PSA for Owner's Representative Services - Avondale Apts2023 Professional
Service Agreement
For Owner's Representative Services
(“Avondale Apartments – Lot 5 Employee Housing”)
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) dated as of July 26, 2023, is entered into
by and between Dynamic Program Management, LLC, a Limited Liability Company of the State of
Colorado, whose business address is PO Box 726, Eagle, CO 81631, (“Contractor”) and the Town of
Avon, Colorado, a home rule municipality of the State of Colorado (“Town” and, together with the
Contractor, “Parties”).
RECITALS AND REPRESENTATIONS
WHEREAS, the Town desires to have performed certain professional services as described in this
Agreement; and
WHEREAS, the Contractor represents that the Contractor has the skill and ability to perform the services
described in this Agreement and within the deadlines provided by the Agreement; and
WHEREAS, the Town desires to engage the Contractor to provide the services described in this Agreement
subject to the terms and conditions of the Agreement.
NOW, THEREFORE, in consideration of the benefits and obligations of this Agreement, the Parties mutually
agree as follows:
1. SERVICES AND CONTRACTOR PERFORMANCE
1.1. Services and Work Product. As directed by and under the supervision of the Town Manager for
the Town of Avon, the Contractor shall provide the Town with the services described in Exhibit A,
attached hereto and incorporated herein (“Services”). For purposes of this Agreement, “Work Product”
shall consist of deliverables and/or product to be created, provided, or otherwise tendered to the Town as
described in the Services.
1.2. Changes to Services. At any time, the Town may request a change or changes in the Services.
Any changes that are mutually agreed upon between the Town and the Contractor shall be made in writing
and upon execution by both Parties shall become an amendment to the Services described in this
Agreement. To be effective, any written change must be signed by the Contractor and by the Avon Town
Council (“Town Council”).
1.3. Independent Contractor. The Contractor shall perform the Services as an independent
contractor and shall not be deemed by virtue of this Agreement to have entered into any partnership, joint
venture, employer/employee, or other relationship with the Town other than as a contracting party and
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independent contractor. The Town shall not be obligated to secure, and shall not provide, any insurance
coverage or employment benefits of any kind or type to or for the Contractor or the Contractor’s employees,
sub-consultants, contractors, agents, or representatives, including coverage or benefits related but not
limited to: local, state, or federal income or other tax contributions; insurance contributions (e.g., FICA);
workers’ compensation; disability, injury, or health; professional liability insurance, errors, and omissions
insurance; or retirement account contributions.
1.4. Standard of Performance. In performing the Services, the Contractor shall use that degree of
care, skill, and professionalism ordinarily exercised under similar circumstances by members of the same
profession practicing in the State of Colorado. Contractor represents to the Town that the Contractor is,
and its employees performing such Services are, properly licensed and/or registered within the State of
Colorado for the performance of the Services (if licensure and/or registration is required by applicable law)
and that the Contractor and employees possess the skills, knowledge, and abilities to competently, timely,
and professionally perform the Services in accordance with this Agreement.
1.5. Safety. When and to the extent that Contractor or any of its employees, agents, or subcontractors
are working under the terms of this Agreement, Contractor will comply, and cause all its employees,
agents, and subcontractors to comply, with applicable safety rules and security requirements.
1.6. Qualified Personnel. Contractor will make available all qualified contractors and clerical
personnel necessary to fulfill its obligations under this Agreement. Prior to commencement of work,
Contractor will provide Town with the names of all Contractor personnel and their then current hourly rates,
if applicable, whose services are to be employed in performance of the Services. Removal or re-
assignment of personnel by Contractor will only be done with prior written approval of Town.
1.7. Removal of Personnel by Town. Town may, in its discretion, require Contractor to dismiss from
performance of the Services any personnel of Contractor or any subcontractor for any reason, effective
upon written notice from Town of such dismissal. Town will not be required to pay salary, or any other
costs associated with dismissed personnel effective upon Contractor’s receipt of notice to dismiss from
Town.
1.8. Representations and Warranties. Contractor represents and warrants that the Services will be
performed in a manner consistent with other reasonable professionals providing similar services under
similar circumstances. Contractor will complete the Services in accordance with the Agreement and
applicable United States laws, regulations, ordinances, and codes in existence at the time the Agreement is
executed.
1.9. Maintenance of and Access to Records. Contractor will maintain detailed records of all matters
relating to the Services during the term of the Agreement and for a period after its cancellation or
termination of not less than five (5) years. Town will have the right to copy and audit during regular
business hours all records of any kind which in any way related to the Services, whether created before,
during, or after the termination of this Agreement. Access to such records will be provided to Town at no
cost.
1.10. Colorado Open Records Act. The parties understand that all material provided or produced
under this Agreement may be subject to the Colorado Open Records Act, § 24-72-201, et seq., C.R.S. In
the event of the filing of a lawsuit to compel such disclosure, the Town shall inform the Contractor and will
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tender all such material to the court for judicial determination of the issue of disclosure and the Contractor
agrees to intervene in such lawsuit to protect and assert its claims of privilege and against disclosure of
such material or waive the same
1.11. Disclosure of Adverse Information. Contractor will promptly disclose to Town any and all
information which Contractor may learn, or which may have a material adverse impact on the Services or
the Work Product or Town’s ability to utilize the Work Product in the manner and for the purpose for which
the Work Product is intended.
2. COMPENSATION
2.1. Commencement of and Compensation for Services. Following execution of this Agreement by
the Town, the Contractor shall be authorized to commence performance of the Services as described in
Exhibit A subject to the requirements and limitations on compensation as provided by this Section 2.0
COMPENSATION and its Sub-Sections.
A. For Time and Materials Task Orders. The CONTRACTOR shall perform the Services and shall
invoice the TOWN for work performed based on the rates described in Exhibit B.
B. Reimbursable Expenses. The following shall be considered “Reimbursable Expenses” for
purposes of this Agreement and may be billed to the Town without administrative mark-up but
which must be accounted for by the Contractor and proof of payment shall be provided by the
Contractor with the Contractor’s monthly invoices:
• Vehicle Mileage (billed at not more than the prevailing per-mile charge permitted by the Internal
Revenue Service as a deductible business expense)
• Printing and Photocopying Related to the Services
• Charges incidental to securing needed information (e.g., charges imposed to obtain recorded
documents)
• Postage and Delivery Services
• Lodging and Meals (only with prior written approval of the Town as to dates and maximum
amount permitted)
C. Non-reimbursable Costs, Charges, Fees, or Other Expenses. Any fee, cost, charge, penalty,
or expense incurred by the Contractor not otherwise specifically authorized by this Agreement shall
be deemed a non-reimbursable cost and shall be borne by the Contractor and shall not be billed or
invoiced to the Town and shall not be paid by the Town.
D. Increases in Compensation or Reimbursable Expenses. Any increases or modification of
compensation or Reimbursable Expenses shall be subject to the approval of the Town and shall be
made only by written amendment of this Agreement executed by both Parties.
2.2. Payment Processing. The Contractor shall submit invoices and requests for payment in a form
acceptable to the Town. Invoices shall not be submitted more often than once each month unless
otherwise approved by this Agreement or in writing by the Town. Unless otherwise directed or accepted by
the Town, all invoices shall contain sufficient information to account for all Contractor time (or other
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appropriate measure(s) of work effort) and all authorized Reimbursable Expenses for the Services during
the stated period of the invoice. Following receipt of a Contractor’s invoice, the Town shall promptly review
the Contractor’s invoice.
2.3. Town Dispute of Invoice or Invoiced Item(s). The Town may dispute any Contractor time,
Reimbursable Expense, and/or compensation requested by the Contractor described in any invoice and
may request additional information from the Contractor substantiating any and all compensation sought by
the Contractor before accepting the invoice. When additional information is requested by the Town, the
Town shall advise the Contractor in writing, identifying the specific item(s) that are in dispute and giving
specific reasons for any request for information. The Town shall pay the Contractor within forty-five (45)
days of the receipt of an invoice for any undisputed charges or, if the Town disputes an item or invoice and
additional information is requested, within thirty (30) days of acceptance of the item or invoice by the Town
following receipt of the information requested and resolution of the dispute. To the extent possible,
undisputed charges within the same invoice as disputed charges shall be timely paid in accordance with
this Agreement. Payment by the Town shall be deemed made and completed upon hand delivery to the
Contractor or designee of the Contractor or upon deposit of such payment or notice in the U.S. Mail,
postage prepaid, addressed to the Contractor.
3. CONTRACTOR’S GENERAL RESPONSIBILITIES
3.1. The Contractor shall become fully acquainted with the available information related to the Services.
The Contractor is obligated to affirmatively request from the Town such information that the Contractor,
based on the Contractor’s professional experience, should reasonably expect is available and which would
be relevant to the performance of the Services.
3.2. The Contractor shall perform the Services in accordance with this Agreement and shall promptly
inform the Town concerning ambiguities and uncertainties related to the Contractor’s performance that are
not addressed by the Agreement.
3.3. The Contractor shall provide all the Services in a timely and professional manner.
3.4. The Contractor shall promptly comply with any written Town request from the Town or any of the
Town’s duly authorized representatives to reasonably access and review any books, documents, papers,
and records of the Contractor that are pertinent to the Contractor’s performance under this Agreement for
the purpose of the Town performing an audit, examination, or other review of the Services.
3.5. The Contractor shall comply with all applicable federal, state, and local laws, ordinances,
regulations, and resolutions.
3.6. The Contractor shall be responsible at the Contractor’s expense for obtaining, and maintaining in a
valid and effective status, all licenses and permits necessary to perform the Services unless specifically
stated otherwise in this Agreement.
3.7. Scope of Authority
a. Contractor shall have no liability or responsibility to Owner or any third party (i)
by reason of the failure on the part of Owner’s architects, engineers, contractors (not including Contractor
or Contractor's agents, representatives, officers or employees), or subcontractors (not including
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Contractor's subcontractors) to furnish required labor, materials, supplies or services in accordance with
their respective contracts, obligations or undertakings, or (ii) for any defect or omission in plans and
specifications for the Project, or (iii) for any negligent act or omission, breach of contract, malfeasance or
malpractice of Owner’s architects, engineers, contractors (not including Contractor or Contractor's agents,
representatives, officers or employees), or subcontractors (not including Contractor's subcontractors) on
the Project; provided nothing herein shall be deemed to modify or abrogate in any manner the duties and
responsibilities of Contractor set forth in Paragraph 1.1 of this Agreement.
b. Contractor shall in no event be obligated or liable for the duties or responsibilities
of the general contractor or design-build contractor.
c. All contracts for labor, materials or services to be furnished in connection with the
Project shall be made in the name of the Owner (and, subject to compliance with the provisions hereof,
shall be executed by Owner), and Owner shall be responsible for all payments required to be made
hereunder.
