ent. The findings report
included recommendations for immediate and future improvements and probable costs for each.
3-2
CDM
Section 3 Examples of Similar Projects
Town of Avon
Emergency Support Services Facility, Westchester County, New York
CDM has completed designs for construction of a 14,500 square -foot emergency support services
building and parking for 160 vehicles. CDM's designs include:
• A new security system compatible with the County's standard system
• 1,000 square feet of common space,
including a break room, restrooms, and
showers
■ HVAC, plumbing, and electrical system s
■ Loading dock
• A 20 -space emergency vehicle parking
lot, 40 -space visitor parking lot, and
overflow parking for 100 vehicles
• Pedestrian, maintenance vehicle, and forklift access between the new building, parking lots, and
existing training facility and training yard
■ Site drainage and related site improvements
In the schematic design phase, CDM conducted an interactive programming session with DPW
design staff to establish the goals and constraints for the project, including space needs, critical
features, circulation, system descriptions, and desired aesthetic im age of site and building.
Conceptual site and building layouts showing critical circulation and access elements and general
arrangements of primary spaces and equipment were developed along with systems descriptions for
major building systems and equipment. During design development, CDM had recognized the
exponential rise of buil ding materials due to market trends, thus performing a pre -construction value
engineering service resulting in ensuring that this facility would be constructed within the original
budget. CDM supported DPW in obtaining the necessary permits required to complete the project.
Design of Household Hazardous Waste and Training Center, Chicago Department of
Environment, Illinois
CDM designed a hazardous materials facility in an abandoned
warehouse and incinerator located on Goose Island. The new
facility serves as a drop-off point for household hazardous
waste. Residents of Chicago and the surrounding communities
will be able to drop off chemical and hazardous wastes
including oil -based paint, solvents, motor oil, household
cleaners, garden/lawn chem icals, gasoline and aerosol
products. These materials will be properly packed and then
disposed of via recycling and methods other than landfilling.
LEED principles played a critical role in the project. CDM's
design had to obtain a silver LE ED rating in order to meet the
City of Chicago's new green building codes.
WM
ACEC-Illinois awarded CDM their
highest level of award, the Honor
Award, for this project in 2007.
3-3
Section 3 Examples of Similar Projects
Town of Avon
Accordingly, the facility features green roof technology, improved insulation, natural lighting,
salvaged material, vegetated wall trellises, and heat recovery HVAC systems. All systems are fully
commissioned in order to reduce energy consumption.
CDM's project team developed contract docum ents that will be used
by the client to procure a design/build contractor. These include a
site plan, building plan and elevations, foundation and building
details, electrical plan, and designs for HVAC, heating design, and
fire suppression systems. As part of this work, the project team
reviewed applicable building codes, performed a topographic site
survey, estimated costs, and sssisted in bidding and permitting.
CDM also designed a warehouse training center as part of the new
facility. The training center will be run by the City of C hicago, as part
of a program to teach job skills to recently incarcerated people and provided construction oversight
for the project by reviewing shop drawings, conducting site visits, assisting with scheduling, and
overseeing change orde r requests.
South Hills Village Park & Ride Facility, Port Authority of Allegheny County,
Pittsburgh, Pennsylvania
As part of the Stage II LRT program, CDM provided preliminary and final
design services for several ADA-compliant park -and -ride structures,
including one at South Hills Village. Several of the facilities were designed to
aid in the Port Authority's joint development efforts by integrating storefronts,
kiosks and other revenue -producing elements into the design.
CDM's services included project definition and planning, conceptual design,
public involvement/presentations, code com pliance, local permits, final
design contract documentation and specifications, landscape design, and
construction phase services. A II work is being performed using state-of-the-
art CADD tools. Three-dimensional imaging was used to prod uce photo -
realistic images of the proposed designs.
South Hills Village Station is located in the northwest corner of the municipality
of Bethel Park, bounded on the east by Fort Couch Road and the north by
Village Drive. It is on this site that Port Authority bui It an open parking structure
at the east side location of the existing park and ride surface lot.
The project consists of a new 7 -level, 2200 space open parking structure with
associated site improvements, a kiss and ride passenger drop off area, and
renovations to the light rail station. The design of the superstructure is precast
concrete with poured -in -place topping slabs over precast double -tee decking.
The fa�ade is predominantly precast concrete panels with glazed curtain -wall
and metal panels in selected areas. Three separate stair towers and a bank of
three elevators provide vertical circulation through the structure and to the light
rail station. Station renovations included modifying the existing canopies, replacing stairs and ramps
that access the platforms, rehabilitating platform slabs, new railings and lighting improvements. The
project also involved associated site improvements, a kiss & ride passenger drop off area, and
renovations to the light rail station. P rime contracts were issued for general, electrical and plumbing
construction.
3-4
CDIVI
Section 3 Examples of Similar Projects
Town of Avon
Hyperion Environmental Learning Center, City of Los Angeles, California
The City of Los Angeles is undertaking the developm ent of the
Environmental Learning Center -West at the Hyperion T reatment
Plant to further the ideals of education and sustain-abili ty. The
goal of the ELC-W will be to build on the success of the Ci ty's
education programs, while providing a central location to teach
students about the urban water cycle (watersheds, drinking water,
runoff management/ stormwater, wastewater) and the solid
resources program (reduce, reuse, and recycle).
N nRP
CDM is
providing design and construction services
for this 2 -story, 15,000 sf renovation and
Amaze Design Inc., a subconsultant for
interpretive exhibit design, is providing
services for the mentioned program. This
project will also be seeking a LEE D Certified
Gold Project status, and includes a green
roof, solar panels, and reclaimed water use,
as a few examples.
Traer Creek Ambulance Response Station and Plaza, Avon, Colorado
The Traer Creek Ambulance Response Station is the first public
facility/civic building of the Village at Avon project, and will therefore
begin to establish the aesthetic expectations and design vocabulary
for other such facilities. With this in mind, the goal of VAg's design
team and the client was to create a functional facility that would be
strong and simple in form, as it rested in the landscape. It will also
be a sustainable and environm entally sensitive building. To ensure
this, it will be LEED certified. The Traer Creek Plaza landscape was
designed by VAg specifically to conform to the requirem ents of LEED
Bronze Certification. It is the first commercial mixed use building of its
Slope of Colorado that has attempted this level of LEED certification.
size and scope in the Western
Administration Campus Grounds Xeriscape Demonstration
Gardens, Eagle, Colorado
Eagle County has made it a priority to pursue water conservation as
part of adopting Eco Build regulations. The County is in the process of
amending landscape regulations to emphas ize water conservation
and xeric design. VAg's design includes all low water/xeric planting
and a more cohesive connection to the Town of Eagle's Main Street.
Similar materials to create this relation were incorporated.
CDM
3-5
Section 3 Examples of Similar Projects
Town of Avon
References
Following are four references for similar projects CDM has completed. Information includes client
name and contact information, construction costs and phasing, completion years for design and
construction, and members of our proposed team who were involved.
Client
I Construction Completion Staff
Contact Name, Number & Email Cost Year Involved
John Paul, (724) 283-0445
jpaul@zoomintemet.net
Ed Seminara, (914) 995-3962
els3@westchestergov.com
Carlos Campos, (312) 681-3930
ccampos@transitchicago.com
Sam Taylor, (412) 350-5447
publicworks@county.allegheny.pa.us
Butler Transit
Authority
Westchester
County
Chicago Transit
Authority
Allegheny County
Public Works Dept
$13,000,000
$4,800,000
$10,000,000
$570,000
Design: 2005
Const: Ongoi rig
Design: 2004
Const: 2006
Design: 1990
Const: 1999
Design: 2004
Const: 2007
Ed Galindo
Ed Galindo
Raul Aviles
Ed Galindo
Ed Galindo
Required Qualifications
Following is a table that describes our experience relative to this RFP's required qualifications.
Required Qualifications Pro'ect, Location and Completion Date
3 Maintenance Facilities
■ Preliminary Design & Phasing Plans for Public Works Facility,
Since 1997
Yarmouth, MA, 2006
• Central Lake County Ad min & Lab Building, Lake Bluff, IL,
Ongoing
■ Maintenance Shop & Storeroom Program, Cincinnati, OH, 2005
3 Transit -Based Facilities
■ Intermodal Transit Facility Design, Butler, PA, Ongoing
Since 1997
■ Light Rail Transit Operations Control Center, P ort Authority of
Allegheny County, Pittsburgh, PA, 2001
• South Hills Village Park & Ride Facility, Port Authority of Allegheny
County, Pittsburgh, PA, 2006
Acted as Lead
■ Expansion of the CESTM Complex, State University of New York
Architect/Engineer or
at Albany, 2006, $120M
Construction Manager through
• Pittsburgh International Airport In -Line Checked Baggage
Construction Completion of 3
Screening System, Pittsburgh, PA, 2003, $28M
Projects Over $15M Since 1997
• IBM 80K Expansion, Fishkill, NY, 2001, $40M
Designed 4 "Green" and/pr
• Design of Household Hazardous Waste & Training Center,
LEED-Certified Buildings (Or
Chicago Department of Environment, IL, 2007 (won ACEC-Illinois
Major Remodels) Since 1997
Honor Award in 2007)
• Hyperion Environmental Learning Center, Los Angeles, C A,
Ongoing
■ CDM Office Renovation, Los Angeles, CA, 2007
■ Civilian Personnel Office Building, Ft. Hood, TX, 2007
3-6
Section 4 Resumes
Included are the following resumes, organized
first by firm and then alphabetically by last
name:
CDM
• Robert Armstrong
• Raul Aviles
Paul Blomberg
• Guy Britt
• Misti Burkman
James De La Loza
Dan Delich
Eduardo Galindo
• Steven Gottesman
Gary Grimes
• Theresa Jurotich
• Timothy King
■ Thomas Kline
• Gary Laakso
• Michael Lindstrom
• Susan Penoyar
• Patricia Reed
x John Sheehan
Barry Squibb
• Richard Steele
George Swaidan
• Thomas Warriner
James Winkler
IX�
IJ
II
[lE
VAg, Inc.
■ Mariana Boldu
• Pedro Campos
• Anne Gunion
■ Stephanie Lord -
Johnson
CDM
H -P Geotech
Steven Pawlak
David Young
Inter -Mountain Engineers
Duane "Duke" Fehringer
• Karen Kidd
• Sandra Mendonca
• Robert Yost
Western Bionomics LLC
• Bob Magnuson
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Areas of Expertise
LEED Certification Process
• ■
Construction Management
•
!
Construction Scheduling
•
Alternative Construction Project Delivery
•
Grant Management
■
Project Management
•
•
•
Building Architecture
■
■
Sustainable or Green Building Design
■
■
Land Surveying
■
Civil Engineering
■
■
Geotechnical Engineering _
•
■
Building/Mechanical Engineering
•
Electrical/Solar Power System Design
•
_
Structural Engineering
■
Landscape Architecture & Land Planning
•
Construction Techniques & Methods I
•
■
Construction Cost Estimation
•
Environmental Science & Stream Permitting
■
■
4-1
Robert G. Armstrong, P.E.
Vice President
Mr. Armstrong has over 20 years of diverse environmental engineering
Education experience. This has involved expanding technical, project managem ent,
B.S. - Civil Engineering, and client service management roles and responsibilities in planning,
University of Connecticut design and construction management and program management
activities for municipal clients on design projects that ranged to $30
million; construction projects that ranged to $200 million; and programs
approaching $0.75 billion.
Registration
Professional Engineer:
Hawaii, Colorado
Program Management
Project Delivery Manager, City of Aurora/Aurora Water. April 2004 -
April 2006. Mr. Armstrong developed a new division (Capital Projects
Division (CPD)) and new group, Project D elivery Group (PDG ), and
assisted the manager of CPD by overseeing all projects being planned
and actively implemented and completed within the 10 -year, $1.3 billion,
Capital Improvements Program (CIP). He provided oversight and
management of multiple consultants and a staff of eight project managers
and three support staff within CPD. He provided developm ent within the
PDG of the foundation and system s for a distinct customer focus; project
visioning and development; team building, coordination and
communication; resource management; quality assurance; effective and
consistent management of scope, schedule and budget on a II projects;
CIP financial planning; project completion and close-out and integration
with Aurora Water Operations; and coordination and collaboration with
other agencies such as M etro Wastewater Reclamation District.
Mr. Armstrong developed and managed the Master Engineering Services
Agreement (MESA) program to provide a mechanism for the city to
respond to projects in 17 technical discipline areas, from water treatment,
pumping and conveyance to stormwater and wastewater collection,
pumping, and treatment, to instrumentation and control, in a more
streamlined and expedient manner. This included developing M ESA
contracting mechanisms and initiating purchase orders with over 16
consultants that resulted in over $1.5 million in contracts in 2005, thereby
providing the benefit of expanding the ci ty's consultant -based expertise
and resources while simultaneously meeting Aurora Water's immediate
needs. He provided I eadership, direction, and oversight of overall
planning, design, and construction activi ties for water treatment and water
reuse/wastewater treatment facility improvements and upgrades; water
transmission and distribution systems and facilities, including pump
stations, pipelines, and storage tanks; and ongoing im provements to the
instrumentation and control systems that provide the com munication
linkages for all Aurora water facilities, system -wide.
Robert G. Armstrong, P.E.
Program Management Team Member, $750 million Prairie Waters
Project, City of Aurora, Colorado. As a senior member of the Prairie
Waters Project (PWP) program management team, Mr. Armstrong
participated in the concept developm ent, initial planning and preliminary
design phases of a three -faceted program that included the North
Campus north of Brighton that will incorporate natural treatment systems
featuring river bank filtration (RBF) and aquifer recharge and recovery
(ARR); the 34 miles of 60 -inch pipe and three pumping station
conveyance system; and the 50-mgd Aurora Reservoir Water Purification
Facility; all part of the City of Aurora's multi -barrier system for recovering
return flows, drought hardening and sustained delivery of as much as 3.3
billion gallons of water to the city annually by 2010. Mr. Armstrong's
responsibilities included consultant team management, coordination and
oversight, and coordination with other city departments and agencies.
Aurora Reservoir Utilities and Parks Master Plan and Construction
Master Plan. Served as Project Manager for this planning effort that
included programming improvements to the park facilities at Aurora
Reservoir to corn plement the large capital improvements in the same
location. This included land us, access, ingress, egress in a park setting
for the 50 mgd Aurora Reservoir Water Purification Facility, including
multiple structures used for processes, maintenance, laboratory and
analytical purposes, and administration and operational control; multiple
water storage tanks; two water pum ping stations and a wastewater lift
station; a new Aurora Water Administration Building; telecommunication
facilities; and new roadways and parking and storage areas. T his
planning effort included the sequencing of over $300M of facilities while
maintaining overall park and critical potable water supply storage
function.
Other Experience
Mr. Armstrong's project management and project engineering experience
includes:
• Improvements to wastewater treatm ent and water reclamation
facilities in Colorado, California, Nevada, Hawaii and Minnesota
• Facility and Master Planning
• Environmental assessments
• Construction period services including resident and inspection
roles
• Transmission, collection and conveyance system design, including
pumping facilities
• Instrumentation and Control Master Planning
2
Raul E. Aviles Jr. P.E., CPE
Electrical Engineer
Education
M.S. - Electric Power
Engineering, Rensselaer
Polytechnic Institute
(2000)
B.S. - Electrical
Engineering, University of
Puerto Rico (1991)
Registration
Professional Engineer:
New York, Maine, Puerto
Rico (1996)
NCEES Registered
Certification
Certified Plant Engineer
CPE No. 4369
Professional Activities
Institute of Electrical and
Electronic Engineers
National Society of
Professional Engineers
(NSPE)
DM
Mr. Aviles has over 14 years of experience in the field of engineering and
maintenance, with a strong emphasis in electrical and mechanical
maintenance. His design experience involves electric power engineering,
including power distribution, power generation, control and power system
analysis; lighting design, including industrial/specialty lighting; systems
integration, including programmable logic controllers, instrumentation,
control panel design, PLC logic development and programming; AC and
DC drive systems, including paper machine drive upgrades, paper
machine drive optimization, paper machine drive sizing, winder drive
sizing, paper machine speed increase studies; instrumentation, including
control systems, process logic development, instrument specifications,
control valve and in -line instrum ent sizing, loop configuration, and
process and instrument diagram development; mechanical, including
electrical room air conditioning, pum p sizing, fan and blower sizing,
bearing dynamic analysis and vibration analysis.
System studies include performance studies, facility evaluations, energy
management studies and energy conservation studies. T hese projects
involved new construction and equipm ent upgrades. Most projects
involved the development of capital investment proposals, cost
justifications, scope of work, equipment specifications, feasibility studies,
bid contracts, installation, field supervision, cost estimation, and budget
management.
Project Electrical Engineer, Groundwater Replenishment System —
Power Study to serve OCSD with 66 kV System. The OCSD Power
Study for the Orange County Water District in California involved the
feasibility study of serving the Orange County Sanitary District with a new
12 kV system from the new OCSD substation. The study consisted in the
economic evaluation of alternatives for the selecti on of a potential energy
reduction option that wil I provide power at a lower cost. The report
included the evaluation of the utility rates and the Net Present Worth
Analysis (NPW) of alternatives.
Lead Electrical Engineer, ECGO Pilot Remediation Study. The ECGO
Pilot Remediation Study for ALCOA in Massena, New York required M r.
Aviles to estimate the ground potential, determ ine the necessary safety
equipment and develop the safety procedures to operate the pilot plant
for a period of three months. This Pilot Plant tested the application of a
DC current to contaminated ground between two electrodes promoting a
reduction/oxidation reaction to red uce the PCB contamination.
Lead Electrical Engineer, Electrical Facility Evaluation Study. The
Electrical Facility Study for Continental Aluminum in New Hudson,
Michigan required M r. Aviles to perform the evaluation of the existing
1
Raul E. Aviles, Jr., P.E., CPE
electrical system, the existing utility source, facility loads, power quality
recommendations and the power d istribution system.
Lead Electrical Engineer, Energy Usage Evaluation Study. The
Energy Usage Evaluation Study for Homogeneous Metals in Clayville,
New York consisted of the electrical and gas energy evaluation of the
existing facility operations. This study required Mr. Aviles to perform the
evaluation of the existing electrical gas and electrical usage, an analysi s
of the existing equipment consumption, a preliminary power factor
evaluation and load distribution. The also required the cost breakdown of
the facility loads and the identification of potential energy savings
opportunities and potential costs reductions associated with them.
Project Manager & Lead Electrical Engineer, State University of New
York - CESTM Office Component Temporary Power. This fast track
project consisted of the addition of a new 13.8 kV medium voltage feeder
breaker compartment to the "C" Bus of the existing New York State Office
of General Services S ubstation to service the new CE STM Office
Component Building. The project required the addition of a 400A medium
voltage vacuum breaker, protective relay system, protective device
coordination study, relay settings, power metering, new underground duct
bank system, manholes and 2 miles of 500 KC MIL EPR compact power
cables terminated at the new building medium voltage switchgear.
Lead Electrical Engineer, Industrial Waste Treatment Plant
Laboratory Design. Mr. Aviles is serving as CDM's lead electrical
engineer responsible for the de sign of a $3 million waste treatment plant
laboratory for a confidential chemical manufacturer. The design features
a new 2,500 sf building housing the analytical laboratory, wet sampling
room, electrical and utility rooms. Mr. Aviles is responsible for the design
of the electrical systems for the new facility. The design included the
evaluation of the most feasible location and the electrical utilities for the
new laboratory facility. The design included new buildi ng electrical
system, lighting, fire alarm, data, and telecommunication systems.
Lead Electrical Engineer, SUNY B16 Chemistry Building
Renovations. The B16 Chemistry Building renovation project for the
State University of New York in Albany required the design of all electrical
systems and Supervisory controls for the new B16 Nano -technology
Laboratory. Mr. Aviles designed the supervisory control system that
monitors and coordinates all tool s in the lab area. This included the
design of the Hydrogen generator room, gas cabinets, new power
distribution equipment, lighting and related equipment.
Lead Electrical Engineer, Solids Handling & Backwash Recovery.
The Badger Filter Plant project for the Santa Fe Irrigation District in
California involved the Electrical, Power Distribution, Controls and
Instrumentation design of a Sludge B ackwash System, Clarifier, Sludge
Dewatering Pumps, Centrifuge, Conveyor and Chem ical feed Systems.
2
Paul F. Blomberg, P.E., S.E.
Structural Engineer
Education
M.S. - Civil Engineering,
Purdue University, 1980
B.S. - Civil Engineering,
Purdue University, 1979
Registrations
Professional Engineer:
Florida (1984), Arizona,
Colorado, M innesota, and
New Mexico
National Council of
Examiners for
Engineering and
Surveying (NCEES)
Professional Activities
Member, American
Society of Civil Engineers
Member, Structural
Engineers Association of
Arizona
Committee Chair,
Structural Engineers
Emergency Response
Plan
Structures Specialist,
FEMA Urban Search and
Rescue, Arizona Task
Force 1
DM
Mr. Blomberg has over 25 years of m anagement and engineering
experience in design, construction, operation and maintenance, and
startup and commissioning activities for commercial and industrial
facilities. He analyzes complex problems and develops and im plements
creative, value added solutions. His technical experience includes project
management, project coordination, resource and budget allocation,
scheduling, building and industry specific code analysis and design
including development of project drawings and docum ents from design
development to production of construction drawings and specifications.
Structural Engineer, Sunnyslope Transit Center Refurbishments,
City of Phoenix, Phoenix, Arizona. Mr. Blomberg was structural
engineer for improvements to the Transit Center to provide covered
parking for 50 vehicles. Refurbishment included new shelters on the
passenger platform, and new ticket and security building, im proved
pedestrian and bicycle access, improved bicycle storage, improved
landscaping, and improved lighting.
Structural Engineer, Metrocenter Transit Center Refurbishments,
City of Phoenix, Phoenix, Arizona. Mr. Blomberg oversaw structural
improvements to the Transit Center to provide covered parking for 184
vehicles. Refurbishment included upgrading the existing structures and
providing new cladding and parapets, improved pedestrian and bicycl e
access, improved bicycle storage, improved landscaping, and improved
lighting. He also performed construction administration including
structural observations and special i nspections.
Structural Engineer, Central Phoenix / East Valley Light Rail Transit
Project, Valley Metro Rail, Phoenix/Tempe/Mesa, Arizona. As the
engineer responsible for layout and coordination for the signal,
communication and traction power sub stati on utility routing and
distribution for the 5.4 mile Line Section 4 and Tempe Town Lake Bridge
light rail system, Mr. Blomberg also provided coordination between the
light rail and Phoenix Sky Harbor automated train project interface.
Structural Engineer, Port of Portland — Terminal 6 OCR Building,
Portland, Oregon. Mr. Blomberg provided engineering for Optical
Character Recognition buildings. He developed design documents for
building foundations for metal buildings, including construction drawings,
construction specifications and pre-engineered metal building purchase
specifications.
Structural Engineer, Arizona Department of Transportation US 93
Kingman — Wicken burg Highway, Wickenburg, Arizona. Mr. Blomberg
1
Paul F. Blomberg, P.E., S.E.
provided structural engineering and constructab ility reviews associated
with raising an existing 483 ft 6 -span steel frame bridge an additional 2 ft.
Design/Build Site Quality Assurance Manager, (FAA) Phoenix Sky
Harbor Airport Traffic Control Tower, Base Building/TRACON and
Environmental Services Building, Phoenix, Arizona. Mr. Blomberg
was the Design/Build Site Quality Assurance Manager and onsite
engineer for the $57million construction of a new 300' to cab level A it
Traffic Control Tower (ATCT), a 39,000 square foot TRACON / Base
Building and a 6,000 square foot Environmental Services Building. The
facility is a state-of-the-art essential facility for the newest generation of
aviation control tower rising 320 ft ab ove Sky Harbor airport incorporating
the latest anti -terrorism and force protection solutions. Duties included
implementation of the projects quality assurance plan, construction
management, engineering, technical observations and inspecti ons and
startup and commissioning activities.
Structural Engineer, Low Level Windshear Alert System (LLWAS)
Mast Relocation, Sky Harbor Airport, Phoenix, Arizona. As structural
engineer of record for relocation of the 140 ft tall LLWAS mast, Mr.
Blomberg's responsibilities included engineering, design, construction
management, construction observations and special inspections for the
new foundation and physical relocation of the mast and associated
lighting, instrumentation and grounding counter p oise.
Structural Engineer, HPM Building, Motorola, Mesa, Arizona. This
project involved a 3,000 square foot renovation of an existing gas storage
building into a Hazardous Production Material classification building; and
expansion of the new HP M building. M r. Blomberg reanalyzed and
reinforced existing CMU structure for higher loads and importance factor.
Structural Engineer, T2 Wafer Fab Complex, Microchip Technology,
Inc., Tempe, Arizona. Mr. Blomberg performed services — including
design and construction assistance for this project that incl uded three
buildings over 100,000 square feet each, an office building, parking
structure and a wafer fab expansion. The office building and parking
structure includes precast concrete floors and roof with conventional cast
in place concrete foundation. The expansion included cast -in -place fab
floor and sub-fab with structural steel second floor and roof.
Structural Engineer, T2 Office Building, Microchip Technology, Inc.,
Tempe, Arizona. Mr. Blomberg performed analysis and design of
150,000 square foot two -level office building utilizing precast floors,
columns and shearwalls. The foundation is a combination of deep
foundations and shallow footings to accom modate a future 25 ft
excavation adjacent to the new facility.
2
BSCE - Georgia Institute
of Technology, 1988
"Guy was integral to keeping
the City's plans moving
forward and on track."
John Lampl, City Manager
Professional
Registrations
Colorado
Montana
Arizona
Nevada
Georgia
South Carolina
Puerto Rico
Illinois
Guy Britt, P.E.
Senior Project Manager
Mr. Britt is a civil engineer with experience in project management,
Education construction management and design. Mr. Britt has successfully
completed building, tenant im provement, roadway, earthwork, storm
drainage and other infrastructure projects from inception to final
acceptance. Following are representative project descriptions.
City of Morrow, Multi Modal Mixed Use Plan, City of Morrow, GA
On behalf of the City and in coordination with State Livable Centers
Initiative grants, Mr. Britt managed a comprehensive plan for a
mixed used transit oriented development sponsored by the
City. Components of the mixed use plan included roadway
improvements, powerline relocations, mixed use retail and
office buildings, bus loading and unloading, a tran sit center and
station platform in conformance with regional transit guideli nes
established by the Georgia Regional T ransportation Authority.
Crystal Valley Ranch, Master Plan Improvements, Castle Rock, CO
Mr. Britt acted as owner's representative and project manager the 2000
acre master plan. The team, compiled of Town staff, planning, design
and construction professionals, completed design and construction
projects including 2.5 miles of divided median parkway, 3 miles of arterial
roadway, regional storm water quality and detention serving the Plum
Creek region, regional water storage and distrib ution, regional
wastewater collection and a local re creation center serving the local
metropolitan district. Throughout planning, design and constr uction,
hillside ordinances, view corridors and area wide vistas were preserved
through creative open space preservation, design and construction
strategies.
Capital Improvement Program, City of East Point, GA
Mr. Britt served in an oversight role to direct the efforts of the City of East
Point Wastewater, Water and Stormwater teams. City wide engineering
evaluations are underway to determine priorities, budgets and schedules
for this ten year $300M program. Emergency projects already
constructed include sewer, stor mwater and roadway projects. Mr Britt
successfully completed the construction of eight separate projects within
the first eleven months of the program and personally led public
involvement notices, efforts and workshops for these preliminary CIP
projects.
Gateway Village Master Plan, Morrow, GA
From it's inception in 1997 until partial implementation in 2002, Mr. Britt
was an integral part in the land acquisiti on, planning, coordination and
implementation for Gateway Vi ilage.
Guy Britt, P.E.
The 200 -acre redevelopment represented a County initiative to redevelop
blighted areas adjacent to a local universit y for economic and regional
progress. Components of the Village designed and constructed included
a 75000 single story facility, a 120,000 SF multi story facility along with
campus living encompassing 192 units. Preliminary planning and design
for projects yet to be constructed i ncluded a 20 acre hotel and conference
center, twin office buildings and a United States Post Office.
North Fork Jesters Creek, Forest Park, GA
Mr. Britt acted as project manager to com plete a detailed
HEC-RAS flood study for a section of North Fork Jesters
Creek located within the cities of Morrow, Forest Park and
Lake City, in Clayton County, Georgia. A comprehensive
package for a conditional letter of map revision (CLOMR)
was prepared and subm itted to the Federal Emergency
Management Agency (FEMA). Allowable fill limits were
established to result in a 'no -rise' in North Fork Jester
Creek water surface elevations. In conj unction with the site
development, a stream realignment and restoration was
designed. The stream realignment established sinuosity
within the channel and included native plantings and bank re -vegetation.
Once complete, a 25 -foot regulatory buffer is to be re-established along
the channel banks.
Georgia Department of Archives and History, Morrow, GA
Mr. Britt acted as owner's representative and project manager during
design and construction of this multi story 'Class A' building during design
and through construction. Design and construction dis ciplines included
architecture, interiors, lighting, structural, mechanical, electrical,
plumbing, site and geotechnical. Mr. Britt worked hand in hand with
financing, contractors, architects, adjacent landowners and consul tants to
complete the project.
General Mitchell Field, Fuel Compound Improvements, Milwaukee,
WI
Mr. Britt acted as lead engineer and project manager to design, permit
and construct this fuel storage, handling and tran sfer compound. The
project included underground and aboveground fuel storage, fuel
conveyance and pressurization for fuel systems, transfer loading stations,
cathodic protection, containm ent, leak detection and telemetry systems
along with grading, drainage and general site construction.
345 Inverness Tenant Improvements, Englewood, CO
As project manager, Mr. Britt coordinated the design and construction for
interior finish including lighting, HVAC, plumbing and FFE's for a 12,000
SF tenant improvement to a suburban flexible space building. Mr. Britt
also coordinated the design and installation of data, communication and
IT server equipment along with the implementation of VoIP service for the
project.
2
Misti D. Burkman, P.E.
Environmental Engineer
Education
M.S. — Environmental and
Water Resources
Engineering,
University of Texas at
Austin, 2000
B.S. — Environmental
Engineering and Applied
Math, University of
California at Riverside,
1998
Registration
Professional Engineer:
Texas (2004)
Professional Activities
Member, American Water
Works Association
Member, Water
Environment Federation
DM
Ms. Burkman has gained experience in environmental engineering fro m
direct involvement with a diverse range of projects. Her responsibilities
have included process evaluation and desi gn, preliminary and final
engineering, construction phase services, discharge permit preparation,
and ArcView GIS data managem ent and analysis.
Project Engineer, City of Phoenix Aviation Department, Stormwater
Compliance, Phoenix, Arizona. Ms. Burkman served as project
engineer for the implementation of the Stormwater Pollution Prevention
Program for the three Phoenix airports; PH X Sky Harbor, Goodyear and
Deer Valley airports. For this project, Ms. Burkman coordinated and
performed annual inspections of designated tenant facili ties. These
inspections consist of a walk-through of each fa cility to verify the
implementation and effectiveness of the approp riate best management
practices as identified in the stormwater pollution prevention plan. Data
collected during the site visits will be used to prepare the annual
Comprehensive Site Compliance Evaluation Reports and to update the
existing SWPPPs. Currently, there are approximately 90 tenants
participating in the stormwater compliance program at these airports.
Project Engineer, Northside II Pipeline, Fort Worth, Texas. Ms.
Burkman worked on the completed design for the first 37,000 If of the 54 -
inch transmission main. The conceptual design was brought to final
design within 2 months. She is participating in construction phase
services for this portion. Ms. Burkman is working on the design for the
second portion, 24,000 If, of 48- inch water transmission main.
Project Engineer, City of Williams, 0.98-mgd Upgrades and
Expansion, Williams, Arizona. For Williams, Arizona, Ms. Burkman is
the design project engineer working on developing pl ans and
specifications for a 0.98- mgd completely new treatment plant using the
oxidation ditch process. Due to the short timeframe allowed by increased
flows, this project will be delivered through the design -build form of
project delivery. For this $12.25 million design -build wastewater
treatment plant project, Ms. Burkman is responsible for design of the
oxidation ditch, secondary clarifiers, headworks facility, return activated
sludge/waste activated sludge facility and sludge dewatering.
Project Engineer, Town of Wicken burg, Comprehensive Water and
Sewer Study, Wickenburg, Arizona. As an alternative to conveyance
and treatment at the exi sting wastewater treatment plant, the possibility of
constructing satellite water reclamation plants (WRPs) ("scalping plants")
are being considered. Ms . Burkman is evaluating the appropriate
treatment process for the WRPs based on water quality needs, s uitability
to site conditions, easy and economic operations, and overall cost. The
1
Misti D. Burkman, P.E.
potential for treatment plants in the developments to produce reclaimed
water throughout the year, m aking use of recharge and other disposal
options for each site is being considered in the analysis. She is reviewing
the existing wastewater treatment plant and identifying the anticipated
impact of these additional flows if they are to be conveyed to the plant.
Process Engineer, Tarrant Regional Water District, Evaluation of the
Trinity River Floodway Realignment Study, Texas. Ms. Burkman was
involved with the study funded by Tarrant Regional Water District (TRWD)
and Streams and Valleys, Inc. to investigate the technical and economi c
feasibility of creating a quiescent river segment in the City of Fort Worth
from the confluence of the Clear F ork and the West Fork of the Trinity
River to just upstream of the Northside Drive bridge crossing. Ms.
Burkman used her GIS experience to identify utilities in the area,
determine relocation routes and the costs associated with relocating the
utilities, including: water, sewer, gas, fiberoptics, storm drain, and cable.
She also identified and researched land acquisition and demolition of
structures which conflict with the project and preliminary environmental
restoration concepts for water quality enhancements. Ms. Burkman had to
coordinate with several subcontractors for this project.
Project Engineer, City of Fort Worth, Holly and Northside II
Alignment Study, Texas. Ms. Burkman performed an alignment study
for a 16.6 -mile long, 54/48 -in diameter water transmission main through
the City of Fort Worth. The study was conducted using ArcV iew GIS
throughout the study. Ms. Burkman is now working on the preliminary
design of the pipeline.
Project Engineer, North Texas Municipal Water District (NTMWD)
South Mesquite Creek WWTP, Rehabilitation and Expansion
Preliminary Engineering Report, Mesquite, Texas. Ms. Burkman
served as project engineer for the as sessment of the existing treatment
process units and operating equipment. For this project, she aided in
identification of rehabilitation and replacement needs, review of the ability
to expand the existing plant footprint, modeling of the existing and
expanded plant hydraulics and exam ination of current/future plant flows
and loading conditions. In addition, her involvem ent included identification
and evaluation of expansion alternatives for filtration and disinfection for
the treatment plant.
Project Manager, Breakpoint Chlorination Facility, Edmond,
Oklahoma. Ms. Burkman is serving as project manager for the design
and construction of a facility to perform breakpoint chlorination on the
chloraminated water purchased from Oklahoma City. Additional free
chlorine is added to the purchased water to a point where the corn bined
chlorine residual is rem oved and a free chlorine residual remains allowing
the City of Edmond to maintain its current practice of free chlorine residual
throughout the distribution system.
2
James L. de la Loza
Transportation Planner
Education
Masters in Architecture
and Urban Planning,
University of California,
Los Angeles, Graduate
School of Architecture and
Urban Design, 1982
B.A., Environmental
Design, California State
University, Long Beach,
1979
Professional Activities
Advisory Board Member,
The Ralph and Goldy
Center for Regional Policy
Studies at the University
of California
Board of Directors,
University of Southern
California Architectural
Guild (1997-2000)
Member, American
Planning Association
Board of Directors, The
1010 Development
Corporation (non-profit
housing corporation)
Advisory Board,
METRANS Transportation
Center, USC/CSULB
DM
Mr. de la Loza has 22 years of experience in t he planning and project
management of transportation projects within major urban centers. His
background includes all aspects of planning and m anagement, including
oversight and coordination of fundin g programs, policy development,
environmental impact analysis, and project implementation. Mr. de la
Loza brings direct experience on highways /freeways, rail, intelligent
transportation systems, and multi -modal systems.
Chief Planning Officer, Regional Transportation Planning and
Development. From 1996 to 2005, Mr. de la Loza provided executive
oversight and coordinated all pl ans, policies, funding programs,
environmental impact analysis and project implementation to achieve to
overall goals and objectives of the Los Angeles County Metropolitan
Transportation Authority (MTA). Overseeing an ann ual budget of over
$800 million, he directed the long range transportation planning and
financial programming of all regional funds, land use and joint
development, rail construction, and highway/High Occupancy Vehicle
(HOV) in Los Angeles County. The Regional Transportation Planning and
Development division includes three departments with over 110
professional planners, engineers, and other technical staff.
Key accomplishments include:
• Adoption of the 2001 Long Range T ransportation Plan
• Eastside Light Rail Extension Draft Environmental Impact Report
(DEIR)/EIR
• Exposition Light Rail Transit Project, DEIS/EIR
• Pasadena Light Rail Project
• San Fernando Valley Corridor Draft Environmental Impact Statement
(DEIS)/EIR
• Interstate 710 Goods Movement Corridor, MIS
• Governors Transportation Congestion Relief Program
• Programming $1 billion dollars in Los Angeles County transportation
projects
• Metro Rapid Bus Program
• MTA Land Use and Joint Development program
• Regional Integration of Intelligent Transportation Program
1
James L de la Loza
Honors/Awards
Federal Transit
Administration Safety
Planning Award for the
Pasadena Light Rail
project, 2004
University of California,
Los Angeles, Latino
Alumni of the Year, 2001
Innovations in
Government Top 100
Projects, Harvard
University, Kennedy
School of Government,
2002
DM
Deputy Executive Director, Multi -modal Project Planning, MTA. Mr.
de la Loza managed the department responsible for project development
and implementation across all modes, including highway/freeway, transit
planning, rail planning, and intelli gent transportation systems. Multi -modal
Planning approves and monitors the utilization of funds by cities and
transit operators as well as conducts joint developm ent activities.