4. TERM AND TERMINATION
4.1. Term. The provision of services under this Agreement shall commence on July 10, 2023 (the
“Effective Date”) and will terminate on December 31, 2023 (cumulatively, the “Term”); provided, however,
under no circumstances will the Term exceed the end of the current Town Fiscal year (January 1 –
December 31). The Contractor understands and agrees that the Town has no obligation to extend this
Agreement’s Term or contract for the provision of any future services, and makes no warranties or
representations otherwise. Notwithstanding the foregoing; the Parties may mutually agree in writing to the
monthly extension of this Agreement for up to twelve (12) consecutive calendar months if such extension is
approved by the Town Council and the Contractor and such extension do not alter or amend any of the
terms or provisions of this Agreement.
4.2. Continuing Services Required. The Contractor shall perform the Services in accordance with
this Agreement commencing on the Effective Date until such Services are terminated or suspended in
accordance with this Agreement. The Contractor shall not temporarily delay, postpone, or suspend the
performance of the Services without the written consent of the Town Council.
4.3. Town Unilateral Termination. This Agreement may be terminated by the Town for any or no
reason upon written notice delivered to the Contractor at least ten (10) days prior to termination. In the
event of the Town’s exercise of the right of unilateral termination as provided by this paragraph:
A. Unless otherwise provided in any notice of termination, the Contractor shall provide no further
services in connection with this Agreement after receipt of a notice of termination; and
B. All finished or unfinished documents, data, studies, and reports prepared by the Contractor
pursuant to this Agreement shall be delivered by the Contractor to the Town and shall become the
property of the Town, subject to the ownership restrictions in Section 6.0 of this Agreement; and
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C. The Contractor shall submit to the Town a final accounting and final invoice of charges for all
outstanding and unpaid Services and Reimbursable Expenses performed prior to the Contractor’s
receipt of notice of termination and for any services authorized to be performed by the notice of
termination as provided by Sub-Section 4.3(A) above. Such final accounting and final invoice
shall be delivered to the Town within thirty (30) days of the date of termination; thereafter, no other
invoice, bill, or other form of statement of charges owing to the Contractor shall be submitted to or
accepted by the Town.
4.4. Termination for Non-Performance. Should a party to this Agreement fail to materially perform in
accordance with the terms and conditions of this Agreement, this Agreement may be terminated by the
performing party if the performing party first provides written notice to the non-performing party which notice
shall specify the non-performance, provide both a demand to cure the non-performance and reasonable
time to cure the non-performance and state a date upon which the Agreement shall be terminated if there is
a failure to timely cure the non-performance. For purposes of this Sub-Section 4.4, “reasonable time” shall
be not less than five (5) business days. In the event of a failure to timely cure a non-performance and upon
the date of the resulting termination for non-performance, the Contractor shall prepare a final accounting
and final invoice of charges for all performed but unpaid Services and authorized Reimbursable Expenses.
Such final accounting and final invoice shall be delivered to the Town within fifteen (15) days of the date of
termination; thereafter, no other invoice, bill, or other form of statement of charges owing to the Contractor
shall be submitted to or accepted by the Town. Provided that notice of non-performance is provided in
accordance with this Sub-Section 4.4, nothing in this Sub-Section 4.4 shall prevent, preclude, or limit any
claim or action for default or breach of contract resulting from non-performance by a Party.
4.5. Unilateral Suspension of Services. The Town may suspend the Contractor’s performance of the
Services at the Town's discretion and for any reason by delivery of written notice of suspension to the
Contractor which notice shall state a specific date of suspension. Upon receipt of such notice of
suspension, the Contractor shall immediately cease performance of the Services on the date of suspension
except: (1) as may be specifically authorized by the notice of suspension (e.g., to secure the work area
from damage due to weather or to complete a specific report or study); (2) for the submission of an invoice
for Services performed prior to the date of suspension in accordance with this Agreement or (3) as required
by law.
4.6. Reinstatement of Services Following Town’s Unilateral Suspension. The Town may at its
discretion direct the Contractor to continue performance of the Services following suspension. If such
direction by the Town is made within thirty (30) days of the date of suspension, the Contractor shall
recommence performance of the Services in accordance with this Agreement. If such direction to
recommence suspended Services is made more than thirty-one (31) days following the date of suspension,
the Contractor may elect to: (1) provide written notice to the Town that such suspension is considered a
unilateral termination of this Agreement pursuant to Sub-Section 4.3; or (2) recommence performance in
accordance with this Agreement; or (3) if suspension exceeded sixty (60) consecutive days, request from
the Town an equitable adjustment in compensation or a reasonable re-start fee and, if such request is
rejected by the Town, to provide written notice to the Town that such suspension and rejection of additional
compensation is considered a unilateral termination of this Agreement pursuant to Sub-Section 4.3.
Nothing in this Agreement shall preclude the Parties from executing a written amendment or agreement to
suspend the Services upon terms and conditions mutually acceptable to the Parties for any period of time.
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4.7. Delivery of Notice of Termination. Any notice of termination permitted by this Section 4.0 TERM AND TERMINATION and its subsections shall be addressed to the persons identified in Section 9.17
herein and at the addresses provided therein or such other address as either party may notify the other of
and shall be deemed given upon delivery if personally delivered, or forty-eight (48) hours after deposited in
the United States mail, postage prepaid, registered or certified mail, return receipt requested.
5. INSURANCE
5.1. Insurance Generally. The Contractor shall obtain and shall continuously maintain during the
Term of this Agreement insurance of the kind and in the minimum amounts specified in this Sub-Section
5.1. The Required Insurance shall be procured and maintained with insurers with an A- or better rating as
determined by Best’s Key Rating Guide. All Required Insurance shall be continuously maintained to cover
all liability, claims, demands, and other obligations assumed by the Contractor.
The Contractor shall secure and maintain the following (“Required Insurance”):
A. Worker’s Compensation Insurance in the minimum amount required by applicable law for all
employees and other persons as may be required by law. Such policy of insurance, if any, shall be
endorsed to include the Town as a Certificate Holder.
B. Comprehensive General Liability insurance with minimum combined single limits of One Million
Dollars ($1,000,000.00) Dollars for each occurrence and of Two Million Dollars ($2,000,000.00)
aggregate. The policy shall be applicable to all premises and all operations of the Contractor. 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. The policy shall contain
a severability of interests provision. Coverage shall be provided on an “occurrence” basis as
opposed to a “claims made” basis. Such insurance shall be endorsed to name the Town as
Certificate Holder and name the Town, and its elected officials, officers, employees, and agents as
additional insured parties.
C. Comprehensive Automobile Liability insurance with minimum combined single limits for bodily
injury of not less than of One Hundred Thousand Dollars ($100,000.00) each person and each
accident and for property damage of not less than Fifty Thousand Dollars ($50,000.00) each
accident with respect to each of the Contractor’s owned, hired and non-owned vehicles assigned to
or used in performance of the Services. The policy shall contain a severability of interests
provision. Such insurance coverage must extend to all levels of subcontractors. Such coverage
must include all automotive equipment used in the performance of the Agreement, both on the
work site and off the work site, and such coverage shall include non-ownership and hired cars
coverage. Such insurance shall be endorsed to name the Town as Certificate Holder and name
the Town, and its elected officials, officers, employees, and agents as additional insured parties.
D. Professional Liability (errors and omissions) Insurance with a minimum limit of coverage of One
Million Dollars ($1,000,000.00) per claim and annual aggregate. Such policy of insurance shall be
obtained and maintained for one (1) year following completion of all Services under this
Agreement. Such policy of insurance shall be endorsed to include the Town as a Certificate
Holder.
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5.2. Additional Requirements for All Policies. In addition to specific requirements imposed on
insurance by this Section 5.0 INSURANCE and its subsections, insurance shall conform to all of the
following:
A. For Required Insurance and any other insurance carried by Contractor (“Contractor Insurance”),
all policies of insurance shall be primary insurance, and any insurance carried by the Town, its
officers, or its employees shall be excess and not contributory insurance to that provided by the
Contractor; provided, however, that the Town shall not be obligated to obtain or maintain any
insurance whatsoever for any claim, damage, or purpose arising from or related to this Agreement
and the Services. The Contractor shall not be an insured party for any Town-obtained insurance
policy or coverage.
B. For both Required Insurance and Contractor Insurance, the Contractor shall be solely responsible
for any deductible losses.
C. For Required Insurance, no policy of insurance shall contain any exclusion for bodily injury or
property damage arising from completed operations.
D. For Required Insurance, every policy of insurance shall provide that the Town will receive notice no
less than thirty (30) days prior to any cancellation, termination, or a material change in such policy.
5.3. Failure to Obtain or Maintain Insurance. The Contractor’s failure to obtain and continuously
maintain policies of insurance in accordance with this Section 5.0 INSURANCE and its subsections shall
not limit, prevent, preclude, excuse, or modify any liability, claims, demands, or other obligations of the
Contractor arising from performance or non-performance of this Agreement. Failure on the part of the
Contractor to obtain and to continuously maintain policies providing the required coverage, conditions,
restrictions, notices, and minimum limits shall constitute a material breach of this Agreement upon which
the Town may immediately terminate this 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 Contractor to the Town immediately upon
demand by the Town, or at the Town’s sole discretion, the Town may offset the cost of the premiums
against any monies due to the Contractor from the Town pursuant to this Agreement.
5.4. Insurance Certificates. Prior to commencement of the Services, the Contractor shall submit to
the Town applicable certificates of insurance for all Required Insurance. Insurance limits, terms of
insurance, insured parties, and other information sufficient to demonstrate conformance with this Section
5.0 INSURANCE and its subsections shall be indicated on each certificate of insurance. Certificates of
insurance shall reference the “Project Name” as identified on the first page of this Agreement. The Town
may request, and the Contractor shall provide within three (3) business days of such request a current
certified copy of any policy of Required Insurance and any endorsement of such policy. The Town may, at
its election, withhold payment for Services until the requested insurance policies are received and found to
be in accordance with the Agreement.
6. OWNERSHIP OF DOCUMENTS
6.1. Work Product is Property of Town. Upon complete payment for services rendered, the Work
Product, as defined in Sub-Section 1.1, shall be deemed work made for hire and made in the course of
Services performed under this Agreement and will be the exclusive property of the Town. Town will have
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unlimited right to make, have made, use, reconstruct, repair, modify, reproduce, publish, distribute the Work
Product, in whole or in part, or combine the Work Product with other matter, or not use the Work Product at
all, as it sees fit. Any reuse of the Work Product produced under this Agreement for any purpose not
directly related to this Agreement will be at the sole risk of Town.
6.2. Obligations of Contractor’s Personnel and Subcontractors. Contractor warrants it has
enforceable written agreements with all of its personnel and subcontractors to be involved in performing the
Services that:
A. assign to Contractor ownership of all patents, copyrights, and other proprietary rights created in the
course of their employment or engagement; and
B. obligate such personnel or subcontractors, as the case may be, upon terms and conditions no less
restrictive than are contained in this Section 6.0 OWNERSHIP OF DOCUMENTS, not to use or
disclose any proprietary rights or information learned or acquired during the course of such
employment or engagement including, without limitation, any Work Product, all Contractor property
and any other information pursuant to this Section 6.0 OWNERSHIP OF DOCUMENTS.
6.3. Assignment of Proprietary Rights. To the extent that any title to any Work Product may not, by
operation of law, vest in Town, or such Work Product may not be considered to be work made for hire.
6.4. Town Furnished Information. Title to all materials and all documentation furnished by the Town
to Contractor will remain in the Town. Contractor will deliver to the Town any all Work Products and
property, including copies thereof on whatever media rendered, upon the first to occur of:
A. the Town’s written request; or
B. completion of the Services under this Agreement; or
C. termination of this Agreement.
6.5. The Contractor waives any right to prevent its name from being used in connection with the
Services.
7. CONFLICT OF INTEREST
The Contractor shall refrain from providing services to other persons, firms, or entities that would create a
conflict of interest for the Contractor with regard to providing the Services pursuant to this Agreement. The
Contractor shall not offer or provide anything of benefit to any Town official or employee that would place
the official or employee in a position of violating the public trust as provided by C.R.S. §24-18-109, as
amended, the Avon Town Code of Ethics, as amended or the Town’s ethical principles.
8. REMEDIES
In addition to any other remedies provided for in this Agreement, and without limiting its remedies available
at law, the Town may exercise the following remedial actions if the Contractor substantially fails to perform
the duties and obligations of this Agreement. Substantial failure to perform the duties and obligations of
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this Agreement shall mean a significant, insufficient, incorrect, or improper performance, activities, or
inactions by the Contractor. The remedial actions include:
8.1. Suspend the Contractor’s performance pending necessary corrective action as specified by the
Town without the Contractor’s entitlement to an adjustment in any charge, fee, rate, price, cost, or
schedule; and/or
8.2. Withhold payment to the Contractor until the necessary services or corrections in performance are
satisfactorily completed; and/or
8.3. Deny payment for those services which have not been satisfactorily performed, and which, due to
circumstances caused by the Contractor, cannot be performed, or if performed would be of no value to the
Town; and/or
8.4. Terminate this Agreement in accordance with this Agreement.
The foregoing remedies are cumulative and the Town, in its sole discretion, may exercise any or all of the
remedies individually or simultaneously.
9. MISCELLANEOUS PROVISIONS
9.1. No Waiver of Rights. A waiver by any Party to this Agreement of the breach of any term or
provision of this Agreement shall not operate or be construed as a waiver of any subsequent breach by
either Party. The Town’s approval or acceptance of, or payment for, services shall not be construed to
operate as a waiver of any rights or benefits to be provided under this Agreement. No covenant or term of
this Agreement shall be deemed to be waived by the Town except in writing signed by the Town Council or
by a person expressly authorized to sign such waiver by resolution of the Town Council of the Town of
Avon, and any written waiver of a right shall not be construed to be a waiver of any other right or to be a
continuing waiver unless specifically stated.
9.2. No Waiver of Governmental Immunity. Nothing in this Agreement shall be construed to waive,
limit, or otherwise modify any governmental immunity that may be available by law to the Town, its officials,
employees, contractors, or agents, or any other person acting on behalf of the Town and, in particular,
governmental immunity afforded or available pursuant to the Colorado Governmental Immunity Act, Title
24, Article 10, Part 1 of the Colorado Revised Statutes.
9.3. Affirmative Action. Contractor will not discriminate against any employee or applicant for
employment because of race, color, religion, sex, or national origin. Contractor will take affirmative action
to ensure applicants are employed, and employees are treated during employment without regard to their
race, color, religion, sex, or national origin. Such action shall include, but not be limited to the following:
employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination;
rates of pay or other forms of compensation; and selection for training, including apprenticeship.
9.4. Americans with Disabilities Act. Contractor understands and agrees that no individual with a
disability shall, on the basis of the disability, be excluded from participation in this contract or from activities
provided for under this contract. As a condition of accepting and executing this contract, the Contractor
agrees to comply with the “General Prohibitions Against Discrimination,” 28 C.F.R. §35.130, and all other
regulations promulgated under Title II of The Americans with Disabilities Act.
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9.5. Binding Effect. The Parties agree that this Agreement, by its terms, shall be binding upon the
successors, heirs, legal representatives, and assigns; provided that this Section 9.5 shall not authorize
assignment.
9.6. No Third-Party Beneficiaries. Nothing contained in this Agreement is intended to or shall create
a contractual relationship with, cause of action in favor of, or claim for relief for, any third party, including
any agent, sub-consultant, or sub-contractor of Contractor. Absolutely no third-party beneficiaries are
intended by this Agreement. Any third-party receiving a benefit from this Agreement is an incidental and
unintended beneficiary only.
9.7. Article X, Section 20/TABOR. The Parties understand and acknowledge that the Town is subject
to Article X, § 20 of the Colorado Constitution (“TABOR”). The Parties do not intend to violate the terms
and requirements of TABOR by the execution of this Agreement. It is understood and agreed that this
Agreement does not create a multi-fiscal year direct or indirect debt or obligation within the meaning of
TABOR and, therefore, notwithstanding anything in this Agreement to the contrary, all payment obligations
of the Town are expressly dependent and conditioned upon the continuing availability of funds beyond the
term of the Town's current fiscal period ending upon the next succeeding December 31. Financial
obligations of the Town payable after the current fiscal year are contingent upon funds for that purpose
being appropriated, budgeted, and otherwise made available in accordance with the rules, regulations, and
resolutions of the Town, and other applicable laws. Upon the failure to appropriate such funds, this
Agreement shall be terminated.
9.8. Governing Law, Venue, and Enforcement. This Agreement shall be governed by and interpreted
according to the law of the State of Colorado. Venue for any action arising under this Agreement shall be
in the appropriate court for Eagle County, Colorado, and the parties consent and agree to the jurisdiction of
such courts. To reduce the cost of dispute resolution and to expedite the resolution of disputes under this
Agreement, the Parties hereby waive any and all right either may have to request a jury trial in any civil
action relating primarily to the enforcement of this Agreement. The Parties agree the rule providing
ambiguities in a contract are to be construed against the drafting party shall not apply to the interpretation
of this Agreement. If there is any conflict between the language of this Agreement and any exhibit or
attachment, the language of this Agreement shall govern.
9.9. Survival of Terms and Conditions. The Parties understand and agree that all terms and
conditions of the Agreement that require continued performance, compliance, or effect beyond the
termination date of the Agreement shall survive such termination date and shall be enforceable in the event
of a failure to perform or comply.
9.10. Assignment and Release. All or part of the rights, duties, obligations, responsibilities, or benefits
set forth in this Agreement shall not be assigned by Contractor without the express written consent of the
Town Council. Any written assignment shall expressly refer to this Agreement, specify the particular rights,
duties, obligations, responsibilities, or benefits so assigned, and shall not be effective unless approved by
resolution or motion of the Town Council. No assignment shall release the Applicant from performance of
any duty, obligation, or responsibility unless such release is clearly expressed in such written document of
assignment.
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9.11. Paragraph Captions. The captions of the paragraphs are set forth only for the convenience and
reference of the Parties and are not intended in any way to define, limit or describe the scope or intent of
this Agreement.
9.12. Integration and Amendment. This Agreement represents the entire and integrated agreement
between the Town and the Contractor and supersedes all prior negotiations, representations, or
agreements, either written or oral. Any amendments to this must be in writing and be signed by both the
Town and the Contractor.
9.13. Severability. Invalidation of any of the provisions of this Agreement or any paragraph sentence,
clause, phrase, or word herein or the application thereof in any given circumstance shall not affect the
validity of any other provision of this Agreement.
9.14. Incorporation of Exhibits. Unless otherwise stated in this Agreement, exhibits, applications, or
documents referenced in this Agreement shall be incorporated into this Agreement for all purposes. In the
event of a conflict between any incorporated exhibit and this Agreement, the provisions of this Agreement
shall govern and control.
9.15. Non-Liability of Town for Indirect or Consequential Damages or Lost Profits. Parties agree
that the Town shall not be liable for indirect or consequential damages, including lost profits that result from
the Town’s declaration that the Contractor is in default of the Agreement, so long as the Town acts in good
faith.
9.16. Indemnity. To the fullest extent permitted by law, Contractor shall indemnify and defend the
Town, its members, affiliates, officers, directors, partners, employees, and agents (collectively referred to
as the “Town” for the purposes of this Section 9.16) from and against all claims, damages, losses, and
expenses, including but not limited to reasonable attorney’s fees (collectively referred to “Losses”), arising
out of the performance of the Services, provided that (a) any such claim, damage, loss or expense is
caused by any negligent act or omission of (i) Contractor, (ii) anyone directly or indirectly employed by
Contractor or (iii) anyone for whose acts Contractor may be liable; and (b) such indemnification shall not
apply to the extent that such Losses are caused by the negligence of the Town or other party indemnified
hereunder. The indemnification in this Section 9.16 shall be construed to comply with C.R.S. § 13-50.5-
102(8) et. seq.