Transportation Director, Central Area Team. MTA. Mr. de la Loza
directed a multi -modal planning for the Central Area of Los Angeles
County, including the Central B usiness District, East Los Angeles, and
North East Los Angeles. His responsibilities included both planning and
implementation of urban rail, bus, and highway improvements.
Project Planner, Community Redevelopment Agency/Los Angeles.
He served on a num ber of redevelopment projects including the
Hollywood Boulevard District Transportation and Urban Design P Ian;
Convention Center Expansion; Broadway/Spring Center; Figueroa
Corridor Urban Design P lan; and South Park Housing Plan.
2
Daniel P. Delich
Project Development
Education
B.A. - Political Science,
Arizona State University,
Tempe, Arizona, 1990
DM
Mr. Delich has 16 years of professional experience in nati onal public
policy development related to water resources, ambient air quality, energy
production and use, global clim ate change and public infrastructure. He
advises CDM's national client base and the firm's senior management on
public policy development and federal funding alternatives for local capital
improvement projects. Mr. Delich served for 4 years at the U.S .
Environmental Protection Agency in Washington, D.C. Subsequently, he
joined the staff of the U.S. Senate Committee on Environment and Public
Works, where he worked for more than 6 years under Committee
Chairman John H. Chafee.
Mr. Delich is responsible for introducing C DM to new market opportunities
by providing strategic information and analysis on the U.S. Congress and
various federal agencies and initiatives. H is knowledge and experience is
dedicated to assisting state, municipal and other non-federal agencies in
identifying new and innovative ways to develop and fund local water,
wastewater, environmental restoration, recycling and solid waste -related
projects with federal grant assistance.
In Delich's first four years with C DM, he has helped guide the delivery of
more than $80 million in federal FY 2001-04 grants and matching funds
for various state and local government agencies located throug hout the
country. This four-year funding total has been included under the Energy
and Water Developm ent and the VA -HUD and Independent Agencies
Appropriations Acts to the following areas:
• $6.436 million, City and County of Denver, CO;
• $300,000, Adams and Arapahoe Counties, C O;
• $1.8 million, select cities in MA and NH along the Merrimack River;
• $3.0 million, select water reservoir sites in the State of Texas;
• $10 million, Wayne County, M I;
• $2 million, Nashua, NH;
• $1 million, Del Rio, TX;
• $2.55 million, Norman, OK;
• $12.2 million, Cincinnati, OH;
• $2.7 million, San Antonio, TX;
• $1.1 million, Boston and Brookline, MA;
• $200,000, Littleton, MA;
1
Daniel P. Delich
Page 2
• $4 million, select Parish governments in LA;
• $4.9 million, Manchester, NH;
• $450,000, Charlotte, NC;
■ $450,000, Buncombe County, NC;
• $1.35 million, Franklin, TN;
■ $6.35 million, Indianapolis, IN;
• $900,000, Oswego, NY;
• $1.275 million, Kane, McHenry and other counties, IL;
• $750,000, Lake St. Louis, MO;
• $1.025 million, St. Charles Parish, LA;
• $200,000 million', Pearl River County, MS;
• $2.125 million, Palm Beach, St. Lucie, and Martin Counties, FL;
■ $2.475 million2, Gulfport, MS;
• $3.91 million, Fort Worth, TX;
• $630,000, Baldwin County, AL;
• $500,000, St. Bernard Parish, LA;
• $360,000, Exeter, NH;
• $630,000, Brockton, MA;
• $500,000, New Britain, CT;
• $1.535 million, Los Angeles, CA;
• $2.0 million, Hutchinson, KS;
• $200,000, Palm Beach County, FL;
• $750,000, Monroe, LA; and
• $300,000, Harris County Pct. 2, TX.
' This figure is an estimate. This area will receive an as yet unknown portion of $12
million approved at committee level statewide for Mississippi.
2 Ibid.
2
Eduardo Galindo, AIA, LEED®
Vice President
Education
B. of Architecture, Arizona
State University, Tempe,
1978
Registrations
Professional Architect:
Arizona, Arkansas,
California (1981), Colorado,
Connecticut, Delaware,
Florida, Georgia, Illinois,
Indiana, Iowa, Kansas,
Louisiana, Maine, Maryland,
Massachusetts, Michigan,
Minnesota, Missouri,
Nebraska, New Hampshire,
New Jersey, New Mexico,
New York, North Carolina,
Ohio, Oregon,
Pennsylvania, Rhode Island,
South Carolina, Tennessee,
Texas, Vermont, Virginia,
Washington, West Virginia,
Wisconsin
NCARB Certification
LEED Accredited
Professional 2.0
Professional Activities
American Institute of
Architects
Pittsburgh High Technology
Council
US Green Building Council
International Code Counci I
Construction Specifications
Institute
National Fire Protection
Association
American Public
Transportation Association
Mr. Galindo has over 29 years of architectural exper ience in the design of
complex, program -driven projects, including public works, transit,
industrial, high-tech, medical, educational, and corporate facili ties.
Typically, his project responsibilities encompass master planning,
programming and project management, from design through construction.
Mr. Galindo's responsibilities include the full spectrum of operations
management including budgeting, marketing, human resources, and
administrative functions for CDM's architectural and structural staff.
City of Ontario, Architect of Record, Public Works Maintenance Yard
Refurbishment and Expansion Master Planning. Mr. Galindo serves
as the lead architect for the developm ent of a master plan needs
assessment and study to incorporate newly acquired 0.41 acre property,
including 3,400 square feet of structures in a location north of the existi ng
City Municipal Service Center on Cucam onga Avenue, and 9.6 acres (2
parcels) including 215, 861 square feet of office and building space
recently acquired property into their existing 24 acre.
Allegheny County Department of Public Works, Architect of Record,
New Maintenance Warehouse Facility. As architect of record for the
maintenance facility located at the airport. services include site analysis
and development, programming, code analysis, design and construction
services for this 30,000 sq ft warehouse and 9,000 sq foot office and a
10,000 sq ft salt storage facility with paved loading area.
Westchester County Department of Public Works, NY, Architect of
Record, Emergency Support Services Facility. Mr. Galindo serves as
the architect of record providing technical oversight for the design, code
analysis, programming, and construction services for utilities upgrade and
support services facility design. The facility will house 10-12 emergency
response vehicles, office, break room, data/communications room, locker
room/showers and restrooms, and climate controlled storage facilities.
Butler Transit Authority, Senior Technical Reviewer, Facility Design.
For the Butler Transit Authority, in Butler, PA, Mr. Galindo serves as
senior technical reviewer providing design oversight for the architectural
design for the new Intermodal Transit Center. He also served in this
capacity for the programming and initial needs study for this project. The
facility encompasses a terminal, offices, storage and maintenance facility,
and a commuter park -and -ride lot.
Port Authority of Allegheny County, Lead Architect, South Hills
Village Parking Structure. Mr. Galindo served as lead architect for the
design of a new 2,220 -space m ulti-modal parking structure. The structure
provides connection between the light rail sys tem, buses, and commuter
1
Eduardo Galindo, A/A, LEED
vehicles. The design included a seven -tier parking structure, site
improvements, and traffic mitigation at six intersections.
Port Authority of Allegheny County, Lead Architect, Stage II Light
Rail Transit System Program. Mr. Galindo served as lead architect for
CDM's Light Rail Transit Program for the Port Authority of Allegheny
County. As the Architect of Record, he had overall project responsibility
for specifications, senior quality assurance review and staff utili zation. Mr.
Galindo's managerial responsibilities included the full spectrum of
operations management, including budgeting, marketing, human
resources and administrative functions.
City of Los Angeles, Hyperion Treatment Plant, Environmental
Learning Center. Mr. Galindo is currently serving as Lead Architect and
LEED Accredited Professional for the design of a 2 -story, 15,000 sq ft
Environmental Learning Center -West at the Hyperion T reatment Plant to
further the ideals of education and sustainability. This project will be a
LEED Certified or Silver project, and includes a green roof, solar panels,
and reclaimed water use, as a few exam pies.
Civilian Personnel Office Building, Fort Hood, TX. Mr. Galindo serves
as senior technical revi ewer for design services for a single story 6,000
square foot administration facility to house Fort Hood's Civilian Personnel
Office adjacent to their existing Soldier Development Center Building. In
addition, CDM will master plan developm ent of the site and provide a
concept for a second 6, 000 square foot facility to be built at a later date.
Chicago Department of Environment, Architect of Record, LEED
Design of Household Hazardous Waste and Training Facility. Mr.
Galindo serves as the architect of record providing oversight for the
design of these facilities. LEED principles played a critical role in the.
project. CDM's design had to obtain a silver LEED rating in order to meet
the City of Chicago's new green building codes. The facility will feature
green roof technology, improved insulation, natural lighting, salvaged
material, vegetated wall trellises, and heat recovery HVAC systems. All
systems will be fully commissioned to reduce energy consumption.
State University of New York, Albany, Lead Architect/Project
Manager, CESTM II Complex Design Services. Mr. Galindo served as
lead architect/project manager for design servic es for the Phase II
expansion of the CESTM II Complex at University at Albany. The project
consisted of a 300 mm wafer prototyping and workforce training facility
with a 35,000 sq ft ISO Class 3 -capable cleanroom and a 120,000 sq ft
mixed use incubator office building housing a 15,000 sq ft ISO Class 3 -
capable cleanroom, a 250 -seat auditorium , and "state-of-the-art"
classrooms with virtual capabilities, for the Univ. at Albany Institute for
Materials. Mr. Galindo previously was lead architect/architect of record for
strategic planning for the expansion of the C enter for Advanced
Technology at University at Albany, SUNY.
2
Steven J. Gottesman, A.I.A., LEED® AP
Senior Architect
Education
B. Architecture, Pratt
Institute, 1970
Registration
Professional Architect:
New York (1974) and
Arizona (2003)
Certification
LEED® Accredited
Professional 2.2
Professional Activities
Member, American
Institute of Architects
ccM
Mr. Gottesman has over 37 years of experience in all phases of
architectural practice, including m ulti-disciplined coordination and
construction administration for corporate, institutional, transportation,
educational and various residential facility types; new and adaptive re-
use, master planning and interior de sign for both greenfield and urban
sites. His experience also i ncludes facilitation of award -winning desi gn
projects through effective and coil egial team building.
Mr. Gottesman has a proven track record of success developing projects
from inception through constructi on, including high standards of
leadership, the ability to quickly synthesize detailed interrelated levels of
client complexities and technical requirements. Experience gained prior to
joining CDM is described in the following paragraphs.
Manager/Architecture and Urban Design, Valley Metro Rail, METRO,
Phoenix, AZ. As project architect and subsequent Acting Manager of
Architecture/Urban Design, M r. Gottesman was part of the owner's team
for creation of 28 new stations and four transit centers ($65 million in total
cost value) currently under construction (2005 - 2008), and the $60 million
METRO Operations & Maintenance Center completed in 2007. He
managed Agency A/E consultant design efforts for Valley Metro Rail's
new $1.4 billion Light Rail transit system in the metropolitan
Phoenix/Tempe/Mesa region and provided support for an integrated $6
million public art program within the entire system.
Mr. Gottesman led public outreach stakeholder meeti ngs in addition to
coordinating milestone interdisciplinary reviews from design inception
through construction. He co-authored the Basis of Design criteria for
stations and transit centers while assisting in developing all aspects of
System Identity, including signage, ADA compliance and light rail car
vehicle interior concepts; prepared Special Provisions for the Station
Finishes Contract with construction scheduling milestones; and supported
all Value Engineering efforts during design (Peer Review) and after Bid
Award.
Project Manager/ Lead Designer, PATCO High Speed Line Transit
System Accessibility Upgrades, Delaware River Port Authority of
New Jersey and Pennsylvania. For this $2 million project, Mr.
Gottesman provided primary owner contact/presentations, principal
creative vision; construction esti mates/scheduling milestones, NE team
leadership and coordination of m ulti-disciplines from inception through
construction phase. The work, completed in 2000, included
miscellaneous interior station renovations for the entire system, ADA and
signage upgrades, provision of accessible Braille system maps and new
Patron emergency information telephone installations for the hearing -
impaired througho ut.
1
Steven J. Gottesman, A.I.A., LEED® AP
Project Architect/ Lead Designer, Southeast Pennsylvania
Transportation Authority (SEPTA), North Philadelphia
Transportation Center, Philadelphia, PA. Mr. Gottesman provided
primary owner contact/presentations, creative vision, NE team leadership
and coordination of multi -disciplines from inception through construction
documents of this $25 million project to be completed in 2010.
Administrative Architect/ Team Leader, Station Renovations, New
York City Subway System. Mr. Gottesman led multi -disciplined NE
teams in providing Agency in-house full service design, contract
document preparation and construction ad ministration (as well as artist
selection/station art coordination under the Metropolitan Transportation
Authority's Arts for Transit program) for major subway rehabilitations with
comprehensive infrastructure renovations at the Cortland Street (World
Trade Center)/ Whitehall Street (South Ferry) Stations in Manhattan, NY
and Sheepshead Bay Station in Brooklyn, NY. These projects were
completed between 1997 and 2000, with budgets averaging between
$10-25 million each.
Principal/ Team Leader, Central Repair and Fire Truck Facility
Renovations, City of New York Fire Department and Department of
General Services, Long Island City, NY. Mr. Gottesman provided
primary business marketing, owner contact/presentations, initial
programming (encapsulated in a Conceptual Report with option
recommendations), project schedule and budgeting, full -service design
and contract document preparation (including m ulti-discipline A/E
coordination) from inception through completion of construction.
Project Architect/ Lead Designer, Concept Design of New Medical
Library (Aurora) and Concept Design of Renovation of Ekeley
Sciences Building (Boulder), University of Colorado Health Science
Center. Mr. Gottesman provided primary owner contact, associated
creative vision, team supervision and coordination of multi -disciplines for
preparation of conceptual phase design reports for these University of
Colorado cam pus facilities.
Senior Project Designer, Addition to Pace University, New York.
Provided lead design, includi ng owner contact/presentation, budgeting
and initial programming, NE staff supervision with multi -discipline
coordination through the design development phase of this $12 million
project. Mr. Gottesman also assisted the project manager during final
construction docum ents prepa ration.
Lead Designer, Laboratory and Office Adaptive Re -use Project,
Millennium Inorganic Chemicals Corporation. For this $45 million
project, M r. Gottesman provided primary contact with the owner, principal
creative vision, NE team leadership and coordination of multi -disciplines
from inception through construction phases. The project, located in Bay
Meadow, M D, was the Recipient of the Year 2000 Honor Aw and for
Building Services by the Pennsylvania Consulting Engineers' Council.
2
Gary D. Grimes
Regional Chief Estimator
Education
B.S. - Civil Engineering,
Colorado State U niversity,
1975
Training
Construction Contracting,
Government Contracts
Program, George
Washington University
Law School, 1998
CDM
Mr. Grimes has over 29 years in heavy industrial construction experience
with a concentration in water and wastewater projects. His experience
includes project management, scheduling, estimating and purchasing for
multi -million dollar projects. Mr. Grimes is responsible for CD M's 13 -state,
central region cost estimates. His responsibilities include working closely
with design engineers to develop estimates at the conceptual level , being
30, 60, 90 percent and final, and the preparation of preliminary design
estimates, final design estimates, detailed bid estimates, and change
order pricing and negotiating. He is experienced in alternate de livery
methods including Design / Build and CM at Risk. He can provide cost
models at the pre -design stage and do constructab ility reviews at different
stages of design including value engineering. Mr. Grimes has served as a
key participant in CDM's value engineering (VE ) program. Related
construction experience includes the following:
Procurement Manager, Various Projects at Denver International
Airport. Mr. Grimes served as procurement manager for $100 million of
projects including water and wastewater treatment plants, highway bridge
projects, and commercial warehouses at Denver Intemation al Airport.
Project Manager, Boulder Valley Schools No 2 & 3. Mr. Grimes was
managed a concurrent construction of two K-8 schools, one in Superior,
CO, and the other in Broomfield, CO. The projects consisted of 112,000
sf structures with caisson and grade beam foundation; structural steel
framing with CM U and brick veneer; tennis courts; ball fields; main and
auxiliary gymnasiums; asphalt parking; concrete sidewalks and paving.
Project Manager, Dynamometer and Spin Test Facility, Broomfield,
CO. Mr. Grimes served as the project manager for this $2 million project
for the Department of Energy. The project consisted of foundations and
slabs for a pre-engineered metal building housi ng test equipment and
foundations for testing of wind generation equipment. T he contract
included the installation of government furnished equipment including a
50 ton bridge crane, 3,300 horse power motor and gear reducer, test
plates, electrical gear screw jacks and other related equipment.
Project Manager, Littleton/Englewood WWTP-Phase IB, Englewood,
CO. This $17 million project included modifications to the existing plant
head works building; existing secondary clarifiers; construction of a
trickling filter and installation of a new pump in pump station complete
with all structure, equipment and support systems including odor control
ductwork; construction of a nitrifying trickling filter; modifications to
existing anaerobic digesters; construction of a new dewatering buil ding;
expansion of the plant el ectrical power distribution system and general
site improvements.
1
Gary D. Grimes
Project Manager, Semper Water Treatment Plant Expansion,
Westminster, CO. This project involved $17 m illion expansion of an
existing water treatment plant to 44 mgd including a five million gallon
post tension clearwell, sedimentation basins, bulk chemical feed storage
building, Lime Silo, Filtration Building, 72 inch bore under railroad, site
civil, roadways, piping, landscaping, electrical and instrum entation.
Project Manager, Wastewater Treatment Facility, US Air Force
Academy. Mr. Grimes was project manager for this $7 million expansion
of the existing wastewater treatment plant. S pecial consideration had to
be given to shutdowns and tie-ins to not affect Cadet living. The project
included a loop reactor, package filtration units, new clarifier equipment,
new head works building, yard piping, roadway, landscaping, electrical
and instrumentation.
Project Manager, Big Dry Creek WWTP, Westminster, CO. Mr. Grimes
was the project manager for this $4.3 million expansion of the existing
WWTP including conversion of aerobic digesters to anaerobic, new
blower and sludge pump station, new secondary clarifier, and installation
of a new aeration system in the basins and lagoon.
Project Manager, Little Thompson Central Weld South WTP. Mr.
Grimes was the project manager for the construction of a new 6-mgd
water treatment facility located below Carter Lake. Construction consisted
of a 17,000 sf chemical/filter plant building, including 383,000 gallons of
clear well storage, backwash, backwash recycle pump station, backwash
pond, yard piping, and site improvements.
Project Manager, Hansen Water Treatment Plant Phase Ill, Water
District No. 1, Kansas City, KS. Mr. Grimes was the project manager for
the $24.5 million expansion of the existing treatment plant from 60 mgd to
75 mgd, which included the construction of one primary basin; one final
basin; one rapid mix chamber, high lift pump station, 5.0 mg reservoir,
four filters; chemical feed and storage facilities; electrical, instrumentation
and mechanical work; site work; and appurtenant work.
Project Manager, Northwest Water Reclamation Plant, Mesa, AZ. Mr.
Grimes was the project manager for the $15. 5 million construction of a
new 8-mgd water reclamation plant including an operations and
administration building; headworks; primary basins; settled sewage
pumping station; aeration basins; blower building; final cl arifiers, chlorine
contact basins; tertiary filters; reclaimed water storage pond and pumping
station; percolation ponds, recovery wells; chlorine storage and feed
building; electrical and mechanical work; site work and demolition of the
existing treatment plant.
2
Theresa M. Jurotich, P.E.
Mechanical Engineer
Education
M.S. - Science &
Technology Studies,
Virginia Polytechnic
Institute and State
University, 2003
B.S. - Mechanical
Engineering, University of
Missouri -Columbia, 1996
B.A. - English, University
of Missouri -Columbia,
1996
Registration
Professional Engineer:
Kansas, 2001
DM
Ms. Jurotich has nine years of experience in the energy industry, split
between traditional and alternative technologies. During this time, she
applied her critical thinking, analysis, and writing skills toward a wide variety
of projects. She has led the critical, technical review of wind, natural gas, and
coal-fired electrical project contracts for bank and equity due diligence;
determined and verified wind turbine site suitability; critically reviewed
contract terms to support client negotiations with wind turbine suppliers; and
conducted wind energy site assessments. She is skilled in preparing
requests for proposals; evaluating bid documents; and leading feasibility
studies and economic analyses (including development of pro forma model
inputs) for a variety of traditional and renewable energy technologies.
Theresa has also performed water and sewer rate studies.
Financial Analyst, Sewer Rate Update, Village of Sauget, Illinois. Ms.
Jurotich is evaluating the current cost of service for the American Bottoms
Regional Wastewater Treatment Facility to determine if a rate adjustment is
needed for the next fiscal year. The analysis includes updating the rate
model with the latest operations and maintenance, debt service, reserve
fund, and customer information as well as projecting industrial customer
flows.
Financial Analyst, Water Rate Evaluation, City of Brockton,
Massachusetts. Ms. Jurotich is evaluating the current costs of producing
water from two different sources and will profile the appropriate mix of
production purchases from over average day and peak day scenarios. She
is evaluating the impact to revenue requirements over the next three years
based on a changing production mix. Based on these evaluations, changes
to the rate structure may be proposed.
Asset Management, Colorado Springs Colorado. Ms. Jurotich is working
with team members to revise CDM's in-house asset management model for
use by the client to monitor costs related to upkeep on reservoirs system-
wide.
Financial Analyst, Peak Load Study, Detroit Michigan. Ms. Jurotich
evaluated the economics of operating emergency generators to shave peak
load at the Downriver Wastewater Treatment Facility. Ms. Jurotich will also
support client negotiations with the local utility for providing power to the grid
at the utility's request.
Financial Analyst, Water Rate Structure Study, Louisville Kentucky. As
part of the development of the Water Company's 2007 Annual Inspection
Report, Ms. Jurotich analyzed and updated the financial management rates
and charges for Louisville Water. Ms. Jurotich is now starting to work on a
subsequent project with Louisville Water Company.
1
Theresa M. Jurotich, P.E.
Financial Analyst, Water Rate Structure Study, Glendale California. As
part of the development of a long range utility financial plan, Ms. Jurotich
evaluated current water rates, historical and future revenues, and the need
for rate increases to support needed capital improvement projects.
Project Engineer, Fatal Flaw Review (GEC). Ms. Jurotich prepared a
preliminary risk assessment of two wind energy projects to facilitate the
client's decision to include them in their financing package to the developer.
She identified significant technical and project risks with respect to the
projects' ability to use the designated turbines. Review included suitability of
turbines and proposed layout to the site, wind turbine technology, turbine
supply agreement terms and conditions — including warranty and
performance guarantees, operation and maintenance (O&M) cost estimates
in the pro forma, and a third party wind resource estimate.
Project Engineer, Portfolio Review (GEC). Ms. Jurotich performed portfolio
review of 13 operating wind energy projects. She evaluated certain technical
issues and documented them for use by lenders as the lenders considered
making a loan to the portfolio. She evaluated past performance and O&M
issues, determined potential for continued issues and impact on future
energy production. She also reviewed projected turbine -related O&M costs in
the individual project pro forma models, and conducted a site visit to check
project operations and site conditions.
Project Engineer, Contract Negotiations (GEC). Ms. Jurotich supported
contract negotiations between the client and a major wind turbine
manufacturer by reviewing the proposed turbine supply and warranty
agreement and O&M agreement for risk to the client. She prioritized risks so
the client could focus negotiations on the most important issues and give
ground on other issues.
Project Engineer, Due Diligence Review (GEC). Ms. Jurotich assessed the
risk of a proposed 60 MW wind energy project to facilitate the client's
decision to provide debt/equity. She identified significant technical and
project risks with respect to the project's ability to use the designated
turbines. Her review included suitability of turbines and proposed layout to
the site, impact and likelihood of future upwind turbine development, wind
turbine technology, terms and conditions of project contracts — including
warranty and performance guarantees, and O&M costs in the pro forma.
Project Engineer, Project Development Support (GEC). Ms. Jurotich
helped prepare public utility documents in support of an application for
building a utility -owned wind energy project for a mid -western utility. After
commission acceptance, she prepared site climatic condition reports for
proposing turbine vendors, supported bid evaluations, reviewed the pro
forma model and provided capital cost and O&M inputs to the model,
prepared O&M cost estimates (turbine and BOP), and provided contract
negotiation support.
2
Timothy L. King, AIA, LEED® AP
Project Architect
Education
B.A. — University of North
Carolina, (Charlotte),
1990
B -Architecture, University
of North Carolina,
(Charlotte), 1993
Registration
Registered Architect: Ohio
(1996), and Pennsylvania
Certification
Leadership in Energy and
Environmental Design
Accredited Professional,
2006
Professional Activities
Member, American
Institute of Architects,
National Council of
Architectural Registration
Board
crcM
Mr. King has more than 14 years of professional experience in the area o f
architectural programming, planning, design and construction. He has
prepared design and construction documents for numerous industrial,
municipal, medical, commercial, educational and residential projects.
Project Architect, Programming and Design. For the County of Butler,
Pennsylvania, Mr. King performed a programming and initial needs study
for Butler Township/City Joint Municipal Transit Authority's new Multi -
model Transit Center. Mr. King developed a conceptual design for the
Transit Center that will encompass a terminal, offices, storage and
maintenance facility, and a commuter park -and -ride lot. Issues of
vehicular circulation, acreage requirements, security, site utilities,
environmental impact, cost analysis, and alternative project delivery
methods where determi ned during this initial needs study. The facility is
being planned to allow 25 -year growth and accom modate seven full size
transit buses (30-35 foot), and twenty-five Para -transit buses (20 -25 foot).
The facility and equipment are being configured to have the capability to
house and service 40 -foot vehicl es.
Lead Architect, Design Services. Mr. King was the Lead Architect for
the design of the Butler Township/City Joint Municipal Transit Authority's
new Multi -modal Transit Center. The Transit Center ("The Bus")
encompasses a terminal, offices, storage and maintenance facility, and a
commuter park -and -ride lot. The administrative office building is planned
to be two floors, approximately 15,000 square feet in totality. The bus
maintenance and storage facility is planned to be approximately 43,000
square feet. The Project plan includes 225 parking spaces including 10
handicap spaces, access road, and pedestrian pick-up and drop-off
areas.
Project Architect, Programming Study. Mr. King served as the project
architect providing a programming study for the Allegheny County Health
Department in Pittsburgh, Pennsylvania. The goal of the programming
study was to develop a program of space requirements for fifteen
separate health and administration departments and over 300 staff to be
relocated into an existing administration building.
Lead Architect, Facility Assessment. For Lockheed Martin Corporation,
Mr. King is currently serving as Lead Architect in the developm ent of an
overall facility assessment program for six existing structures within the
Valley Forge Region of the IS &S Division. CDM and Lockheed are
establishing a framework for allocating capital and overhead budgets for
current facilities within each region of the country. E valuation of facility
systems and major equipment will be gathered/generated as part of
Lockheed's Maximo Database System (maintenance management
software).
I
Timothy L. King, A.I.A., LEED AP
Project Architect, Master Planning and Programming. For II -VI in
Saxonburg, Pennsylvania. Mr. King served as project architect in
development of the conceptual master planning of the site and facility.
The focus was on Diamond Turning Laboratory, MPZ and Hydrogen
Selenide Processing Facility, Thin Film Coatings, Warehouse, shippi ng,
and receiving. CD M performed a week-long information gathering
exercise to establish both wants and needs for each department. The
result was a report, design and construction of both the Diam and Turning
Lab and M PZ additions.
Project Architect/Project Manager, Facility
Assessment/Programming Study. Mr. King currently serves as the
project architect and project m anager responsible for developing the
architectural design elements for the conceptual planning and
programming study conducted for the 75,000 sf building occupied by the
Microsystems Technology Laboratory at the M assachusetts Institute of
Technology 's nanotechnology research facili ty.
Project Architect, Phase I Site Analysis and Conceptual Design
Services. Mr. King served as the project architect for the development of
conceptual design and site analysi s for the St. Regis Mohawk Tribe
administrative office building. The project included the development of
questionnaires to facilitate the definition of the client's needs and help to
determine the case for three alternative solutions. Initial on -site
programming sessions were conducted to determine specific space and
layout requirements .
Lead Architect, Master Plan of Solid Waste Transfer Facility. For the
County of Montgomery, Ohio. Mr. King assisted in performing master
planning and feasibility studies to increase waste transfer efficiency. The
project involved evaluating site traffic flow, site utilities affected by
improvements, consolidating staff from the Resource Education Building
(REB) to an Administration Building, improving circulation within the
material recovery facility (MRF), increasing capacity to the open top and
tipping floors, and suggesting other functional re locations. This study
resulted in CDM creating a Request for Proposal (RFP) for renovations
and additions totaling $35 million.
Lead Architect/Project Manager, Data Center and Tenant Fit -up
Design. As lead architect, M r. King was responsible for the design and
management of this 10,850 sf space that included a mission -critical data
center with continuous UPS and computer room requirements. The
space, designed for Corn merce Hub in Albany, NY, also accommodates
the customer service area, management suite, and "war room"
conference areas for strategic planning exercises.
2
Thomas E. Kline
Area Operations Manager/Project Superintendent
Education
Project Management
Academy, National Center
for Construction
Education and Research,
Clemson University,2000
Superintendent Academy,
National Center for
Construction Education
and Research, Clemson
University, 1998
OSHA 10 hour course,
Trench Safety, Fall
Protection, etc.
CDM
Mr. Kline is an Operations Manager/Project Superintendent with over 25
years of experience in industrial and heavy construction. His background
includes all phases of project execution including CPM scheduling, cost
control, quality control, coordination and monitoring of subcontractors,
material procurement, and preparation of monthly pay estimates.
Area Operations Manager, Denver Branch, CDM Constructors.
Mr. Kline assists in the planning and executi on of construction activities
for projects in the Central and Rocky Mountain regions. In this role, he
works closely with onsite project managers and superintende nts with
overall planning, equipment and personnel resour ces and quality control.
Mr. Kline also performs constructability reviews during the design phase
on multiple projects. He acts as liaison with owner, regulator agencies,
subcontractors and/or internal departments on quality related matters.
Recent design/build projects that Mr. Kline has served or is serving as
construction operations manager for include:
• Bullhead City Water Reclamation Facility ($15 Million) 2.0 MGD
Expansion to existing wastewater reclamation facility for City of
Bullhead City, AZ.
• Mariposa Water Reclamation Facility ($6.5 Million) New wastewater
reclamation facility for City of Rio Rancho, NM.
• Cabezon Water Reclamation Facility ($7.8 Million) New wastewater
reclamation facility for City of Rio Rancho, NM .
■ Weatherford Water Purification Plant ($6.0 Million) 6 MGD
Ultrafiltration plant expansion for City of Weatherford, TX.
General Superintendent, Hanging Lake Rest Area Modifications,
Glenwood Springs, Colorado. For the Colorado Department of
Transportation, Mr. Kline served as general superintendent for $6.3
million in improvements to this rest area, which included a new welcom e
center/restrooms, bike paths, retaining wal Is and bridge refurbishing.
1
Thomas E. Kline
General Superintendent, Water Treatment Plant Improvements
Project. Mr. Kline served as general superintendent for an improvement
project for the Foothills Water Treatment Plant. This $27 million upgrade
and expansion project for the City of D enver included miscellaneous
additions and improvements to an existing potable water treatment pl ant.
The project included installing a 25 m illion gallon (MG) concrete tank,
chlorine storage/feed building, pump station, and various chemical
feed/process system upgrades. Construction work was scheduled,
planned and executed to eliminate any disruptions to plant operations.
General Superintendent, Water Treatment Plant Construction.
Mr. Kline served as general superintendent for the Allen Water Treatment
Plant construction project for the City of Englew ood, Colorado. The $11.9
million project included a pretreatment facility addition, dewatering
building, new chemical feed systems, air scrubber system in existing
filters and various improvements to the existing facility. Construction work
was scheduled, planned and executed to eliminate any disruptions to
plant operations.
General Superintendent, Semper Water Treatment Plant Expansion,
Westminster, Colorado. For the City of Westminster, Mr. Kline served
as general superintendent for this $14.1 million construction project. Work
included a new filter complex, new chemical feed building, new
sedimentation basins, new 5-M G post tension water reservoir, and pum p
station. Construction work was scheduled, planned and executed to
eliminate any disruptions to plant operations.
General Superintendent, Big Dry Creek Wastewater Treatment Plant
Upgrades, Westminster, Colorado. For the City of Westminster, Mr.
Kline served as general superintendent for this $3.3 million construction
project. The work included new clarifiers, a new digester building and
digester, and various chem ical system and process piping improvements.
Construction work was scheduled, planned and executed to elim hate any
disruptions to plant operations.
General Superintendent, Cold Storage Warehouse Construction,
Denver, Colorado. For CSI Inc., Mr. Kline was the general
superintendent for work that involved rebuilding a warehouse damaged
by fire. This $5 million project was performed on an extremely tight
schedule.
2
Gary L. Laakso
Performance Center Manager
Education
B.S. - Zoology, University
of Washington (1978)
Mr. Laakso directs CDM Constructors Northwest Construction Program. He
has 25 years of experience in construction and the management of
hazardous waste cleanup and environmental investigations. He is
responsible for the technical and contractual direction of projects, including
remedial investigations/feasibility studies, site assessments, site
remediations, stream restorations, municipal and industrial water treatment
plants, and miscellaneous other construction. He has been involved in
more than 450 site assessments, over 250 site remediations, over 50
treatability studies, over 10 stream restorations, and various water
treatment plants.
Project Manager, On -Call Services Contract for UST, King County,
Washington. Mr. Laakso oversaw design and specifications production
of King County's fuel storage system. He developed the plans and
specifications for new above ground storage tank fueling sy stems at field
maintenance unit sites. He developed plans and specifications for
replacement, upgrade, or in -place closure of multiple USTs.
Project Director, Schmitz Creek Restoration Design/Build, Seattle,
Washington. Mr. Laakso managed design and construction for stream
restoration to return the Schm itz Creek to its natural condition to improve
flow hydraulics and fish habitat. He planned and implemented
abandonment of a 200 -foot section of 24 -inch culvert and excavation of a
new stream channel to return the stream to open flow. The project
included installation of rock walls, boulder cascades, plunge pools,
boulder weirs, rootwad deft ection logs, log weirs, deflector logs, timber
stepdown structures, and native plantings .
Project Director, 87th Street Tributary Restoration Design/Build,
Redmond, Washington. Mr. Laakso managed a project to improve water
quality in the Peter's Creek watershed by preventing erosion -induced
instability and decreasing sedim ent loads. The design was crucial in
addressing water quality improvements in the watershed. He provided
construction services to install streambank protection logs, log weirs,
deflector logs, wattle/fascines, and native plantings.
Project Director, Medina Park Improvements, Medina, Washington.
Mr. Laakso led construction services for pond, stream, and path
improvements prompted by concerns of stormwater spilling over pond
boundaries and the introduction of sedim ent into the nearby stream . The
project required capture and safe movement of fish from the job site to a
site of free -flowing water. Log weirs and plunge pools were constructed
to provide a means for fish to enter the ponds. During construction, he
ensured compliance with requirements of a Hydraulic Project Approval
Permit issued by the Washington Dept. of Fish and Wildlife.
Gary L. Laakso
Project Manager, Ruddell Road Stormwater Treatment Facility,
Lacey, Washington. Mr. Laakso managed the construction of an 8 -acre
stormwater treatment facility to treat stormwater runoff during storm
events. The project included constructing a settling pond w ith wetland
enhancements to treat storm water discharging to an existing wetland.
Construction tasks included clearing, grading, and excavation;
constructing an earth be rm and spillway, reconstructing an existing
eroded channel, and building habitat features.
Project Manager, Karcher Creek Restoration Design/Build, Port
Orchard, Washington. Mr. Laakso managed the construction for
restoration of a salmon -listed spawning creek damaged by a landslide.
He developed plans for fish passage structures and measures to stabilize
the slope against future landsl ides. Designs included use of native plant
material to redirect stream flow and revegetate the slope while providing
enhanced stream habi tat and fish passage for the listed salm on.
Project Manager, Demolition, Construction, and Wetlands
Restoration, King County/METRO, Redmond, Washington. Mr.
Laakso was responsible for construction and dem olition at a former
wastewater treatment plant. The 20 -acre site was formerly occupied by
the Lake Hills Wastewater Treatment Plant. The project consisted of
demolition of above ground structure s formerly used for wastewater
treatment; abatement of asbestos and lead, and removal of
polychlorinated biphenyl (P CB)-contam hated electrical equipment;
excavation and disposal of mercury and mercury -contaminated soils from
the gravel filter areas; excavation and disposal of PC B -contaminated
sludge, sediments, and soils. Wetland construction involved regrading
the lagoons to a more natural design allowing wildlife access; installing a
geosynthetic clay liner to ensure the lagoons retained water year round,
and improving habitat by planting native species, constructing brush piles,
and constructing a floating log jam.
Project Manager, Channel Improvements, Ebright Creek Basin, King
County, Washington. Mr. Laakso managed the reinforcement and
improvement of the in -stream and riparian habitat along E bright Creek, a
salmon -bearing stream. Increased runoff due to u than development had
adversely impacted the creek, causing increased risk of flooding, erosion,
loss of fish habitat, and degraded water quality. Prior to construction, the
stream was diverted around the work area. Constructi on activities
included and constructing a pedestrian bridge spanning the creek.
Project Manager, Former Lake Hills Sewage Treatment Plant
Demolition, Site Remediation and Restoration, King County/METRO,
Redmond, Washington. Mr. Laakso was responsible for construction
and demolition at the wastewater treatment plant. Work included
demolition of buildings, remediation of 10,000 tons of PC B -contaminated
sludges located in two lagoons and a graded overflow area, and
restoration of a wetland. Environmental aspects included removal and
disposal of drums, lead -based paint, and PC Bs from various structures.
Michael H. Lindstrom
Assistant Project Manager
Education
B.A. — Environmental
Biology, University of
Colorado, Boulder, 2001
Certifications
8 -hour OSHA Health &
Safety Annual
Certification Update, 2006
8 -hour OSHA Supervisor,
2006
8 -hour Radiation Safety
Training Course, 2006
40 -hour Water and
Wastewater Plant
Operators School, 2004
4 -hour DOT HM -181
Basic Hazmat Employee
4 -hour RCRA 49 -State
Hazardous Waste
Generator
Hydrogen Sulfide — ANSI
Z390.1-1995 Safety
Training
Confined Space Entry —
Competent Person
Training 29 CFR 1910
Trench Shoring —
Competent Person
Training 29
CFR 1926
40 -hour OSHA
HAZWOPER Certification,
2000
Licenses
Industrial Wastewater
Plant Operator's License
Class C 2006
CDM
Mr. Lindstrom has seven years of experience in environmental science,
engineering, and consulting. His experience includes project
management, site characterization, remediation system design, system
implementation and operation, and construction oversight. Areas of
specialization include screening and selecting re mediation technologies
on a site -specific basis, implementing innovative remediation
technologies, project tracking and costing, envi ronmental permitting, and
providing client oversight support services.
Mr. Lindstrom has extensive experience with groundwater pu mp and treat
and wastewater treatment systems and has a broad range of experience
operating various treatment sy stems including air strippers, pneumatic
and electrical pumping systems, solids filtration, pH adjustment, and
ozone oxidation. His field service experience includes conducting pilot
testing, construction oversight, troubleshooting m echanical and electrical
systems, implementing system repairs and upgrades, separate phase
recovery, system abandonment, and site closure. Other services include
system performance evaluation, regulatory agency reporting, developing
work plans and sum mary reports, developm ent and implementation of
corrective action, obtaining environmental and construction permits, and
managing sampling and operation and maintenance (O&M ) programs.
Project Scientist, Design, Build, Operation, Maintenance, and
Management Services for UST Sites, Denver, CO. Mr. Lindstrom
worked as part of a consulting team, which provided design, build,
operation, maintenance, and management services for over 70
underground storage tank (UST) sites in the Denver M etro area. During
his three years as a m ember of this team, he took part in the construction
of five remediation systems, managed five active UST sites, performed
routine system upgrades, modifications, and O&M at 12 separate sites,
and assisted in obtaining three site closures.
Project Lead, Gasoline Underground Storage Tank Sites, City and
County of Denver, CO. Mr. Lindstrom managed several com plex
gasoline UST sites for the CCoD. Mr. Lindstrom also supervised the
chemical oxidation program, which included bi-weekly hydrogen peroxide
injections at two sites as a part of the corrective action plan and he
prepared a multifaceted site model at a facility with complex
hydrogeology, separate -phase hydrocarbons, hig h dissolved -phased
hydrocarbon concentrations, and multiple down -gradient receptors. Mr.
Lindstrom also reviewed the program strategy and developed a path
forward for each site based on the av ailable data, site liabilities, and
regulatory requirements.
1
Michael H. Lindstrom
Project Manager, Secondary Containment Structure, Denver, CO. For
the Denver Mountain Parks Refueling Station, Mr. Lindstrom constructed
a 1,500 gallon remote fuel impoundment structure for containment of fuel
from two above ground storage tanks in the event of a m ajor release
during refueling operatio ns and/or tank rupture. Mr..Lindstrom designed a
fuel diversion system which allowed storm water to bypass the
containment system when the fueling system is not in use.
Project Manager, Reactive Barrier Wall Installation, Pueblo Chemical
Depot, Pueblo, CO. Mr. Lindstrom constructed a reactive barrier wall as
part of a pilot test program being conducted by Colorado State U niversity.
This experimental technology uses solar energy to induce a current
across a reactive membrane. The project consisted of trenching, install ing
60 sheet pile units to a depth of 30 feet below ground surface, installing
imported aggregate adjacent to the pile, and constructing gro ut wing walls
to prohibit movement of groundwater around the barrier wall. The project
required use of a 12,000 pound trench box and extensive fall protection.
Project Manager, Remediation System Design Build, Former Lowry
Air Force Base, Denver, CO. Mr. Lindstrom designed a remediation
system based on data collected by an independent consultant to address
soil and groundwater im pacts in the vicinity of the Main TCE Plume at the
Former Lowry Air Force Base. After installing several borings, there was
a noted difference in soil type from what was noted in the pil of test data.
After receiving approval from the client, Mr. Lindstrom performed a
performance optimization and sparge air recovery test to acquire
additional data to support the design and constru ction of a soil vapor
extraction (SVE) and air sparging (AS) system. Mr. Lindstrom conducted
a presentation for the Colorado Departm ent of Public Health and
Environment, Lowry Redevelopment District, and the client on the results
of the pilot test. Afterward, the construction of the system was halted and
the wells were used as chemox injection wells as a part of an on -going
site wide chemical oxidation program. Through implementation of the
performance optimization test, Mr. Lindstrom saved the client $250,000.
Project Lead, Remediation Services for Superfund Site, City and
County of Denver, CO. Mr. Lindstrom provided contractor oversight for
the City and County of Denver (CCoD) during the remediation of the
Denver Radium Superfund Site (DRSS) Operable Unit VII (OU-VII). Mr.
Lindstrom tracked $8.4 million in project costs and the removal of 5,200
cubic yards of Radium -226 impacted asphalt. Operations took place on
downtown Denver city streets in close proximity of adjacent private
residences that required special dust and sediment control measures, air
monitoring, and construction techniques. M r. Lindstrom's responsibilities
included monitoring health and safety protocols, coordinating
transportation and removal operations, ensuring federal, state, and local
regulatory requirements were met during those activities, and refining
contract guidelines based on lessons learned.
2
Susan J. Penoyar, P.E., L.E.G., BCEE
Associate
Education
M.S.E. - Civil
Engineering, University
of Michigan, 1984
B.S.E. - Civil
Engineering (magna
cum laude), University
of Michigan, 1983
Registration
Professional Engineer:
Washington, 1989
Licensed Engineering
Geologist: Washington,
2002
`DM
Ms. Penoyar has 20 years of professional experience in all phases of
environmental projects including environmental assessments,
contamination evaluation, field and laboratory testing, and remedial action
design and implementation. Concurrently, she has managed Phase I and
Phase II environmental assessments on over 60 properties including
wood treating facilities, foundries, chemical manufacturing facilities, and
other industrial and comm ercial properties.
Ms. Penoyar specializes in management of hazardous materials issues at
multiple sites concurrently. She currently manages the environmental site
assessment and planning program for Sound Transit during acquisition of
over 60 properties for the North Link alignm ent. She served as the
environmental program manager during right-of-way acquisition and
design for the Seattle Monorail Project; tasks include ESAs on over 70
properties, remediation planning, costing, and program management of a
$1.5 million environmental site assessment budget. Ms. Penoyar is
contract manager for remediation oversight, ins pection and
documentation of underground storage tank and oil -water separator
removals, and stormwater discharge monitoring during construction of
over 14 miles of light rail for Sound Transit.
Project Manager, Geotechnical Engineering Services, Bus Station,
METRO, Seattle, Washington. Ms. Penoyar worked on design and
construction of a large municipal bus station in soft sediments, including
observation of installation of more than 900 tim ber piles.
Project Manager, Storage Tanks Removal and Replacement, and
Construction Oversight, Union Pacific Railroad, Oroville, California.
Ms. Penoyar oversaw the demolition and removal of one existing
aboveground diesel fuel storag e tank, and one existing aboveground
heating oil tank and tank contents. She was in charge of the design for
the installation of one 550 -gallon aboveground diesel fuel storage tank,
one 250 -gallon heating oil tank , and one 250 -gallon used oil tank
including pumps, leak detection tubing, liquid level gauging and control
systems, valves, fittings, and appurtenances.
Project Manager, Environmental and Geotechnical Investigation,
119 -Acre Industrial Development, Tacoma Tideflats, Northwest
Building Corp., Foushee and Associates, Tacoma, Washington. Ms.
Penoyar managed a geotechnical and e nvironmental investigation for a
119 -acre industrial development in the Port of Tacoma. She was
responsible for technical and m anagerial aspects of all phases on several
parcels including environm ental assessment, geotechnical investigation,
geotechnical design and recommendations for proposed developm ents,
and providing cons ultation and monitoring during construct ion.
Geotechnical aspects include large-scale preloading and deep and
shallow foundation options.
1
Susan J. Penoyar, P.E., L.E.G., BCEE
Honors/Awards
Board Certified Environmental
Engineer (BCEE), American
Academy of Environmental
Engineers
CDM
Project Manager, Geotechnical Engineering Study and Construction
Monitoring, P. Hendley & Associates, The Mueller Group, Various
Washington Locations. Ms. Penoyar was responsible for geotechnical
aspects of several large residential developments including a 27 -building
apartment complex. She managed all phases including geotechnical
analyses and report, consultation, and construction m onitoring.
Project Manager, Geotechnical Consultation and Construction
Monitoring, Pierce County Fire Department, Pierce County,
Washington. Ms. Penoyar oversaw construction of eight fire stations in
Pierce County. She was responsible for overseeing geotechnical aspects
of consultation and observations during construction.
Project Manager, Geotechnical Investigation and Design
Recommendations, Boeing Facility, Boeing Aircraft Company,
Auburn, Washington. Ms. Penoyar was responsible for ge otechnical
investigation and design recommendations regarding building relocation.
Project Director, Sound Transit North Link Light Rail Project, Seattle,
Washington. Ms. Penoyar serves as program manager for environmental
services during acquisition of over 60 properties and design for Sound
Transit's North Link. Tasks include Phase I and II environmental site
assessments, hazardous building material surveys, remediation cost
estimating and cleanup action planning, and bid docum ent preparation.
Ms. Penoyar works closely with Sound Transit's real estate, design, and
environmental teams to coordinate com prehensive solutions to
environmental issues encountered by each team.
Project Manager, Underground Storage Tank Assessment and
Contaminated Soil Evaluation, Paine Field, Snohomish County
Public Works, Everett, Washington. Ms. Penoyar was responsible for
the identification and investigation of two separate bur ied tank farms
dating back to World War II. She utilized geophysical surveying to locate
undocumented USTs. She evaluated the nature and extent of
contamination of 4,000 cubic yards of soil stock piled on an old taxiway.
The scope included recom mendation of remedial action strategies.
Project Manager, On -Call Contract, Environmental Investigation,
Snohomish County Public Works, Snohomish County, Washington.
Ms. Penoyar oversaw prelim inary assessments and site investigations for
over 60 land parcels during four road widening projects in the county. She
was responsible for scheduling, cost control and technical consultati on.
Project Manager, MTCA Remedial Investigation/Feasibility
Study/Remedial Design/Remedial Action, Road Maintenance Facility,
Confidential Client, Everett, Washington. Ms. Penoyar was responsible
for assessment, remedial investigation, feasibility study and remedial
design and actions at a road maintenance facility in Snohomish,
Washington. She directed entire assessment of volatile organic
compound and petroleum hydrocarbon contam ination, including technical
evaluation, scheduling, subcontracting, and cost control. She also
manages ongoing quarterly monitoring to assess system operation.
2
Patricia C. Reed
Environmental Scientist
Education
M.E.M. — Resource
Ecology, Duke University,
1997
B.S. — Environmental
Science, Texas Christian
Professional
Certifications and
Training
38 -Hour Army Corps of
Engineers Wetland
Delineation and
Management Training
40 -Hour Hazardous Waste
Operations and Em ergency
Response Certification
8 -Hour Refresher -
Hazardous Waste
Operations and Emergency
Response
Administration of Wetlands
and Endangered Species
Regulations
Endangered Species Act
and Water Allocation
CDM
Ms. Reed is an environmental scientist with over eight years experience
in the natural resources field. Her work has focused on regula tory
compliance; field surveys and research; and literature research, analysis,
and synthesis. She is also skilled in experimental design and
implementation, database devel opment, presentations, and classroom
and field instruction. M s Reed has extensive experience complying with
NEPA, CEQA, ESA, CESA, CWA, and other regulations. M s. Reed has
coordinated and helped prepare EISs, EA/FONSIs, EIRs, IS/MNDs, BAs,
CALFED ASIPs (a combined BA and NCCP), and a Mitigation
Alternatives Analysis (similar to the USACE's Incremental Analysis). She
has also coordinated and prepa red various State and Federal perm its.
Ms. Reed has prepared all aspects of NEPA/CEQA documents, including
detailing the existing conditions, conducting an impacts analysis, and
developing mitigation to reduce impacts. Ms Reed has also prepared all
portions of Biological Assessments and Natural Community Conservation
Plans, including developi ng an evaluated species and habi tat list,
detailing the environmental setting, and conducting s pecial-status species
and sensitive habitat impact analyses. Additional regulatory compliance
efforts include:
• Monitoring field sampling and maintenance of hazardous waste sites.
Ms. Reed has been the designated biological m onitor assuring
compliance with biological aspects of sampling and maintenance at
several hazardous waste sites throughout California.
• Assessing construction for com pliance with federal and state
environmental requirements regarding potential and current impacts to
jurisdictional drainages and other regulatory infractions.
• Conducting public and agency outrea ch according to regulatory
requirements, participating in technical committee meetings, and
provided technical support to assure compliance during the design
phase of projects.
Ms. Reed is also skilled in the use of GPS and GIS; wetlands delineation;
tree identification and measurement; soil sampling; database preparation
and data analysis; limnological sampling; chemical analysis; wildlife
surveys of mammalian, reptilian, and avian species, including trapping
and radio collaring, morphological measurements, and behavioral
observations; and surveys for sensiti ve plant communities.
Ms. Reed has surveyed for threatened , endangered and sensitive (TES)
species throughout the Central Val ley, San Francisco Bay area, and
Southern California, including using GPS to electronically identify
1
Patricia C. Reed
sensitive locations. She has also delineated sensitive habitat, including
riparian, wetlands, and TES species habitat for construction crews to
avoid. Other research efforts include:
• Ms. Reed participated in a PhD study investigating Island
Biogeography and fragmentation using leaf -cutter ants.
• Ms. Reed completed a pilot study for a cross -site comparison of forest
communities.
• Ms. Reed completed baseline limnological research on an experimental
pond system.
• Ms. Reed conducted deep well water sampling, ICP analysis of the well
water, and SEM analysis of the carbon -steel casing.
Sacramento County Regional Sanitation District, Lower Northwest
Interceptor — Yolo Force Main, Environmental, Permitting, and Public
Outreach Technical Support. Ms. Reed provided environment al,
permitting, and public outreach technical support during the design phase
of the Yolo Force Main. Specific tasks included review of project
environmental documents and identification of environmentally sensitive
areas and mitigation measures to avoid impacts, assisting the client in
obtaining the necessary permits and easements, and the coordination of
public outreach efforts with the client.
California Energy Commission Emergency Permitting. Ms. Reed
participated in the California Energy Commission emergency permitting
process (21 -day, 4 -month, & 6 -month) for peaker power plants. She
assessed each applicant's biological and soil & water sections for fatal
flaws; consulted with local, regional, state, and federal agency personnel;
and completed a Staff Analysis report on her findings.
Sacramento County, Sacramento International Airport NPDES
Monitoring and Reporting Program, CDM Federal Project Manager,
Task Leader, Field Technician. Ms. Reed was responsible for
coordinating with staff to conduct weekly, m onthly, quarterly, and annual
water quality sam piing at the Sacramento International Airport according
to California Central Vail ey Regional Water Quality C ontrol Board
(RWQCB) permit requirements. She is also responsible for preparing
monthly reports for submiss ion to the RWQCB. (2004-2006)
Sonoma County Water Agency, Napa Sonoma Salt Marsh
Restoration EIS/EIR, Natural Resources Specialist. Ms. Reed conducted
TES species and sensitive plant community surveys along a reclaimed
water pipeline alignment. She also prepared the Vegetation, Wildlife, and
Aquatic Resources sections for the EIS/EIR, including detailing the
existing conditions, conducting an impacts analysis, and developing
mitigation to reduce im pacts.
2
John M. Sheehan, C.I.P.E.
Fire Protection
Education
B.S. - Mechanical
Engineering, Northeastern
University, 1989
Associate - Architectural
Engineering, Wentworth
Institute, 1977
Certification/Coursework
C.I.P.E. - Certified in
Plumbing Engineering
(American Society of
Plumbing Engineers)
Franklin Institute —Plumbing
Courses
Northeastern University —
Fire Protection Courses
Practical Plumbing Design -
8 -week ASPE Seminar
Professional Activities
New England Water
Works Association —
(Certified Cross
Connection Control
Surveyor)
DM
Mr. Sheehan has more than 28 years of experience in the design and
construction of plum bing and fire protection systems and over 19 years
related to wastewater treatment facilities, water treatment facilities,
pumping stations, sludge composting facilities, groundwater extraction
and treatment facilities. He has prepared designs, plans, specifications for
plumbing, water distribution, sewage disposal, fire protection and special
piping systems for a wide range of private and public s tructures and
facilities.
In a prior affiliation, Mr. Sheehan designed office and industrial buildings
for private clients and also designed piping systems for plating shops and
small industrial wastewater treatment plants while also providing
construction resident engineering.
Designer, Plumbing and Fire Protection Systems, Miscellaneous
Projects. Mr. Sheehan has designed plumbing and fire protection
systems for CDM-designed water treatment plants througho ut the U.S.
and overseas. He has al so designed similar systems for wastewater
treatment plants and pump stations throughout New England and the
Northeast. He recently designed and rehabilitated wastewater treatment
facilities/pump stations for the City of Barberton, Ohio; City of Brockton,
Massachusetts; South Windsor, Connecticut; Harriman, New York and
Lancaster, Pennsylvania. He has also designed wastewater treatment
facilities for New Bedford, Kingston, Marion, Northbridge, and the Greater
Lawrence Sanitary District (GLSD) all in Massachusetts; and
Mamaroneck, New York. Mr. Sheehan has also designed numerous
water treatment plants such as Becker, Minnesota; Tampa Bay, Florida;
Gwinnett County, Georgia; Andover, Massachusetts; and Manchester and
Exeter, New Hampshire.
Designer, Plumbing and Fire Protection Systems for Superfund
Sites. Mr. Sheehan was involved in the design of plumbing and fire
protection systems to support groundwater recovery and treatment
systems for the Lipari landfill in New Jersey; Keefe Environmental site,
New Hampshire; and Northville, New York.
Plumbing and Fire Protection Responsibilities. Mr. Sheehan's
responsibilities in the plumbing and fire protection areas have included
preparation of reports, designs, plans, and specifications, as well as code
review and meetings with the various local governing authorities. All
design projects have i ncluded consideration and im plementation of cross
connection control. All assignments including upgrading of existing
facilities (water and wastewater treatment facilities and pump stations)
require cross connection surveys, i dentification of illegal connections and
recommendations of corrective action required.
1
John M. Sheehan, C.I.P.E.
Mr. Sheehan has performed numerous cross connection surveys for his
clients. For the City of East Providence, Rhode Island, he recently
undertook a door-to-door survey when the water supply became
contaminated and a boil water ad visory was issued by the Board of
Health.
Designer, Laboratory Design for Municipal Clients. Mr. Sheehan is
also experienced in designing laboratories for large municipal clients and
completed laboratory designs for many of his m unicipal clients. He has
also designed some very extensive laboratories for Elizabethtown, New
Jersey, and Pima County, Arizona.
2
Barry D. Squibb, P.E., LEED® AP
Electrical Engineer
Education
B.S. - Electrical
Engineering, Northeastern
University, 1993
Registration
Professional Engineer:
Massachusetts (1998),
Rhode Island, and New
York
Certification
Leadership in Energy and
Environmental Design
Accredited Professional
(LEED AP), 2007
CDM
Mr. Squibb has 17 years of experience in the design, engineering, and
construction management/observation of electrical systems for municipal,
industrial, and private clients. His experience includes all aspects of
electrical design includi ng primary and secondary power distribution,
medium voltage power system design, power system analyses and
system protection, technical calculations, NEC and NFPA code analysis,
facility evaluations, grounding systems, instrumentation and motor
control, hazardous location classification, power generating systems,
lighting systems, life safety systems, uninterruptible power supplies
(UPS), variable frequency drives, and corn munications systems.
Lead Electrical Design Engineer, CAT -DEL UV Disinfection Facility,
New York. For the NYC DEP, Mr. Squibb is currently working as the lead
electrical project engineer for the UV disinfection facility project for the
City of New York. This project includes two 13.2 k V power electrical
services from Consolidated Edison Company, five kV paralleling
switchgear for four 2000 kW standby generators, medium voltage
electrical distribution, and a number of 480 -volt substations throughout
the facility to provide approximately 7.5 MVA of power to the UV process
and miscellaneous facility loads. Also included are four MW of parallel
redundant UPS systems for critical process system backup, and life
safety systems including a life safety generator, fire pump, and
emergency lighting inverters.
Lead Electrical Engineer/Project Manager, Water Pollution Control
Facility (WPCF), Hartford, Connecticut. Mr. Squibb has been the lead
electrical engineer and project manager for multiple projects for the
Metropolitan District Commission (MDC), including:
• Electrical System Master Plan. Evaluation and a com puter model of
the electrical system, short circuit and load flow analyses, projected
load growth, prioritized recommendations, and construction cost
estimates for electrical system modifications to improve system
reliability and provide for future expansion.
• Main Substation Upgrade. Design and construction of upgrade to
parallel 23kV utility services, two new 10MVA transformers,
replacement of existing 5kV main switchgear, substation ground g rid,
and replacement of medium voltage distribution system around the
facility. The design included 2,500 feet of new ductbank throughout the
existing facility for future communications and SCADA upgrades.
• Energy Demand Response Program. Mr. Squibb is currently working
with the MDC on several electrical projects at the main and satellite
plants to assist the MDC in taking advantage of power comp any
1
Barry D. Squibb, P.E., LEED AP
incentives for reducing electrical demand and energy charges.
Projects include power factor correct ion improvements, as well as, rate
structure analysis and interruptible/peak shaving generators.
• Effluent Pump Station Electrical Upgrade. Design and construction
of new outdoor double e nded 1500kVA substation, and new 480 volt
double -ended indoor switchboard with automatic utility/generator
transfer controls.
• Incinerator Substation. Design and construction of a new outdoor
double -ended 2500kVA substation, and indoor 480 -volt draw -out
switchgear lineup for incinerator upgrade project.
Lead Electrical Engineer, Water Reclamation Authority WWTP
Expansion, Monmouth County, New Jersey. Mr. Squibb was the lead
electrical engineer on the Northeast Monm outh County Two Rivers Water
Reclamation Authority wastewater treatment plant (WWTP) plant
expansion. The project included a new 23kV primary service, 2-
1750kWparalleling standby generators, protective relaying, medium
voltage distribution and motor control, I ow voltage power distribution,
motor control, control and instrument wiring, site lighting, building system
and life safety design, hazardous location design, grounding , site and
utility coordination, and construction coordination.
Lead Electrical Engineer, WWTP Expansion and Improvements. Mr.
Squibb was lead engineer for multiple projects at: Rochester, New
Hampshire; Westchester County, New York; and Medway,
Massachusetts. Designs included upgrades to existing electrical system,
power distribution, motor control, control and instrument wiring, building
system and life safety design, site and construction coordination.
Lead Electrical Engineer, WWTP Upgrades/Improvements, Amherst,
Massachusetts. Mr. Squibb led a team to design power distribution,
motor controls, instrumentation wiring; review s hop drawings; and
coordinate construction. He was also electrical design engineer for
treatment plants in South Essex Sewerage District, Salem, Cambridge,
and Scituate, Massachusetts. These projects included power distributi on
design, motor control design, instrumentation wiring, electrical
modifications and communication system design.
Lead Electrical Engineer, Water/Wastewater Pump Stations. Mr.
Squibb provided electrical design for multiple projects in Shrewsbury,
Massachusetts; Franklin Township, New Jersey; M elrose and Revere,
Massachusetts; South Windsor, Connecticut, and Kent County, Rhode
Island. Designs included power distribution, motor controls,
instrumentation wiring, building systems design, generator sizing, and site
coordination.
2
Richard E. Steele, P.E.
Vice President
Education
B.S. - Civil Engineering,
Kansas State University,
1969
Registration
Professional Engineer:
Kansas (1974), Colorado,
Texas, Oklahoma,
California, Virginia, North
Carolina, Arizona,
Wisconsin, Nebraska,
Arkansas
DM
Mr. Steele has 36 years of experience in design and construction of the
civil and structural aspects of wastewater and water facilities; solid and
hazardous waste facilities; storage reservoirs and pum ping stations;
bridges; buildings; and water resource projects. His expertise and
responsibility for environmental engineering and structural projects
involves analysis and design, technical review , value engineering (VE),
preparation of plans and specifications, and resident enginee ring. As a
senior project manager for CDM's Architectural/Engineering Services
Division, he manages the electrical; instrumentation and controls;
architectural; structural; heating, ventil ating, and air conditioning (HVAC);
plumbing; and fire protection work on CDM projects in the central U.S.
Value Engineering Program. Mr. Steele serves as a key participant and
leader in CDM's value engineering (VE ) program. As Value Engineering
Team Leader (VETL), he has led seventeen workshops. In total, Mr.
Steele has participated or led over 35 VE workshops. He has completed
the 40 -hour SAVE -approved Module I and 24 hr Module II VE training and
is a member of SAVE International and currently completing application
for CVS registration. In addition to formal VE workshops, Mr. Steele has
completed individual peer reviews, technical reviews, and constructibility
reviews of projects throughout the United States.
Project Manager, Wastewater Treatment Facilities. Key projects
relating to WWTP design include Albuquerque Southside Water
Reclamation Plant, Pima County Ina Road WPCF, Topeka KS Oakland
WWTP, Glenbard Wastewater Authority, IL W WTP, Northside WWTP
Denver CO, Prince William County VA WWTP, Dallas Central WWTP,
Norman Oklahoma WWTP, Tulsa OK WWTP, Wichita KS WWTP, North
and South Plants in Baton Rouge LA, grease and scum improvements for
Detroit's 1 BGD WWTP and numerous other plants.
Mr. Steele's wastewater experience in prelim inary and final design,
quality control and construction supervision has included work on plants
ranging in size from 1 million gallons per day (mgd) to over 1 billion
gallons per day (bgd). These projects encompass all aspects of designs
including deep well influent pumping stations, all configurations of
process tankage and hydraulic structures, piping restraint, seismic
retrofits, vibration analysis, deep water effluent discharges, digester
vessels and complex retaining structures. His experience on
environmental projects includes analysis and design of water containment
structures with severe sanitary expos ure. He is well versed in ACI Codes
and Standards for such projects as he is with material design to mitigate
H2S/sulfuric acid attach commonly occurring in wastewater facilities. Mr.
Steele has inspected, performed non-destructive testing and com pleted
repairs to existing structures with severe corrosion and deterioration.
Richard E. Steele, P.E.
Project Manager, Structural Design of Water Storage Facilities. Mr.
Steele has extensive design experience in water storage facilities
throughout the United States. His expertise includes conventionally
reinforced and prestressed concrete reservoirs ranging in size from 0.5 to
60 million gallons. For Minneapolis (Minnesota) Water, Mr. Steele
provided technical guidance and direction to the agency's design
department for the 34-mi Ilion -gallon New Brighton Reservoir (a buried
reinforced concrete stru cture). Additionally, Mr. Steele has designed
numerous steel tanks, including the largest steel ground storage tank in
the United States —the 34 -million -gallon Martin Hill Reservoir in Austin,
Texas. In 2001, M r. Steele led the design and construction of the 10 -
million -gallon Hefner WTP clearwell for Oklahoma City.
In addition to design, M r. Steele has led the inspection and prepared
reports and engineering designs for rehabilitation and modification of
existing water storage reservoirs and other water containm ent structures
at treatment facilities through out the U.S. Representative projects
include: Several concrete and steel to nks for Englewood, CO, 7, and
numerous inspections of water treatm ent facilities through out the West
including Denver Water M arston WTP; and numerous other facilities in
TX, OK, KS, IL, WS, CO & CA.
Project Manager, Water Treatment Facilities. Mr. Steele served as
project manager on the Phase 2 expansion of the Central Lake County
Joint Action Authority's WTP in Illinois; the new 60-mgd Eagle Mountain
Reservoir WTP and pump station in Fort Worth, Texas; and the 300-mgd
Elm Fork WTP expansion in Dallas, Texas. He provided quality control
and assurance, final review, and professional sealing of drawings and
specifications for the 150 -million -gallon Wichita WTP; Hefner WTP in
Oklahoma City, Oklahoma; the Holly WTP in Fort Worth, Texas; and the
60-mgd James River WTP in Henrico County, Virginia. M r. Steele also
provided quality assurance and technical review of the design and fast -
track construction of the Cucamonga, California Eastside WTP and water
storage facilities. Other projects that Mr. Steele served as chief structural
engineer within the past several years include WTP expansions for
Odessa and Mansfield, Texas, and Pittsburg, Benicia, and Lompoc,
California.
Project Manager, Water Resource and Drainage Projects. Mr. Steele
has completed technical reviews and oversight for improvements to the
South Platte River, Denver, Colorado for wastewater effluent instream
nitrification. Work also included pedestrian overpasses/bridges, river drop
structures, and recreation improvements for boating and other river
sports. Mr. Steele provided expertise to drainage projects such as
roadway and drainage design at the Lowry landfill (Denver, Colorado); the
AMAFCA (Albuquerque, New Mexico) Borrega Arroyo Diversion;
drainage improvements for the City of Lafayette, Colorado; and the
Willow Lake drainage improvements for the City of Ft. Worth, Texas.
2
George J. Swaidan, MSME, P.E.
Technical Review
Education
M.S., Mechanical
Engineering, University of
Cincinnati, Ohio, 1983
B.A., Biology/Chemistry,
Eastern Michigan
University, Michigan, 1972
Registration
Ohio No. 57991
CDM
Mr. Swaidan has more than 20 years of experience as a registered
Mechanical Engineer and Project Manager, specializing in the analysis,
design, testing, troubleshooting, commissioning and construction
management of high quality water, reverse osmosis, plumbing, piping,
process, fire protection, steam , chilled water, laboratory, fuel, HV AC,
controls, lighting and building envel ope systems. He is proficient in
AutoCAD, Excel, Word, Microsoft Project, hydronic systems modeling
software, load and energy utilization simulation software, as well as
process safety certified. His experience i ncludes design engineering,
energy analysis, project management, cost -estimating and construction
management for schools, universities, hospitals, food -processing,
pharmaceutical, paraenteral fluids, central utility plants, packaging,
process and waste -water for automotive paint/assembly, soap, paper,
data center, laboratory, research and corporate administrative facilities.
Owner / Facilities Analysis & Design Engineer/ Project &
Construction Manager - Cincinnati, Ohio. Most recently worked to fulfi II
a long-term Data Center Project for Kroger Co. Responsibilities included:
• Owner's representative for K roger CDC Major construction project,
Blue Ash Ohio. Assisted the project manager to achieve a successful
completion of project within time and within budget.
• Sr. Mechanical engineer for S Addition project for Children s Hospital,
Cincinnati as contract employee of Fosdick & Hilmer from July 2005
through July 2006.
• Successfully negotiated initiation and completion of several previously
unscheduled energy- savings projects at GM Orion s Paint Shop for
installation during a two-week scheduled shutdown period. Worked
with plant manager, plant engineer a nd union staff to utilize outside
contractors to com plete the successful installation and startup of
several major pieces of plant process equipm ent in a timely and cost-
effective manner.
Senior Solutions Development Manager / Senior Mechanical Project
Engineer - Vestar, Inc. A Subsidiary of Cinergy, Inc. Cincinnati, Ohio July
2001 to January 2003:. Major duties included developing energy -savings
solutions for prospective industrial and manufacturing clients; advisi ng
operations and service personnel in response to engineering questions
related to systems Vestar was servicing, those in design and/or those in
construction; working closely with the sales staff to develop presentations,
reports, cost estimates; and reviewing work of contract engineering fi mis
performing detailed engineering for construction projects.
George J. Swaidan, P.E., MSME
Project Manager / Senior Mechanical Design Engineer - Pedco E & A
Services, Inc. - Cincinnati, Ohio - assigned to branch office serving
Procter & Gamble Co., Corporate Buildings Sept 1990 to July 2001.
Duties included project management of multi -discipline project work,
utilizing four -phase model including Feasibility Study, Design Basis,
Contract Documents and Construction Phase Services for renovation and
building expansion projects to $4.3 M M. He also provided project
planning, scheduling, effort -hour estimates, writing proposals and
managing budgets.
REPRESENTATIVE PROJECTS
• Kroger CDC, Cincinnati: As Owner rep, worked closely with the owner,
construction personnel and design professionals to insure quality
construction and execution of the design i n a timely and safe manner
with no disruption to the process and m inimal disruption to the staff of
their business -critical facility.
• Children's Hospital, Cincinnati - Sr. Mechanical engineer for several S
Addition projects: Fuel oil system, generators, stairway pressurization,
Data Center UPS and many renovation projects.
• General Motors Corporation, World Wide Facilities Group: Energy
solutions development and construction management for energy
savings projects. Worked in close concert with other process and
lighting professionals to identify and implement fast -paced projects in
several paint-shop/assembly plants.
• Knightsbridge Main Addition: 135,000 sq. ft., $3.5 Mi Ilion mechanical
systems, Designed centralized 1400 ton chilled water plant, 600
Horsepower 15 PS I steam boiler plant, variable speed pum ping,
variable speed custom air handling units, hybrid DDC/pneumatic
controls, well water/pond system for heat rejection.
• Ross Laboratories, Columbus, Ohio: $2.0 Million mechanical systems
for infant formula batch sterilizing/packaging line. Designed HVAC,
Process and Utilities Systems.
• Schools: Cincinnati Moeller, Purcel, Mt. St. Mary Seminary, Dayton
Kiser, Jefferson Bainbridge, Ohio Paint Valley High School, Bainbridge
Elementary, New Richmond, Ohio Monroe Elementary, Wilmington,
Ohio Wilmington College Science Building, Arts and Drama Building,
Student Activities
• Offices: Cincinnati - 5th & Race Towers, 310 Race, Bethesda North
Hospital, Wilmington College Administration Building
• Industrial: Cincinnati South Ohio Regional Transportation Authority
Coach Maintenance and Storage
2
L. Thomas Warriner, P.E., CEM, LEED® AP
Mechanical Engineer
Education
Registrations
Professional Mechanical
Engineer, California,
Washington (1990),
Wisconsin, Arizona,
Texas, Oregon, and
Nevada
Certifications
Leadership in Energy and
Environmental Design
Accredited Professional,
2005
California Certified Energy
Plans Examiner, 2006
Certified Energy Manager,
2007
Professional Activities
Member, American
Society of Heating,
Refrigerating, and Ai r -
Conditioning Engineers
(ASHRAE)
Member, National Fire
Protection Association
(NFPA)
Member, Association of
Energy Engineers (AE E)
Mr. Warriner has over 25 years of experience as a senior mechanical
engineer managing projects and designing mechanical systems for
buildings including HVAC, controls, plumbing, and fire protection. He
provides leadership and direction for the building mechanical groups
throughout CDM . He is responsible for all facets of building mechanical
design from pre -design activities like developing the project scope with
the client through project start-up and commissioning. He has worked on
a variety of building types, including industrial, municipal, educational and
commercial. Mr. Warriner's specialized experience includes code
analysis, hazardous occupancies, specialized fire protection systems,
energy management and conservation, and building controls. He has 7
years of energy management experience, and has personally completed
over 100 energy audits for industrial, commercial and institutional utility
customers. He was responsible for setting the an alysis methodology and
performing quality control.
Technical Reviewer, King County Metro, Ryerson Bus Barn IAQ and
Ventilation, Bellevue, Washington. Mr. Warriner reviewed and
commented on a report concerning applicability of using a non specific
VOC sensor to control SO2 concentrations , in conjunction with a
particulate sensor to control PM2.5. He validated that this approach could
be used to maintain an atmosphere which does not exceed OSHA
concentrations for indoor air pollutants while decreasing the ventilation
rate below the code m inimum 1.5 cfm per square foot.
Project Engineer, US Coast Guard CAMSPAC Receiver Station. Mr.
Warriner completed an analysis of the HVAC systems for this critical
facility. The facility contained a communications room, which was full of
sensitive computer and radio equipm ent. The existing HVAC system was
undersized and failing due to age. The buil ding is a strategic, high
reliability site located within 200 yards of the ocean. It is subjected to the
corrosive effects of the salt air. Mr. Warriner evaluated HVAC system
replacement alternatives and recommended a system that reduced the
energy cost for the facility by $26,000 per year . The recommended
system used water cooled D/X computer room units with an integral direct
water cooling coil. This system allows free cooling anytime the outdoor
temperature is below 65 degrees. It also satisfied the requirement of
minimal outside air and increased system reliability.