9.17. Notices. Unless otherwise specifically required by a provision of this Agreement any notice
required or permitted by this Agreement shall be in writing and shall be deemed to have been sufficiently
given for all purposes if sent by certified mail or registered mail, postage and fees prepaid, addressed to the
Party to whom such notice is to be given at the address set forth below or at such other address as has
been previously furnished in writing, to the other Party. Such notice shall be deemed to have been given
when deposited in the United States Mail and properly addressed to the intended recipient. Written notice
may also be provided by electronic mail which shall be deemed delivered when receipt is acknowledged by
reply of the recipient.
If to the Town: If to the Contractor:
Town of Avon
Eric Heil, Town Manager
Dynamic Program Management, LLC
Colleen Kaneda, Manager
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100 Mikaela Way
P.O. Box 975
Avon, Colorado 81620
eheil@avon.org
Post Office Box 726
Eagle, Colorado 81631
colleen.kaneda@dynamicpm.com
With Copy to:
Town Attorney
Karl J. Hanlon
Karp Neu Hanlon, P.C.
P.O. Box 2030
Glenwood Springs, CO 81602
kjh@mountainlawfirm.com
Matt Pielsticker
Avon Planning Director
100 Mikaela Way
P.O. Box 975
Avon, Colorado 81620
matt@avon.org
10. AUTHORITY
The individuals executing this Agreement represent that they are expressly authorized to enter into this
Agreement on behalf of Town of Avon and the Contractor and bind their respective entities.
[REMAINDER OF THIS PAGE INTENTIONALLY LEFT BLANK-SIGNATURE PAGE FOLLOWS]
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THIS AGREEMENT is executed and made effective as provided above.
TOWN OF AVON CONTRACTOR
By: ____________________________________ By: _____________________________________
Name: Matt Pielsticker Name: Colleen Kaneda
Title: Planning Director Title: Manager
APPROVED AS TO FORM:
______________________________________
Karl Hanlon, Town Attorney
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7/29/20238/3/2023
8/3/2023
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EXHIBIT A
(“Services”)
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LETTER OF INTEREST
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
AVONDALE APARTMENT PROJECT
Lot 5 Employee Housing
OWNER’S REPRESENTATIVE SERVICES PROPOSAL
June 26, 2023
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Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
TABLE OF CONTENTS
Letter of Interest
1 SECTION A – Firm Background
2-5 SECTION B – Project Experience
6-7 SECTION C – Background & Resources
8-10 SECTION D – Programming
11 SECTION E – Procuring Talent
12 SECTION F – Accurate Estimates
13-15 SECTION G – Budget Management
16 SECTION H – Quality Control
17-22 SECTION I – Resumes
23-28 SECTION J – Overall Management Approach
29-30 SECTION K – References
31-32 SECTION L – Fee Schedule
33 SECTION M & N – Reservations, Conditions, or Constraints &
Litigation
34 SECTION O – Differentiators
35 SECTION P – DPM PSA
APPENDIX
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LETTER OF INTEREST
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
June 26, 2023
Town of Avon
100 Mikaela Way
PO Box 975
Avon, CO 81620
Dear Mr. Pielsticker and Selection Committee,
Dynamic Program Management (DPM) is pleased to submit our proposal to serve as the Town of Avon’s
Owner’s Representative managing the Avondale Apartment project. Our team of Owner’s
Representative professionals has extensive experience managing housing projects, like Avondale
Apartments, specifically in the Eagle River Valley.
Providing owner’s representation to mountain-based municipalities and organizations is our passion.
DPM brings over 100 collective years of experience in the construction industry, and we have
successfully delivered dozens over the past decade in Western Colorado. The team members proposed
for this project have worked together on many housing projects and have a nuanced understanding of
the elements to properly manage this project type.
Program Approach
Our approach is orchestrating partners and stakeholders committed to the Town of Avon. DPM will
work relentlessly to deliver on the promises made to the Avon community to professionally execute the
Town’s goals to provide staff housing units.
Working in cooperation with the architecture firm and the chosen general contractor, we will create a
team atmosphere to work collaboratively to focus solely on the Town’s guiding principles to deliver a
project in which the Town and community will be proud. Our team has a personal understanding of the
importance of delivering this project in a fiscally responsible manner and set the project up for the next
phase.
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LETTER OF INTEREST
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
Primary Contact
I will be your main point of contact from project kickoff through
warranty. Please find all my contact details below.
We have assembled a team of experts: Reilly O’Brien, Todd Raper,
Katie Droxler, and myself. Our team has worked side-by-side for
many years delivering civic facilities, housing developments, and pk-
12 school projects. We do not believe you could find a team with
more experience in mountain-based projects with the passion and
commitment as ours.
The Town of Avon has patiently waited for a housing development,
like Avondale Apartments. You have our personal and professional
commitment. We will remain by your side as your trusted advisor to
make this process go smoothly, be enjoyable, and leave the
community with a facility in which they can be incredibly proud.
It has been exciting to watch the momentum for this project come
to fruition, and we want to be part of Avon’s future!
Sincerely,
Colleen Kaneda, Ph.D., PE, LEED® AP BD+C
Principal| Dynamic Program Management
P: 970.390.0312| E: Colleen.Kaneda@Dynamicpm.com
WHY US?
›Refined management platform and
tools
›Proven financial and scheduled
proactive management
›Unmatched Western Slope
construction expertise
›Company is based in Eagle, Colorado,
with all team members residing in
Western Slope communities
›Seasoned team of Project Managers
who enjoy what they do
›Expertise in facilitating community-
based input in the Eagle River Valley
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LETTER OF INTEREST
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
Avondale Apartments -
architectural renderings from
owner documentation.
Dynamic Program Management
0210 Longview Ave., Eagle CO 81631 970.390.0312
Colleen.Kaneda@Dynamicpc.com none
Owner
June 26, 2023
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SECTION AFIRM BACKGROUND
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
DPM office Locations
Eagle
Oak Creek
Grand Junction
Glenwood Springs
DPM team is an Eagle-based Owner’s Representative
company built on talent, experience, and commitment
to community building.
QUESTION A – Firm Background
Provide background information about your firm, including specific information regarding the
dynamics over the last 5 years regarding ownership, size and growth, office and staffing locality.
Dynamic Program Management was founded in 2019 by seasoned
industry professionals to provide an Owner’s Representative
services fully engaged on the ground and focused on managing the
daily tasks to keep projects on schedule and within budget while
keeping big-picture goals in mind.
5 business principles from which we manage projects:
› Creative Problem Solving
› Team Building
› Integrity
› Love of Learning
› Tenaciousness
Our client-centric service model is at the heart of our guiding
mantra when navigating difficult decisions: “Is it fair? Is it right? Is
it reasonable?” Using proven financial, schedule, and project
management tools, clients receive customizable financial reporting
and accurate milestone dates. By streamlining communications, we
eliminate the owner’s need to look for project information.
Growth in Last 5 Years
Since 2019, DPM has managed over $600M in project
construction value for public entities and grown from a single-
person company to currently employing 7 FTEs.
DPM is owned by Colleen Kaneda. Senior leadership includes a
lifelong commercial general contractor, a leader with a Ph.D. in
engineering, and another with M.S. in Engineering. To ensure DPM
staff has access to affordable housing for employees, a reservation
is in place to purchase two deed-restricted workforce housing units
in the Timber Ridge Redevelopment in Vail.
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SECTION BPROJECT EXPERIENCE
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION B – Project Experience
Provide the description of 3 recent projects within the last 5 years and describe your experience
in providing owner’s rep services as well as projects for municipal or special districts. For each
project please provide the following a. Project Name b.Project Owner in addition to reference
name and contact information c.Brief Project Description d.Project Location e.Project Budget
f.Date of Completion g.Project budget and Schedule Adherence
h.DPM confirms that none of our projects has, or have ever had, “Any conflicts, claims or
pending or realized litigation on said projects.”
DPM has a lengthy history of providing owner’s representative services to municipalities and
special districts. In addition to the three projects examples on the following pages, please reference
the Appendix for a more complete list of project experience.
Our staff is passionate about projects that enhance communities. We enjoy
working alongside the committed professionals who dedicate their work to
improving housing, schools and municipal services.
Roaring Fork School District Staff Housing – 3rd Street, Carbondale
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SECTION BPROJECT EXPERIENCE
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Attainable Student Housing - Colorado Mtn College
BRECKENRIDGE, EDWARDS, GLENWOOD SPRINGS, STEAMBOAT SPRINGS, COLORADO
In 2021, Colorado Mountain College (CMC) selected DPM to provide Owner’s Representative services for
multiple attainable student housing projects on four CMC campuses. CMC’s multiple dormitories had
reached capacity and CMC identified the need for additional safe and affordable student housing for
students who also contribute to the local mountain workforce. The College issued Certificates of
Participation to fund the housing on the Spring Valley, Steamboat Springs, Edwards and Breckenridge
campuses.
The program includes a total of 180 units across four campuses in mountain communities. The five
36-unit buildings consist of twelve 2-bedroom units and 24 studio apartments. Our team has provided
full Owner’s Representative services from project initiation through closeout and are often on site
helping the construction progress. DPM managed the procurement process, utility, permitting, design
and eventual Guaranteed Maximum Price by the CM/GC. All buildings are all electric to support CMC’s
sustainability goals. Students will occupy the new units in August of 2023.
The program gained interest from local municipalities; Eagle County has jumped at the opportunity to
fund an additional building on the Edwards campus. With the success so far of this program, there is a
discussion of a second phase build-out at other campuses in collaboration with other local government
entities.
DPM Principal, Colleen Kaneda, began working with CMC in 2012, assisting in-house staff in managing
various projects, including the new Academic Center on the Steamboat Springs Campus. Colleen
oversaw the construction and close-out of this modern instructional facility with inspired common area
collaboration spaces. This facility has been instrumental in attracting and retaining students and faculty
to that campus. Additionally, our team members provided Owner’s Representative services at the
mixed-use 8th and Cooper (now Morgridge Commons) redevelopment in Glenwood Springs and Get
Outdoors Leadville! (GOL!) Gear Library at the Leadville Campus.
REFERENCE:
Sean Nesbitt, Director of Facilities
Colorado Mountain College
P: 303.499.0517
scnesbitt@coloradomtn.edu
BUDGET: $50M (On Budget)
TEAM MEMBERS:
Colleen Kaneda, Reilly O’Brien, Todd
Raper, Katie Droxler
COMPLETED:
To be completed Summer 2023
SCHEDULE ADHERENCE:
2023 – Currently on schedule
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SECTION BPROJECT EXPERIENCE
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Staff Housing - Roaring Fork School District
BASALT, CARBONDALE AND GLENWOOD SPRINGS, COLORADO
Roaring Fork School District’s (RFSD) workforce housing program is a
leader in the State and the Nation to provide affordable housing to
retain high-quality staff in a high-cost of housing area. Since 2014, DPM
has worked with the Roaring Fork School District (RFSD) on a handful of
staff housing projects totaling 115 units.
In November 2015, voters passed a bond measure to support the
facilities’ upgrades and improvements. The 2015 school facilities bond
included $18M in funding for staff housing, which was used to build,
develop, or acquire 66 units of staff housing equally spread between
the three communities RFSD serves: Glenwood Springs, Carbondale,
and Basalt.
Colleen Kaneda and Reilly O’Brien provided Owner’s Representative services for all bond projects,
including the staff housing, with a program total of $151M when they were with a different firm. They
created the developer RFQ/P for a PPP for a portion of the housing units in Glenwood Springs. In
Carbondale, Colleen and Reilly managed procurements and the ground-up construction for the District-
owned property. Additional management services were provided to assist RFSD in processing the
housing guidelines and the procurement of a property manager.
In 2023, RFSD will construct an additional 50 staff housing units in Carbondale funded with a
combination of revenue from current staff housing and a Certificate of Participation. The staff housing
revenues were planned to be used to reinvest in staff housing stock and that plan is now coming to
fruition.
DPM was hired, sole-sourced, to provide full Owner’s Representative Services for the new housing units
in Carbondale. The project is currently in design and scheduled for a Summer 2023 construction start.
REFERENCE:
Roaring Fork School District
Jeff Gatlin, Former COO,
970.319.9082
BUDGET: 2015 Bond $18M,
2022 Housing - $28M
2015 - Completed on budget
2022 – Currently on budget
TEAM MEMBERS:
Colleen Kaneda
Reilly O’Brien
COMPLETED:
Dates of Service: November
2015 to August 2018
June 2022 to August 2024
(target)
SCHEDULE ADHERENCE:
2015 - Completed on schedule
2024 – Currently on schedule
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SECTION BPROJECT EXPERIENCE
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Staff Housing & Academic Center Expansion
LEADVILLE, CO | HIGH MOUNTAIN INSTITUTE
Founded in 1995, the High Mountain Institute (HMI) is a private, non-profit school providing
outdoor education semesters, or gap years, for high school-aged students across the nation.
Over the years, HMI has continued to grow its curriculum and campus from 40 to 80 acres.
Their growth required additional support facilities and they selected Dynamic Program
Management to serve as its Owner’s Representative managing the design and construction of
faculty housing --a 4-Plex multi-family building, three single-family homes and a 3-plex multi-
family building —and a new Academic Center.
While not certified as net-zero, HMI’s campus is powered by on-site solar that power heat
pumps as their primary source. DPM managed the augmentation of their photo voltaic solar
generation capacity. DPM also oversaw the improvement work done to their water and
wastewater systems to increase on-site water treatment capabilities. The on-site waste-water
plant and wood burning stoves for supplemental heat.
HMI is nearing completion of the last phase to provide on-campus staff housing to meet their
goals of staff attraction and retention in a Colorado mountain town.
REFERENCE:
Em Ducharme, CFO
High Mountain Institute
P: 303.741.6116
educaharme@hminet.org
BUDGET: $4.2M
TEAM MEMBERS
Colleen Kaneda, Reilly O’Brien
COMPLETED:
4-Plex: 2021
Single Family Homes: 2023
3-Plex: 2024 (targeting)
SCHEDULE ADHERENCE:
Completed on Schedule
2024: Currently on Schedule
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SECTION C BACKGROUND & RESOURCES
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
QUESTION C –Background & Resources
Include detailed information on the consultant’s background and experience as it relates to the scope
of services, including capacity to provide resources necessary.
Background After over a decade in Eagle County working for both residential and commercial general
contractors (2000-2012), in 2012, DPM founder, Colleen Kaneda, moved into Owner’s Representative
role by working for a smaller Denver-based firm charged with growing the mountain/Western Slope
presence; in 2013 the company was acquired by a large publicly traded corporation.
In 2019, supported by a close network of colleagues and now staff, Colleen established Dynamic
Program Management. Many of the clients that the current team served previous to DPM, went on to
select the DPM team to serve as their Owner’s Representative on subsequent programs of renovation
and new construction work.
Experience During her time as Project Director for the national Owner’s Representative firm, Colleen
Kaneda was responsible for the Colorado Mountains/Western Slope territory managing 10 project
managers in delivering approximately $1Billion of projects in 7 years. Colleen holds a Ph.D., M.S. and
B.S. in Civil Engineering and is a licensed Professional Engineer in Colorado.
Before coming on board with DPM, Quality Assurance/Quality Control Director, Todd Raper, a Colorado
native, spent over 20 years working in California, Texas and Colorado for a one of the world’s largest
general contractors and is known for his never-ending construction knowledge.
Reilly O’Brien, Senior Project Manager, has worked with Colleen for a decade, primarily on publicly-
funded projects throughout Colorado resort and Western Slope communities.
Katie Droxler, an Eagle County local, spent 8 years as a paralegal professional for a local law firm. Her
knowledge of local entitlement processes, real estate, and exceptional organizational skills allow DPM to
provide meticulous document management to our clients.
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SECTION CBACKGROUND & RESOURCES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Resources DPM’s management platform and
staffing structure are designed to ensure a team
of project managers are assigned to each project.
This successful model allows for all team members
to be up to speed on all project facets so that
there are no gaps in the event of staff illness or
vacation. As project needs ebb and flow, our
team has the ability to leverage additional
resources as needed to make sure nothing slips
through the cracks.
Our team utilizes sophisticated budget
management software, scheduling software, cloud
based document control systems and a detailed field report mobile application.
Capacity By having seven experienced project managers based on the Western Slope, we have proper
staff coverage redundancies and flexible support to guarantee every client meeting, site visit, and
deadlines are met. The timing of the Avondale project is perfect for our proposed team as several
current projects will be in the close-out phase by August of 2023.
“I don’t know if you are going with an owner’s representative. We did and hired Dynamic Program
Management, owned by Colleen Kaneda in Eagle, Colorado. We haven’t regretted it!.”
Blaine Hall, Chief of Police, Montrose Police Department
DPM Cash Flow Projection for Multiple Public
Montrose Police Station
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SECTION D PROGRAMMING
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION D – Programming
Provide a detailed description of how your firm has worked with clients to refine the programming of the
project to help ensure that the built project meets the needs of the client in a cost-effective manner.
Setting up a clear and transparent framework for program refinement is important. DPM will work with
the Town to continue the work done to weigh design and construction options and opportunities with
participation from the Town of Avon, the architecture team and the community at large.
Proven success with publicly funded projects by
defining three key groups of people: the Executive
Team, the Design Advisory Group (DAG) and the
User Groups:
Individuals may be included in more than one group in many
cases depending on their role within the Town. The Executive
Team is typically comprised of the Town Manager, Town
Directors (Engineering, Public Works, Community
Development), one or two Town Council members, Business
Manager, and Facilities Manager. This group sets the
program’s core values and is the ultimate decision-making
team. The Executive Team attends the DAG meetings and
some User Group meetings to listen to feedback. They meet
weekly throughout the program and dedicate a lot of time to
the program.
The DAG usually includes community members, building user
representatives, key staff and community members. This group meets
with the Design Team during the initial design phases to provide high-
level feedback on design ideas and progress. They are generally analyzing
and directing the design at a 30,000-foot level. This group has a large
time commitment for the first few months of the program. It is critical for
DAG members commit to attend all meetings, so they are informed of
current progress. Most DAG groups meet in the evenings to ensure the
participation of various community members.
The User Groups are comprised of individuals who will use the building
daily. Once the general design direction is set by the DAG, the User
Groups meet with the Design Team to provide feedback about
individual spaces. The potential tenants for this project would include
various Town employees and their feedback for the living spaces will be
valuable to finalize the design process.
Grand Junction High School Replacement
“As a member of the Executive Committee,
I appreciate, and want to thank you for, the
professionalism and integrity displayed by DPM
throughout this process.”
Eric Nilsen, Facilities Director (retired)
Mesa County Valley School District 51
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SECTION D PROGRAMMING
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
Typically, the User Groups meetings can
be scheduled during the day. Many
User Groups will only meet one time for
a couple of hours with the Design Team
while other User Groups may need
several sessions. It is our assumption
based on reading the Town Council
packet from this past spring that staff
has had some opportunities for
feedback during the planning process
and conceptual design and we hope the
User Groups can build upon the process
already completed with the conceptual
design to take a deeper dive into the
details of the functionality of the end
product.
All three of these groups are integral to
the design input process so many
voices can be heard and the Town’s
Design Team can blend all the best
ideas together into a program in which
the district and the community can be
proud.
COMMUNITY OUTREACH
Our team is ready to represent the Town of Avon at community events to discuss the importance and
benefits of the project. An effective approach is attending the civic group meetings or hosting an open
house to convey competence in managing the program and collecting feedback. We find these meetings
helpful during the design phase to build trust and demonstrate transparency in the process with the
community. While not requested in the RFP, DPM has the in-house capacity and staff expertise to
provide public information and communications services if the Town desires.
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SECTION D PROGRAMMING
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
DESIGN ITERATIONS
Given our current construction cost escalation environment, it is important for the owner to have
multiple options when approaching a project like the Avondale Housing Project. There will be many
difficult decisions regarding programming, quality, budget, and schedule. This may lead to more
iterations of design, but balances the careful tightrope of staying within budget goals.
Based on recent budget successes for local projects, DPM would recommend having several high-level
design alternates moving into the Schematic Design phase. From those options, the program should be
refined with cost information, staff and community feedback from the groups outlined above. As the
top two or three program options continue to be developed, we recommend each design have a base
scope of work and add alternates defined early. Throughout the design and preconstruction process,
the owner can clearly understand the costs of the base scope that needs to be completed and add
alternates that can be incorporated as budget risk is reduced over time.