Project Manager, Phoenix Data Center No. 1, Charles Schwab and
Company. As project manager, Mr. Warriner directed the preparation of a
Guaranteed Maximum Price proposal for infrastructure upgrades to this
facility. The upgrades included addition of tw o 500 ton centrifugal chillers,
cooling towers, chilled and condenser water pum ps, new generators,
L. Thomas Warriner, P.E., CEM, LEED AP
UPS systems, and electrical services. This was a fast track project with a
design schedule of 3 months, and a construction schedule of 4 months .
Project Engineer, Phoenix Data Centers No. 1 and No. 2, Charles
Schwab and Company. Mr. Warriner provided mechanical support for
master planning the growth of the data centers in the P hoenix area. He
studied three growth scenarios for each of the two facili ties and assisted
with the cost estimate preparation.
Project Manager, Miscellaneous Studies and Site Evaluations. Mr.
Warriner prepared site suitability evaluations and local code searches for
buildings being considered as potential computer type installations.
Recommendations were made to clients as to what modifications would
be required to make the building suitable for a mission critical facility.
Project Manager, Chemistry Building Fume Hoods, San Jose State
University. Mr. Warriner evaluated the condition of 63 fum e hood
systems in Duncan Hall, the chemistry and physical sciences building at
San Jose State University for compliance with local codes and OSHA.
The study discovered leakage in m any of the duct systems. System
alternatives were studied, and a ne w exhaust system was designed. The
systems included perchloric acid hoods with water wash down, five
relocated hoods and associated lab tables, replacement of all fans,
specification of ductwork materials and special coatings.
Project Manager, Omega Skateland IAQ, Whittier, CA. Mr. Warriner
worked in conjunction with the CDM environmental group to determine
the causes of high concentrations of pollutants inside the Skateland
building. The causes of the contamination were determined to be soil
vapor intrusion, as wel l as the solvents in the roller rink finis h, and
chemicals in the automatically dispensed air freshening system. The
concentrations built up in the space because the outdoor air ventilation
rates were very low.
Project Manager, Energy Audits United States Coast Guard Group
Port Angeles, Washington State. As the project manager for this
project, Mr. Warriner supervised the fieldwork, analysis and reports for
four Coast Guard bases i n Washington State. M r. Warriner also provided
quality control checks for audits at three other coast guard groups totaling
15 other bases.
Project Manager, Bright Schools Program, California Energy
Commission. As the project manager, Mr. Warriner acted as the liaison
between the California Energy Commission and the consultants used to
produce the studies. The Bright Schools program worked with school
districts during the design of a new school or remodel project to suggest
energy saving ideas for inclusion into the design. One project for the
Oakland School District included an advanced daylighting system, and a
convective ventilation system.
2
James H. Winkler, P.E., BCEE
Principal Engineer
Education
B.S. - Chemical
Engineering, University of
Rochester, 1985
Registration
Professional Engineer:
Massachusetts (1997),
and Pennsylvania
Certification
40 -hour OSHA Hazardous
Waste Site Operations
Training
8 -hour OSHA Supervisors
Training
10 -hour OSHA Construction
Training
Confined S pace Entry
Safety
CDM
Mr. Winkler is a principal engineer/senior project manager with than 20
years of experience in the areas of remedial design, implementation and
operations, maintenance and monitoring; building demolition and
hazardous material removals; and facility process and site improve ment
projects. He also specializes in remediation cost estimating and services
during construction.
Project Engineer, Design of Vehicle Fueling Facility, Somerville and
Westborough, Massachusetts. Mr. Winkler helped design new vehicl e
fueling facilities at department of public works garages. The new facilities
included fueling islands, two 10,000 -gallon A STs with leak detection and
level indication, canopies with lighting and fire suppression systems, and
fuel management systems. The designs also included relocating drainage
facilities, and developing specifications for removal of USTs and
demolition of existing fueling islands.
Project Engineer, Tank Project for Transit Authority, Chicago,
Illinois. For the Chicago Transit Authority, Mr. Winkler helped upgrade
and load bulk fluids, storage, and distribution systems at the Forest Glen
bus maintenance facility. Upgrades included installing underground diesel
fuel storage tanks, and constructi ng and installing a new bulk fluids
unloading building and distribution system estimated at approximately
$2.5 million. Modifications to the fuel islands, fluids collection and
distribution and storage systems consisted of removal of aboveground
and underground diesel from the fuel storage tanks, including handling,
disposal, and storage of petroleum -contaminated soil.
Project Manager, Piping Upgrades, Peabody Municipal Light Plant,
Peabody, Massachusetts. Mr. Winkler is managing the design for
upgrading underground fuel oil pi ping at the Waters River Substation. The
substation provides electrical power to the New England grid on an
occasional basis and the existing fuel oil feed from above -ground tanks to
a generator building is not protected in secondary containm ent. The
project upgrades the piping to incl ude secondary containment with leak
detection and alarm and control systems added.
Task Manager, Aboveground Storage Tank Remediation Services,
Boston, Massachusetts. In accordance with MCP regulations, Mr.
Winkler managed the assessment and cleanup of soils and groundwater
contaminated from the release of #2 fuel oil from an aboveground storage
tank (AST) for the Central Artery/T hird Harbor Tunnel (CT/T) project. He
prepared and executed an immediate response action plan (soils and
groundwater assessment) and prepared an imminent hazard evaluation,
tier classification report (including a Phase I report), and release
abatement measure (soils rem oval) plan (RAM P).
1
James H. Winkler, P.E.
Project Engineer, Design of Storage Facilities, Pittsburgh,
Pennsylvania. For the University of Pittsburgh, Mr. Winkler helped
design new aboveground and underground storage facilities at a research
center. The new above -ground storage tank (AST) included a concrete
containment area with an associated stormwater detention basin, and
storage tanks insulated and steam -heated with vertical shaft mixers and
recirculating pumps. The new AST facility included double -walled
reinforced fiberglass tanks with an electronic tank monitoring system.
Project Manager, Storeroom Facility Design, Bidding, and
Construction Services. Mr. Yoxthimer completed a report that evaluated
several shop and storeroom scenarios to determi ne their ability to meet
city's existing and future store and maintenance needs. Under this report,
information for various alternates were provided, including concepts;
preliminary design layout showing size, configuration and general
location; a list of advantages and disadvantages; and planning -level
opinions of probable construction costs. The Storeroom Facility project
includes the construction of a new stores/security building at the Richard
Miller Water Treatment Plant main plant entrance. F eatures of the facility
include receiving dock, storage area, custom er area, offices, break area,
restrooms, security office, electrical power and lighting, heating,
ventilating, and air conditioning, plumbing, and site improvements
including roadway, site drainage, sanitary sewer, water service, sidewalk,
fence, site electrical and lighting, and landscaping.
Project Engineer/Project Manager, Right -of -Way and Remediation
Services, Boston, Massachusetts. Mr. Winkler prepared pre -demolition
plans and specifications for five CA/T building demolition contracts. The
plans and specifications addressed removal and disposal of underground
and aboveground storage tanks, PCB -containing items, freon-containing
items, mercury -containing items and other environmentally sensitive
conditions. The five contracts covered over 30 buildings and 50 USTs
including commercial and industrial buildings; gas stations; and airport
fuel farms, hangars, and cargo buildings. He developed an a pproach for
cleaning a 1.1 -million -gallon UST containing oil, solvents, and debris. As
part of this assignment, he developed the master and cost estimating
worksheets for the project. The worksheets took into account the
specialized means and methods for removing, packaging and disposing
of PCB -containing items and the detailed construction sequence to
remove and clean a 450,000-ga Hon UST containing jet fuel while
preventing infiltration of groundwater and exfilt ration of product.
Project Manager, Facility and Process Improvements, DSM
NeoResins, Inc., Wilmington, Massachusetts. Mr. Winkler is managing
processing upgrade projects including upgrades to finis hed product bulk
storage, process tank piping re -configuration and solvent pack -out
programming. In this capacity, he managed conceptual engineering and
detailed design of more than $1M of improvements. He managed
process, structural and architectural elements of each project.
2
VA1
VAg, Inc.
Architects and Planners
Mariana Boldu
Architect/ Senior
Landscape Architect/
Planner
Mariana's design approaches are rooted in ecology and sustainability, based in the
understanding and contents of ecology, landscape ecology, ecosystems and their
relationship with community and urban planning. She has developed an understanding of
different cultures and places through her extensive travel and living experiences in Europe,
the United States, as well as South America. These experiences give her a unique
prospective to approach design. She is performing as a senior project manager in a
variety of projects.
Education
Doctoral courses in Sustainable Design
Polytechnic University of Catalunya (UPC) Barcelona, 2002 - 2003
Area of Study: Sustainable Design in Public Spaces. Faculty of Architecture and Urbanism.
Masters Degree in Urban Design & Landscape Architecture
College of Environmental Science and Forestry, State University of New York
Area of Study: "Ecology and Community Planning " - - SUNYCESFFL4, Honor Award
"Spotlight on Research"(Cumulative GPA: 3.90)
Architect
Catholic University of Cordoba, (UCC) Argentina
Faculty of Architecture, Thesis "State School of Music Master Plan" (six year program
1988-1993)
Professional Affiliations
Registered Architect, State of Misiones Argentina 2003
Professional Experience
As a landscape architect and architect with 14 years experience, Mariana has managed a
diverse array of projects. She is confident in coordinating different scales of projects.
Mariana's strengths are in design and team management. The following is a sampling of
her work experience.
Selected Project Experience
Urban Design and Community Planning
Battle Mountain Resort Planning
Downtown Urban Renewal Project
State Veterans Cemetery
P3&J, Urban Park
City of Amsterdam Master Plan
University Hill, Neighborhood Rehabilitation
Felix T. Garzon, State School of Music
Resort and Recreation
Cabins at the Missions, San Ignacio
Vail Resorts Ski Yard
Environmental Theme Park
Residential Design •
Teyu Studio, Residence Design, San Ignacio
Residence at Eagle
Romero Residence
Minturn, CO
Posadas City, ARG
Grand Junction, CO
Vail, CO
Syracuse, NY
Syracuse, NY
Cordoba, ARG
Misiones, ARG
Vail, CO
Vitoria-Gasteiz, ESP
Misiones, ARG
Eagle, CO
Posadas, ARG
1441
VAg, Inc.
Architects and Planners
Pedro Campos- ASLA
Senior Landscape
Architect
Pedro joined VAg, Inc in July of 2004 and leads the firm's land planning and landscape
architecture department. He has focused his experience in regional landscape
architecture and land planning work in the western slope of Colorado and the
intermountain west of the United States. He is committed to work that applies principles of
sustainability and innovates beyond conventional development and land use planning.
He has been responsible for several important landscape architecture works in the Town
of Avon, including a large-scale landscape installation applying the principles of
xeriscape, Post Boulevard, as well as was a key member of team for the region's first
LEEDS certified mixed -use commercial building, the Traer Creek Plaza.
Education
Master of Landscape Architecture, 1996
California State Polytechnic University, Pomona, CA
Professional Affiliations
Professional Society of Landscape Architects, Associate
Professional Experience
As a landscape architect with eleven years of diverse professional experience, Pedro has
managed the design and implementation of several large-scale landscape architecture
and land planning projects and has substantial experience with the coordination of multi-
disciplinary consultant teams. Pedro's other strengths are in land analysis, site planning
and concept design.
Selected Project Experience
Public Projects
Common Ground Affordable Housing Study
Girdwood Commercial Area Plan
Lionshead Redevelopment Master Plan
Steamboat Springs Sub -Area Mountain Town Plan
Trillium Master Planned Community
Wolcott Community Plan Study
Land Planning
Aspen Equestrian Estates
Battle Mountain Golf / Ski Resort
Buck Creek
Berry Creek Recreation Fields,
Brightwater Resort Village Headquarters
Eagle Fairgrounds Area 'A' Reclamation
Denver Water Lake Dillon Properties Disposition Plan
Drake Landing
North Las Vegas Community
Quinta do Bom Sucesso Golf & Country Club
Retreat on the Blue
Landscape Design / Construction
Cordillera Valley Club Berm Project
Traer Creek Plaza Leeds Certified Building
Tract E Park
Veterans Memorial Cemetery of Western Colorado
Vail Bible Church
William J. Post Boulevard Landscaping Project
Wildhorse Marketplace
Vail, CO
Girdwood, AK
Vail, CO
Steamboat Springs, CO
Buckeye, AZ
Wolcott, CO
Carbondale, CO
Minturn, CO
Avon, CO
Edwards, CO
Gypsum CO
Eagle, CO
Dillon, CO
Frisco, CO
Las Vegas, NV
Obidos, Portugal
Silverthorne, CO
Cordillera Valley Club, CO
Village at Avon, CO
Village at Avon, CO
Grand Junction, CO
Eagle -Vail, CO
Village at Avon, Avon, CO
Steamboat Springs, CO
VA\
141
VAg, Inc.
Architects and Planners
Anne Fehlner Gunion
Founding Principal
As a founding principal for VAg, Inc. Anne has provided leadership for more than $200
million worth of construction in the last 10 years. Her wide range of experience includes
large scale master planning, resort design, public architecture, and single family custom
residential projects. Her commitment to providing innovative design solutions while
respecting the integrity of the built environment and addressing a client's individual needs
has enabled VAg to establish itself as a leader in the architectural community on a
national level.
Education
Bachelor of Architecture, 1990
University of Notre Dame, South Bend, IN
Professional Affiliations
Registered Architect in the states of California, Colorado, Idaho, Massachusetts,
and New York.
Professional Experience
Anne has extensive experience in a wide range of architectural types and disciplines. She
has worked throughout the mountain region of Colorado as well as in Idaho, Utah,
California and most recently in the British West Indies. The following is a sampling of her
work experience.
Selected Project Experience
Public Projects
Donovan Park Pavilion
Firehouses at Chaveno
Cordillera Community Center
Multi family/Hospitality/Mixed Use
Fairmont at Tamarack
Whitewater at Tamarack
Bell Tower
Elk Horn Lodge
Wildhorse Marketplace
Wildflower Barn
Diamond Run Building
Master Planning
Wildhorse Marketplace
Grand Elk Ranch
Battlemountain
Kessler Canyon Ranch
Ranches at Fives Pines Mesa
Resort
Brightwater Golf Course Clubhouse
Collina Tinta Golf Course Clubhouse
Grand Elk Golf Course Clubhouse
Mayacama Golf Club Casitas
Rendezvous Bay
Bard Pavilion
Vail, CO
Edwards, CO
Edwards, CO
Donnelly, ID
Donnelly, ID
Vail, CO
Beaver Creek, CO
Steamboat Springs, CO
Edwards, CO
Crested Butte, CO
Steamboat Springs, CO
Granby, CO
Minturn, CO
Debeque, CO
Topanas, CO
Gypsum, CO
St. George, UT
Granby, CO
Napa Valley, CA
Anguilla, BWI
Evergreen, CO
IFA1
141
VAg, Inc.
Architects and Planners
Stephanie Lord -Johnson
Senior Project Architect
Stephanie has been with VAg for five years as one of the Senior Project Architects
responsible for "small" projects within the office. Stephanie focuses her practice on small
resort/commercial public projects and single-family residential. She is committed to
sustainable projects that address her client's goals and expectations. She has been
responsible for or as part of a team for the architecture of over $75 million worth of
construction.
Education
Bachelor of Architecture, 1991
Tulane University School of Architecture
Professional Affiliations
Registered Architect in the state of Colorado
Architectural Consultant- Cordillera Valley Club Design Review Board
Architectural Consultant- Brightwater Club- Design Review Board
Professional Experience
Stephanie is responsible for and as project architect, project manager, client contact,
construction contract bidding and negotiation, programming, design, presentation,
working drawings, specifications, value engineering, shop drawing review, construction
administration, CADD operation. The following is a sampling of her work experience.
Selected Project Experience
Single Family Residential
Lot 13, Tamarack
Smith Residence
Cliver Residence
Grudnowski Residence
Haupt Residence
Corchran Residence
Gills Residence
Bard Residence
Brightwater Club — Homestead Prototypes
White Residence
Residence @ Lot 5 Elk Tract
Hild Residence
Multi Family / Hospitality / Mixed -Use
Fairmont at Tamarack
Whitewater at Tamarack
Wildhorse Marketplace
Beaver Creek Lodge Restaurant
Worth Home - Tenant Finish
Resort
Collina Tinta Golf Course Clubhouse
Club at Crested Butte
Brightwater Golf Course Clubhouse, Lakehouse,
Donnelly, ID
Vail, CO
Edwards, CO
Bachelor Gulch, CO
Avon, CO
Grand Tetons, WY
Beaver Creek, CO
Beaver Creek, CO
Gypsum, CO
Edwards, CO
Beaver Creek, CO
Telluride, CO
Donnelly, ID
Donnelly, ID
Steamboat Springs, CO
Beaver Creek, CO
Avon, CO
St. George, UT
Crested Butte, CO
Gypsum, CO
Artisan Pavilion, Wellness Center, Pro Shop, Maintenance Facilities
Public
Traer Creek Ambulance Response Station Avon, CO
GEtech
HEPWORTH-PAWLAK GEOTECHNICAL
STEVEN L. PAWLAK, President
Principal and Project Manager
EDUCATION
Hepworth-Pawlak Geotechnical Inc
5020 County Road 154
Glenwood Springs, Colorado 81601
Phone: 970-945-7988
Fax: 970-945-8454
Email: hpgeo@hpgeotech.com
M.S., Civil Engineering, Arizona State University, 1976
B.S., Civil Engineering, Arizona State University, 1972
REGISTRATION
Professional Engineer: Arizona and Colorado.
Certified Consulting Engineer: Colorado
EXPERIENCE
Mr. Pawlak is responsible for the management of geotechnical investigations and
consultation on design and construction projects. Typical projects include ski resort
facilities, commercial and residential developments, roadway infrastructures, airport
and municipal facilities, mid- to high-rise structures, and earthen embankments.
Mr. Pawlak has gained extensive experience in special mountain terrain problems,
such as landslide stability analysis, hillside grading and groundwater drainage. His
background includes design of foundations on expansive, collapsible and soft soils.
He also supervises field technicians and engineers involved with construction
observation, ground water and slope movement instrumentation, and evaluates
structures which have experienced distress.
Mr. Pawlak's project experience includes: highway grading through difficult terrain;
stabilization of roadway cut and fill slopes; major commercial, industrial, residential,
and municipal water and wastewater treatment facilities; analysis and design of
numerous low -head earthen dams for permanent storage, temporary detention and
irrigation purposes in Arizona, Colorado and Idaho; foundation studies for mid- and
high-rise structures in Albuquerque, Denver, Grand Junction, Phoenix and Tucson;
and design and installation of driven pile and drilled pier foundations for relatively
small to large structures and bridges.
PUBLICATIONS
Mock, R.G. and Pawlak, S.L., 1983, Alluvial Fan Hazards at Glenwood Springs,
Geological Environment and Soil Properties; presented at American Society of Civil
Engineers Fall Convention, Houston, Texas, 1983.
Spitzer, R.H., Jirak, G.T. and Pawlak, S.L., 1986, Landslide Stabilization Achieved
with Horizontal Drains, presented at 22nd Bi-Annual Symposium on Engineering
Geology and Soils Engineering, Boise, Idaho, 1986.
Pawlak, S.L., 1998, Evaluation, Design and Mitigation, Collapsible Soil Sites in
Western Colorado, Colorado Geological Survey, Geologic Hazards and Engineering
Practices in Western Colorado, Glenwood Springs, Colorado, 1998.
Pawlak, S.L. and Others, 2000, Mitigation of Slope Creep by Subsurface Drainage,
Performance Confirmation of Constructed Geotechnical Facilities, Geotechnical
Special Publication No. 94, presented at Geo-Institute Specialty Conference,
University of Massachusetts-Amhurst.
Parker 303-841-7119 • Colorado Springs 719-633-5562 • Silverthorne 970-468-1989
Gtech
HEPWORTH-PAWLAK GEOTECHNICAL
DAVID A. YOUNG
Sr. Project Engineer
EDUCATION
M.S., Civil Engineering, University of Kansas, 1996
B.S., Civil Engineering, University of Kansas, 1978
REGISTRATION
Professional Engineer: Colorado
EXPERIENCE
Hepworth-Pawlak Geotechnical, Inc.
5020 Count} Road 154
Glenwood Springs, Colorado 81601
Phone: 970-945-7988
Fax: 970-945-8454
Email: hpgeo@hpgeotech.com
Mr. Young has over 25 years experience in geotechnical consulting and construction
and materials testing services. At H -P Geotech he provides project engineering and
management support for geotechnical investigations and construction observation
and testing projects. Typical projects include deep and shallow foundation design,
commercial and residential developments, grading of steep hillside terrain, low
earthen embankments, analysis and remedial repair of distressed buildings, and
pavement design for roadways.
Mr. Young has gained considerable experience in slope stability analysis, hillside
dewatering and landslide mitigation improvements. His background includes
instrumentation for slope movement and piezometric pressures. He also supervises
technicians and junior engineer's work on construction observation and testing
projects. Mr. Young's college thesis research work was on durability of cold recycled
asphalt pavement stabilized with type C fly ash.
His technical field skills include subsurface exploration with auger, rotary, core and
percussion drilling methods, seismic refraction, and electrical resistivity surveys for
geotechnical projects. Mr. Young has also performed hydrologic and chemical
measurements of hot springs water in the Glenwood Canyon area as part of the
Colorado River salinity study.
PROFESSIONAL MEMBERSHIPS
American Society of Civil Engineers
PUBLICATIONS
Cross, Stephen A. and David A. Young, Evaluation of Type C Fly Ash in Cold In -
Place Recycling, Transportation Research Record No. 1583, Transportation Research
Board, National Research Council, Washington, D.C., 1997, pp. 82-90.
Parker 303-841-7119 Colorado Springs 719-633-5562 • Silverthorne 970-468-1989
i Inter -Mountain
ENGINEERING
DUANE FEHRINGER. P.E. & P.L.S.
Senior Engineer & Land Surveyor
U.S. Mineral Surveyor
Mr. Fehringer has been with the firm since 1989 and has over 40 years experience in the
fields of surveying and engineering. He has performed both design and project
engineering and surveying tasks on various projects.
Project Types:
• Residential and commercial development, including design, construction
management, and surveying.
• Construction materials testing
• Roadway and bridge construction surveying
• Boundary surveys
• Aerial photogrammetry control surveys
• Storm drainage studies
• Superfund site surveys
• Pipeline surveys
• Railroad right-of-way surveys
• Water Right Surveys
Representative Experience:
Project Manager for engineering and surveying services with Western Engineers -
Architects, Inc. in Casper, Wyoming from 1966-1985 who supervised the
following projects:
Project Types:
• Construction management, surveying, and field engineering of the Town Site
Construction of Jeffrey City and Shirley Basin, Wyoming.
• Approximately 1500 miles of pipeline surveying for construction and right-of-
way acquisition of oil and gas collection systems in the Powder River Basin in
Northeast Wyoming. Clients included Phillips Petroleum, Belle Fourche
Pipeline, and Powder River Pipeline.
• Responsible for the surveying and legal descriptions for right-of-way
acquisition for 300 miles of railroad in northeast Wyoming.
• Responsible for all water right surveys and applications.
Project manager with Kaiser Engineers, Inc., a consultant for the Florida
Department of Transportation who managed, administered, and performed design
reviews on roadway improvement projects and right-of-way acquisition maps.
Project engineer for commercial and industrial subdivision. Supervised the
design and preparations of plans, construction documents, and surveying;
including roadways, deep and shallow utilities, curb and gutter, grading and
drainage of the following developments:
• Block II, Homestead Filing NO. 1 consisting of 16 acres and 45 lots.
• Homestead Filing No. 2 consisting of 138 acres and 101 lots.
• Bearcat at Cordillera, Phase I and II consisting of 195 acres and 40
lots.
• Innsbruck Meadows at Vail consisting of 2.5 acres and 14 lots.
Project surveyor for design surveys, construction surveys, pipeline surveys, and
quality control surveys on superfund sites including:
• Eagle Mine — Minturn, CO
• ASARCO —Leadville, CO
• Resurrection Mining CO — Leadville, CO
• Henderson Mine — Winter Park, CO
• H.S. Gathering, Inc.
• North American Resource, Co.
Responsibilities:
Mr. Fehringer is responsible for all surveying services at Inter -Mountain
Engineering.
Personal:
• Registered Land Surveyor in Wyoming, Nevada, Idaho, Utah, Nebraska,
South Dakota, Oregon, Florida, and Colorado.
• Registered Professional Engineer in Wyoming, Florida, Utah,. Colorado,
Nevada, Nebraska, Arizona, and New Mexico.
• United States Mineral Surveyor
• B.S.C.E. from University of Wyoming
• 40 Hour HAZ/MAT Certification
• GPS Certified
• 24 Hour MSHA Certification
Inter -Mountain
ENGINEERING
KAREN KIDD, P.E.
Project Engineer
Ms. Kidd has been with Inter -Mountain Engineering for approximately three years, and
has more than six years experience working as a civil engineer. Ms. Kidd has been part
of IME's project management and design teams for various projects throughout
Colorado.
Project Types:
• Civil Site and Roadway Design
• Site Grading and Drafting
• Erosion Control and Stormwater Quality Management
• Drainage Studies and Design
Representative Experience:
Project Manager and Design Engineer for a 164 -unit development near
Fraser, CO. The project included grading, utility design, erosion
controls and drainage design including completion of a drainage report
and stormwater management plan.
Project Manager and Design Engineer for development on a 5 -acre
industrial project in Sedalia, CO. The project included site design,
grading, drainage and erosion controls including completion of a
drainage report and stormwater management plan.
Project Manager and Design Engineer for various Jack in the Box
projects located in the Front Range. Each project included site design,
grading, drainage and erosion controls including completion of a
drainage report and stormwater management plan.
Project Manager and Design Engineer for a condominium renovation project
in Vail, Colorado. Assisted with the revision to the design of construction
plans including grading, stormwater and utility design, and completion of a
Stormwater Management Plan and Report under the supervision of a licensed
engineer. Main contact for the client and contractor throughout construction.
Design Engineer for the driveway design and drainage improvements for a
100 acre, 3 -lot subdivision near Dotsero, Colorado. Assisted with design and
drafting of construction plans including the driveway plan and profile, and
completed the drainage design and Stormwater Management plan for the
project. Assisted with project management.
Design Engineer for a residence in Prospect at Mount Crested Butte, Mount
Crested Butte, Colorado. Assisted with design and drafting of proposed
drainage and grading improvements and details, the completion of a
Stormwater Management Plan and Report under the supervision of a licensed
engineer. Assisted with project management.
Prior to working for IME, Ms. Kidd gained experience in project management
and field supervision and coordination, including cost management, writing
technical specifications, scheduling, and the role of the construction lead
including daily coordination of materials and personnel. Other duties
included: concrete batch design and inspection of field placement, soil
sampling and identification, technical writing, quality assurance, and general
engineering design.
Personal:
• Colorado Registered Professional Engineer (40735)
■ Bachelor of Engineering, Civil Engineering, 2001, Villanova
University, Villanova, Pennsylvania
• Master of Civil Engineering, Geotechnical Engineering, 2005,
University of Colorado, Boulder, Colorado
Inter -Mountain
Aj ENGINEERING
SANDRA E. MENDONCA. P.E.
Engineering Manager
Ms. Mendonca joined the firm in 1999 and has over 23 years experience in public and private sector
engineering.
Project Types:
• Civil Site and Roadway Design
• Subdivision Planning and Design
• Water Supply, Transmission, Storage and Distribution Systems
• Drainage Studies and Design
• Erosion Control and Stormwater Quality Management
• Wastewater Collection and Disposal Systems, Lift Stations and Force Mains
• NEPA Documentation (C.E., E.A, and E.I.S.)
• Recreation Facilities (Campgrounds, Trails, Trailheads, Interpretive Signs and Interpretive
Centers)
• Water, Sewer and Drainage System Master Plans
• Grant Writing and Grant Project Administration
Representative Experience:
Since her employment with IME, Ms. Mendonca has served as Project Manager for Sunray
Meadows Condominiums, a 136 unit multifamily residential development in Steamboat Springs;
Buffalo Ridge, a 244 unit multifamily residential development in Avon; Metcalf Gulch Drainage
Improvements Construction Services in Avon; Nottingham Road Streetscape and Street
Improvements in Avon; Nottingham Road Bike Path in Avon; West Beaver Creek Boulevard
Construction Services in Avon; L'Auberge at Beaver Creek, a mixed use residential and
commercial development in Avon; Richard's Lake, a 300 lot planned unit development in Ft.
Collins and a variety of other commercial and residential site development projects in Eagle
County, Lake County, Summit County, Avon, Bachelor Gulch, Vail, Edwards, Eagle, Gypsum,
Silverthorne, Boulder and the Denver metropolitan area.
Previously, Ms. Mendonca was City Engineer for The Dalles, a community of approximately
14,000 on the south bank of the Columbia River, in Oregon. She provided technical leadership
and direction for timely, safe and cost effective development and infrastructure extension, repair
and reconstruction. She has extensive experience with planning and public works requirements
for water, sanitary sewer, storm sewer, street, bicycle and pedestrian system design, construction
and maintenance. As City Engineer and in her earlier positions with the USDA Forest Service,
Bohannan-Huston, Inc. and Leedshill-Herkenhoff, Inc., Ms. Mendonca designed numerous site,
road, and trail grading, drainage, and utility plans for commercial, recreational and residential
projects. Ms. Mendonca has taken plans from conceptual design, through fmal construction and
beyond, to operation and maintenance activities.
Ms. Mendonca has also developed design and construction standards. Documents include the
Columbia River Gorge National Scenic Area Design Guide; City of The Dalles Design and
Construction Contract Boilerplate, Standard Construction Specifications and Standard Detail
Drawings. She also provided technical input for re -writes of City Ordinances.
Ms. Mendonca has prepared a broad range of project specific technical construction
specifications, contract documents, and engineer's estimates for subdivisions, taxiways, roads and
streets (new construction, reconstruction and overlays); sidewalks and trails; parking lots;
bridges; utilities (lift stations, force mains, chemical root control, trenchless pipeline restoration,
stormwater pre-treatment, drainage systems, pump stations, disinfection systems, gravity and
pressure pipelines, surge protection, and reservoirs); SCADA systems; erosion control and
streambed restoration; retaining walls; and roof replacement.
Ms. Mendonca has written successful grant applications and/or served as project manager for a
variety of grant funded projects. Funding sources have included Federal Emergency Management
Agency, Natural Resources Conservation Service Emergency Watershed Protection Act, Forest
Service Challenge Cost Share, Oregon Regional Strategies, Inter -modal Surface Transportation
Efficiency Act, NWCPUD's economic development program, and a New Mexico Community
Development Block Grant.
Ms. Mendonca has supervised conduct of construction services by her staff, authorized change
orders and time extensions allowed by Contract, performed final inspections and recommended
acceptance of transportation and utility improvements. She has also personally performed
engineering construction services for a range of projects including roof replacement, elevator
installation, bridges, roadways, drainage improvements, utilities, SCADA systems, paths/trails,
and striping. For these projects, she documented daily construction activities and test results and
prepared pay estimates.
Responsibilities:
Ms. Mendonca is IME's engineering department manager. Her responsibilities include
developing engineering cost proposals, managing projects to be completed within budget, and
scheduling projects and staff to meet required completion dates. She may also serve as a project
manager or senior engineer.
Personal:
• Registered Professional Engineer in Colorado (34353) and Oregon (18574).
• Bachelor of Science, Agricultural Engineering, 1983, Oklahoma State University
• Member NSPE, ASCE, APWA
• CDOT Certified Erosion Control Inspector.
Inter -Mountain
j ENGINEERING
ROBERT RYAN YOST. P.E.
Project Engineer
Mr. Yost has been with Inter -Mountain Engineering since 2001 and has more than eight years
experience working as a civil engineer. Mr. Yost has been part of IME's project management and
design teams for various projects throughout Colorado.
Project Types:
• Civil Site and Roadway Design
• Site Grading and Drainage Design and Drafting
• Pipeline Design and Drafting
• Field Inspection and Materials Testing
Representative Experience:
Project Engineer for the 2005, 2006 and 2007 Avon Street Improvements, Avon,
Colorado.
Project Engineer for River Park Condominiums, New Castle, Colorado. Assisted in
design and drafting of construction plans, as well as project management and
coordination.
Project Engineer for Sunray Meadows Condominiums, Steamboat Springs, Colorado.
Assisted with design of construction plans, as well as project management/coordination.
Design Engineer for Nottingham Road Improvements, Avon, Colorado. Assisted with
design and drafting of construction plans.
Design Engineer and Field Engineer for East Avon Streetscape Project, Avon, Colorado.
Assisted with design and drafting of construction plans and answered contractor's
questions during construction.
Design Engineer for Buck Creek Drainage Improvements, Avon, Colorado. Assisted with
design and drafting of proposed pipe and channel improvement plans, profiles and details
under the supervision of a licensed engineer. Assisted with quantity take -off and
engineer's estimate.
Field Engineer for Buffalo Ridge Condominiums, Avon, Colorado. Responsible for
scheduling and conducting quality assurance testing services under the supervision of a
licensed engineer.
Field Engineer for Metcalf Ditch Drainage Improvements, Avon, Colorado. Provided
field engineering services and quality assurance testing services under the supervision of
a licensed engineer.
Personal:
• Colorado Registered Professional Engineer (40842)
• Bachelor of Science, Civil Engineering, 1996, University of Minnesota,
Institute of Technology — Minneapolis, Minnesota
• University of Minnesota- Duluth, Minnesota, September 1991- May 1992.
Curriculum focused on mathematics, computer science and economics.
• ACI Concrete Testing Certification
• Troxler Nuclear Gauge Safety Training
Bob Magnuson
Principal / Forester
Education: M.S. Coursework, Forest Engineering, Oregon State University
B.S. Resource Conservation, University of Montana
Areas of Expertise:
Professional History:
NEPA Procedures and Documentation
Environmental Impact Analysis and Mitigation
Silviculture
Forest Engineering
Wetland Delineation
Vegetation Baseline Surveys
Computer Aided Drafting
Western Bionomics LLC, 1994 - Present. P rincipal
Recent Projects
Forest Management Plan
Forest Management Plan
Timber Volume Determination
Wetland Delineation
Natural Resource M anagement Plans
Gate I Position Statements
Timber Sale Planning, NEPA
Client
Phelps Dodge / Climax Molybdenum Corp
Silver Mountain Industries
Tri-State Generation and Transmission Association
Grassy Creek Ranch, 4S Development
Aspen Skiing Company, Copper Mountain Ski Area
Medicine Bow - Routt National Forest
Missionary Ridge DEIS San Juan NF
US Forest Service, Boise, Salmon, and Routt National Forests. 1979 - 1994. Forester.
• Over 15 years of experience spearheading timber management projects with the United
States Forest Service on National Forests in Idaho and Colorado.
• Planned, developed and implemented projects in accordance with the Land and Resource
Management Plans of the Boise, Salmon and Routt National Forests.
• Assured compliance with the Endangered Species Act (ESA) and the National
Environmental Policy Act (NEPA).
• Principal author for 15 Environmental Assessments.
• Coordinated project analysis with various resource specialists in the fields of archaeology,
engineering, fisheries, hydrology, landscape architecture, range conservation, recrea tion,
silviculture, soils, and wildlife biology.
• Coordinated public scoping efforts.
• Awarded Certificate of Merit for significant improvement in the application of NEPA for
timber sale projects on the Routt Nati onal Forest.
• Prepared silvicultural prescriptions to create and sustain stable, diverse ecosystems, realize
the productive potential on treated sites , and improve the health and vigor of tim ber stands
over the long term.
• Designed timber sales to be successfully completed with helicopter, cable and groun d
based logging systems.
• Designed sampling methods and frequencies to meet statistical standards.
• Appraised timber value, prepared timber sale contracts, drafted computer generated
contract maps, monitored ongoing projects for contract compliance.
• Developed and implemented timber stand improvement, and reforestation projects which
focused on realizing the productive potential of treated sites and site preparation to
encourage natural regeneration.
• Project location and area determination with a Trimble Global Positioning System (GPS).
• Five years of experience planning and conducting vegetation basel ine surveys on several
National Forests in Idaho, Utah and Wyoming. The development of Forest Management
Plans as required by the National Forest Management Act (NFMA) as well as site specific
projects are largely dependent on survey data.
• Aerial photo interpretation, mapping, and mensuration.
• Vegetation and habitat typing.
• Data organization, processi ng and storage.
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®CDfv1 is a registered trademark of Camp Dresser & frlcKee Inc.
Attachment D
Proposed Contract
Agreement
Between
Town of Avon and Camp Dresser & McKee Inc.
THIS IS AN AGREEMENT made as of , 2008 between Town of Avon, Colorado ("OWNER") and
Camp, Dresser and McKee, Inc. ("ENGINEER").
OWNER intends to construct public works and transit operations facilities for the purposes of improving
administrative and operational functions on Town of Avon owned property (the "Project").