One example of many that will be key to the Avondale housing project, is the design team should
present several options for HVAC systems in which to analyze. The analysis includes first cost, life cycle
cost and sustainability goals. All the information should be presented to the owner clearly so the owner
can prioritize the cost and life cycle impacts of the decision.
All team members need to be held accountable during this important refinement and prioritization
phase. DPM will be by your side as your advisor to ensure the Town and community is being heard and
important questions are being answered.
“…they went above and beyond presenting regular school board reports, developing positive ongoing relationships
with our newspapers, offering tours to the public, participating in community organization meetings, sponsoring
significant events and supporting local contractors and businesses.” Dr. Wendy Wyman, (Former)
Superintendent, Lake County School District
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SECTION E PROCUREMENT
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
QUESTION E – Procuring Talent with Reduced Risk
Provide a detailed description of how your firm has supported the procurement of design and
construction talent so as to reduce risk and cost for the client and deliver projects on time and on
budget.
›Ensure as many firms as possible are informed of the public RFQ/P posting via local advertising,
Western Colorado Contractors Association plan rooms and national plan rooms. The more
responses received, the better our understanding of costs.
›We know local professionals and will encourage all reputable firms to submit a proposal for the
Town of Avon project. Having worked consistently in the Colorado mountains, specifically the
Eagle River Valley, our team has extensive, trust-filled relationships with contractors to create a
proper base of submissions.
›Creation of tailored RFQ/P documents for the Town of Avon
to ensure all questions and concerns are addressed in the
documents.
›Detailed review of each firm’s qualifications and proposals.
We will provide the selection committee a summary
‘spread’ of each firm’s response to items in the RFQ/P for
side-by-side comparison and scoring. We will provide
scorecards and scoring instructions for each selection
committee member and facilitate the selection discussions.
›Comprehensive reference checks and summarized findings
are provided to the selection committee for each candidate.
›Focus is placed on the best value and best fit for the Town
of Avon, not necessarily the lowest cost.
›Fee/cost analysis is performed by DPM to ensure firm’s
value propositions are compared and weighed.
›DPM’s understanding the current market fees for consultant and contractor services is
something in which we pride ourselves. We keep close tabs on other public projects to know
when pricing is competitive. Additionally, we carefully follow cost escalation in the national,
state and mountain community construction markets as well as non-educational projects to stay
ahead of trends and advise Town of Avon on timing of hiring team members.
›In the case of the contractor’s budget, the largest dollar amount of the project, we call on
industry resources such as engineers and other subcontractors to determine if pricing is within
current market value for each trade. In addition, DPM’s proposed team has a strong background
in general contracting, and we know how estimates are prepared. By asking for detailed backup
we ensure the Town of Avon is getting fair pricing. We check quantity take offs from the
contractor to ensure there are no busts in the quantity units that can result in a surprise later in
the process.
“Have I told you lately that you are my new best
friend! THANK YOU!”
Shannon Pelland, Retired CFO
Roaring Fork School District
Glenwood Springs Elementary School
Lake County High School
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DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
SECTION F COST ESTIMATES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION F – Accurate Cost Estimates
Provide a detailed description of how your firm has supported final programming decisions with accurate
cost estimates for project’s hard and soft costs as well as overall project budget from start to finish.
As the Town of Avon works with the Architect, it is important for the Town - through their Owner’s
Representative - to provide the target hard costs (construction costs) budget in which they must meet.
This target should be incorporated into the Design Team’s contract making it a contractual obligation
that must be met. A long list of potential soft costs will be reviewed, as well.
It is important to receive real-time pricing on critical decision items, especially in the current
construction cost market. Coordination with the general contractor or cost estimator during the pre-
construction phase will allow the Town of Avon to make scope decisions early during the design phase.
DPM will facilitate a procurement process generate a value comparison of all fees, general conditions,
and change order mark-ups among the candidates. This analysis takes time, but we know what to look
for in cost submissions from contractors to provide the selection committee with the appropriate cost
information.
When the target hard cost is established, it is important for the Town of Avon to carry appropriate
Owner contingencies for unforeseen conditions and construction cost escalation. DPM will make
recommendations based on experience of what appropriate contingency amounts should be, given the
current market conditions. In addition, the General Contractor should also carry appropriate
contingency that is transparent in usage throughout the project. This contractor contingency should
require approval from the Town of Avon to utilize funds in the proposed manner.
Roaring Fork School District Staff Housing – Basalt, Colorado
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DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
SECTION G BUDGET MANAGEMENT
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION G – Budget Management
Provide a description on how your firm has managed project budgets and schedules in the recent past
with the many issues such as dealing with labor/talent issues with both designers and contractors, supply
chain issues, contracting environment and price escalation. What has been successful and what hasn’t
worked as well?
BUDGET MANAGEMENT: A valuable method to manage the budget is for the Owner, Design Team, and
Contractor to develop a list of add alternates. It is inevitable that during the design process, the “wants”
exceed the budget. These items are not included in the base bid but are items the Owner desires if there
are dollars available. DPM will keep a detailed list of these add alternates, pricing, and dates by which
the Town of Avon must decide to release or reject. DPM will work with Town of Avon to prioritize the
add alternates to determine in which order the add alternates can be incorporated into the program.
DPM has an excellent track record
for having the funds to incorporate
clients’ highest-priority alternatives.
This is due to the diligence of truly
“managing” the budget instead of
“tracking” the budget. Our budgets will
be reviewed with the Town of Avon each month, so you always know where the program stands. Each
change order and add alternate are analyzed by DPM to determine the risk to the overall budget, and
this information is discussed every week at the Executive Team meeting. DPM’s budget management
tool allows flexibility to see budgets by projects, categories, and the bond program as a whole. Our tool
can also provide useful cash flow projections for the Town of Avon’s accounting staff throughout all
program phases.
LABOR/TALENT ISSUES: Many firms in the A/E/C industry are stretched thin. We have found this most
prevalent with construction site superintendents. As the workforce ages and field supervisors retire,
there has been a vacuum in this position in the industry.
Lessons learned: procure the right team
-Beginning with the Owner’s Representative procurement, the Town must find a partner that
truly has the capacity and will be tenacious to hold the entire team to task.
-It will be paramount to closely pay attention to the team proposed by potential partners,
including the CM/GC and the individual’s experience with similar projects in similar
locations.
Financial and planning tools built on a
foundation of years of budget and
schedule management.
DPM Cash Flow Data for Multiple Bond Projects
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SECTION G BUDGET MANAGEMENT
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
- A detailed staffing plan with commitments by person should be submitted and evaluated.
Contractual commitments by staff and individuals should be incorporated into the
agreements.
- If there is a staffing concern, DPM will stay in close communication with project executives
and company executives to ensure the Town has the qualified people to successfully
execute the project.
SUPPLY CHAIN ISSUES: Because of the pandemic, construction has experienced difficulties in the supply
chain. There are three times in the project that supply chain issues can surface: at the development of
design documents; subcontractor bidding and buyout; and in field operations. The DPM team will be
monitoring potential supply chain issues, especially in these phases to proactively manage material
supplies.
Lessons learned: Be Flexible and persistent
- Discuss with the Town and design team to avoid proprietary and custom specifications in
the design documents to allow for substitutions at bidding.
- Be open to alternatives.
- Stay on top of the GC’s to make sure they are releasing materials and subcontractors and
suppliers early. Request this documentation.
- Discuss with the design team to be ready to evaluate suppliers’ substitutions in an expediate
and thorough fashion.
- Press the contractor on buyout efficiency
- Manage schedule expectations with the Town and community
CONTRACTING ENVIRONMENT: While General Contractors may have capacity to take on the project, the
subcontractor market in the resort communities has been less available. Many times over the past two
years, there may only be a single subcontractor bidding a trade, making it difficult for owners to know if
they are receiving a good value.
Lessons learned: think outside the box
- Select a General Contractor early in the design process that has good relationships with
subcontractors they can leverage. Additionally, the General Contractor should have a reach
into subcontractor markets in neighboring states.
- Expect high detail in construction estimates including quantity takeoffs and unit pricing.
- Hold the design team to deliverable deadlines. It is critical to balance the time from GMP to
construction start. It cannot be too soon that subcontractors are already booked and
cannot be too far away that subcontractors are not interested in looking that far into the
future.
- Assist the GC in communicating the project to subcontractors. The DPM team has been
working in the A/E/C industry in Eagle County for decades and can share our database of
local subcontractors with the selected General Contractor.
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SECTION G BUDGET MANAGEMENT
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
-In one project that recently locked in a GMP under budget, the owner had to delay the start
of construction by 6 months to allow for competitive subcontractor participation. This delay
saved the owner almost $1M. Starting a project in Eagle County in the spring is an approach
many projects take and therefore the supply of subcontractors is reduced. This owner
started a renovation project in November instead of May and realized significant savings.
PRICE ESCALATION: Our team closely monitors the overall cost of
construction materials and labor, which we have seen escalate
and fluctuate, notably so following the COVID-19 pandemic.
While early in the rapidly escalating environments provided a
shock to all team members, we have adapted to be able to
recently bring several Eagle County projects to GMP within our
project budget in the past 6 months.
Lessons learned: EXPECTATIONS and open minds
-It will be important to appropriately budget for
escalation contingency over time from today until
the Guaranteed Maximum Price. The % of escalation
per month has doubled in the past two years.
Appropriate management of the escalation
contingency will allow projects to stay on budget.
DPM’s budget management tool allows the Town to
always know the amount of escalation contingency
carried over time in the master budget.
-Expectation of scope adjustments by the Town and
design team need to be discussed immediately. A
similar project that may have been completed a few years ago will require a significantly
higher budget or a reduction in scope in the present environment. While it is possible costs
may come down, historically construction costs have rarely declined in the past few
decades.
-The Town will need to be open to value engineering options and potential re-design. We
suggest starting with a base scope of the ‘need to haves’ and utilize add alternates for the
‘nice to haves’.
-Once a GMP is acceptable, rapidly move to an agreed upon GMP so that subcontractors and
suppliers can be locked in on pricing and materials can be ordered.
-Consider finding Town-owned space to store materials so they can be ordered immediately.