OWNER and ENGINEER in consideration of their mutual covenants herein agree in respect of the performance
or furnishing of services by ENGINEER with respect to the Project and the payment for those services by
OWNER as set forth below. Execution of this Agreement by ENGINEER and OWNER constitutes OWNER's
written authorization to ENGINEER to proceed on the date first above written with the Services described in
Article 1 below. This Agreement will become effective on the date first above written.
ARTICLE 1- SCOPE OF SERVICES
1.1 ENGINEER agrees to perform for OWNER services as described in Exhibit B (hereinafter referred to as
"Services") in accordance with the requirements outlined in this Agreement.
1.2 This Agreement acts as a Notice of Award and authorizes commencement of the planning -phase
professional services for the Public Works and Transportation Facilities project specified in Exhibit B. A
separate written Notice to Proceed from the OWNER is required to initiate work on this project.
Additional services on subsequent phases of this project can be initiated only upon receipt by the
ENGINEER of a written Notice to Proceed provided by the OWNER for subsequent phases.
ARTICLE 2 - TIMES FOR RENDERING SERVICES
2.1 The specific time period for the performance of ENGINEER's Services are set forth in Exhibit B.
2.2 If the specific periods of time for rendering services or specific dates by which services are to be
completed are changed through no fault of ENGINEER, the rates and amounts of compensation provided
for herein shall be subject to change order. If OWNER has requested changes in the scope, extent, or
character of the Project, the time of performance and compensation for ENGINEER's services shall be
adjusted equitably.
2.3 If ENGINEER's services are delayed or suspended in whole or in part by OWNER for more than three
months through no fault of ENGINEER, ENGINEER shall be entitled to equitable adjustment of rates
and amounts of compensation provided for elsewhere in this Agreement to reflect, among other things,
reasonable costs incurred by ENGINEER in connection with such delay or suspension and reactivation
and the fact that the time for performance under this Agreement has been revised
ARTICLE 3 - OWNER'S RESPONSIBILITIES
OWNER shall do the following in a timely manner so as not to delay the services of ENGINEER and shall bear
all costs incident thereto:
3.1 Pay the ENGINEER in accordance with the terms of this Agreement.
3.2 Designate in writing a person to act as OWNER's representative with respect to the services to be
Town of Avon and CDM — 4/1/2008 1
performed or furnished by ENGINEER under this Agreement. Such person will have complete authority
to transmit instructions, receive information, interpret, and define OWNER's policies and decisions with
respect to ENGINEER's services for the Project.
3.3 Provide all criteria and full information as to OWNER's requirements for the Project, including, as
applicable to the Services, design objectives and constraints, space, capacity and performance
requirements, flexibility and expandability, and furnish copies of all design and construction standards
which OWNER will require to be included in the Drawings and Specifications.
3.4 Assist ENGINEER by placing at ENGINEER's disposal all available information pertinent to the Project
including previous reports and, as applicable to the Services, any other data relative to design or
construction of the Project, all of which ENGINEER shall be entitled to rely upon.
3.5 Give prompt written notice to ENGINEER whenever OWNER observes or otherwise becomes aware of
any development that affects the scope or time of performance or furnishing of ENGINEER's Services or
any defect or conformance in ENGINEER's Services or in the work of any Contractor.
3.6 Bear all costs incident to compliance with the requirements of this Article 3.
ARTICLE 4 - PAYMENTS TO ENGINEER FOR SERVICES
4.1 Methods of Payment for Services of ENGINEER.
4.1.1 OWNER shall pay ENGINEER for Services performed or furnished under this Agreement or as
described in Exhibit B.
4.1.2 Invoices for Services will be prepared in accordance with ENGINEER's standard invoicing
practices and will be submitted to OWNER by ENGINEER at least monthly. Invoices are due
and payable within thirty (30) days upon receipt and approval by the OWNER. The OWNER
shall notify the ENGINEER within ten (10) days of receipt if the invoice is not approved by the
OWNER for whatever reason.
4.1.3 If OWNER fails to make any payment due ENGINEER for services and expenses within thirty
days after approval of ENGINEER's invoice therefor, the amounts due ENGINEER will be
increased at the rate of 1.0% per month (or the maximum rate of interest permitted by law, if
less) from said thirtieth day; and, in addition, ENGINEER may, after giving seven days' written
notice to OWNER, suspend services under this Agreement until ENGINEER has been paid in
full all amounts due for services, expenses and charges. Payments will be credited first to
interest and then to principal. In the event of a disputed or contested billing, only that portion so
contested may be withheld from payment, and the undisputed portion will be paid.
OWNER agrees to pay ENGINEER all costs of collection including but not limited to reasonable
attorneys' fees, collection fees and court costs incurred by ENGINEER to collect properly due payments.
ARTICLE 5 - GENERAL CONDITIONS
5.1 Standard of Care
The standard of care for all professional engineering and related services performed or furnished by
ENGINEER under this Agreement will be the care and skill ordinarily used by members of
ENGINEER's profession practicing under similar conditions at the same time and in the same locality.
5.2 Opinions of Probable Construction Cost
ENGINEER's opinions of probable Construction Cost, as applicable to the Services, provided for herein
Town of Avon and CDM — 4/1/2008 2
are to be made on the basis of ENGINEER's experience and qualifications and represent ENGINEER's
best judgment as an experienced and qualified professional engineer generally familiar with the
construction industry. However, since ENGINEER has no control over the cost of labor, materials,
equipment, or services furnished by others, or over the Contractor's methods of determining prices, or
over competitive bidding or market conditions, or when the Project will be constructed ENGINEER
cannot and does not guarantee that proposals, bids, or actual Construction Cost will not vary from
opinions of probable Construction Cost prepared by ENGINEER. If OWNER wishes greater assurance
as to probable Construction Cost, OWNER shall employ an independent cost estimator.
5.3 Termination
The obligation to provide further services under this Agreement may be terminated by either party upon
thirty days' written notice in the event of substantial failure by the other party to perform in accordance
with the terms thereof through no fault of the terminating party. In the event of any termination,
ENGINEER will be paid for all services rendered and reimbursable expenses incurred to the date of
termination and, in addition, all reimbursable expenses directly attributable to termination.
5.4 Use of Documents
5.4.1 All Documents are instruments of service in respect to this Project, and ENGINEER shall retain
an ownership and property interest therein (including the copyright and the right of reuse at the
discretion of the ENGINEER) whether or not the Project is completed.
5.4.2 OWNER may rely upon that data or information set forth on paper (also known as hard copies)
that the OWNER receives from the ENGINEER by mail, hand delivery, or facsimile, are the
items that the ENGINEER intended to send. Files in electronic media format of text, data,
graphics, or other types that are furnished by the ENGINEER to the OWNER are furnished
only for convenience, not reliance by the OWNER. Any conclusion or information obtained or
derived from such electronic files will be at the OWNER's sole risk. In all cases, the original
hard copy of the documents takes precedence over the electronic files.
5.4.3 Because data stored in electronic media format can deteriorate or be modified inadvertently or
otherwise without authorization of the data's creator, the OWNER agrees that it will perform
acceptance tests or procedures within 60 days, after which the OWNER shall be deemed to
have accepted the data thus transferred. Any transmittal errors detected within the 60 -day
acceptance period will be corrected by the ENGINEER.
5.4.4 When transferring documents in electronic media format, the ENGINEER makes no
representations as to long-term compatibility, usability, or readability of such documents
resulting from the use of software application packages, operating systems, or computer
hardware differing from those used by the ENGINEER.
5.4.5 OWNER may make and retain copies of documents for information and reference in connection
with use on the Project by OWNER. ENGINEER grants OWNER a license to use the
Documents on the Project, extensions of the Project, and other projects of OWNER, subject to
the following limitations: (1) OWNER acknowledges that such Documents are not intended or
represented to be suitable for use on the Project unless completed by ENGINEER, or for use or
reuse by OWNER or others on extensions of the Project or on any other project without written
verification or adaptation by ENGINEER; (2) any such use or reuse, or any modification of the
Documents, without written verification, completion, or adaptation by ENGINEER, as
appropriate for the specific purpose intended, will be at OWNER's sole risk and without
liability or legal exposure to ENGINEER or to ENGINEER's Consultants; (3) OWNER shall
indemnify and hold harmless ENGINEER and ENGINEER's Consultants from all claims,
damages, losses, and expenses, including attorneys' fees, arising out of or resulting from any
Town of Avon and CDM — 4/1/2008 3
use, reuse, or modification without written verification, completion, or adaptation by
ENGINEER; (4) such limited license to OWNER shall not create any rights in third parties.
5.4.6 If ENGINEER at OWNER's request verifies or adapts the Documents for extensions of the
Project or for any other project, then OWNER shall compensate ENGINEER at rates or in an
amount to be agreed upon by OWNER and ENGINEER.
5.5 Controlling Law
This Agreement is to be governed by the law of the principal place of business of OWNER.
5.6 Mutual Waiver of Consequential Damages
Notwithstanding any other provision of this Agreement to the contrary, neither party including their
officers, agents, servants and employees shall be liable to the other for lost profits or any special,
indirect, incidental, or consequential damages in any way arising out of this Agreement however caused
under a claim of any type or nature based on any theory of liability (including, but not limited to:
contract, tort, or warranty) even if the possibility of such damages has been communicated.
5.7 Limitation of Liability
In no event shall ENGINEER's total liability to OWNER and/or any of the OWNER's officers,
employees, agents, contractors or subcontractors for any and all injuries, claims, losses, expenses or
damages whatsoever arising out of or in any way related to this agreement from cause or causes,
including, but not limited to, ENGINEER's wrongful act, omission, negligence, errors, strict liability,
breach of contract, breach of warranty, express or implied, exceed the total amount of fee paid to
ENGINEER under this agreement or $50,000, whichever is greater.
5.8 Successors and Assigns
5.8.1. OWNER and ENGINEER each is hereby bound and the partners, successors, executors,
administrators and legal representatives of OWNER and ENGINEER (and to the extent
permitted by paragraph 5.8.2 the assigns of OWNER and ENGINEER) are hereby bound to the
other party to this Agreement and to the partners, successors, executors, administrators and
legal representatives (and said assigns) of such other party, in respect of all covenants,
agreements and obligations of this Agreement.
5.8.2. Neither OWNER nor ENGINEER may assign, sublet or transfer any rights under or interest
(including, but without limitation, moneys that may become due or moneys that are due) in this
Agreement without the written consent of the other, except to the extent that any assignment,
subletting or transfer is mandated by law or the effect of this limitation may be restricted by
law. Unless specifically stated to the contrary in any written consent to an assignment, no
assignment will release or discharge the assignor from any duty or responsibility under this
Agreement.
5.8.3. Unless expressly provided otherwise in this Agreement:
5.8.3.1. Nothing in this Agreement shall be construed to create, impose or give rise to any duty
owed by ENGINEER to any Contractor, Subcontractor, Supplier, other person or
entity, or to any surety for or employee of any of them, or give any rights in or benefits
under this Agreement to anyone other than OWNER and ENGINEER.
5.8.3.2. All duties and responsibilities undertaken pursuant to this Agreement will be for the
sole and exclusive benefit of OWNER and ENGINEER and not for the benefit of any
other party.
Town of Avon and CDM — 4/1/2008 4
5.9 Notices
Any notice required under this Agreement will be in writing, addressed to the appropriate party at the
address which appears on the signature page to this Agreement (as modified in writing from time to time
by such party) and given personally, by registered or certified mail, return receipt requested, by
facsimile, or by a nationally recognized overnight courier service. All notices shall be effective upon the
date of receipt.
5.10 Severability
Any provision or part of the Agreement held to be void or unenforceable under any law or regulation
shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon
OWNER and ENGINEER, who agree that the Agreement shall be reformed to replace such stricken
provision or part thereof with a valid and enforceable provision that comes as close as possible to
expressing the intention of the stricken provision.
5.11 Changed Conditions
If concealed or unknown conditions that affect the performance of the Services are encountered, which
conditions are not ordinarily found to exist or which differ materially from those generally recognized as
inherent in the Services of the character provided for under this Agreement or which could not have
reasonably been anticipated, notice by the observing party shall be given promptly to the other party and,
if possible, before conditions are disturbed. Upon claim by the ENGINEER, the payment and schedule
shall be equitably adjusted for such concealed or unknown condition by change order or amendment to
reflect additions that result from such concealed, changed, or unknown conditions.
5.12 Environmental Site Conditions
It is acknowledged by both parties that ENGINEER's scope of services does not include any services
related to Constituents of Concern, as defmed in Article 6. If ENGINEER or any other party encounters
an undisclosed Constituent of Concern, or if investigative or remedial action, or other professional
services, are necessary with respect to disclosed or undisclosed Constituents of Concern as defmed in
Article 6, then ENGINEER may, at its option and without liability for consequential or any other
damages, suspend performance of services on the portion of the Project affected thereby until OWNER:
(1) retains appropriate specialist consultant(s) or contractor(s) to identify and, as appropriate, abate,
remediate, or remove the Constituents of Concern, and (2) warrants that the Site is in full compliance
with applicable Laws and Regulations.
If the presence at the Site of undisclosed Constituents of Concern adversely affects the performance of
ENGINEER's services under this Agreement, then the ENGINEER shall have the option of (1) accepting
an equitable adjustment in its compensation or in the time of completion, or both; or (2) terminating this
Agreement for cause on 30 days' notice.
OWNER acknowledges that ENGINEER is performing professional services for OWNER and that
ENGINEER is not and shall not be required to become an "arranger," "operator," "generator," or
"transporter" of hazardous substances, so defmed in the Comprehensive Environmental Response,
Compensation, and Liability Act (CERCLA), as amended, which are or may be encountered at or near
the Site in connection with ENGINEER's activities under this Agreement.
5.13 Insurance
ENGINEER shall procure and maintain insurance for protection from claims under workers'
compensation acts, claims for damages because of bodily injury including personal injury, sickness or
disease or death of any and all employees or of any person other than such employees, and from claims
or damages because of injury to or destruction of property.
5.14 Discovery
Town of Avon and CDM — 4/1/2008 5
ENGINEER shall be entitled to compensation on a time and materials basis when responding to all
requests for discovery relating to this Project and to extent that ENGINEER is not a party to the lawsuit.
5.15 Nondiscrimination and Affirmative Action
In connection with its performance under this Agreement, ENGINEER shall not discriminate against any
employee or applicant for employment because of race, color, creed, religion, age, sex, marital status,
sexual orientation or affectional preference, national origin, ancestry, citizenship, physical or mental
handicap or because he or she is a disabled veteran or veteran of the Vietnam era. ENGINEER shall take
affirmative action to ensure that qualified applicants are employed and that employees are treated during
employment without regard to their race, color, creed, religion, age, sex, marital status, sexual orientation
or affectional preference, national origin, ancestry, citizenship, physical or mental handicap or because
he or she is a disabled veteran or veteran of the Vietnam era. Such actions shall include recruiting and
hiring, selection for training, promotion, fixing rates or other compensation, benefits, transfers and layoff
or termination.
5.16 Force Majeure
Any delays in or failure of performance by ENGINEER shall not constitute a default under this
Agreement if such delays or failures of performance are caused by occurrences beyond the reasonable
control of ENGINEER including but not limited to: acts of God or the public enemy; expropriation or
confiscation; compliance with any order of any governmental authority; changes in law; act of war,
rebellion, terrorism or sabotage or damage resulting therefrom; fires, floods, explosions, accidents, riots;
strikes or other concerted acts of workmen, whether direct or indirect; delays in permitting; OWNER's
failure to provide data in OWNER's possession or provide necessary comments in connection with any
required reports prepared by ENGINEER, or any other causes which are beyond the reasonable control
of ENGINEER. ENGINEER's scheduled completion date shall be adjusted to account for any force
majeure delay and ENGINEER shall be reimbursed by OWNER for all costs incurred in connection with
or arising from a force majeure event, including but not limited to those costs incurred in the exercise of
reasonable diligence to avoid or mitigate a force majeure event.
5.17 Waiver
Non -enforcement of any provision by either party shall not constitute a waiver of that provision, nor shall
it affect the enforceability of that provision or of the remainder of this Agreement.
5.18 Headings
The headings used in this Agreement are for general reference only and do not have special significance.
5.19 Subcontractors
ENGINEER may utilize such ENGINEER's Subcontractors as ENGINEER deems necessary to assist in
the performance of its Services.
5.20 Coordination with Other Documents
It is the intention of the parties that if the ENGINEER's Services include design then the Standard
General Conditions will be used as the General Conditions for the Project and that all amendments
thereof and supplements thereto will be generally consistent therewith. Except as otherwise defmed
herein, the terms which have an initial capital letter in this Agreement and are defined in the Standard
General Conditions will be used in this Agreement as defmed in the Standard General Conditions. The
term "defective" will be used in this Agreement as defmed in the Standard General Conditions.
5.21 Purchase Order
Notwithstanding anything to the contrary contained in any purchase order or in this Agreement, any
purchase order issued by OWNER to ENGINEER shall be only for accounting purposes for OWNER
and the pre-printed terms and conditions contained on any such purchase order are not incorporated
Town of Avon and CDM — 4/1/2008 6
herein, shall not apply to this Agreement, and shall be void for the purposes of the Services performed by
ENGINEER under this Agreement.
5.22 Dispute Resolution
In the event of any dispute between the parties arising out of or in connection with the contract or the
services or work contemplated herein; the parties agree to first make a good faith effort to resolve the
dispute informally. Negotiations shall take place between the designated principals of each party. If
the parties are unable to resolve the dispute through negotiation within 45 days, then either party may
give written notice within 10 days thereafter that it elects to proceed with non -binding mediation
pursuant to the commercial mediation rules of the American Arbitration Association. In the event
that mediation is not invoked by the parties or that the mediation is unsuccessful in resolving the
dispute, then either party may submit the controversy to a court of competent jurisdiction. The
foregoing is a condition precedent to the filing of any action other than an action for injunctive relief
or if a Statute of Limitations may expire.
Each party shall be responsible for its own costs and expenses including attorneys' fees and court
costs incurred in the course of any dispute, mediation, or legal proceeding. The fees of the mediator
and any filing fees shall be shared equally by the parties.
ARTICLE 6 - DEFINITIONS
6.1 Whenever used in this Agreement the following terms have the meanings indicated which are
applicable to both the singular and the plural.
6.1.1 Services
The services to be performed for or furnished to OWNER by ENGINEER described in this
Agreement.
6.1.2 Agreement
This Agreement between OWNER and ENGINEER for Professional Services including those
exhibits listed in Article 7.
6.1.3 Constituent of Concern
Any substance, product, waste, or other material of any nature whatsoever (including, but not
limited to, Asbestos, Petroleum, Radioactive Material, and PCBs) which is or becomes listed,
regulated, or addressed pursuant to [a] the Comprehensive Environmental Response,
Compensation and Liability Act, 42 U.S.C. §§9601 et seq, ("CERCLA")1 [b] the Hazardous
Materials Transportation Act, 49 U.S.C. §§1801 et seq.; [c] the Resource Conservation and
Recovery Act, 42 U.S.C. §§6901 et seq. ("RCRA"); [d] the Toxic Substances Control Act, 15
U.S.C. §§2601 et seq.; [e] the Clean Water Act, 33 U.S.C. §v1251 et seq.; [f] the Clean Air
Act, 42 U.S.C. §§7401 et seq.; and [g] any other federal, state, or local statute, law, rule,
regulation, ordinance, resolution, code, order, or decree regulating, relating to, or imposing
liability or standards of conduct concerning, any hazardous, toxic, or dangerous waste,
substance, or material.
6.1.4 Construction Cost — •
The total cost to OWNER of those portions of the entire Project designed or specified by
ENGINEER. Construction Cost does not include ENGINEER's compensation and expenses,
the cost of land, rights -of -way, or compensation for or damages to properties, or OWNER's
♦ This provision is applicable for projects where ENGINEER provides Design, Bidding and/or Construction Phase Services.
Town of Avon and CDM —4/1/2008
legal, accounting, insurance counseling or auditing services, or interest and fmancing
charges incurred in connection with the Project or the cost of other services to be provided
by others to OWNER pursuant to Article 3. Construction Cost is one of the items
comprising Total Project Costs.
6.1.5 Documents
As applicable to the Services, the data, reports, drawings, specifications, record drawings and
other deliverables, whether in printed or electronic media format, provided or furnished by
ENGINEER to OWNER pursuant to the terms of this Agreement.
6.1.6 Contractor - ♦
The person or entity with whom OWNER enters into a written agreement covering construction
work to be performed or furnished with respect to the Project.
6.1.7 ENGINEER'S Subcontractor.
A person or entity having a contract with ENGINEER to perform or furnish Services as
ENGINEER'S independent professional subcontractor engaged directly on the Project.
6.1.8 Reimbursable Expenses.
The expenses incurred directly in connection with the performance or furnishing of Services for
the Project for which OWNER shall pay ENGINEER as indicated in Exhibit C.
6.1.9 Resident Project Representative - ♦
The authorized representative of ENGINEER who will be assigned to assist ENGINEER at the
site during the Construction Phase. The Resident Project Representative will be ENGINEER'S
agent or employee and under ENGINEER'S supervision. As used herein, the term Resident
Project Representative includes any assistants of Resident Project Representative agreed to by
OWNER. The duties and responsibilities of the Resident Project Representative are set forth in
Exhibit B, "Duties, Responsibilities and Limitations of Authority of Resident Project
Representative" ("Exhibit B").
6.1.10 Standard General Conditions - •
The Standard General Conditions of the Construction Contract (No. ) of the Engineers
Joint Contract Documents Committee.
6.1.11 Total Project Costs - •
The sum of the Construction Cost, allowances for contingencies, the total costs of design
professional and related services provided by ENGINEER and (on the basis of information
furnished by OWNER) allowances for such other items as charges of all other professionals and
consultants, for the cost of land and rights -of -way, for compensation for or damages to
properties, for interest and financing charges and for other services to be provided by others to
OWNER under Article 3.
ARTICLE 7 - EXHIBITS AND SPECIAL PROVISIONS
7.1 This Agreement is subject to the provisions of the following Exhibits which are attached to and made a
part of the Agreement:
Exhibit A — Town of Avon Standard Provisions
Exhibit B — Scope of Services
• This provision is applicable for projects where ENGINEER provides Design, Bidding and/or Construction Phase Services.
Town of Avon and CDM —4/1/2008 8
Exhibit C — Cost Budget and Fee
Exhibit D — Exclusions and Add Services
Exhibit E — Town of Avon Proposed Site Plans
■ The sections of Exhibit A govern information contained within the Articles of the Agreement
in the event of discrepancies.
This Agreement (consisting of Pages 1 to 9 inclusive), and the Exhibits identified above constitute the
entire agreement between OWNER and ENGINEER and supersede all prior written or oral
understandings. This Agreement may only be amended, supplemented, modified, or canceled by a duly
executed written instrument.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement to be effective as of the date first
above written.
OWNER: ENGINEER:
By:
Title:
Date:
By:
Title:
Date:
Address for giving notices: Address for giving notices:
Town of Avon and CDM — 4/1/2008 9
Exhibit A
Town of Avon Standard Provisions
2.01 LIMITATIONS ON CONTRACT TYPE
This contract shall be:
n Lump sum
® Cost plus fixed fee with a not -to -exceed cap
n Time and materials with a not -to -exceed cap
The fixed profit or fee for professional services shall be negotiated and
established by the contract. Under no circumstances will the Town agree to a
variable profit/fee structure (e.g., cost plus a percentage of cost as profit is not an
allowed contract type).
The "cost plus fixed fee" contract type shall be subject to a not -to -exceed cap as
specified in Exhibit C. Additional scope of services and associated costs, beyond
that defined Exhibits B and C, can be performed but require contract amendment.
2.02 CONTRACT DOCUMENTS
Contract shall consist of the contract instrument as negotiated. This Part 2.0
describes general terms and conditions which are be included as part of the final
contract.
2.03 SERVICES
The work to be performed under this proposal consists of the furnishing of all
labor, equipment, materials, expertise, tools, supplies, bonds, insurance, licenses
and permits, and performing all tasks necessary to accomplish the work as it is
described in Part 3.0, unless specifically excluded as agreed upon by contract
negotiations. The Town reserves the right to negotiate scope and schedule to
accommodate budgetary considerations (e.g., structure the consultant's contract
scope to fit Avon's FY2008 and FY2009 funding capability).
2.04 DUTIES OF CONSULTANTS
Consultants shall diligently undertake and perform all work required by the
contract. The Consultant agrees to devote the number of persons and level of
effort necessary to perform and complete the work in a timely manner. Refer to
Article 5.1 of the Agreement for standards of professional care.
A-1
Exhibit A
Town of Avon Standard Provisions
2.05 OBTAINING DATA
It shall be the Consultant's sole responsibility to obtain all additional data
necessary to complete the work in a timely manner. The Town shall make any
data in its possession that is relevant to the Consultant's activity, available to the
Consultant upon request. Requests shall specify the type of information sought,
and the period for which the data is required; however, the Consultant may not
require the Town to seek reports from other agencies or to prepare original
research. It shall be the Consultant's duty to discover and obtain data, research
and prepare reports derived from private or public sources other than the Town.
The Town does not vouch for the accuracy of any data other than its own. Data
furnished by the Town shall be considered accurate only for the purpose for
which it was originally gathered. The Consultant shall be solely responsible for
any conclusions drawn from the data.
2.06 CHANGES
The Town reserves the right to order changes in the work within the general scope
of the project. The project manager or his designee shall order changes in writing.
In the event the Consultant encounters circumstances which it believes warrants a
change in the price, quality, quantity or method of performing work, it shall notify
the project manager of the circumstances in writing. No change in work shall be
undertaken until authorized in writing by the Town. Either party shall be entitled
to an equitable adjustment in the contract price for changed work. It shall be the
Consultant's sole responsibility to notify the project manager in advance, in
writing, of any work that it considers to be changed or extra. Failure to do so, and
to provide and to receive approval before processing, shall waive any claim for
additional payment.
2.07 PERMITS AND RESPONSIBILITIES
Prior to commencing work or performing any phase of the work, the Consultant
shall, at its expense, obtain such permits or licenses as may be required by State,
Federal, or Local law. Failure to obtain permits or licenses in a timely manner
shall not be grounds to excuse performance or to extend contract time. In
addition, the Consultant shall obtain any permission required prior to entering
upon private property to perform any task required. In the event the Consultant is
denied access to private property, the Consultant shall immediately notify the
project manager and give the location to which access was denied, the name of
the person who denied access, the reason access was denied, the reasons access
was sought and any alternative site that may be used for the same purpose. The
Town shall thereupon endeavor to assist the Consultant in gaining any required
access.
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E:Ly 1 t A
Town of Avon Standard Provisions
2.08 CARE OF PUBLIC AND PRIVATE PROPERTY
The Consultant shall at his expense carefully protect from injury trees, shrubs,
buildings, fences, utilities, structures, pipes, conduits and personal property,
public or private, which may be affected by the work. The Consultant shall be
liable for any damage done through its fault or that of its subcontractors and shall
restore any damaged property to the same or better condition as it was prior to the
Consultant's interference. Site restoration shall be required for exploratory
drilling, test pits, testing and sampling, etc. necessary to complete the work unless
otherwise explicitly excluded in Section 3.0.
2.09 PAYMENTS
The Consultant shall invoice the Town monthly for all work done. Invoices shall
itemize the work accomplished during the payment period by hours of
classification and subcontractor charges to date of invoice. Approved invoices
are paid within thirty days of presentation. Payment shall be only for work
satisfactorily completed.
2.10 TERMINATION FOR CONVENIENCE
The Town shall have the right to terminate the contract for convenience at any
time prior to completion. Written notice of such termination shall be mailed to
the Consultant at its address on file with the Town. Termination shall be effective
ten (10) days from the date notice is mailed. Upon receipt of notice of
termination, the Consultant shall immediately stop work and terminate all
subcontracts. Upon either termination for convenience or curtailment, the
Consultant shall be entitled to receive an amount equal to the cost of work
performed to date, including the cost of terminated subcontracts provided that in
no case shall the amount allowed exceed the maximum contract price plus
authorized change orders.
2.11 TERMINATION FOR DEFAULT
Upon failure of the Consultant to make satisfactory progress or failure to abide by
the terms of the contract, or to obtain, furnish or keep in force any required
permit, license, bond, or insurance, the Town shall have the right to terminate the
contract for default. Written notice of termination shall be mailed to the
Consultant at its address upon the records of the agency. Notice shall be effective
when mailed. Upon receipt of notice, The Consultant shall immediately stop
work and relinquish all project files to the Town. The Town may thereafter
pursue the work or hire another consultant to do so and charge the excess cost
thereof to the Consultant.
A-3
Ni- 'pit A
Town of Avon Standard Provisions
2.12 DISPUTES
In the event a dispute arises concerning any matter under the contract, the party
wishing resolution of the dispute shall submit a request in writing to the Town
Manager. The Town shall consider the request and respond in writing within ten
(10) days giving findings and the reasons for them. Any person dissatisfied with
the findings of the Town Manager may appeal to the Avon Town Council in
writing within ten (10) days. Failure to do so waives any objection. The Town
Council shall consider any matter appealed at a hearing within thirty (30) days.
The decision of the Town shall be final upon matters of fact unless clearly
erroneous or procured by fraud.
2.13 ASSIGNMENT OF CONTRACT
The Consultant shall not assign the contract or any moneys to become due
hereunder, without prior written approval of the Town of Avon.
2.14 SUBCONTRACTORS
Specialty subcontractors or subconsultants may be used to perform such work as
is customary in the Consultant's profession; however, reports required shall be
presented by the Consultant (aka "Prime") who shall be liable for any faulty data,
errors or omissions contained therein.
All subcontracts for fieldwork shall contain clauses similar in form and
substances to the equal opportunity, termination for convenience, insurance and
labor clauses found in this proposal.
2.15 CONSULTANT'S REPRESENTATIVE
The Consultant shall designate a member of its staff who is knowledgeable
concerning this project and who has authority to act for the Consultant upon all
matters pertaining to this agreement. The Consultant's representative or his
designee shall be available by telephone to the Town during normal business
hours (8:00 AM to 5:00 PM, Monday through Friday) for the duration of the work
set forth in this proposal.
2.16 INSURANCE
A. The Consultant shall procure and maintain the minimum insurance coverages
listed in this section. Such coverages shall be procured and maintained with
forms and insurers acceptable to the Town. The Consultant shall not be relieved
of any liability, claims, demands, or other obligations by reason of its failure to
procure or maintain insurance, or by reason of its failure to procure or maintain
insurance in sufficient amounts, durat ons, or types.
A-4
E hibit A
Town of Avon Standard Provisions
B. Insurance shall be in the amounts required by the State of Colorado and the Town
of Avon. In the event of a conflict, the higher level of coverage from these two
authorities apply. The insurance coverages as required by the Town of Avon are
as follows:
1. Workmen's Compensation insurance to cover obligations imposed by
applicable laws for each employee of the Consultant engaged in the
performance of work under the Agreement, and Employers' Liability
insurance with minimum limits of FIVE HUNDRED THOUSAND
DOLLARS ($500,000) each accident, FIVE HUNDRED THOUSAND
DOLLARS ($500,000) disease - policy limit, and FIVE HUNDRED
THOUSAND DOLLARS ($500,000) disease - each employee.
2. Commercial General Liability insurance with limits of TWO MILLION
DOLLARS ($2,000,000) per occurrence and TWO MILLION DOLLARS
($2,000,000) aggregate. The policy shall include coverage for bodily
injury, broad form property damage (including completed operations),
personal injury (including coverage for contractual and employee acts),
blanket contractual, independent contractors, products, and completed
operations.
3. Commercial Automobile Liability insurance with minimum combined
single limits for bodily injury and property damage of not less than ONE
MILLION DOLLARS ($1,000,000) each occurrence and ONE MILLION
DOLLARS ($1,000,000) aggregate with respect to each of the
Consultant's owned, hired or non -owned vehicles or equipment assigned
to or used in performance of the services. Each such vehicle shall be
covered both on and off the work site. The policy shall contain a
severability of interests provision.
4. Professional Liability Insurance for professional disciplines licensed in the
State of Colorado. The Consultant shall, at its own expense, secure and
maintain a policy of Professional Liability Insurance providing coverage
of at least ONE MILLION DOLLARS ($1,000,000.00) for professional
liability and/or errors and omissions in connection with the work to be
performed by the Consultant under this Agreement. Any deductible on
such policy shall not exceed TWENTY-FIVE THOUSAND DOLLARS
($25,000.00) unless otherwise approved by the Town, and any such
deductible or limit of insurance coverage available shall not relieve the
Consultant of any liability to the Town for errors and omissions in
connection with the work to be performed by the Consultant under this
Agreement. The Consultant shall furnish evidence of such insurance to
the Town in such form and at such times as the Town shall reasonably
require. Evidence of the required policy shall be furnished within ten (10)
days from the date this Agreement becomes effective. Failure of the
Consultant to provide and maintain any required insurance under this
A-5
it A
Town L. Avon ,)cantiard Provib.ons
Agreement shall be considered a material breach of this Agreement. The
Consultant shall require that any subconsultants it hires to perform
services under this Agreement also maintain adequate Professional
Liability Insurance policy, if applicable to the services they are providing
to the Consultant.
C. A certificate of insurance shall be completed by the Consultant's insurance agent
as evidence that policies providing the required coverages, conditions, and
minimum limits are in full force and effect, and shall be subject to review and
approval by the Town. In addition, the Town shall have the right to request and
obtain copies of any insurance policies required hereunder. The certificate shall
identify the Agreement and shall provide that the coverages afforded under the
policies shall not be cancelled, terminated or materially changed until at least 30
days prior written notice has been given to the Town. The completed certificate
of insurance shall be sent to: the Town of Avon, Attn: Patty McKenny, Town
Clerk, 400 Benchmark Rd, Avon CO 81620.
D. Failure on the part of the Consultant to procure or maintain policies providing the
required coverages, conditions, and minimum limits shall constitute a material
breach of contract upon which the Town may immediately terminate the
Agreement, or at its discretion the Town may procure or renew any such policy or
any extended reporting period thereto and may pay any and all premiums in
connection therewith, and all monies so paid by the Town shall be repaid by the
Consultant to the Town upon demand, or the Town may offset the cost of the
premiums against any monies due to the Consultant from the Town.
E. The Town reserves the right to modify the insurance coverage requirements above
in the final agreement to allow for lesser coverage if, in its sole judgment, the
Town determines that adequate insurance is provided with a substitute
arrangement.
2.17 EEO PROVISIONS
The Consultant shall comply with all applicable provisions of the Regulations of
the U.S. Department of Commerce (Part 8 of Subtitle 15 of the Code of Federal
Regulations) issued pursuant to the Civil Rights Act of 1964, in regard to
nondiscrimination in employment because of race, religion, color, sex, handicap,
or national origin. The Consultant shall comply with applicable Federal, State
and Local laws, rules and regulations concerning Equal Employment
Opportunity.
2.18 TERM
The Term of this Agreement shall be ending June 1, 2009, unless an extension is
requested by the Consultant and approved in writing by the Town.
A-6
Town of Avon Standard Provisions
2.19 DUTIES AND OBLIGATIONS OF CONSULTANT
The Consultant shall:
A. Make payment promptly, as due, to all persons supplying to such
Consultant, labor or material for the prosecution of the work provided for
in the contract.
B. Not permit any lien or claim to be filed or prosecuted against the Town on
account of any labor or materials furnished.
C. Pay to the Department of Revenue all sums withheld from employees
pursuant to local/state statutes.
2.20 PAYMENT OF CLAIMS BY THE TOWN
If the Consultant fails, neglects, or refuses to make prompt payment of any claim
of labor or services furnished to the Consultant or subcontractor by any person in
connection with the contract as such claim became due, the Town may pay such
claim to the person furnishing the labor or services, and charge the amount of the
payment against funds due, or to become due the Consultant, by reason of the
contract. The Consultant reserves the right to contest or dispute such payment by
the Town provided the amount of the claim is deposited with the Town pending
resolution of the dispute.
2.21 COMPENSATION WHEN CONTRACT TERMINATED FOR
CONVENIENCE
In the event of termination of a contract for convenience of the Town, provisions
shall be made for the payment of compensation to the contractor. In addition to a
reasonable amount of compensation for preparatory work and for all costs and
expenses arising out of termination, the amount to be paid to the Consultant:
A. Shall be determined on the basis of the contract price in the case of any
fully completed separate item or portion of the work for which there is a
separate or unit contract price; and
B. May, with respect to any other work, be a percent of the contract price
equal to the percentage of the work completed.
C. Shall be based upon the approved schedule of values.
2.22 INSPECTION OF PAYROLL RECORDS
A-7
Town of Avon Standard Provisions
The Consultant agrees to the following statement: the Town, or any of its duly
authorized representatives, shall have access to any books, documents, papers,
and records of the contractor which are directly pertinent to the specific contract,
for the purpose of making audit, examinations, excerpts, and transcriptions. All
required records must be appropriately maintained by the consultant/vendor for
three years after final payment, and all other pending matters are closed.
2.23 NOT USED
2.24 COSTS AND FEES
In the event that any suit or action is commenced or arises from this proposal,
each party shall bear its own costs and fees including attorney fees regardless of
the outcome. This provision shall apply to the original action and any appeals.
2.25 STANDARDS OF CONDUCT
No member, officer, or employees of the Town, or its designees or agents, nor
member of the governing body of agency, and no other public official of agency
who exercises any functions or responsibilities with respect to this contract during
his/her tenure, or for one year thereafter, shall have any interest, direct or indirect,
in work to be performed in connection with this contract. All contractors shall
incorporate, or cause to be incorporated in all subcontracts, a provision
prohibiting such interest.
2.26 PROHIBITION AGAINST EMPLOYMENT OF ILLEGAL ALIENS
The agreement between the Town and the proposer shall contain the following
language:
1. The Contractor shall not knowingly employ or contract with an illegal
alien to perform work under this Agreement or contract with a sub -contractor who
knowingly employs or contracts with an illegal alien to perform work under this
Agreement. Execution of this Agreement by the Contractor shall constitute a
certification by the Contractor that it does not knowingly employ or contract with
an illegal alien and that the Contractor has participated or attempted to participate
in the Basic Pilot Employment Verification Program administered by the United
States Department of Homeland Security, ("Basic Pilot Program") in order to
confirm the employment eligibility of all employees who are newly hired for
employment in the United States.
2. The Contractor shall comply with the following:
(a) The Contractor shall confirm or attempt to confirm the employment
eligibility of all employees who are newly hired for employment in the United
States through participation in the Basic Pilot Program. The Contractor shall
apply to participate in the Basic Pilot Program every three months until all the
A-8
Exhibit A
Town of Avon Standard Provisions
Contractor requirements under this Agreement are completed or until the
Contractor is accepted into the Basic Pilot Program, whichever occurs earlier.
(b) The Contractor shall not utilize the Basic Pilot Program procedures to
independently undertake pre -employment screening of job applicants.
(c) The Contractor shall require each subcontractor to certify that
subcontractor will not knowingly employ or contract with an illegal alien to
perform work under this Agreement. If the Contractor obtains actual knowledge
that a subcontractor performing work under this Agreement knowingly employs
or contracts with an illegal alien the Contractor shall be required to:
i. Notify the subcontractor and the Town within three (3) days that
the Contractor has actual knowledge that the subcontractor is employing or
contracting with an illegal alien; and
ii. Terminate the subcontract with the subcontractor if within three (3)
days of receiving notice from the Contractor, the subcontractor does not stop
employing or contracting with the illegal alien; except that the Contractor shall
not terminate the contract with the subcontractor if during such three (3) days the
subcontractor provides information to establish that the subcontractor has not
knowingly employed or contracted with an illegal alien.
(d) The Contractor shall comply with any reasonable request by the
Department of Labor and Employment ("Department") made in the course of an
investigation by the Department.
3. If the Contractor violates any provision hereof, the Town may terminate
this Agreement immediately and the Contractor shall be liable to the Town.
resulting from such termination and the Town shall report such violation by the
Contractor to the Colorado Secretary of State as required by law.
2.27 ERRORS AND OMISSIONS, CORRECTION
The Consultant warrants that they employ, either direct or through subcontract,
design professionals who are professionally licensed in the State of Colorado for
the specific engineering and architectural disciplines for which they will provide
services in this project. As such, the Consultant shall be responsible for the
professional quality, technical accuracy, and the coordination of all designs,
drawings, specifications, reports, and other services furnished by the Consultant
under this Agreement. The Consultant shall, within additional compensation,
correct or revise any of the Consultant's errors or deficiencies in the designs,
drawings, specifications, reports, and/or other services immediately upon
notification by the Town. The Consultant will not be responsible for correcting
errors or deficiencies caused by Town staff in conjunction with the Consultant's
services.
A-9
Town of Avon Standard Provisions
2.28 TOWN'S APPROVAL
The Town's approval of the designs, drawings, specifications, reports or other
products of this Agreement in no way relieves the Consultant from the
responsibility for technical adequacy and detailed accuracy. The Town's review,
approval, acceptance of, or payment for these items shall not be construed to be a
waiver of any rights by the Town under this Agreement.
2.29 OWNERSHIP OF DELIVERABLES
Electronic copies of all deliverables prepared by the Consultant team will be
provided to the Town in original file format and immediately become property of
the Town; the Town reserves the right to use this information in any way it so
desires in accordance with the exceptions stipulated below, without further
compensation to the Consultant team or team firm components. Surveying,
mapping, base plans, and construction drawings prepared by the Consultant team
will be provided to the Town in Autocad 2007 Edition. Specifications,
permitting, and planning documents shall be provided in MSWORD 2007
Edition. All deliverables shall also be provided as cohesive *.pdf files (e.g., by
CD or from an eRoom or ftp site) for ease of file sharing and posting on the
Town's web site.
Such documents are not intended or represented to be suitable for reuse by the
Town or others on extensions of the Project or on any other project. Any such
reuse without written verification or adaptation by CONSULTANT and
CONSULTANT's Subconsultants, as appropriate, for the specific purpose
intended will be at the Town of Avon's sole risk and without liability or legal
exposure to CONSULTANT, or to CONSULTANT's Subcontractors, and Town
shall indemnify and hold harmless CONSULTANT and CONSULTANT's
Subconsultants from all claims, damages, losses and expenses including attorneys'
fees arising out of or resulting therefrom.
Notwithstanding any other provision of this Agreement between Engineer and
Owner or any provision of the scope of work, work assignments, work
authorizations, or any amendment issued hereunder, all of Engineer's pre-existing
or proprietary information, documents, materials, computer programs, or software
developed by Engineer outside of this Agreement shall remain the exclusive
property of Engineer.
End Exhibit A
A-10
Exhibit B
Scope of Services
Introduction/Overview
CDM, along with CDM's team member subconsultants, will provide technical services
to meet the following scope of work. The scope is described in terms of consultant
deliverables which will result from Town Council authorization of the project budget
(Exhibit C) and initiated with a written Notice to Proceed from the Town's project
manager (see page 3 for list of deliverables included in this scope). This scope is also
described in terms of the entire project, to provide perspective on what will be needed
in subsequent portions of work and could be authorized by contract amendment to
complete the entire 3 -phase, 2 -site project through construction. CDM understands
not to proceed without written notification from the Town on subsequent portions of
the work.
Based on direction by the Town of Avon and Option A from the Facility Needs
Assessment (FNA), as illustrated in Exhibit E of this Agreement, the Project Phases
include: '"\ _V
Phase I (Swift Gulch Site):
• Storage Buildings/Awnings (or other vendor supplied structures for
yard/equipment shelter)
• 6,000 square feet (SF) +/- Administration building with basement level vehicular
storage/parking/ shop
• 6,500 SF +/- at grade Heated Vehicle/Equipment Storage building adjacent to the
existing Fleet Maintenance Facility
• 6,500 SF +/- Heated Vehicle/Equipment Storage building with basement level
vehicular storage/parking/shop
• 1,000 SF +/- Basement level Heated Vehicle/Equipment Storage with alternate
storage above
■ 1,000 SF +/- Police Area for the impound yard
• Decommissioning of the existing Fuel Island
• New Transit/PW gasoline and diesel Fuel Island
• Associated site master planning, phasing and site work
• Covered cinder storage and loadout facility
• Culvert design to convey Swift Gulch drainage
Phase II (Village Site):
• 2,000 SF +/- Parks and Recreation Building (ultimately for Phase IIb) to be used in
the interim as a transit operations building (during Phase IIa) during temporary
operations during construction of the Bus Depot.
• 3,000 SF +/- Heated Vehicle/Misc Storage building
• 2,200 SF +/- Parks Garage
■ Parks Fuel Island
■ (1) 30 x 20 vendor supplied greenhouse
B-1
Exhibit B
Scope of Services
• Associated site master planning, phasing and site work for both temporary transit
operations and permanent Parks and Rec operations.
Phase III (Swift Gulch Site):
• Bus Depot and Bus Wash/Detail complex suitable for 30 to 40 buses but
expandable to accommodate up to 20 to 30 additional buses
• Sub surface parking garage to accommodate approximately 99 POVs
• Associated site master planning, phasing and site work. \
Proposed future amendments to this agreement follow the phasing and staging
described above and as directed by Town of Avon staff. Following is a pro osedd y
schedule of amendments as they relate to the aforementioned phasing:
Pro
Contract #
Description
Anticipated
NTP Date
Ori mal
g
Agreement
Schematic Design; EIR; Swift Gulch geotechnical; Swift Gulch
survey; Swift Gulch debris flow analysis; Solar power
y� Y " '
feasibility; LEED Sustainability Merit Analysis
4/8/2008
Amendment
1 (future)
Design Development for all phases, Village site geotechnical
and survey; Solar Panel pilot assistance; LEED authority
designation
6/15/2008
Amendment
2 (future)
Construction documents to 100% for Phase I
January
2009
Amendment
3 (future)
Bid assistance and construction management services for
Phase I; LEED documentation through construction
Spring 2009
Amendment
4 (future)
Construction Documerits to 100% for Phases II and III; LEED
documentation through construction
Spring 2009
Amendment
5 (future)
Bid assistance and construction management services for
Phase II; LEED documentation through construction (as
needed)
Spring 2010
Amendment
6 (future)
Bid assistance and construction management services for
Phas‘Ill; LEED documentation through construction (as
needed)
Spring 2011
Construction Plan Summary
Construction
Phase
Work Content
Period
Swift Gulch Facilities, Upper Site Area
Apr '09 to
Dec '09
II
Village Site Facilities
Jul '10 to
Nov '10
III
Swift Gulch Facilities, Lower Site Area
Apr '11 to
B-2
Exhibit B
Scope of Services
Project Task Summary including Deliverables,
Meetings, Presentations, and QA Schedule
a
o
1
lIeedngsiWorkshops I
kiAITRC Milestone
g
1
U
a
i
c
ig
Plans, reports and other written deliverables 1
Deliverables
Task 1 - Program Development and Schematic Design (SD)
Task 1.a - Program Development
Task 1b - Schematic Design (SD)
3
2d
2
r
r
r
r
r
r
r
r
r
r
r
r
r
r
r
r
Eroom setup
Invoice template
QMP
Project Work Plan
Draft Program Development Report
Final Program Development Report
Boundary and topographic base map (see Task 6 a)
Schematic Design Plans
Schematic site plans
Bldg floor plans, elevations and sections
Concept Grading Plans
Outline Specifications
Systems Narrative
Order of Magnitude Opinion of Probable Cost (OPC)
Sustainability Merit Analysis Report
Task 2 - Swift Gulch Survey
r Boundary and topographic base map
Task 3 - Swift Gulch Geotechnical
r
Soil borings and geotechnical recommendations
Task 4 - Environmental Impact Report (EIR) and Documentation
Task
4.a - Environmental Checklists
Task
r
Draft and Final Checklists
4.b - Swift Gulch Site EIR/EA
r
Draft and Final EIR
Task 5 - Design Development (DD)
Task 5.a - Prepare Facility DO documents
I
r
r
r
r
r
r
r
r
r
r
Design Development Plans
Preliminary Site dimension plan
Deep utility plan with schematic mutes
Grading plan with general drainage
Bldg floor plans, elevations, sections and rendenngs
Systems Diagrams
Material sample boards
LEED checklisVSustainability Merit Analysis Report
Guide Specifications for intent
Improved OPC
Task 5.b - DD Submittal Production
1
1
r
r
Revised Final DD plans and documents
Task 5.c - Revise DD submittal and Submit for Approval
I
r
Revised Final DD plans and documents
Task 6 - LEED Services and Documentation
Task 6 a - LEED Checklst
r
as part of SD and DD
Task 6 b - LEED Commissioning Plan
r
Designation of the LEED Commissioning Authority
Task 7 - Village Site Survey
Task
II
I r
IBoundary and topographic base map
8 - Village Site Geotechnical
II
I
I-ISal
borings and geotechnical recommendations
Task 9 - Geotechnical Debris Flow Analysis
II I I r 'Final calculations and report
Task 10 - Solar Panel Feasibility Analysis
1 r I I r 'Draft and Final Feasibility Report
Task 11 - Solar Panel Pilot Program Assistance
II 1 1 r !Draft specifications, equipment selections as appropriate
End Exhibit B
B-3
Exhibit C
Cost Budget and Fee
Cost Budget Summary
Task Description
Budget
Base Project
• 1 Schematic Design (all Phases)
• 2 Site Surveying (SG site)
® 3 Geotechnical Investigations (SG site)
® 4 Environmental Impact Report
• X Contingency
❑®®❑❑®❑
Base Project Budget
Optional Ad -Services
,^
5 Design Development (all Phases)
6 LEED - Sustainability Merit Analyse
7 Site Surveying (Village site) \ 'N.
8 Geotechnical Investigations (Village site)
9 Geotechnical Debris Flow Analysis
10 Solar Panel Feasibility Analysis
11 Solar Pilot Project Assistance (Allowance)
Optional Ad -services Subtotal
$ 395,860
$ 12,140
$, 23,000
$' 34,100
$.
34,900
500,000
266,200
46,200
8,500
6,500
3,500
63,910
15,000
409,810
Total Base Project + Ad -Services 6, 9, 10 $ 613,610
Total Base Project + All Ad -Services $ 874,910
Checked boxes above indicate that the task item has been included in the final
approved Agreement by Town Council. Budgets do not include costs for
preparation of construction documents.
All tasks will be billed to the Town of Avon at cost plus a fixed fee which is included
in the budgets above. In the event that scope is increased, budgets and fixed fees will
be increased accordingly by amendment. The numbers indicated are round figures
based on detailed estimates for the work to be provided. The project budget will be
managed at the task and project level. CDM labor costs will be invoiced based on
salary costs for professionals working on the project times the annual audited
breakeven multiplier. The current breakeven multiplier is 2.82. Escalation for hourly
rates is not included. The project duration is anticipated to be nine months from April
'08 through December '08 such that costs will be billed monthly as incurred.
C-1
TOWN OF AVON SCOPE OF WORK
Exhibit C (continued)
Billing Rates*
CDM Billing Rates
Grade 9-10 Principal/Officer
Grade 8 Senior Technical Specialist/Sr PM
Grade 7 PM/Senior Engineer/Architect/Scientist
Grade 6 Project Engineer/Architect/Scientist
Grade 5 Staff Engineer/Scientist II/Senior Designer
Grade 4 Staff Engineer/Scientist I
Grade 3 Engineer/Scientist/Designer
Grade 2 Assistant Engineer/Scientist/Drafter
Grade 1 Admin./Clerical
VAg Architects Rates
$ 240
$ 205
$ 185
$ 160
$ 135
$ 115
$ 100
$ 90
$ 75
Principal
Project Architect Sr.
Project Architect
Project Planner/Sr. Landscape Design
Project Architect Jr/Project Manager Sr.
Project Planner Jr/Jr. Landscape Design
Project Manager Jr.
Support Staff / Drafting
Clerical
Accounting
Western Bionomics Rates
$ 233
$ 148
$ 131
$ 131
$ 114
$ 114
$ 91
$ 79
$ 45
$ 85
Principal
$ 120
Inter -Mountain Engineering Rates
Principal Engineer $ 150
Project Manager $ 130
Senior Engineer $ 120
Project Engineer $ 100
Design Engineer $ 90
Field Engineer $ 80
Surveyor $ 120
Survey Crew without GPS $ 150
2 Man Survey Crew with GPS $ 170
1 Man Survey Crew with GPS $ 140
Senior Technician $ 90
Technician $ 80
Technical Typist $ 40
Computer Processing $ 70
H -P Geotechnical Rates
Principal
Project Manager
Sr Project Engineer/Geologist
Geotech Project Engineer
Staff Engineer/Geologist
Field Engineer/Tech
CADD
Word Processing/Clerical
Truck mounted drill rig
Drill rig mobilization (cost per mile)
Crew Travel (per man per hour)
Special Equipment (Cost plus 10%)
* Billing Rates are subject to annual increase as appropriate to remain market -competitive.
End Exhibit C
176
132
121
110
99
75
83
61
165
4
83
C-2
Exhibit D
Exclusions and Additional Services
Following are services that are not included within this Scope of Services. CDM is
available to provide these services in the event that they become needed by written
amendment or other written authorization:
• Redesign after Preliminary Design Development
is Specialty landscape/wetland/stream design
• Tree protection or arborist services of any kind
■ Construction Plans of any kind
• Final Engineering Design of any kind
• Construction Phase services of arty kind
■ LEED compliance during construction
■ Construction Administration/Management services of any kind
• LEED services during construction
■ Grant support other than specified, although available, is not included
■ Design -Build coordination services, although available, are not included
• Geotechnical borings other than those specified above
• Logistics Plans of any kind
■ Offsite haul plans/disposal plans of any kind
Is Value Engineering other than planned constructability reviews
• Traffic control, studies or MOT plans of any kind
• Meetings other those specified above
■ CLOMR, LOMR, flood studies or Flood Line determination
■ Environmental, archeological or wetland studies other than specified above
■ Coordination for environmental permits
• Utility locates
• Revisions, submissions or resubmission based on comments or review other than
specified above
■ Property dispute resolutions of any kind
• Application for grants/funding
• Deed research other than specified above
• ALTA/ACSM surveys, title surveys or legal descriptions of any kind
• Legal descriptions or easement preparation
• Construction layout/staking of any kind
■ Retaining wall design
• Potholing or blind junction box locations
• Additional work as may required by the local or State DOT
• Property line staking
■ Surveyor's Report
• Settlement of disputes of claims due to contractor default or insolvency or
discontinuation of work.
■ Wetland delineation or location
■ Offsite utility location
■ Area wide utility or stormwater studies/evaluations
End Exhibit D
C-1
TOWN OF AVON SCOPE OF WORK
Exhibit E
Town of Avon Proposed Site Plans
ALL PHASES - VILLAGE AND SWIFT GULCH
(FROM THE FACILITY NEEDS ASSESSMENT DATED AUGUST '07)
Phase I
To.,, of Avon
au00e wane
o.p.rmr,x
The Town of Avon
Public Works Facility Master Plan
?Wh
Figure 3.1
Option 'A' Swift Gulch
V uulidO 43Ine UIMS - it anew
0
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n
D-1
Exhibit E (continued)
Conceptual Plan Phase II
g
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Ton of Avon
Public WQAS
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The Town of Avon
Figure 3.2
SCALE: 1 150 l 8/1512007
Public Works Facility Master Plan
Option 'A' Village
MEP-
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E-1
Exhibit E (continued)
Conceptual Plan Phase III
O9,
sts
g
m
1
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TOO
Town of Avon
[AV Q @l Public Department
n
The Town of Avon
Figure 3.1
SCALE: 1571 enamor
Public Works Facility Master Plan
Option 'A' Swift Gulch
PHAs
End Exhibit E
y uogdO'1 InO wits - 6.6 am6ld
E-1
MINUTES OF THE REGULAR MEETING OF THE AVON TOWN COUNCIL
HELD MARCH 25, 2008
A regular meeting of the Town of Avon, Colorado was held at the Avon Municipal Building, 400
Benchmark Road, Avon, Colorado in the Council Chambers.
Mayor Ron Wolfe called the meeting to order at 5:30 pm. A roll call was taken and Council
members present were Rich Carroll, Dave Dantas, Brian Sipes, Amy Phillips, and Tamra
Nottingham Underwood. Kristi Ferraro was absent. Also present were Town Attorney John
Dunn, Town Manager Larry Brooks, Administrative Services Director Patty McKenny, Town
Engineer Justin Hildreth, Asst. Town Manager Finance Scott Wright, Community Development
Director Eric Heidemann, and Public Works/Transportation Director Jenny Strehler, as well as
members of the press and public.
APPROVAL OF AGENDA & DISCLOSURE OF POTENTIAL OF CONFLICT OF INTEREST
When asked if there were any ex parte conversations, Town Attorney John Dunn noted that
Dave Dantas asked him about item 6-a on the Regular meeting - Resolution No- 08-08
regarding attainable housing; it was suggested that Councilor Dantas Dave should step down
from the discussion of the topic.
STAFF UPDATES
It was noted that Councilor Carroll and Councilor Underwood would be hosting the Avon
Elementary School Student Council meeting in the council chambers on Thursday April 24 at
3:15 pm.
COMMUNITY INPUT
Planning & Zoning Commissioner Chris Green provided a quick update on Traer Creek Design
Review Board happenings.
ORDINANCES
Matt Pielsticker, Planner II presented Ordinance No. 08-04, Series of 2008, Second Reading,
An Ordinance Amending Title 17, Municipal Code of the Town of Avon, adding a New Chapter,
17.50, Historic and/or Cultural Preservation, adding Definitions to Chapter 17.08, and Setting
Forth Details in Regard Thereto. A review of this new chapter titled Historic and/or Cultural
Preservation to the zoning code was made noting that its purpose if for the promotions of
historic sites and structures in Avon as well as adding new definitions to the zoning code. It was
noted that one change was made to the Ordinance since first reading. Mayor Wolfe opened the
public hearing, no comments were made, and the hearing was closed. Councilor Phillips moved
to approve Ordinance No. 08-04, An Ordinance Amending Title 17, Municipal Code of the Town
of Avon, adding a New Chapter, 17.50, Historic and/or Cultural Preservation, adding Definitions
to Chapter 17.08, and Setting Forth Details in Regard Thereto. Councilor Underwood seconded
the motion and it passed unanimously.
Brian Kozak, Police Chief presented Ordinance No. 08-05, Series of 2008, First Reading, An
Ordinance Amending Chapter 9.04 of the Municipal Code of the Town of Avon relating to
Hindering Public Transportation. He noted that this Ordinance addresses persons who
recklessly or intentionally hinder the operation of public transportation to be charged with a
misdemeanor. Colorado revised the statute 18-9-115 and that the charge would be considered
a felony if someone intentionally creates violence on public transportation. This allows police
officers to arrest anyone committing any offences who are riding public transportation. Avon's
Municipal Judge Buck Allen agreed with the language on the Ordinance. It was also noted that
the ordinance can only be applied within the Town limits. The difference between Avon's local
law and state law is that the Statute classifies hindering public transportation as intentional and
Avon's proposed ordinance classifies as reckless. It was noted that Eagle County follows state
rule because it is not a home rule county. Fines of $2000 or prison of up to a year would be
imposed in this legislation. A public hearing would be held at the next meeting. Councilor
Phillips moved to approve Ordinance No. 08-05, Series of 2008, First Reading, An Ordinance
Amending Chapter 9.04 of the Municipal Code of the Town of Avon relating to Hindering Public
Transportation; Councilor Dantas seconded the motion and it passed unanimously.
RESOLUTIONS
Councilor Dantas recused himself from the discussion at this time due to a conflict of on interest
on this topic. Matt Gennett, Planning Manager presented Resolution No.08-08, Series of 2008,
A Resolution To Amend The 2006 Town Of Avon Comprehensive Plan To Establish Attainable
Housing Policies And Setting Forth Details In Regard Thereto. He noted that this was a specific
Amendment to the 2006 Avon Comprehensive Plan, Topic Area F, Housing, to add details to
the goals and policies therein related to the provision of attainable housing unit amounts and
types. Topic area F Housing as outlined below adheres to all the aforementioned criteria.
1. Include a justification for the proposed change
1. Be in conformance with the plans overall vision and it supporting goals and policies
2. Be compatible with existing and planned surrounding land uses
3. Not result in excessive detrimental impacts to Avon's existing or planned infrastructure
systems
Council asked that some public relations be done on this topic due to the importance of the
topic. Copies of the comprehensive plan should be made readily and easily available.
Councilor Sipes moved to approve Resolution No.08-08, Series of 2008, A Resolution To
Amend The 2006 Town Of Avon Comprehensive Plan To Establish Attainable Housing Policies
And Setting Forth Details In Regard Thereto. Councilor Philips seconded the motion and it
passed unanimously.
John Dunn, Town Attorney, presented Resolution No. 08-09, Series of 2008, Resolution
Authorizing filing with the District Court a Petition For Exclusion Of Eagle Bend Subdivision
From Eagle Vail Metropolitan District And Agreeing To Provide To Eagle Bend The Service Now
Provided By Eagle Vail Metropolitan District. He noted that the resolution directs that a petition
be filed with Eagle County District Court to exclude Eagle Bend from Eagle Vail and sets forth
an approval of the intergovernmental agreement and plan for disposition and continuation of
services for exclusion of Eagle Bend Subdivision negotiated by staff. Dunn asked that that
Councilor Phillips recuse herself. Mayor Wolfe asked Council to vote on whether or not Council
Phillips should recuse herself. It was voted 3-1 in favor of Councilor Phillips not step down
(Councilor Carroll nay on the vote). Next steps in the process were reviewed. Councilor
Underwood moved to approve Resolution No. 08-09, Series of 2008, Resolution Authorizing
filing with the District Court a Petition For Exclusion Of Eagle Bend Subdivision From Eagle Vail
Metropolitan District And Agreeing To Provide To Eagle Bend The Service Now Provided By
Eagle Vail Metropolitan District. Councilor Carroll seconded the motion and it passed
unanimously.
Regular Council Meeting Page 2 of 3
08-03-25
MAYOR REPORT
There was some discussion on the Planning and Zoning interviews which are scheduled for the
April meeting. Some ideas from council were discussed.
CONSENT AGENDA
Mayor Wolfe asked for a motion on the Consent Agenda. Councilor Underwood moved to adopt
the consent agenda; Councilor Carroll seconded and the motion and it passed unanimously.
a. Minutes from March 11, 2008
b. Street Light Conversion Change Order 001 - Additional light poles required to complete
the 2007 light fixture conversion (Shane Pegram, Engineer II)
c. Resolution No. 08-10, Series of 2008, A Resolution Delegating Authority To The Town
Clerk To Appoint Election Judges For The Special Municipal Election On May 6, 2008
(Patty McKenny, Town Clerk)
d. Victor Mark Donaldson Architects' Additional Service Fee Proposal for Recreation
Center Remodel Project (Shane Pegram II) Fees for additional windows in the Recreation
Center Remodel to be considered as bid alternates
There being no further business to come before the Council, the meeting was adjourned at 6:35
PM.
RESPECTFULLY SUBMITTED:
Catherine Haynes, Deputy Town Clerk
APPROVED:
Rich Carroll
Dave Dantas
Kristi Ferraro
Amy Phillips
Brian Sipes
Tamra Underwood
Ron Wolfe
Regular Council Meeting Page 3 of 3
08-03-25
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Justin Hildreth, P.E. Town Engineerq 4j
Shane Pegram, Engineer II
Date: March 26, 2008
Re: Beaver Creek Pump House Fencing — Strategic Fence & Wall Company
Construction Quote
Summary: The Avon Whitewater Park consists of three water features within the Eagle River,
viewing areas on the north river bank, and a boat ramp on the south river bank. The boat ramp is
located within an easement on Tract O, Beaver Creek Subdivision Sixth Filing, owned by The Vail
Corporation. Operation of the Whitewater Park is subject to the provisions of the Tract O Operating
Agreement. The Tract O Operating Agreement requires installation of protective fencing near the
Beaver Creek pump house and existing wetland. This memorandum is to present a Quote from
Strategic Fence and Wall company for construction of the required fencing, attached as Exhibit A.
Previous Council Action: The following is a list of previous Town Council actions with regard to the
Whitewater Park:
• March 12, 2005 — Approval of River Restoration's proposal for conceptual design services.
• June 14, 2005 — Approval of River Restoration's proposal for Preliminary and Final Design
Services.
• November 8, 2005 — Approval of River Restoration's additional design services required for
filing the RICID water rights application.
• August 8, 2006 — Approval of River Improvements Easement Agreement (Tract O).
• August 8, 2006 — Construction contract awarded to Ted Seipel Construction.
• July 24, 2007 — Approval of River Restoration's Year 2 Adjustments Proposal and Ted
Seipel Construction's proposal for completion of adjustments.
• November 27, 2007 — Approval of Resolution 07-43, A Resolution to Amend the 2007
Capital Improvements Fund Budget, which added funds to the Whitewater Park budget for
construction of the protective fence required by the operating agreement.
• January 22, 2008 — Approval of Operating Agreement, Tract O, Beaver Creek Subdivision,
As Part of The Avon Whitewater Park Activities, between the Town of Avon and The Vail
Corporation
Discussion: In the fall of 2006, the Town of Avon constructed a Whitewater Park on the Eagle River
at and immediately upriver from Bob the Bridge. Permanent easements PE -01 and PE -02 were
dedicated by The Vail Corporation to the Town of Avon subject to the River Improvements Easement
Agreement (Tract O) for construction and operation of the Whitewater Park. The River
Improvements Easement Agreement mandates that use of the Easement be subject to an operating
agreement between the Town of Avon and The Vail Corporation.
The Operating Agreement has been incorporated into the Easement and is subject to stipulations
dictating operating season, hours, maintenance, and security on Tract O. The Operating Agreement
also requires the Town of Avon provide portable toilets, changing facilities, trash receptacles,
signage and protective fencing. The proposed fencing is to satisfy requirements of the Operating
Agreement and the configuration is attached as Exhibit B to this memorandum.
• Page I
Strategic Fence & Wall Company has provided a quote (Exhibit A) in the sum of $15,757 for fence
construction. The scope of work consists of:
• 56' of 8' tall cedar fence with 2 — 12' double gates
• 65' of 6' tall cedar fence
• 70' of three rail split rail fence
Fence construction will commence immediately upon notification that the site is clear of existing
snow. The fence construction is in accordance with all applicable easements and agreements, and
has been approved by Beaver Creek Resort Company staff. Town staff recommends approval of
the quote provided by Strategic Fence & Wall Company.
Financial Implications: All proposed improvements are within the 2008 Capital Improvements
budgets.
Recommendation: Staff recommends approval of Strategic Fence and Wall Company's proposal
sum of $15,757 for installation of the required fencing. The fee of $15,757 shall not be exceeded
without prior written approval.
Proposed Motion: I move to approve the quote from Strategic Fence & Wall Company for the sum
of $15,757 for fencing installation.
Town Manager Comments:
Attachments
• Exhibit A — Strategic Fence & Wall Company quote dated March 12, 2008
• Exhibit B — Proposed Fencing Map
• Page 2
FENCE et WALL COMPANY
P.O. BOX 9376 • BRECKENRIDGE. CO 80424 - PHONE (970) S47-9292 • FAX (970) 547-9039
03/12/08
Town of Avon
Attiz Shane Pegram
Phone: 970-748-4114
4:7A
American
Fence
Assnelatian
: B $Eeaver Creek unPhouse Ee ce sED
We propose to supply and install -
#1 - 56' of 8' tall cedar fence with 2 - 12ft double gates for $9.125.00
#2 - 65' of 6' tall cedar fence for $5,512.00
The fence will be constructed of three 2"x 6" cedar rails, 1"x 8" ceder pickets, cedar
6"x 6" posts. The gates will be steel frame, powder coated brown with 5"x 5"x V4" steel
gate posts covered with cedar veneer.
#3-7Jftof three mil (4S"tali) split rail(I)$16.00/ft. _$ 1,120.00
$ 15.75740
r*NO�ICE• Prices are lv i uaranteed for 30 daysdue to the vnl ptrxl market
if you have any questions, feel free to contact ow office, 970-547-9292.
Respectfully Submitted,
ra,44 4,101 --
Hugh (Fez) Fairfield -Smith
ACCEPTANCE OF PROPOSAL : The above prices, specifications, and conditions are satisfactory and ore
accepted. You are authorized to do the work as specified. Payment wilt be made upon completion. Billing will be
based or actual lineal feet installed. The customer agrees to establish property lines and is responsible for zoning
regulations and securing necessary permits.
ACCEPTED DATE _
TERMS, COVENANTS AND CONDITIONS
TERMS
Net from date of invoice unless otherwise stipulated, Interest at the rate of I 112% per month will be charged on all past due
accounts except where the maximum rate permissible by law is lower, then at such amount.
EXTRAS
In consideration of the price herein quoted. the purchaser agrees that the fence lines will be clear of all obstructions and that the
lines wiit be properly marked by customer by stakes or otherwise. The price herein named does not contemplate the encountering
of rock, boulders or other conditions that mandate the used of jackhammers or other coring equipment if these conditions are
encountered and if it is necessary to drill for the setting of the posts or to furnish extra large or deep foundations for the posts or
to perform any extra labor, an extra charge of $40 per man per hour will be made to cover the additional expense involved,
DELAYS
Contracts which include erection, are taken on condition that the entire work be erected without interruption. If it is necessary to
make more than one trip to complete the erection on account of changes or delays on the part of the Purchaser, an extra charge
will be made to cover the additional expense involved. In the event of any undue delay caused by any party other than Strategic
Fence and Wall Company. Inc., then Strategic Fence and Wall Company. Inc. shall have the right to pass along any increases in cost
resulting therefrom.
MEASUREMENTS
Final billing will be based on the actual linear feet of the installed fence.
CHANGES
No changes in measurements, location of lines or conditions wilt be allowed except at prices mutually agreed upon, in writing, at the
time these changes are made.
GENERAL
All agreements are contingent upon the absence of strikes. lockouts. riots, fires, accidents, acts of God, foods, war, insurrection,
embargo restrictions, carrier delays, delay or failure to receive raw material deliveries, or by other causes, whether of like or
different nature beyond our control,
This contract embodies the entire understanding between the parties, and there are no verbal agreements or representations in
connection therew'th. Any modification of this agreement must be in writing.
Prices quoted herein are subject to change without notice until such as the proposal is accepted by both parties.
Purchaser must obtain license, planning permission approvals and permits, where such licenses, approvals and permits are required.
Location of well and pool pipes, electric lines, or any private utility will be dearly marked by the customer. and any damage incurred
due to incorrect marking will solely by the responsibility of the customer to repair.
Jobs will be scheduled on a "first come/first serve basis" upon receipt of first deposit and availability of material. Scheduled dates are
tentative depending on weather conditions. You will be called one or two days prior to actual start of installation.
Customer or their representatives will be present at start of job.
Normally after installation, excess dirt is mounded around posts to allow for settling.
This estimate is only an estimate. The price is subject to change due to any of the following conditions: I _ added material, 2. severe
digging conditions, 3. change in materials ordered.
Lawn damage, due to working in wet conditions at the customer's request. will be the customer's responsibility.
If an attorney is used to enforce or collect any obligations due on this obligation. then the purchaser agrees to pay reasonable
attorneys fees in addition to any sums then due and owing.
All materials remain the property of Strategic Fence and Walt Company. Inc. until fully_ paid for and can be removed for non-
payment.
MEMORANDUM
TO: TOWN COUNCIL
FROM: TOWN ATTORNEY
RE: THE GATES
DATE: April 8, 2008
On the Council agenda on January 8 was a request by CSC Land, the developer of
The Gates, to approve an extension of the landscaping completion deadline for The Gates from
November 15, 2007, to December 6, 2007. The Council declined to agree to the request, and
representatives of CSC were advised that their sole option was to pay liquidated damages in the
amount of $21,000. The $21,000 was not paid, and on February 11 that amount was deducted from
the $250,000 restoration bond posted by CSC. CSC was obligated by the terms of its agreement
with the Town to replenish the restoration bond no later than March 11. That has not happened.
Instead, there have been discussions between staff and CSC over their differing interpretation of
the development agreement with CSC.
The Council has been advised that the Town had received an improvement location
certificate (required by the Town's building code) which established that the building ridgeline
exceeded by one foot what was allowed by the building permit issued for The Gates. That permit
was based upon building plans which CSC contends are ambiguous as to the building height
permitted. An interpretation of the plans by CSC which would allow the existing height cannot be
said to be an unreasonable one.
Included on the Council consent agenda is a settlement agreement which will
resolve the two issues discussed above. First, it is agreed that CSC will pay $21,000 to replenish
the restoration bond. Partially in consideration of that payment, the Town will waive compliance
with the two remaining milestone events (hardware completion and call for final inspection). The
final deadline for issuance of a certificate of occupancy, July 31, 2008, will remain. If that deadline
is not met, CSC will allow $1,000 per day to be deducted from the restoration bond.
Second, the Town will allow the project to proceed, notwithstanding the building
height issue, on the basis of AMC 17.12.040(b). That section provides that a building or other
permit cannot be invalidated if a permittee has reasonably relied upon it.
It is recommended that the settlement agreement be approved as part of the consent
agenda. The initial draft of it was prepared by the town attorney. The form of the agreement on
the agenda contains additions and changes requested by CSC's attorneys agreed to by the town
attorney..
SETTLEMENT AGREEMENT
This Agreement ("Agreement") is entered into the day of April, 2008, by
and between CSC Land, LLC ("CSC") and the Town of Avon ("the Town").
RECITALS
WHEREAS, the Town and CSC have entered into a Second Amended and
Restated Development Agreement ("the 2007 Agreement") for The Gates dated August
24, 2007, and capitalized terms used in this Agreement without further definition have
the meanings given to them in the 2007 Agreement; and
WHEREAS, Section 4.3(a) of the 2007 Agreement provides that, should CSC be
delayed, hindered or prevented for any reason from proceeding in accordance with the
schedule of construction deadlines attached as Exhibit A to the 2007 Agreement (each, a
"Milestone Event"), CSC shall, within thirty (30) days after commencement of the delay,
provide the Town with written notice of the delay, the reason therefor and an estimate of
the expected duration of the delay; and
WHEREAS, on December 10, 2007, CSC provided written notice that it had been
delayed, hindered or prevented from completing landscaping by the Milestone Event date
of November 15, 2007, and requested that the Town approve an extension of the
Milestone Event date to December 6, 2007 (the "Requested Landscape Extension"); and
WHEREAS, the Town declined to approve the delay; and
WHEREAS, on February 12, 2008, the amount of $21,000 was deducted from the
Restoration Bond posted by CSC, and the amount thereof has not been replenished; and
WHEREAS, the remaining Milestone Events are as follows:
a. Complete hardware installation April 20, 2008
b. Call for Town final inspection June 27, 2008
c. Final Certificate of Occupancy issued July 31, 2008; and
WHEREAS, the Town is in possession of an Improvement Location Certificate
dated December 26, 2007, which, without stating a measurement point of reference,
identifies a peak elevation on The Gates building of 7524.4 to 7525 feet above sea level;
and
WHEREAS, disputes ("Milestone and Height Disputes") have arisen between
CSC and the Town in connection with: (a) the Milestone Events and the Requested
Landscape Extension, and (b) whether a peak elevation of 7525 feet is permitted by the
approved zoning and construction plans for the Gates (the "Height Dispute"); and
WHEREAS, CSC and the Town wish to resolve the Milestone and Height
Disputes and to memorialize the terms of such resolution in this Agreement.