“Having lived on the western slope for two decades,
she (Colleen) connects with the community and earns
their respect. Her team of project managers are
engaged on the ground, professional and good
communicators. They provide added value at every
step of the process….”
Dr. Diana Sirko, Former Superintendent
Mesa County Valley School District 51
Orchard Mesa Middle School | Grand Junction, CO
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DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
SECTION H QUALITY CONTROL
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION H - Quality Control
Provide a description of how your firm ensures project construction quality control / quality assurance for
the owner and what methods do you use to accomplish this? Does your firm have in-house expertise for
onsite, daily observation/inspection of construction activity and progress.
Quality control/quality assurance is taken very seriously by our Dynamic Program Management. Todd
Raper will manage our QA/QC process and work with the team actively address issues, not just them log
them.
Our team will, at a minimum, make weekly construction site walks. Being a local firm, we can provide
daily site walks and reports, if needed. Certain critical phases of the project will require site visits more
frequently, and some phases, potentially less so. DPM utilizes ArchiSnapper by Deltek to customize field
reports per the Owner’s needs and easily distribute reports to the team through an application. In
addition, we will require the Design Team to issue weekly construction observation reports, including
deficiencies to be addressed.
As other Owner consultants make regular job site visits, they will be expected to issue reports
concentrating on their area of expertise. A third-party material testing firm will test and inspect
materials such as soils, concrete, and steel. In order to expedite projects in the mountains, we find the
third-party materials testing and inspections can help expedite schedules. These reports will also be
issued to all team members and filed appropriately for documentation. We have worked with General
Contractors who send out summary reports at the end of the week with photos to all involved team
members. It shows what work was completed to date and what the team can expect the following
week. These have proven to be great communication tools, especially for those who cannot attend
weekly site meetings.
We propose to provide an update once per month to the ownership team’s designated stakeholder
group, including Town Council. We will submit a progress report indicating what we have accomplished,
what we are working on, and what is upcoming in a clear format. We are available to present concise
updates to governing boards in person.
“If I were in your shoes I would start with Colleen
Kaneda; she is wicked smart and really easy to work
with. If I would have totally had my choice I would have
utilized her for all of our work not just as our Owners
Rep. She can also do Master Planning and she and her
team are very good at getting buy in from all
stakeholders.”
Alan Dillon, Superintendent (retired)
De Beque School District
DeBeque PK-12 School
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DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
SECTION I TEAM RESUMES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION I - Team Resumes
Resumes for all staff that may provide services during the contract period. Include name and
license/certification numbers if applicable, of the person(s) proposed to be in charge of projects and/or
services.
Colleen Kaneda will be the main point of contact working for the Town of Avon,
orchestrating the work of the collective team. Please find our team member
resumes on the following pages.
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SECTION I TEAM RESUMES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Roles & Responsibilities
Team Members Responsibilities
Colleen Kaneda, PhD,
PE, LEED® AP BD+C
Project Director |
Principal-in-Charge
As Project Director, Colleen will be responsible for all project operations from
initiation through warranty. As your primary contact, Colleen will facilitate
procurements of consultants and contractors, FF&E and technology selections
and installation, contract management, and attend team meetings. Budget and
schedule management will be a responsibility of Colleen in close coordination
with Reilly, Katie, Todd and Town of Avon accounting staff. She will
communicate Town of Avon decisions throughout design and construction to
the various project teams. Colleen will prepare Town of Avon reports and stay in
close contact with the ownership team throughout the process. Colleen will be
on site for weekly construction meetings and is available to be on site daily.
Reilly O’Brien, EIT
Senior Project Manager
Reilly will work closely with the project team on all aspects of the program. He is
well versed in contracts, the Microsoft Office Suite and issuing comprehensive
meeting minutes. Reilly keeps the team organized with our real-time synced
Dropbox file structure accessible from anywhere by those with access. To reduce
the effort spent by the ownership team, regular updates are issued summarizing
data and updates relevant to owner’s needs. Reilly’s experience managing
multiple projects simultaneously for one owner keeps budgets and schedules
organized for each project while identifying synergies and opportunities to
streamline costs. Reilly will be on site for weekly construction meetings.
Katie Droxler
Assistant Project
Manager
Katie will support Reilly with document control, including budget, schedule,
meeting minutes, pay application reviews, and regular reporting, including all
documentation required for pay applications and funding. Katie will facilitate the
move-out and move-in phases and furniture installation, which tend to need
additional on-site hours.
Todd Raper
QA/QC Manager
Todd will provide in-depth analysis and guidance during the critical logistic
planning and design phases to ensure constructability and the ability to meet
budgets. Ray will review and provide feedback on all design documents and cost
estimates through the Guaranteed Maximum Price. He will continue to monitor
progress and be available for weekly site walks during construction. Optionally,
Todd is available to make daily site visits.
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SECTION I TEAM RESUMES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Colleen Kaneda, Ph.D., P.E., LEED® AP BD+C
Project Director | Principal-in-Charge
Colleen has over 25 years of industry experience as an Owner’s
Representative, General Contractor and Design Engineer. For the past 23
years, she has managed projects solely in Colorado’s Western Slope
communities. With three levels of Civil Engineering degrees reaching to a
PhD, and a love for entrepreneurship, Colleen founded DPM in 2019. She is
passionate about delivering high-quality publicly funded projects in a
transparent and fiscally responsible manner. Her ability to present ideas
allows stakeholders to move projects forward with confidence. A longtime
resident of Eagle County, in her free time Colleen enjoys skiing, soccer and
camping with her husband and two sons.
RELEVANT PROJECT EXPERIENCE
›Colorado Mountain College Attainable Housing Projects,
Breckenridge, Edwards, Steamboat Springs & Spring Valley, CO
›Roaring Fork School District, Meadowood Staff Housing, Carbondale,
CO
›Teacher Housing & Academic Center Expansion, High Mountain
Institute, Leadville, CO net-zero w/o certification
›Public-Private-Partnership (P3) Housing Monthly Contactor Pay
Application Review, City of Aspen, Aspen, CO*
›Station #9 Remodel, Greater Eagle Fire Protection District, Eagle, CO
›Hayden Center Renovation & Hayden Co-working/Education Center
Renovation, Town of Hayden, Hayden, CO
›Montrose Public Safety Complex; Montrose City Hall Renovation,
City of Montrose, Montrose, CO
›Ford Park Improvements Phases II & III, Vail, CO*
›Lake County, CO: Community Justice Center; County Facility Master
Plan; Jail Renovation; Southern Fire Station
›City of Glenwood Springs – 9th & Cooper, Glenwood Springs, CO*
›Garfield County Public Library District – 8th & Cooper, Glenwood
Springs, CO*
›Eagle River Park, Town of Eagle, Eagle, CO*
›2015 Bond Program: 26 projects including 66 units of staff housing,
Roaring Fork School District, Basalt, Carbondale, Glenwood Springs,
CO*
›2021 Bond Program: 5 projects, East Grand School District No.2,
Granby, CO
›2019 Bond Program: 7 projects, Steamboat Springs School District
Re-2, Steamboat Springs, CO
EDUCATION PhD, Civil Engineering, University of Colorado Boulder (CU Boulder)
MS, Civil Engineering, CU Boulder
BS, Civil Engineering, Bucknell University
REGISTRATIONS /
CERTIFICATIONS Prof. Engineer, CO PE.0048861
LEED® Accredited Professional
OSHA 10-Hour Certification
AFFILIATIONS /
ORGANIZATIONS /
VOLUNTEER Adjunct Professor, Colorado Mountain College
CU Construction Engineering Advisory Board
Buddy Werner League
Ski Racing Coach
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SECTION I TEAM RESUMES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Reilly O’Brien, EIT
Senior Project Manager
With a decade of experience, Reilly has earned a reputation for being
technically astute, organized “to a T”, and diplomatic in his leadership style.
Reilly is practiced at serving the owner’s best interest and is driven to deliver
publicly funded projects that become cherished community assets. His
commitment to financial transparency and accuracy is evident, and his sense
of humor builds team comradery. He will provide not only first-rate owner’s
representative but will also provide keen input from current involvement
with manageing housing projects.
During his free time, Reilly takes advantage of the Colorado mountains from
his home in Glenwood Springs by skiing, mountain biking, and backpacking
as often as he can.
RELEVANT PROJECT EXPERIENCE
› Colorado Mountain College Attainable Housing Projects,
Breckenridge, Edwards, Steamboat Springs & Spring Valley, CO
› Meadowood Staff Housing, Roaring Fork School District, Carbondale,
CO
› Teacher Housing & Academic Center Expansion, High Mountain
Institute, Leadville, CO net-zero w/o certification
› City of Aspen, Aspen, CO: Affordable Housing Study; New Police
Headquarters; Pedestrian Mall Improvements, Aspen, CO*
› Hayden Center Renovation & Hayden Co-working/Education Center,
Hayden, CO
› Montrose Public Safety Complex; Montrose City Hall Renovation,
City of Montrose, Montrose, CO
› New Community Justice Center & County Offices, Lake County,
Leadville, CO Exploring Net-Zero, All Electric
› Lake County: Jail Renovation; Southern Fire Station, Lake County, CO
› 2015 Bond Program (26 Projects), Including 66 units of staff housing,
Roaring Fork School District, Glenwood Springs, Carbondale & Basalt
CO*
› 2021 Bond Program, New Elementary School & Facility Upgrades,
East Grand School District No.2, Granby, CO (5 projects)
› 2015 Bond Program: 26 projects, Roaring Fork School District, Basalt,
Carbondale, Glenwood Springs, CO *
› 2019 Bond Program: 7 projects, Steamboat Springs School District
Re-2, Steamboat Springs, CO
EDUCATION
MS, Civil Engineering,
University of Colorado
Boulder (CU Boulder)
BS, Civil Engineering,
CU Boulder
REGISTRATIONS /
CERTIFICATIONS
Certified Engineer in
Training, Colorado
OSHA 10-Hour
Certification
EXPERTISE
Program Budget
Management
Program Schedule
Management
Strong
Communication Skills
with all Stakeholders
Mountain Project
Experience
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SECTION I TEAM RESUMES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Todd Raper
QA/QC Director
With over 38 years of experience in construction and owner’s
representation, prior to joining DPM, Todd spent over two decades
garnering a vast amount of knowledge working at a world-wide construction
company. His technical acumen and understanding of processes, accounting,
change orders, and contracts provide quality control in a million different
ways from design through construction. Todd consistently receives praise
from for being a valuable advisor and advocate. Todd has successfully
completed k-12, healthcare, municipal, hospitality, residential, commercial,
federal, and multi-family nationwide projects.