NOW, THEREFORE, in consideration of the premises and agreements, covenants
and promises herein, the parties agree as follows:
1. Subject to compliance with the other provisions of this Agreement, each of
the Town and CSC hereby releases the other from any and all liability and claims of
whatsoever kind and nature, resulting from or in any way arising out of the Milestone and
Height Disputes prior to the date hereof.
2. At the time of execution of this Agreement, CSC shall pay to the Town the
amount of $21,000 to replenish the Restoration Bond posted by CSC and in settlement of
the Milestone and Height Disputes.
3. The Town waives compliance by CSC with any Milestone Event, except
the Milestone Event of "Final Certificate of Occupancy issued" ("the Final C.O.
Milestone Event").
4. In the event that, without any fault or delay on the part of the Town, CSC
fails to meet the Final C.O. Milestone Event by July 31, 2008, CSC hereby elects, in
accordance with Section 4.3(b) of the 2007 Agreement, from and after the date of such
failure, the Town may assess against CSC liquidated damages of $1,000 per day (which
amount the parties agree to be fair and reasonable and not a penalty) and the Town may
deduct such amount per day from the Restoration Bond until the Final C.O. Milestone
Event is met.
5. Inasmuch as the approved building plans are ambiguous as to the height
limitation and CSC relies upon an interpretation of the plans which is not unreasonable,
the Height Dispute is resolved in favor of CSC on the basis of Avon Municipal Code
Section 17.12.040 (b), and the height of the building shall not prevent issuance of the
Certificate of Occupancy.
6. In connection with any financing, refinancing, sale, lease or other transfer
of interest in The Gates by CSC, its successors or assigns, CSC, any transferee or
potential transferee of CSC's interests, or any lender providing financing or refinancing
may request that the Town provide a letter confirming that The Gates is in compliance
with applicable zoning regulations. In light of the resolution of the Height Dispute, upon
receipt of any such request, and with the understanding that at the time of such request a
Certificate of Occupancy shall have been issued for The Gates, the Town will not raise
any issues regarding the height of The Gates project and, absent any documented zoning
violation occurring subsequent to the date of issuance of the Certificate of Occupancy,
will issue a clean zoning letter, stating that the Town is not aware of any unresolved
zoning code compliance issues.
7. This Agreement constitutes the entire understanding and agreement of the
Town and CSC with respect to the Milestone and Height Disputes only.
8. Except as expressly modified herein as a settlement of the Milestone and
Height Disputes, the 2007 Agreement, including, without limitation, Sections 4.1 and
5.4(b) thereof, shall remain unmodified and in full force and effect.
WHEREFORE, the parties voluntarily enter into this Agreement by signing below
effective the date first written above.
CSC LAND, LLC, a Colorado limited liability
company
By: JMJCSC LP, a Texas limited partnership, its
Manager
By: JMJ 129 West LLC, a Texas limited
liability company, its General
Partner
By:
Timothy L. Barton, Manager
TOWN OF AVON
By:
Ronald C. Wolfe, Mayor
ATTEST:
Patty McKenny, Town Clerk
3
HEART of tR, VALLEY
TOWN OF AVON, COLORADO
WORK SESSION MEETING FOR TUESDAY, APRIL 8, 2008
MEETING BEGINS AT 3 PM
AVON -MUNICIPAL BUILDING, 400 BENCHMARK ROAD
VON
PRESIDING OFFICIALS
MAYOR RON WOLFE
MAYOR PRO TEM BRIAN SIPES
COUNCILORS RICHARD CARROLL, DAVE DANTAS, KRISTI FERRARO
AMY PHILLIPS, TAMRA NOTTINGHAM UNDERWOOD
TOWN STAFF
TOWN ATTORNEY: JOHN DUNN TOWN MANAGER: LARRY BROOKS TOWN CLERK: PATTY MCKENNY
ALL WORK SESSION MEETINGS ARE OPEN TO THE PUBLIC EXCEPT EXECUTIVE SESSIONS
COMMENTS FROM THE PUBLIC ARE WELCOME; PLEASE TELL THE MAYOR YOU WOULD LIKE TO SPEAK UNDER No. 2 BELOW
ESTIMATED TIMES ARE SHOWN FOR INFORMATIONAL PURPOSES ONLY, SUBJECT TO CHANGE WITHOUT NOTICE
PLEASE VIEW AVON'S WEBSITE, HTTP://WWW.AVON.ORG, FOR MEETING AGENDAS AND MEETING MATERIALS
AGENDAS ARE POSTED AT AVON MUNICIPAL BUILDING AND RECREATION CENTER, ALPINE BANK, AND AVON LIBRARY
THE AVON TOWN COUNCIL MEETS ON THE SECOND AND FOURTH TUESDAYS OF EVERY MONTH
1. INQUIRY OF THE PUBLIC FOR COMMENT AND APPROVAL OF AGENDA
3:00 PM - 3:30 PM 2. COUNCIL COMMITTEE AND STAFF UPDATES
a. Battle Mountain Facility Committee Update (Kristi Ferraro, Councilor)
b. Eagle County Open Space Committee Update (Ron Wolfe, Mayor)
c. Urban Renewal Authority Bond Update (Scott Wright, Assistant Town
Manager Finance)
d. Lake Street construction schedule update (Justin Hildreth., Town
Engineer)
3:30 PM -3:50 PM
3:50 PM -4:15 PM
4:15 PM - 5:00 PM
5:00 PM
3. REVENUE UPDATE (Scott Wright, Assistant Town Manager Finance) Update on YE
07 and YTD 08 Tax Revenues
4. PROPERTY TAX REVENUE LIMIT ANALYSIS (TABOR) (Scott Wright, Assistant Town
Manager Finance) Review of property tax revenues
5. AVON'S WATER RIGHTS & UPPER EAGLE REGIONAL WATER AUTHORITY LEASE
AGREEMENT UPDATE (Justin Hildreth, Town Engineer) Review of the Town's water
supply picture and update on discussions with the UERWA
6. ADJOURNMENT
Avon Council Meeting.08.04.08
Page 1 of 4
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Justin Hildreth, P.E., Town Engineert(f f
Jeffrey Schneider, P.E., Project Engineer
Date: April 3, 2008
Re: Lake Street Public Improvements Schedule Update
Summary: This memorandum is to provide a -brief update on the construction schedule for the Lake
Street Public Improvements. Lake Street consists of a new roadway from the existing intersection of
West Beaver Creek Boulevard and West Benchmark Road, proceeds to the southwest along Buck
Creek, curves west of the Recreation Center and proceeds due south to the western at -grade
Railroad Crossing at Riverfront Lane.
The contractor, American Civil Constructors (ACC), has been gradually mobilizing during the week of
March 31, 2008, but significant snowfall and related road closures delayed equipment and office
trailer delivery approximately two to three days. The contractor mobilized the trailer and conducted
utility locates and construction staking. The week of April 7 should involve topsoil stripping and tree
transplantation in the interim Recreation Center parking area, as well as relocating utilities and
preparation for boulder retaining wall construction. Concurrently, ACC will be installing erosion and
sediment control Best Management Practices (BMPs), and will be installing perimeter fence and
traffic control measures as they prepare to close Benchmark Road on the morning of April 14. The
week of April 14 should see demolition and grading of the northernmost portion of Benchmark Road,
as well as grading and preparation in the interim parking area. Staff will keep Council updated on a
regular basis throughout the project duration.
Despite initial weather -related delays affecting minor mobilization activities, the entirety of the project
is still on schedule, with important milestones including: interim Recreation Center parking lot
completion: mid -May, and overall completion on October 24.
Town Manager Comments:
Town of Avon,
Colorado
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Scott Wright, Asst. Town Manager - Finance
Date: April 2, 2008
Re: Town Revenue Report
Summary:
Due to the current volatility of the economy and questions that have been posed regarding the
Town's financial condition and outlook, staff thought it would be appropriate to give Council
a brief update on the Town's tax revenues for calendar year 2007 and year-to-date for 2008.
Attached to this memo are the regular Council reports for sales tax, accommodation tax and
real estate transfer tax that are normally included under financial matters. I will present a
number of additional reports in my PowerPoint presentation on Tuesday.
Town Manager Comments:
A — Sales Tax Worksheet — 2008 YTD Collections through February
B — Accommodations Tax Worksheet - 2008 Y ID Collections through February
C — Real Estate Transfer Tax Worksheet — 2008 Y I't) Collections through March
Page 1
YTD Collections
2008 Actual YTD Collections
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Town of Avon
Real Estate Transfer Tax
Calendar Year 2008
Purchaser Name
Property
Beginning Balance 2/1/2008
Holiday
1st American
1st American
1st American
1st American
1st American
1st American
Holiday
Nicole E. Muirhead
Jeffrey A. Fagen
David Harper
Raymond J. Gabriel
Cydnie B. Orourke
Klacik & Martha Renn
Bradford T. Hsu
Gustave & Michelle Woehr
Henry J. Rischitelli Jr.
Total March Revenue
Total YTD Revenue
2008 Budget
Christie Lodge Timeshare
Falcon Pointe 209-01
Falcon Pointe 211-04
Falcon Pointe 303-23
Falcon Pointe 309-04
Falcon Pointe 513-52
Falcon Pointe 1063-28
Mtn. Vista 1601 & 1603-27
1066 W. Wildwood Townhomes #
1006 W. Wildwood Townhomes #
1066 W. Wildwood Townhomes #
1066 W. Wildwood Townhomes #
1066 W. Wildwood Townhomes #
1066 W. Wildwood Townhomes #
Canyon Run 1201
Lot 21-A WR
Lot 78-A Blk 4 WR
Normal /
Recurring
The Gates at
Riverfront PUD Beaver Creek
$ 132,208.10 $
10.00
160.00
32.50
20.00
150.00
442.00
10.00
40.00
2,700.00
2,900.00
2,950.00
3,000.00
3,000.00
3,100.00
10, 200.00
20, 040.00
28, 300.00
77,054.50
209,262.60
2, 500, 000.00
5,048,204.00
1, 000, 000.00
Variance, Favorable (Unfavorable) $(2,290,737.40) $(5,048,204.00) $(1,000,000.00)
Town of Avon,
Colorado
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Scott Wright, Asst. Town Manager - Finance
Date: April 2, 2008
Re: TABOR Analysis
Summary:
Amendment 1 of the Colorado Constitution (Article X, Section 20) was passed by the
voters on November 3, 1992. The "Taxpayer's Bill of Rights", otherwise referred to as
TABOR, presented enormous challenges to local governments in Colorado, not just in
implementing the Amendment, but also in understanding and interpreting the law.
Larry has requested that I present certain information to the Council regarding the
property tax revenue limitations of TABOR. Hopefully this memo will provide some
background information to those of you not entirely familiar with the Amendment. I
have also attached the original text of the Amendment to this memo along with a copy of
the de-brucing ballot question passed by Avon voters in 1997. Finally, I have attached
certain TABOR worksheets that document the calculations of the TABOR property tax
limitations had the Town not de-bruced in 1997. I will go through these attachments in
detail with the Council next Tuesday.
TABOR and Property Taxes
TABOR Section 7(c) establishes a completely independent requirement, aside from limiting
overall revenue on a year-to-year basis, to specifically limit property tax revenue increases
each year as well. A municipality's property tax revenues are prohibited from increasing any
faster than the rate of "inflation" plus "local growth" unless the voters approve a property tax
change.
Page 1
Another limitation on property taxes is the fact that TABOR Section 4(a) apparently limits
mill levy increases, even if the levy is raised in the face of declining valuations simply to keep
revenues constant. This is referred to as the "ratchet down effect" as the same mill levy
generates less revenue, and the entire property tax revenue base deteriorates.
Finally, over 25 years ago, Colorado voters approved the so-called Gallagher Amendment to
the state constitution in order to ensure that residential properties would never have to
shoulder more than approximately 45% of the total property tax burden statewide. To
implement this formula, residential property was originally assessed at 21% of actual value
while commercial property was assessed at 29% of actual value. The General Assembly is
charged with the responsibility for adjusting these ratios yearly to ensure that residential
properties cumulatively never pay more than 45% of total property taxes. The sheer amount
and value of residential property has increased dramatically since the passage of the Gallagher
Amendment so that now the residential ration for assessment has plummeted and stands at
7.96%. TABOR Section 4(a) provides that the valuation for assessment ratio can never
increase without voter approval. Thus TABOR, in times of declining residential values or
increased commercial development may potentially lock residential properties into a favorable
status for property tax purposes.
De-Brucing
Colorado courts have ruled that local governments can exempt themselves from the TABOR
property tax revenue and fiscal year spending limits. This process is called "de-Brucing" after
Douglas Bruce.
Forty-four of the state's 64 counties have permanently increased spending limits. All but five
of the state's 178 school districts have voted to waive the limits to various degrees.
Municipalities have held 486 elections seeking TABOR waivers and have won voter approval
88 percent of the time (see attached).
In November 1997, voters within the Town passed a ballot issue which permanently
authorizes the Town, without an election, to keep and spend all revenue collected by the Town
regardless of any limitation contained in TABOR. The only exceptions are proposed sales or
use tax rate increases and property tax rate increases which must be submitted to the voters,
unless otherwise allowed by law.
Town Manager Comments:
• Page 2
Attachments:
A — Original Text of Amendment 1— Taxpayer's Bill of Rights
B — Town of Avon 1997 Referred Measure 2A — Ballot Title and Text
C — Town of Avon Analysis of Amendment 1— Property Tax Revenue Limitations
D — CML Publication, Revenue and Spending Changes, 1993-2005 Ballots
. Page 3
Text of Amendment 1 —Taxpayer's Bill of Rights (Bruce)
Be it Enacted by the People of the State of Colorado:
Article X, Section 20
The Taxpayer's Bill of Rights. (1) General provisions. This section takes effect December 31, 1992 or as stated. Its
preferred interpretation shall reasonably restrain most the growth of government. All provisions are self-executing and severable
and supersede conflicting state constitutional, state statutory, charter, or other state or local provisions. Other limits on district
revenue, spending, and debt may be weakened only by future voter approval. Individual or class action enforcement suits may be
filed and shall have the highest civil priority of resolution. Successful plaintiffs are allowed costs and reasonable attorney fees, but
a district is not unless a suit against it be ruled frivolous. Revenue collected, kept, or spent illegally since four full fiscal years
before a suit is filed shall be refunded with 10% annual simple interest from the initial conduct. Subject to judicial review, districts
may use any reasonable method for refunds under this section, including temporary tax credits or rate reductions. Refunds need
not be proportional when prior payments are impractical to identify or return. When annual district revenue is less than annual
payments on general obligation bonds, pensions, and fmal court judgments, (4) (a) and (7) shall be suspended to provide for the
deficiency.
(2) Term definitions. Within this section: (a) "Ballot issue" means a non -recall petition or referred measure in an election.
(b) "District" means the state or any local government, excluding enterprises.
(c) "Emergency" excludes economic conditions, revenue shortfalls, or district salary or fringe benefit increases.
(d) "Enterprise" means a government -owned business authorized to issue its own revenue bonds and receiving under 10%
of annual revenue in grants from all Colorado state and local governments combined.
(e) "Fiscal year spending" means all district expenditures and reserve increases except, as to both, those for refunds made in
the current or next fiscal year or those from gifts, federal funds, collections for another government, pension contributions by
employees and pension fund earnings, reserve transfers or expenditures, damage awards, or property sales.
(f) "Inflation" means the percentage change in the United States Bureau of Labor Statistics Consumer Price Index for
Denver -Boulder, all items, all urban consumers, or its successor index.
(g) "Local growth" for a non -school district means a net percentage change in actual value of all real property in a district
from construction of taxable real property improvements, minus destruction of similar improvements, and additions to, minus
deletions from, taxable real property. For a school district, it means the percentage change in its student enrollment.
(3) Election provisions. (a) Ballot issues shall be decided in a state general election, biennial local district election, or on
the first Tuesday in November of odd -numbered years. Except for petitions, bonded debt, or charter or constitutional provisions,
districts may consolidate ballot issues and voters may approve a delay of up to four years in voting on ballot issues. District
actions taken during such a delay shall not extend beyond that period.
(b) 15-25 days before a ballot issue election, districts shall mail at the least cost, and as a package where districts with ballot
issues overlap, a titled notice or set of notices addressed to "All Registered Voters" at each address of one or more active
registered electors. Titles shall have this order of preference: "NOTICE OF ELECTION TO INCREASE TAXES/TO INCREASE
DEBT/ON A CITIZEN PETITION/ON A REFERRED MEASURE." Except for district voter -approved additions, notices shall
include only:
(i) The election date, hours, ballot title, text, and local election office address and telephone number.
(ii) For proposed district tax or bonded debt increases, the estimated or actual total of district fiscal year spending for the
current year and each of the past four years, and the overall percentage and dollar change.
(iii) For the first full fiscal year of each proposed district tax increase, district estimates of the maximum dollar amount of
each increase and of district fiscal year spending without the increase.
(iv) For proposed district bonded debt, its principal amount and maximum annual and total district repayment cost, and the
principal balance of total current district bonded debt and its maximum annual and remaining total district repayment cost.
(v) Two sunnnaries, up to 500 words each, one for and one against the proposal, of written comments filed with the election
officer by 30 days before the election. No summary shall mention names of persons or private groups, nor any endorsements of or
resolutions against the proposal. Petition ieppesentatives following these rules shall write this summary for their petition. The
election officer shall maintain and accurately summarize all other relevant written comments.
(c) Except by later voter approval, if a tax increase or fiscal year spending exceeds any estimate in (b) (iii) for the same
fiscal year, the tax increase is thereafter reduced up to 100% in proportion to the combined dollar excess, and the combined excess
revenue refunded in the next fiscal year. District bonded debt shall not issue on terms that could exceed its share of its maximum
repayment costs in (b) (iv). Ballot titles for tax or bonded debt increases shall begin, "SHALL (DISTRICT) TAXES BE
To: All Registered Voters
NOTICE OF ELECTION ON A REFERRED MEASURE
TOWN OF AVON, COLORADO
Election Date: Tuesday, November 4, 1997
Election Hours: 7:00 a.m. to 7:00 p.m.
LOCAL ELECTION OFFICE ADDRESS AND TELEPHONE NUMBER:
Eagle County Clerk and Recorder
P.O. Box 850, 500 Broadway
Eagle, Colorado 81631
Telephone: (970) 328-8710
TOWN OF AVON REFERRED MEASURE 2A - BALLOT TITLE AND TEXT:
SHALL THE TOWN OF AVON, WITHOUT INCREASING ANY
EXISTING TAX RATE OR IMPOSING ANY NEW TAX (UNLESS
OTHERWISE AUTHORIZED BY LAW), BE PERMITTED TO COLLECT,
RETAIN AND SPEND WHATEVER REVENUES IT RECEIVES IN 1998
AND EACH YEAR THEREAFTER AS A VOTER -APPROVED REVENUE
CHANGE AND AN EXCEPTION TO THE LIMITS WHICH WOULD
OTHERWISE APPLY UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
Summary of Written Comments FOR the Proposal:
No comments were filed by the constitutional deadline.
Summary of Written Comments AGAINST the Proposal:
No comments were filed by the constitutional deadline.
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TOWN OF AVON
ANALYSIS OF AMENDMENT 1
TAX AND REVENUE LIMITATIONS
Eagle County Assessor
1996 Growth = 1997 Letter = 5.902% = 1998 TABOR ALLOWED FYS Increase
1997 Growth = 1998 Letter = 5.178% = 1999 TABOR ALLOWED FYS Increase
1998 Growth = 1999 Letter = 6.644% = 2000 TABOR ALLOWED FYS Increase
1999 Growth = 2000 Letter = 7.140% = 2001 TABOR ALLOWED FYS Increase
2000 Growth = 2001 Letter = 4.224% = 2002 TABOR ALLOWED FYS Increase
2001 Growth = 2002 Letter = 5.272% = 2003 TABOR ALLOWED FYS Increase
2002 Growth = 2003 Letter = 2.933% = 2004 TABOR ALLOWED FYS Increase
2003 Growth = 2004 Letter = 6.976% = 2005 TABOR ALLOWED FYS Increase
2004 Growth = 2005 Letter = 1.409% = 2006 TABOR ALLOWED FYS Increase
2005 Growth = 2006 Letter = 2.611% = 2007 TABOR ALLOWED FYS Increase
2006 Growth = 2007 Letter = 3.765% = 2008 TABOR ALLOWED FYS Increase
Tabor Analysis - 2008.xls
TOWN OF AVON
ANALYSIS OF AMENDMENT 1
TAX AND REVENUE LIMITATIONS
Denver/Boulder CPI
1997 Inflation =
1998 Inflation =
1999 Inflation =
2000 Inflation =
2001 Inflation =
2002 Inflation =
2003 Inflation =
2004 Inflation =
2005 Inflation =
2006 Inflation =
2007 Inflation =
3.266% = 1998 TABOR ALLOWED FYS Increase
2.404% = 1999 TABOR ALLOWED FYS Increase
2.965% = 2000 TABOR ALLOWED FYS Increase
3.962% = 2001 TABOR ALLOWED FYS Increase
4.677% = 2002 TABOR ALLOWED FYS Increase
1.931% = 2003 TABOR ALLOWED FYS Increase
1.082% = 2004 TABOR ALLOWED FYS Increase
0.107% = 2005 TABOR ALLOWED FYS Increase
2.086% = 2006 TABOR ALLOWED FYS Increase
3.562% = 2007 TABOR ALLOWED FYS Increase
2.226% = 2008 TABOR ALLOWED FYS Increase
Tabor Analysis - 2008.xls
Revenue and Spending Changes, 1993-2005 Ballots
Ballot questions seeking authority, without raising taxes, to retain and spend revenues exceeding the TABOR limitation; other elections have been held that included a
proposed tax increase and authorization to retain and spend excess revenues.
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
200O
2001
2002
2003
2004
2005
Aguilar
1)
General revenue de-Brucing
pass
Akron
1)
All excess revenue
pass
2)
de-Brucing of mill levy revenues for municipal services
pass
Alamosa
1)
Lump sum revenue change for 1993-94
pass
2)
Lump sum revenue change in 1996, 1997, 1998 and 1999
fail
3)
All excess revenue
pass
Alma
1)
All excess revenue from all sources
pass
Antonito
1)
All excess revenue
pass
Arriba
1)
General revenue de-Brucing
pass
Arvada
1)
All excess revenue
pass
Aspen
1)
All excess revenue except property tax
pass
2)
Excess 1996 property tax revenues for neighborhood
improvement projects
pass
3)
$158,275 excess property tax revenues for pedestrian
improvements
pass
4)
Retain excess estimated $545,000 of 2000 property tax
revenues and for the subsequent fiscal years of 2001,
2002, 2003 and 2004 for recreational complex
pass
Ault
1)
All excess revenue
pass
Aurora
1)
Lump sum revenue change due to growth
fail
2)
All excess revenue from fees
pass
3)
Reduce property tax by 3 mills over next four years and
retain property tax revenues up to the TABOR limit and
de -Bruce sales and use tax revenue
pass
4)
Collect, retain and spend excess property tax revenues
pass
Avon
1)
Lump sum revenue change for operation of new aquatic
park
pass
2)
Four-year opt -out
pass
3)
General revenue de-Brucing
pass
Basalt
1)
All excess revenue from all sources
pass
Bayfield
1)
Broad form revenue/spending authorization
pass
2)
Collect, retain and expend from all sources; increase
property tax mill levy
fail
3)
2% use -tax increase on the privilege of using/consuming
in the town any construction and building materials
purchased at retail outside the town and town be
authorized to collect, retain and spend such revenues
fail
Bennett
1)
All excess revenue
pass
2)
Increase mill levy not to exceed 6.5 mills; collect, retain
and spend
fail
Berthoud
1)
All excess revenue from all sources
fail
2)
All excess revenue from all sources
pass
Bethune
1)
-General revenue de-Brucing
pass
Black Hawk
1)
Four-year opt -out, with revenue authorization
pass
2)
All excess revenue
pass
Blanca
1)
de-Brucing of sales and use tax revenues, user fees,
franchise fees, and non-federal grants
pass
2)
Retain and spend all town revenues
pass
Blue River
1)
All excess revenue
pass
Boone _
1)
Exempt revenues received from non-federal grants in
pass
1997 and thereafter
Boulder
1)
Broad form revenue/spending authorization
pass
2)
All excess revenue
pass
3)
Lump sum revenue change of $419,747 received in 1995
pass
Bow Mar
1)
General revenue de-Brucing
pass
Breckenridge
1)
Lump sum revenue change in 1993 and subsequent
years for marketing and promoting the town and its
environs and special events and for capital projects
pass
1
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Breckenridge,
2)
All excess revenue for health, safety, and welfare
pass
cont...
3)
Lump sum revenue changes commencing in 1994
pass
Brighton
1)
All excess revenue from all sources
fail
2)
Lump sum revenue change collection in 1994 for city's
outdoor swimming pool and street overlays
fail
3)
Permission to spend 1996 excess revenues on storm
sewer facilities
pass
4)
General revenue de-Brucing asking to retain and spend
monies from non-federal grants and impact fees on
capital projects
fail
5)
All excess revenue for public purposes
fail
6)
Lump sum revenue change of $965,000 for 1999 for
street and bridge improvements
pass
7)
Retain and spend all state and county grants,
development impact fees, fees for services, urban
renewal tax revenues, "Peg" channel capital contribution
fees and intergovernmental transfers
pass
Brookside
1)
Retain excess revenues from state grants and from sales
tax and property tax revenues for capital projects and
other services
pass
2)
Retain excess revenues generated in 1998 and 1999
pass
Broomfield
1)
Broad form revenue/spending authorization
pass
Brush
1)
Retain all excess revenue from all sources
pass
Buena Vista
1)
All excess revenue from all sources in 1993-1996
pass
2)
All excess revenue, 1997-2000
pass
3)
General revenue de-Brucing, 5 year
fail
4)
Retain and spend town revenues in excess of state
imposed limits, except property taxes
pass
Burlington
1)
General revenue de-Brucing
pass
Calhan
1)
All excess revenue from interest, sales and use taxes,
non-federal grants, franchise fees and payments in lieu of
franchise fees, and taxes for police protection, snow
removal, street sweeping, street construction, repair and
maintenance, town lawns, trees, parks and recreation,
and other basic services
pass
2)
All excess revenue
pass
Campo
1)
All excess revenue
pass
Canon City
1)
All excess revenue from grants
pass
2)
All excess revenue from Royal Gorge Bridge
pass
3)
Lump sum revenue change of $41,317 from 1995,
earmarked for storm water drainage improvements
pass
4)
Broad form revenue/spending authorization
pass
5)
Retain $287,000 in excess revenues to build a roller
hockey rink and youth oriented programs
fail
6)
General de-Brucing of 2002 revenues and all revenues
thereafter
fail
7)
de-Brucing of FY 2001 revenue
fail
Carbondale
1)
All excess revenue from sales tax, use tax, and property
tax, through 2004
pass
2)
All revenue from all sources
pass
Castle Rock
1)
$2 million for 1994; $2.5 million for 1995; $3 million for
pass
2)
1996 from all sources approved October 1994)
Broad form revenue/spending authorization
fail
3)
de-Brucing to be used for open space
fail
4)
Retain and expend revenues from recreation
center/facilities
fail
5)
Retain and expend revenues from 1) transportation
development impact fees 2) use tax on construction &
building materials
pass.
6)
Retain and spend all revenues collected in excess of
pass
TABOR limitations for a 5 -year period, from 2004 to 2009,
for police, fire, ambulance, transportation, parks,
recreation, trails and open space
2
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Centennial
1)
Retain and spend tax revenues for a 4 -year period
commencing 2/7/01
pass
Center
1)
All excess revenues from sales tax
pass
Central City
1)
Broad form revenue/spending authorization
pass
Cheraw
1)
All excess revenue
pass
Cherry Hills
1)
All excess revenue received in 1998
pass
Village
2)
All excess revenue received in 1999 and thereafter
pass
Cheyenne Wells
1)
Lump sum revenue change from state grants
pass
2)
All excess revenue
pass
Coal Creek
1)
Property Tax de-Brucing, earmarking excess revenue for
road improvements
pass
2)
All excess revenue
pass
Cokedale
1)
General revenue de-Brucing
pass
Collbran
1)
All excess revenue from all sources
pass
Colorado
1)
$2,562,414 for 1993
pass
Springs
2)
Lump sum revenue change for 1994 for street and
drainage improvements, traffic safety, and congestion
improvements
fail
3)
Lump sum revenue change ($3.1 million in excess sales
taxes), earmarked for traffic, road, drainage, and storm
sewer improvements
pass
4)
Authorization to spend excess revenue for 25 specific
public improvement projects
pass
5)
Exemption of state grants received by the city from fiscal
year spending calculations (de -Bruce)
fail
6)
Lump sum revenue change ($6.6 million for 1997)
pass
7)
Lump sum revenue change ($790,000 for 1998)
fail
8)
Retain revenues from grants from cable franchise
agreements
fail
9)
Spend $1,557,631, estimated 2000 revenues above the
fail
10)
2000 FY spending limit for specific road improvements
Existing sales and use tax used for trains, open space
and parks
pass
11)
Spend $1,900,000 , estimated 2004 revenue above the
pass
2004 FY spending limit to repair Prospect Lake
Columbine
1)
Authorization to retain 1997 excess revenues
pass
Valley
2)
Broad form revenue/spending authorization
pass
Commerce City
1)
All excess revenue
fail
2)
General revenue de-Brucing; funds to landscape and
make drainage and roadway improvements
pass
3)
Retain all excess revenue except from property taxes
pass
4)
Retain excess revenues collected in 1999 for street
projects
pass
Cortez
1)
Broad form revenue/spending authorization
pass
2)
General revenue de-Brucing for capital improvement fund
pass
Craig
1)
Retain all excess revenues
pass
Crawford
1)
All revenue from county and city sales tax
pass
Creede
1)
All excess revenue
pass
Crested Butte
1)
All excess revenue
pass
Crestone
1)
General revenue de-Brucing
pass
Cripple Creek
1)
All excess revenue from all sources
pass
Crowley
1)
All excess revenue from non-federal grants
pass
Dacono
1)
$32,000 for 1993
pass
2)
All excess revenue from all sources, through 1998
pass
3)
All excess revenue, earmarked for street improvement
projects, capital projects, basic municipal services, and/or
other lawful municipal purposes
pass
DeBeque
1)
All excess revenue, earmarked for capital projects and
other basic municipal services
pass
2)
Fire Protection General Fund permitted to collect, retain &
expend all revenues
pass
Deer Trail
1)
Lump sum revenue change for state grant (sewer)
pass
3
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Deer Trail,
2)
Broad form revenue/spending authorization
pass
cont...
3)
De-bruce
fail
Del Norte
1)
All excess revenue
pass
2)
General revenue de-Brucing for public safety and
transportation
pass
Delta
1)
All excess revenue from sales tax, use tax, non-federal
grants, and recreation center
fail
2)
Retain/expend full proceeds of revenues generated by
the municipal court and retain $102,163 which would be
refunded to the voters w/out revenue change, and
earmark as a citizen's contribution to the youth sports
complex
fail
Denver
1)
Retain excess revenues from tax and non -tax sources,
except property tax, for affordable housing and
transportation improvement projects _
pass
2)
Retain and spend all city and county tax revenues in
excess of the state limit for 10 fiscal years, beginning in
pass
2005, for public safety, public works, parks & recreation,
healthcare, libraries & other essential services.
Dillon
1)
Lump sum revenue change
pass
2)
All excess revenue
pass
Dinosaur
1)
All excess revenue, earmarked for capital improvements
and other basic municipal services
pass
Dolores
1)
All excess revenue from all sources
pass
Dove Creek
1)
All excess revenue from all sources
pass
Durango
1)
$700,000 in 1994 and all excess revenue until Dec. 31,
pass
2)
1997
All excess revenue
pass
Eads
1)
Lump sum revenue change for state grant (aviation)
pass
Eagle
1)
All excess revenue from state grants, sales tax, use tax,
and property tax for capital projects and other basic
municipal services
pass
Eaton
1)
All excess revenue from all sources
pass
Eckley
1)
General revenue de-Brucing
pass
Edgewater
1)
All excess revenue
fail
2)
General revenue de-Brucing
pass
Elizabeth
1)
All excess revenue
pass
2)
De-Brucing of mill levies
fail
Empire
1)
$295,000 in grants for wastewater system
pass
2)
$5,000 in grants for town hall restoration
pass
3)
Lump sum revenue change (for 1996, no more than
pass
4)
$100,000)
General revenue de-Brucing
pass
Englewood
1)
General revenue de-Brucing
pass
Erie
1)
All excess revenue from sales tax, use tax, and property
tax
pass
2)
General revenue de-Brucing
pass
Estes Park
1)
All excess revenue from all sources, for both the town
and the urban renewal authority
pass
2)
Retain excess revenues, including the Estes Park Urban
pass
Renewal Authority, for community reinvestment purposes
Evans
1)
All excess revenue from sales and use tax,
accommodations tax, non-federal grants, fees, and other
revenues
pass
Fairplay
1)
All excess revenue
pass
Federal Heights
1)
Broad form revenue/spending authority (sales tax)
pass
2)
Broad form revenue/spending authority (other revenues)
pass
3)
All excess revenue from property taxes, licenses, fees,
and permits, earmarked streets, capital projects, and
other municipal purposes
pass
Firestone
1)
All excess revenue
pass
2)
Lump sum revenue change, 1996-97, not to exceed
pass
$125,000, for grant funds
4
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Flagler
1)
General revenue de-Brucing
pass
Fleming
1)
All excess revenue
pass
Florence
1)
2)
3)
All excess revenue
All excess revenue for non-federal grants
Retain and spend all excess TABOR revenues
fail
pass
pass
Fort Collins
1)
2)
Lump sum revenue change
General revenue de-Brucing
pass
pass
Fort Lupton
1)
Broad form revenue/spending authorization (water)
pass
2)
Recreation enterprise & rec center receive, retain and
spend all grants, gifts and income, whether from public
spending, revenue raising or enterprise status income
limitations
pass
3)
Receive, retain and spend all excess city revenues
pass
Fort Morgan
1)
Broad form revenue/spending authorization
pass
2)
Retain full amount of 1996 revenues and each year
thereafter
pass
Fountain
1)
All excess revenue
fail
2)
General revenue de-Brucing
fail
3)
Authority to retain $37,448 in excess revenue
pass
4)
Retain excess revenues collected in 1999 in the amount
of $455,286 for trails, parks and open space
pass
5)
Retain and spend excess TABOR revenues of $399,228
collected in 2000 for streets and Stormwater drainage
fail
6)
Approval to retain excess revenues from 2001 through
fail
7)
2011 for parks and recreation programs
Collect, retain and expend from all sources
fail
Foxfield
1)
All excess revenue
pass
2)
Mill levy - collect, retain and spend all property tax
revenues
pass
Fraser
1)
$1 million for 1994 and subsequent years
pass
2)
de-Brucing for capital improvements
pass
Frederick
1)
All excess revenue from sales and use tax
pass
Frisco
1)
All excess revenue from all sources through 2001
pass
2)
Retain all excess revenues
pass
Fruita
1)
Broad form revenue/spending authorization (three years)
pass
2)
Lump sum revenue change for state grant (museum)
pass
3)
Lump sum revenue change for state grant (sewer
pass
4)
All excess revenue for five-year capital improvements
plan
pass
5)
de-Brucing of state grants for capital improvements
pass
Garden City
1)
All excess revenue from all sources
pass
Genoa
1)
General revenue de-Brucing
pass
Georgetown
1)
State grant revenue
pass
Gilcrest
1)
All excess revenue in 1995 and subsequent years
pass
2)
Lump sum excess 1994 revenue
pass
Glendale
1)
Broad form revenue/spending authorization
pass
2)
General revenue de-Brucing
fail
3)
Broad form revenue/spending authorization from 1998-
pass
4)
2004
Retain and spend city revenues for public safety,
municipal services, transportation, and other public
recreational facilities
pass
Glenwood
1)
All excess revenue from all sources
pass
Springs
Golden
1)
All excess revenue
pass
Granada
1)
All excess revenue
pass
Granby
1)
$95,000 for 1994 and 1995
pass
2)
All excess revenue
pass
3)
Retain and spend all revenues, notwithstanding
limitations of TABOR and property tax revenue limit
pass
Grand Junction
1)
General revenue de-Brucing, except property taxes
fail
Grand Lake
1)
All excess revenue from all sources
pass
5
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Greeley
1)
$1 million for 1995-99 for new drainage utility
fail
2)
All excess revenue
pass
Green Mtn.Falls
1)
General revenue de-Brucing
pass
Greenwood
1)
Broad form revenue/spending authorization
pass
Village
2)
Lump sum revenue change due to growth
pass
3)
General revenue de-Brucing
pass
Grover
1)
General revenue de-Brucing
pass
2)
Retain and spend from all sources for providing municipal
services and capital improvements
fail
3)
De-Bruce/retain and spend
pass
Gunnison
1)
All excess revenues
pass
Gypsum
1)
All excess revenue from all sources
pass
Haswell
1)
All excess revenue
pass
Haxtun
1)
All excess revenue
pass
Hayden
1)
All excess revenue
pass
Hillrose
1)
Broad form revenue/spending authorization
pass
Holly
1)
All excess revenue
pass
Holyoke
1)
Lump sum revenue change for 1994 (airport)
pass
2)
All excess revenue
pass
Hooper
1)
Authorization to collect and increase fiscal year spending
for streets, capital improvements, and municipal services
pass
Hot Sulphur
1)
All excess revenue
pass
Springs
2)
Lump sum revenue change of $13,000 from 1995
pass
Hudson
1)
General revenue de-Brucing
pass
Hugo
1)
General revenue de-Brucing
pass
Idaho Springs
1)
Four-year opt -out
pass
2)
General revenue de-Brucing for street improvements
pass
3)
Retain and spend excess TABOR and statutory excess
revenues in 2002-2005 for streets, water and sewer
utilities and drainage
pass
Ignacio
1)
All excess revenue
pass
Jamestown
1)
All excess revenues from grants
pass
2)
All excess revenue
pass
3)
All excess revenue
pass
Johnstown
1)
All excess revenue
pass
2)
All excess revenue
fail
3)
Retain all excess revenues
pass
Julesburg
1)
All excess revenue
pass
Keenesburg
1)
All excess revenue
pass
Kersey
1)
General revenue de-Brucing
pass
2)
Excess revenue collected in 1997 (approx. $17,000)
pass
Kim
1)
General revenue de-Brucing
pass
Kiowa
1)
de -Bruce sales and use tax and subdivision fees
pass
2)
All excess revenue
pass
3)
General revenue de-Brucing
pass
4)
Lump sum revenue change of $21,773
pass
Kit Carson
1)
All excess revenue
pass
Kremmling
1)
All excess revenues from all sources
pass
La Jara
1)
All excess revenue
pass
2)
Lump sum revenue change (1995, $16,856.97
pass
La Junta
1)
Broad form revenue/spending authorization
pass
La Salle
1)
All excess revenue
pass
La Veta
1)
All excess revenue
pass
Lafayette
1)
Broad form revenue/spending authorization (general)
fail
2)
Broad form revenue/spending authorization (franchise
fee)
pass
3)
All revenue from sales and use tax not dedicated to open
space for library, police, and fire protection
pass
4)
Broad form revenue/spending authorization for grants
pass
5)
Retain excess revenues from sales, use, other excise
taxes and other revenues (not including property taxes)
pass
6)
Retain excess revenues from property tax
pass
6
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Lake City
1)
All excess revenue from sales tax, use tax, and non-
federal grants
pass
Lakeside
1)
General municipal tax revenue.de-Brucing
pass
2)
de-Brucing local government grants, specific ownership
taxes, and other charges derived from municipal facilities
pass
(create reserve fund)
Lakewood
1)
Revenues from proposed Stevenson annexation
pass
2)
All excess revenues in order to maintain city services
pass
Lamar
1)
All excess revenue from all sources
fail
2)
Excess revenue from non-federal grants, earmarked for
debt service, municipal operation, and capital projects
pass
Larkspur
1)
All excess revenue from sales and use tax, admissions
tax, and non-federal grants 1994 through 1997
pass
2)
All excess revenue
pass
3)
Broad form revenue/spending authorization
fail
4)
All excess revenue
fail
5)
General revenue de-Brucing
fail
Las Animas
1)
Lump sum revenue change for state grant aviation)
pass
2)
Broad form revenue/spending authorization
pass
3)
. All excess revenue from all sources for five years
pass
4)
Broad form revenue/spending authorization
pass
Leadville
1)
All excess revenue for health, safety, and welfare
fail
2)
All excess revenue
fail
3)
General revenue de-Brucing with portion of revenue used
to defray reduction in property taxes
pass
4)
Retain, expend revenues for three years
pass
5)
Continue to collect, retain and expend full amount of
revenues generated from all sources, excluding property
taxes and occupational license fees
pass
Limon
1)
General revenue de-Brucing
pass
Littleton
1)
All excess revenue received during 1994 and 1995
pass
2)
Retain and spend $244,000 for capital projects such as
park acquisition and parking facilities
pass
3)
Retain excess revenues received in 1999 ($2,705,754)
and excess revenues received during 2000 and 2001
pass
4)
de-Brucing revenues in FY 2002, 03, and 04
pass
Lochbuie
1)
All excess revenue
pass
2)
Lump sum revenue change of $60,000 from 1994
pass
3)
Lump sum revenue change of $40,000 from 1995
pass
Log Lane
1)
All excess revenue
pass
Village
Lone Tree
1)
All excess revenue
pass
2)
All excess revenue
pass
Longmont
1)
All excess revenue
pass
Louisville
1)
Excess revenue from sales and use taxes, earmarked for
capital improvements, basic municipal services, or other
lawful municipal purposes
pass
2)
All excess revenue to be used for capital projects,
municipal operations and services, and for any other
lawful purposes
pass
3)
Retain and spend excess TABOR and statutory limit
revenue from city's property taxes for open space and
other services
pass
Loveland
1)
All excess revenue from capital expansion fees
pass
2)
All excess revenue from all sources
pass
3)
All excess revenue for the exclusive purposes of street
construction and repair and youth programs
pass
4)
Retain and spend excess TABOR revenues for a 10 -year
period for police, fire, streets, and parks
pass
Lyons
1)
Lump sum revenue change for water and sewer
pass
2)
All excess revenue from all sources
pass
3)
Authority to spend grants for enterprises
pass
Mancos
1)
All excess revenue from all sources
pass
Manitou Springs
1)
General revenue de-Brucing
pass
7
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Manzanola
1)
All excess revenue
pass
Marble
1)
All excess revenue
pass
Mead
1)
All excess revenue, earmarked for debt service, municipal
operations, and capital projects
pass
Meeker
1)
All excess revenue, earmarked for capital projects and
other municipal services
pass
Merino
1)
Authority to accept $359,625 state grant to improve sewer
treatment system
pass
2)
Authority to accept $100,000 state grant to construct
community center, with maintenance to be paid from town
revenue
fail
3)
General revenue de-Brucing
pass
Milliken
1)
Excess revenue from payments from real estate
development
pass
2)
All excess revenue
pass
3)
Retain and spend excess TABOR revenues
pass
4)
Retain and spend excess revenue for town hall and police
stations
fail
Minturn
1)
Excess revenue from all sources except property tax
pass
2)
Revenue/spending authorization for property tax
revenues
pass
Moffat
1)
General revenue de-Brucing
pass
Monte Vista
1)
Lump sum revenue change from county sales tax
fail
2)
General revenue de-Brucing
pass
Montezuma
1)
All excess revenue
pass
Montrose
1)
All excess revenue
pass
Monument
1)
Lump sum revenue change from 1994 sales/use taxes for
water system improvements and street
construction/reconstruction
pass
2)
$300,000 for 1995
pass
3)
Excess revenue from sales and use tax and non-federal
grants generated during 1996
pass
4)
All excess revenue
pass
5)
All excess revenue
pass
6)
Collect, retain and expend from all sources
pass
7)
Retain and spend sales tax revenues on renovation of a
police/ governmental facility complex.
pass
Morrison
1)
Lump sum revenue change from grants (town hall
remodeling)
pass
2)
All excess revenue
pass
Mountain View
1)
All excess revenue from all sources
pass
Mt. Crested
Butte
1)
All excess revenue from sales and use tax and other
sources other than municipal taxes
pass
Nederland
1)
All excess revenue from grants
fail
2)
All excess revenue from sales and use taxes
fail
3)
All excess revenue from development fees
fail
4)
All excess revenue from 1994 to pay debt prior to
pass
5)
2/1/1995
All excess revenue
pass
6)
All excess revenue to pay debt/financial obligations of the
town in excess of scheduled payments of debt existing
pass
7)
Feb. 1, 1995
All excess revenue for purpose of purchasing open space
pass
8)
All excess revenue to be used for capital projects
pass
New Castle
1)
All excess revenue from sales tax, use tax, and state
grants
pass
Northglenn
1)
All excess revenue from all sources
pass
2)
Allow city to use existing money for financing and ,
constructing of water supply and storage projects
pass
Norwood
1)
All excess revenue from all sources
pass
Nucla
1)
All excess revenue
pass
Nunn
1)
All excess revenues from town's fees and revenues and
nonfederal grants
pass
8
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Oak Creek
1)
Broad form revenue/spending authorization
pass
Olathe
1)
Excess revenue from 3% sales tax, 1% use tax, and
nonfederal grants
pass
Olney Springs
1)
General revenue de-Brucing
pass
Ordway
1)
All excess revenue from all sources
pass
Otis
1)
All excess revenue
pass
2)
All excess revenue
pass
Ouray
1)
All excess revenue from sales tax, lodging tax, and non-
federal grants
pass
2)
All excess revenue
pass
Pagosa Springs
1)
All excess revenue from all sources
pass
Palisade
1)
Excess revenue from state grants, sales and use tax, and
property tax
pass
Palmer Lake
1)
Lump sum revenue change for 1993 (capital
improvements)
pass
2)
All excess revenues for 1994 (capital improvements)
pass
3)
Lump sum revenue change (1995, approx. $77,000)
pass
4)
All excess revenue, 1996 only
pass
5)
Authorization to retain 1997 excess revenues for street
repairs and improvements
pass
6)
Authorization to retain 1998 excess revenues for street
construction and reconstruction and water system
improvements
pass
7)
General revenue de-Brucing for capital improvements
pass
8)
General revenue de-Brucing for 5 -year period
pass
9)
Lump sum revenue change of $88,235
fail
10)
de -Bruce future revenues
fail
11)
Retain and expend for capital improvements
pass
12)
Retain and expend excess rev. for police, fire and roads
pass
13)
Retain and expend excess rev. for lake rehabilitation
pass
Paoli
1)
All excess revenue
pass
Parachute
1)
Lump sum revenue change for 1994 and 1995 from state
grants (sewer system)
pass
2)
All excess revenue
pass
3)
Broad form revenue/spending authorization
pass
Parker
1)
All revenue from sales and use tax, building fees, and
recreation center user fees
pass
2)
All excess revenue
pass
3)
de-Brucing of ad valorem property tax mill levy
fail
Pierce
1)
All excess revenue
pass
Platteville
1)
All revenues collected in 1994
pass
2)
All excess revenue
pass
Poncha Springs
1)
All excess revenue
pass
2)
De -Bruce all revenue except property tax beginning 2002
pass
3)
Retain and spend excess revenues from 2000 & 2001
pass
Pueblo
1)
Reduce vendors fee and earmark revenue for convention
center
pass
2)
Lump sum revenue change due to 1993 excess
pass
3)
Lump sum revenue change for state grant bridge)
pass
4)
Lump sum revenue change for 1994 for fire and police
emergency vehicles, storm drainage, and roadway
improvements
pass
5)
Lump sum revenue change of $1,453,392 from 1995,
earmarked for police, fire, and/or street improvements
pass
6)
Broad form revenue/spending authorization for 1998-2002
fail
7)
Collect, retain and expend from all sources
fail
8)
Collect, retain & expend $17,000,000 aggregate of new
revenues received or collected during fiscal year 2005 &
subsequent years from Xcel Energy after annexation of
its facilities to the city
pass
Rangely
1)
General revenue de-Brucing
pass
Raymer
1)
General revenue de-Brucing
pass
9
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Red Cliff
1)
Authorization to increase revenue and spending for 1994-
pass
2)
95 by $5,550,000 for sewer collection & treatment
system
All excess revenue
pass
Rico
1)
$160,000 from state grants
pass
2)
All excess revenue from all sources through 1997
pass
3)
General revenue de-Brucing
pass
Ridgway
1)
All revenue from sales and use tax
pass
2)
General revenue de-Brucing
pass
Rifle
1)
$1 million from non-federal grants and $750,000 from
other sources for the years 1993 through 2007
fail
'
2)
All excess revenue generated in 1994 and each
subsequent year
pass
Rockvale
1)
All excess revenue
pass
2)
Lump sum revenue change
pass
3)
Lump sum revenue change
pass
4)
General revenue de-Brucing
pass
Rocky Ford
1)
All excess revenue
pass
Romeo
1)
General revenue de-Brucing
pass
Rye
1)
Collect and expend for municipal operations and capital
projects
pass
Saguache
1)
All excess revenue
pass
2)
de-Brucing of property tax revenues
pass
Salida
1)
Broad form revenue/spending authorization
pass
Sanford
1)
General revenue de-Brucing
pass
Sawpit
1)
All excess revenue from all sources
pass
Sedgwick
1)
Revenue de-Brucing.
pass
Seibert
1)
General revenue de-Brucing
pass
Severance
1)
All excess revenue
pass
2)
All excess revenue
pass
Sheridan
1)
All excess revenue during 1996, 1997, 1998, and 1999
pass
2)
General revenue de-Brucing; approval for city to use
excess proceeds of general obligation bonds to build a
city hall and other administrative facilities
pass
3)
All excess revenue
pass
4)
All excess revenue
pass
Sheridan Lake
1)
All excess revenue
pass
Silt
1)
$275,000 in grants for irrigation system
pass
2)
All excess revenue
pass
Silverthorne
1)
All excess revenue from all sources and reduce property
taxes to zero 1994 through 2013
pass
2)
Lump sum revenue change from all sources and reduce
property taxes to zero, except to fulfill contractual
obligations relating to G.O. bonds, 1994 through 2013
pass
Silverton
1)
All excess revenue
pass
Simla
1)
All excess revenue
pass
Snowmass
1)
$660,000 for employee housing
pass
Village
2)
de-Brucing revenues from town's real estate transfer tax
pass
3)
All excess revenue, to be spent on affordable housing
construction and acquisition of lands
pass
4)
All excess revenue
pass
South Fork
1)
Excess revenue from sales tax, non-federal grants,
license, or any other state -authorized fees effective
pass
1/1/96
Springfield
1)
All excess revenue
pass
Steamboat
1)
All excess revenue from proposed golf course
pass
Springs
2)
General revenue de-Brucing
pass
Sterling
1)
All excess revenue from all sources
pass
Stratton
1)
General revenue de-Brucing
pass
Sugar City
1)
All excess revenue
pass
Superior
1)
Retain excess revenue, except property tax revenue
pass
Swink
1)
All excess revenue
pass
10
Municipality
Authorization to Retain and Spend Excess Revenues
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Telluride
1) All excess revenue from all sources
pass
Thornton
1) Broad form revenue/spending authorization for 1997-1998
pass
Timnath
1) General revenue de-Brucing
pass
Trinidad
1) All excess revenue
2) Excess revenue collected in 1994
pass
pass
Vail
1) Broad form revenue/spending authorization
2) Collect, retain, expend property tax revenues
pass
pass
Victor
1) All excess revenue from gaming tax and grants
pass
Vilas
1) General revenue de-Brucing
pass
Vona
1) All excess revenue
2) Lump sum revenue change
3) General revenue de-Brucing
pass
pass
pass
Walden
1) Excess revenue from water, sewer, gas, and solid waste
utilities investment earnings 1995 through 2035
pass
Walsenburg
1) All excess revenue
pass
Watkins
1) de-bruce
pass
Wellington
1) All excess revenue
pass
Westcliffe
1) All excess revenue
pass
Westminster
1) Broad form revenue/spending authorization (admiss. tax)
2) $5 million for 1995 and subsequent years from parks and
open space sales tax
3) Excess revenue from sales and use tax, admissions tax,
and accommodations tax, and any revenues used by the
city to fund construction of capital improvements
4) Excess revenue collected in 1994
5) Broad form revenue/spending authorization (revenue
from rents, profit-sharing and other forms of payment
6) General de-Brucing
pass
pass
pass
pass
pass
pass
Wheat Ridge
1) Lump sum revenue change of $399,337 from 1996
2) Lump sum excess 1996 revenues on construction and
operation of a recreation center
3) All excess revenue
4) Retain $477,313 in revenue to spend on acquisition and
maintenance of open space
pass
pass
fail
pass
Wiggins
1) All excess revenue
2) All excess revenue to be used for street repair and
maintenance, police protection, snow removal, and other
basic municipal services
3) All excess property tax revenue generated from mill levy
pass
pass
pass
Wiley
1) All excess revenue
pass
Windsor
1) Broad form revenue/spending authorization
2) All excess revenue to be used for new parks acquisition
and development
3) De -Bruce road impact fee
4) Retain and spend all revenues for police, parks & rec.,
and other capital improvement projects.
fail
pass
pass
pass
Winter Park
1) All excess revenue from all sources, except property tax
pass
Woodland Park
1) All excess revenue from all sources
pass
Wray
1) All excess revenue
pass
Yampa
1) General revenue de-Brucing
pass
Yuma
1) All excess revenue
pass
TOTALS*
PASS
31
82
59
82
37
37
24
31
10
7
6
15
5
FAIL
3
9
5
4
4
6
5
6
4
4
4
5
1
TOTALS
34
91
64
86
41
43
29
37
14
11
10
20
6
THIRTEEN -YEAR CUMULATIVE TOTALS:
PASS 426
FAIL 60
TOTAL 486 (87.7% approval rate)
Source: Colorado Municipal League surveys
11
Memo
To: Honorable Mayor and Town Council
Thru: Larry Brooks, Town Manager
From: Justin Hildreth, P.E., Town Engineer
Jeffrey Schneider, P.E., Project Enging5r
Date: April 3, 2008 •
Re: Water Rights and Land Use Policy Discussion
Summary: In 2005, the Town of Avon renegotiated the lease agreement for the administration of all
Avon water rights with the Upper Eagle Regional Water Authority (UERWA). The scope of the lease
agreement includes all areas previously served by Avon Metropolitan District water service, generally
consisting of the Town of Avon boundaries and excluding the Eaglebend Subdivision, Gates and
Folson parcels, and the Village at Avon. During the negotiation process, Town Staff completed an
analysis of water consumption, existing zoning, and future water demand. During this analysis, the
Town reached an agreement with UERWA resulting in the total water available for the Town of Avon
to total 386.03 consumptive acre-feet. This volume of water will serve up to 4,984 Single Family
Eqivalents (SFE's) of domestic water service, of which 4,793 SFEs are allocated to existing
subdivided lots and 191 reserved for future municipal services. At the time, town staff determined
that the Town could supply water to new developments up to the maximum underlying zoning, as
well as redevelopment up to existing zoning.
Since then, Town Staff has required all large developments involving upzoning to provide additional
water rights above those provided by Avon under existing zoning, the most recent example being the
Riverfront Subdivision. Providing adequate and acceptable water rights is a condition of final plat
approval per Avon Municipal Code Section 16.24.140 (7). Mandating that larger development bring
additional water rights does not protect the town from over development within existing zoning. The
water allocation (SFE's) allocated for a given dwelling unit assume a maximum size of 3,000 square
feet. A recent trend in residential construction is to build larger units that require more water than
previously anticipated. This memorandum is to provide an overview of the water supply picture and
serve as a discussion piece for possible policy direction in conjunction with the UERWA.
Previous Council Action: The Avon Town Council approved the Supplemental Water Lease with
the Upper Eagle Regional Water Authority at the July 14, 2005 regular meeting. A copy of the
Supplemental Water Lease is attached as Exhibit A.
Background:
Single Family Equivalents, or SFEs, are the measurement of water consumption used by the Town
of Avon and the UERWA. One SFE is equal to any residential living unit with a kitchen, whether it is
a single-family home, townhome, condominium, or apartment, provided that the unit is below 3,000
square feet. Additional square footage is calculated as pro -rated additional SFEs. An
accommodation unit with an efficiency kitchen is counted as 0.5 SFEs, and a hotel room without any
cooking facilities includes 0.35 SFEs. Commercial properties are separately metered and the SFEs
are based on service line size. Service line sizes are derived from building heights, square footage,
usage, and fire requirements. When new dwelling units are constructed or expanded to over 3,000
square feet, the additional water demand is provided from the Town's allotment for future municipal
uses.
For large developments that initiate the PUD process and propose development beyond underlying
zoning, the PUD process through Avon Municipal Code requires that developers bring additional
water rights to serve the additional units beyond what Avon will serve under existing zoning. An
applicable example is the Riverfront Subdivision. The original water demand served by Avon totaled
202.6 SFEs. The developer's proposal required water consumption of 458.15 SFEs. The developer
of the Riverfront negotiated an agreement with the Town of Avon and the UERWA to supply the
additional density, and the developer was able to secure the additional water rights. The final plat
was subsequently approved and the development is currently under construction.
Discussion:
For large development projects such as the Riverfront Subdivision, town staff calculates water
demand based on unit types and sizes. If the water demand for the proposed project exceeds the
water demand of existing zoning, it is noted in staff comments and becomes a prerequisite to final
plat approval, ensuring that a developer does not initiate a project for which adequate water rights do
not exist. In addition to the Riverfront Subdivision, the Sheraton Mountain Vista also contemplated
increasing unit types and quantities during their most recent PUD amendment application, which
impacted the water demand for the project. The revised water demand was transmitted to the
developer and the developer agreed to provide additional water rights. Large projects usually involve
large developers with the means to acquire water rights, negotiate with the Town and the UERWA,
or provide a 'cash -in -lieu' payment to the UERWA for additional water allocation to the project. The
Sheraton Mountain Vista PUD amendment was withdrawn, so no follow-up is available on that
particular application.
The current procedure of requiring developers to provide additional water rights does not necessarily
function for all projects. It is impractical to require small developers to provide additional water rights
for a small up zoning project, or a project that exceeds allocated water demand but it within existing
zoning. The smaller projects are perfect examples of where a `cash -in -lieu' payment would be
appropriate. Avon could provide water with the currently allotted SFE pool, and the applicant can
reimburse the Town for acquisition of new water rights in the future. Or, the cash -in -lieu deal could
be negotiated directly with the UERWA. Town staff has had preliminary discussions with UERWA
staff about the basic principles of requiring development to provide additional water rights or cash -in -
lieu, but due to the complex, project -specific nature of this potential new policy, additional discussions
are required prior to drafting.
When water demand and allocation was calculated for many areas of Avon, including Wildridge, it
was not contemplated that a large number of units would exceed 3,000 square feet. Since January
of 2005, forty new dwelling units were constructed in Wildridge. Of those forty units, ten units were
less than 3,000 square feet and accounted for one SFE. The remaining thirty units averaged
approximately 3,720 square feet, or 1.24 SFE's. Therefore, in a three year span, new home
construction in Wildridge alone has resulted in an additional 9.6 SFEs worth of water consumption
that directly affects the remaining allotment of SFEs within the town.
Since the water right analysis was performed in 2004, the Town has provided an additional 12.9
SFEs beyond existing zoning entitlements as a combination of new construction and additions in
Wildridge and Mountain Star. A table summarizing the residential construction in Wildridge and
Mountain Star is included as Exhibit B to this memorandum. The 12.9 SFEs was provided from the
191 SFEs allocated for future municipal services, resulting in a future municipal service total of 178.1
SFEs. This is based on the 4,793 SFEs figure determined during lease negotiations as maximum
allowable development under current zoning, and redevelopment of underdeveloped parcels up to
current zoning. SFEs for units in Wildridge and Mountain Star were assumed to be 1.0 and 2.5,
respectively, during the lease negotiations. Actual SFE counts based on actual development have
proven to be approximately 24 percent higher than assumed values, resulting in 24 percent more
water consumption.
• Page 2
As the Town provides additional SFEs to developers in small increments, e.g. large homes in
Wildridge, the Town is providing water from the 191 SFEs previously allocated for future municipal
purposes. If the trend continues unchecked and the Town's municipal SFE supply is fully utilized, it
is conceivable that an undeveloped parcel could not have adequate water allocation in the future.
Not providing water service for existing zoning could be considered a `taking' by the town and could
result in costly litigation and poor public opinion. The Town could possibly acquire additional SFE
allotments from UERWA with existing Water Rights Acquisition funds as they become available, and
could agree to provide development with the additional water for an additional fee that will reimburse
the Town for the water rights expenditures.
As development exceeding initially contemplated water demand continues to occur in the remaining
undeveloped or underdeveloped parcels, the Town will have fewer and fewer SFEs with which to
implement future public projects. As this trend continues, the Town will see further decreases in its
available SFEs. Without a means to recoup the additional SFEs, the town is essentially `giving away'
its water to private developers.
Financial Implications:
An additional water cash -in -lieu fee would increase water fund revenues and increase ability to
secure additional water rights. Currently, the 2008 Budget contains $320,000 for water right
acquisition based on actual costs. A cash -in -lieu fee could also reimburse the Town should the
Town purchase additional water rights as they become available.
Recommendation:
Allow staff to work with UERWA to draft a policy addressing existing development, proposed
upzoning, and `large' unit development within current zoning. This may include negotiating the
purchase of additional consumptive use credits from the UERWA to serve development within Avon.
The additional water could be sold to small developments that exceed their SFE allotment but do not
have the means to negotiate separate water rights augmentations with the UERWA.
Proposed Motion:
N/A — no official council action
Town Manager Comments:
Attachments:
Exhibit A — Supplemental Water Lease
Exhibit B —Wildridge and Mountain Star Water Development 2005-2007
• Page 3
SUPPLEMENTAL WATER LEASE
This Supplemental Water Lease (the "Supplemental Lease") is entered into to be
effective as of the day of 2005, (the "Supplemental Effective Date"), by and
between the Town of Avon (the "Town") as Lessor and the Upper Eagle Regional Water
Authority (the. "Authority") as Lessee..
WHEREAS, an Amended and Restated Water Lease (the "Restated Lease") was entered
into to be effective as of the I5` day of January, 1998, (the "Effective Date"), by and between the
Town and the Authority; and
WHEREAS, under the Restated Lease, the Town leased to the Authority water and water
rights, ditches and ditch rights, wells and groundwater rights, springs and spring rights and
reservoirs and storage rights described as an undivided 77.7% interest in and to certain water
rights more particularly described on Exhibit A attached to the Restated Lease (the "Water
Rights"); and
WHEREAS, the Restated Lease states that it includes 348.17 consumptive acre-feet
(77.7%) of the 448 consumptive acre-feet quantified in the augmentation plan decreed on August
14, 1980 in Case No. W-3664, Water Division No. 5, as amended in the augmentation plan
decreed on September 7, 1988 in Case No. 84CW225, Water Division No. 5; and
WHEREAS, the town now desires to supplement the water rights and other interests that
are leased under the Restated Lease by leasing to the Authority the remaining undivided 22.3%
interest in and to the water rights and the remaining 99.83 consumptive acre-feet (22.3%) of the
448 consumptive acre-feet that were described on Exhibit A to the Restated Lease (the
"Supplemental Water Rights"); and
WHEREAS, the Parties now desire to clarify the effect of the Restated Lease, as
supplemented by this Supplemental Lease;
NOW, THEREFORE, in consideration of the premises and other good and valuable
consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as
follows:
1. The Restated Lease remains in full force and effect as supplemented by this
Supplemental Lease.
2. The Town hereby leases to the Authority the water and water rights, ditches and
ditch rights, wells and groundwater rights, springs and spring rights, and reservoirs and storage
rights described on the attached Exhibit A (the "Supplemental Water Rights"). The terms and
conditions of the Restated Lease and the terms and conditions of this Supplemental Lease shall
apply to the Water Rights and the Supplemental Water Rights. In addition, the Authority and the
Town agree as follows:
3. The total 448 consumptive acre-feet leased to the Authority under the Restated
Lease and this Supplemental Lease are adequate on an average annual basis to replace lake
evaporation of 42.39 acre-feet, to provide a maximum of 19.58 acre-feet of consumptive use for
non -potable irrigation within the Town and to provide water service to all development within
the Town's Augmentation Plan area covered by Case Nos. W-3664 and 84CW225 up to 4,984
SFE's. References to "SFE's" herein are to an SFE as defined in Section 2.31 of the Rules and
Regulations for Water and Sewer Service, Eagle River Water Sanitation District/Upper Eagle
Regional Water Authority, Revised 01/28/04 and include the definitions in Sections 2.1, 2.13.
2.25, and the fractional SFE equivalents for residential units (L0 plus .pro -rated.. additions over.
3,000 square feet), efficiency units (0.50 SFE), accommodation units (0.35 SFE), expansions or
remodels, and commercial equivalents based on meter size that are contained in the Schedule of
Fees and Charges for the Town of Avon, Effective January 1, 2005, that are attached to the Rules
and Regulations for Water and Sewer Service, as Appendix A:
4. In the event the water level in Benchmark Lake is drawn down in some future
year or years for maintenance or repair of the structure or facility or for any other cause, the
Town may use the Water Rights and the Supplemental Water Rights that are not being used for
the then current level of municipal service, lake evaporation and non -potable irrigationstated in
Paragraph 3, above, to fill Benchmark Lake.
IN WITNESS WHEREOF, the Parties hereto have caused this Lease to be executed in
their corporate names, all by the proper officers duly authorized thereto, to be effective as of the
Effective Date, but actual execution having been completed on the fl -r day of
, 2005.
UPPER EAGLE REGIONAL WATER
AUTHORITY
B
)1", , , Chairman
TOWN OF AVON
2
EXHIBIT A
Supplemental Water Rights
Town of Avon
An undivided 22.3% interest in the following water rights; .as changed; • quantified,..
exchanged, and/or augmented in Case Nos. W-3664, 80CW64, 84CW225, 85CW612,
86CW200, 92CW291, 94CW22, 99CW 172, 00CW083, and 01 CW015, all in Water Division No.
5:
(a) Metcalf Ditch, priority no. 146, in the amount of 6.0 cfs, decreed on March 5,
1901, in Case No. CA 385, Water Division No. 5.
(b) Metcalf Ditch 1St enlargements, priority no. 415, in the amount of 4.07 cfs and 0.8
cfs, decreed on October 3, 1936, in Case No. CA 963, Water Division No. 5.
(c) Metcalf Ditch 2nd Enlargement, priority no. 528, in the amount of 9.13 cfs,
decreed on July 23, 1958, in Case No. CA 1193, Water Division No. 5.
(d) Nottingham & Puder Ditch, priority no. 148, in the amount of 2.5 of the 10.00 cfs,
decreed on March 5, 1901, in Case No. CA 385, Water Division No. 5.
(e) Nottingham & Puder Ditch 1$` Enlargements, priority no. 377, in the amounts of
1.0 and 2.21 of the 4.42 cfs, decreed on October 3, 1936, in Case No. CA 963, Water Division
No. 5.
(f) Nottingham & Puder Ditch (CAC No. 1), priority no. 377, in the amounts of 1.28
and 1.0 cfs, decreed on October 3, 1936, in Case No. CA 963, Water Division No. 5.
(g) Nottingham & Puder Ditch .(CAC No. 2), priority no. 399, in the amount of 5.0
cfs, decreed on October 3, 1936, in Case No. CA 963, Water Division No. 5.
(h) Nottingham & Puder Ditch (Grace Park), priority no. 530, in the amount of 0.5
efs, decreed on July 23, 1958, in Case No. CA 1193, Water Division No. 5.
(i) Nottingham & Puder Ditch Pump & Pipeline, priority no. 527, in the amount of
4.235 of the 13.58 cfs, decreed on July 23, 1958, in. Case No. CA 1193, Water Division No. 5.
(j) Hurd Ditch, priority no. 147, in the amount of 2.0 cfs, decreed on. March 5, 1901,
in Case No. CA 385, Water Division No. 5.
(k) Johnson & Howard Ditch .1St Enlargement, priority no. 350, in the amount of 0.28
cfs, decreed on May 21, 1920, in Case No. CA 734, Water Division No. 5.
(I) Johnson & Howard Ditch 2nd Enlargement, priority no. 424, in the amount of 5.93
cfs, decreed on October 3, 1936, in Case No. CA 963, Water Division No. 5.
1
(m) Johnson & Howard Ditch 3rd Enlargement, priority no. 535, in the amount of 2.8
cfs, decreed on July 23, 1958, in Case No. CA 1193, Water Division No. 5.
2. H.A. Nottingham and Sons, Inc. Water Treatment and Storage Project, in the
amount of 3 cfs, decreed on December 31, 1971; in Case No: W-327, Water Division No. 5.
3. Nottingham Domestic Pipeline, in the amount of 1 cfs of the 3.0 cfs decreed on
December 31, 1973, in Case No. W-2130, Water Division No. 5.
4.. Avon Metropolitan Municipal Water System, in the amount of 5.0 cfs, decreed on
December 31, 1977, in Case No. W-3666, Water Division No. 5.
5. Avon Metropolitan Municipal Water System Ist Enlargement, in the amount of
5.0 cfs, decreed on December 31, 1984, in Case No. 84CW225, Water Division No. 5.
6. The Augmentation Plan decreed on August 14, 1980, in Case No. W-3664, Water
Division No. 5, insofar as it relates to 99.83 consumptive acre-feet (22.3%) of the 448.0
consumptive acre-feet quantified therein that are associated with the water rights described in
paragraphs 1(a) through (m) above, and including the other rights and benefits of the
augmentation plan decreed therein, as amended in the augmentation plan decreed on September
7, 1988, in Case No. 84CW225, Water Division No. 5.
Exhibit B
Wildridge and Mountain Star Water Development 2005 - 2007
New Construction - Wildridge and Mountain Star 2005 - 2007
Year
Subdivision
Street Addresss
Actual
SFEs
Originally
Estimated
SFEs
Difference
2005
Wildridge
2520 Old Trail Road UC
1
1
0
Wildridge
3055 Wildridge Road
1.5
1
0.5
Wildridge
2360 Old Trail. Road UA
1
1
0
Wildridge
2360 Old Trail Road UB
1
1
0
Wildridge
5107 Longsun Lane EU
1.3
1
0.3
Wildridge
5107 Longsun Lane WU
1.3
1
0.3
Wildridge
5650 Wildridge Road E EU
1.1
1
0.1
Wildridge
5650 Wildridge Road E WU
1.2
1
0.2
Wildridge
5039 Wildridge Road E
1.5
1
0.5
Wildridge
5491 Wildridge Road E
1.2
1
0.2
Wildridge
5209 Longsun Lane
1.1
1
0.1
Mountain Star
0044 Jasmine
2.2
2.5
-0.3
Mountain Star
0084 Wild Rose
2.2
2.5
-0.3
Mountain Star
1305 Wildwood Road
2.6
2.5
0.1
Mountain Star
0114 Wood Violet
2.6
2.5
0.1
2006
Wildridge
1031 Wildwood Road UA
1
1
0
Wildridge
1031 Wildwood Road UB
1
1
0
Wildridge
1031 Wildwood Road UC
1
1
0
Wildridge
1031 Wildwood Road UD
1
1
0
Wildridge
1031 Wildwood Road UE
1
1
0
Wildridge
1031 Wildwood Road OF
1
1
0
Wildridge
5651 Wldridge Road E
1.3
1
0.3
Wildridge
5101 Longsun Lane EU
1.3
1
0.3
Wildridge
5101 Longsun Lane WU
1.3
1
0.3
Wildridge
5070 Wildridge Road E UA
1.5
1
0.5
Wildridge
5070 Wildridge Road E UB
1.3
1
0.3
Wildridge
5581 Coyote Ridge
1.6
1
0.6
Wildridge
4235 Wildridge Road UA
1.4
1
0.4
Wildridge
4235 Wildridge Road UB
1.1
1
0.1
Mountain Star
0086 Blue Flax
3.3
2.5
0.8
2007
Wildridge
2510A Old Trail Road
1.2
1
0.2
Wildridge
2510B Old Trail Road
1.2 '
1
0.2
Wildridge
2510C Old Trail Road
1.3
1
0.3
Wildridge
5750 Wildridge Rd. East A
1.4
1
0.4
Wildridge
5750 Wildridge Rd. East B
1.5
1
0.5
Wildridge
5201 Longsun Lane
1.3
1
0.3
Wildridge
5203 Longsun Lane
1.4
1
0.4
Wildridge
5786 Wildridge Rd E UB
1.4
1
0.4
Wildridge
5786 Wildridge Rd E UA
1.4
1
0.4
Wildridge
2661 Bear Trap UB
1.2
1
0.2
Wildridge
2661 Bear Trap UA
1.4
1
0.4
Wildridge
5691 Wildridge Rd E UB
1.1
1
0.1
Wildridge
5691 Wildridge Rd E UA
1.5
1
0.5
Wildridge
2160 Long Spur WU
1.3
1
0.3
Wildridge
2160 Long Spur EU
1
1
0
Mountain Star
108 Primrose
3.1
2.5
0.6
Mountain Star
104 Rabbit Brush
3.2
2.5
0.7
Total SFEs for New Construction 68.8 57.5 11.3
Wildridge Contribution to SFEs over Allotment
Mountain Star Contribution to SFEs over Allotment
9.6
1.7
For Internal Use Only
Page 1 of 2
Exhibit B
Wildridge and Mountain Star Water Development 2005 - 2007
Average Wildridge SFEs, new Dwelling Units 2005 - 2007 1.24
Average Mountain Star SFEs, new Dwelling Units 2005 - 2007 2.74
Additions Over 3,000 Sq. Ft. (Wildridge/Mountain Star 2005 - 2007)
Subdivision
Street Address
Additional
SFEs
Mountain Star
0132 Shooting Star
0.5
Wild ridge
5723 Wildridge Rd E
0.1
Wildridge
5135 Longsun Ln UB
0.4
Wild ridge
5796 Wildridge Rd E
0.3
Wild ridge
5762 Wildridge Road E WU
0.3
Total 1.6
Total Addtitional SFEs 2005 - 2007
12.9
For Internal Use Only Page 2 of 2