When not contributing to the building environment, Todd enjoys fishing,
hunting, woodworking, volunteering at school, and spending time with his
wife and three sons.
RELEVANT PROJECT EXPERIENCE
› Colorado Mountain College Attainable Housing Projects,
Breckenridge, Edwards, Steamboat Springs & Spring Valley, CO
› Teacher Housing & Academic Center Expansion, High Mountain
Institute, Leadville, CO
› Roaring Fork School District, Staff Housing, Carbondale, CO
› Hayden Center Renovation & Hayden Co-working/Education Center
(historic) Renovation, Town of Hayden, Hayden, CO
› Avon Recreation Center Pool Heat Recovery, Town of Avon, Avon,
CO*
› Garfield County School District 16, Parachute & Battlement Mesa,
CO: 2022 BEST Grant Application; 2022 Staff Housing Study
› New Community Justice Center & County Offices, Lake County,
Leadville, CO Exploring Net-Zero, All Electric
› Montrose Public Safety Complex; Montrose City Hall Renovation,
City of Montrose, Montrose, CO
› Combined Law Enforcement Facility, Routt County / City of
Steamboat Springs, Steamboat Springs*
› Manor Vail Major Renovation and Addition, Vail, CO*
› Cadence Apartments, Zocalo Development, Denver, CO*
› 2021 Bond Program: 5 projects, East Grand School District No.2,
Granby, CO
› 2019 Bond Program: 7 projects, Steamboat Springs School District
Re-2, Steamboat Springs, CO
› Hayden School District New pk-12 School, Hayden, CO
EDUCATION
B.S. Industrial
Construction
Management,
Colorado State
University
REGISTRATIONS /
CERTIFICATIONS
Quality Assurance
Practitioner, OAC
Management,
Colorado
OSHA 10-Hour
Certification
EXPERTISE
Project Scheduling
Site Safety
Project Budgeting
Construction
Document Review
Field Quality control
Building in Mountain
Communities
Solid relations with
AEC Mountain
consultants and
contractors
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SECTION I TEAM RESUMES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Katie Droxler
Assistant Project Manager
Katie brings lots of energy and passion to the DPM team. With eight years of
paralegal training, her organizational skills, communication and attention to
detail is unmatched. She thrives with public projects as these directly impact
her own community and is takes an active role in public outreash.
Outside of work, Katie coaches for multiple lacrosse programs and is a ski
instructor during the winter months. She loves spending as much time as
possible with her baby girl, husband and dog in Edwards, Colorado. Find her
skiing, skinning, hiking or biking any chance she gets, often with dog and
daughter in tow.
RELEVANT PROJECT EXPERIENCE
› New Community Justice Center & County Offices, Lake County,
Leadville, CO Exploring Net-Zero, All Electric
› Lake County Jail Renovation, Leadville, CO
› Lake County Southern Fire Station, Leadville, CO
› Colorado Mountain College Attainable Housing Projects,
Breckenridge, Edwards, Steamboat Springs & Spring Valley, CO
› Chaffee County Administration Offices Addition and Remodel
Procurement, Salida & Buena Vista, CO
› County Facility Master Plan, Lake County
› Station #9 Renovation, Greater Eagle Fire Protection District,
Eagle, CO
› Hayden Center Renovation & Hayden Co-working/Education Center
(historic) Renovation, Town of Hayden, Hayden, CO
› Contract Preparation, Montrose County School District,
Montrose, CO
› Master Plan & Multiple Capital Improvements, Garfield County
School District 16, Parachute & Battlement Mesa, CO
› 2021 Bond Program: 5 projects, East Grand School District No.2,
Granby, CO
› Montrose County School District RE-1J, Montrose, CO AIA Contract
Preparation
› North Park School District R-1 2022-2023 Master Plan, Walden, CO
› Meeker School District RE-1 District-wide HVAC, Meeker, CO
EDUCATION
BA, Political Science,
Whittier College
REGISTRATIONS /
CERTIFICATIONS
Paralegal Certificate,
Colorado Mountain
College
EXPERTISE
Exceptional
Communication Skills
Legal Document
Drafting
Accounting (QuickBooks)
Grant Research and
Writing
Business
Entrepreneurship
AFFILIATIONS /
ORGANIZATIONS /
VOLUNTEER
Founder & Director,
501 (c)(3), Stash
Lacrosse Club
Lacrosse Coach, Battle
Mountain High School
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DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
SECTION J MANAGEMENT APPROACH
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION J - Overall Management Approach
Overall approach and methodology to the successful management of services to be provided.
DPM will manage the collective team while representing the best interests
of the Town of Avon.
MANAGE PROJECT RISK
DPM’s proven approach to Owner’s Representative Services is to manage the Owner’s risk from start to
finish by balancing three key areas: scope, budget, and schedule. Our experienced team will be focused
on these three components in detail throughout the Avondale Apartments Project.
The central goal of this project is to serve the best interests of the Town of Avon, preparing/completing
the preliminary and final design/planning documents needed to obtain application approval, building
and grading permits, and detailed construction documents for all phases of the project. DPM will
provide process every step of the way to continually balance budget, schedule and scope constraints
to provide the best quality project for the Town.
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SECTION J MANAGEMENT APPROACH
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
SCHEDULE-GUIDED APPROACH
Successful project management means discussing the schedule every day. Thinking through the tasks
and communications that need to occur not just today but for those activities taking place in 3 weeks
and even 3 months away. A master schedule from the owner’s point of view takes into consideration the
design schedule, construction schedule, owner events, communications deadlines, and all the little tasks
that impact the schedule and inform cash flow management.
Using sophisticated scheduling software to manage the master schedule is important to our team.
However, software is only as good as those managing it (aka ‘garbage in = garbage out’). Our team is
well-versed in the methodology of construction project scheduling and will utilize technology as a tool
while making well-informed decisions when adjustments are necessary.
The master schedule is distributed for all team member procurements. This ensures the team knows
what milestones and deadlines they agree to complete the project on time. Communicating the lack of
float in the facility’s opening is paramount to stressing the importance of open communication about
daily schedule tracking. The entire team will collectively commit to working together to deliver a high-
quality community asset within budget and on time.
DPM will continue to manage the overall schedule throughout the
project. To us, managing the schedule means something very different
than tracking the schedule. Tracking the schedule is receiving
information from consultants and contractors and plugging the
information into the schedule. Managing the schedule means we will
be proactive if we see anything of concern to address with a
consultant or contractor. We will work with the team on resequencing
activities if necessary to keep the schedule on target. For our projects, schedules are living, breathing
things and not static. Continual schedule management is a critical activity we provide to ensure the
Arena will be completed in time for the opening celebration.
Strategic thinking will guide the way in which package and permit subsequent submissions are
scheduled. DPM will be proactive with the Town’s building department and the Avon Fire Department,
so the plan review is aware of the schedule well before permit submission.
Graphics, Gantt charts, calendars with milestones, and descriptive copy will be provided to the Town of
Avon to use in communication with the public, Town Council, and other stakeholder groups and
governing bodies.
Graphics, Gantt charts, calendars with
milestones, and descriptive copy will be
provided to the Town of Avon to use in public
outreach and stakeholder groups.
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SECTION J MANAGEMENT APPROACH
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
OAC MEETINGS & EXECUTIVE COMMITTEE MEETINGS
Both Colleen and Reilly will attend Owner/Architect/Contractor (OAC) meetings in person, Katie typically
calling in and Todd attending 1 time per month. Typically, the design team will issue minutes during the
design phases and the GC issues the minutes during construction. DPM reviews the minutes to ensure
accuracy and manage immediately assigned tasks. Weekly executive meetings are also held with the
Executive Committee; this is an owner-DPM meeting facilitated by DPM for which minutes are issued.
At OAC meetings, DPM leads the team in reviewing open RFIs; the same process is followed for
submittals. DPM files all associated documents once closed out on the DPM Dropbox. RFIs originating
from the GC to the design team are monitored by the DPM staff and typically logged into the GC’s
software, often Procore. Utilizing the general contractor’s preferred software, which we can access on
behalf of the Town of Avon, is the industry standard. There is no cost to the owner as it is an established
industry methodology. A complete copy of all DPM logged RFIs and all other project-related documents
and delivery of this electronic book of work in the same format upon conclusion of the project,
complying with the requirements of open records laws of the State of Colorado.
CONFLICT RESOLUTION
Staying informed of the nuanced progress at all phases of the project allows our team to head off
potential issues. When owner involvement is required, we handle the situation with diplomatic
leadership skills, never pointing fingers. The first question posed is always ‘How can we help?’. We
endeavor to lead by example to keep the team focused on the core values of the project and that if one
of us fails, we all fail. Therefore, we all must succeed as a team for our mutual client.
SAFE CONSTRUCTION SITE
Every worker deserves to go home at the end of each day. While the primary responsibility of
construction site safety falls on the General Contractor, our team has the experience and is comfortable
speaking up if they see an unsafe condition. In the event an unsafe condition is noticed, it is addressed
immediately with the General
Contractor, who will accompany
DPM and the Town of Avon staff on
every site walk, and if needed with
the individual who may be
compromising safety.
Our team members have
experience from the General
Contractor side of the industry as
project managers and site
superintendents. Our team has
completed OSHA training specific
to construction.
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SECTION J MANAGEMENT APPROACH
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
WINTER WEATHER: Being prepared to encounter inclement weather will need to stay on the forefront of
the team’s mind. Staying on schedule for design and initial construction will help battle winter
conditions. Spending dollars on winter conditions, while inevitable in mountain towns, should be
minimized as much as possible because these dollars do not give back as much value to the eventual
end users of the building. We will work with the design, construction, and ownership team to best plan
the work to reduce costs related to winter conditions.
Colorado Mountain College Housing – Edwards, Colorado
Colorado Mountain College Housing – Breckenridge, Colorado East Grand SD – Career Center
Granby, Colorado
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SECTION J MANAGEMENT APPROACH
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Green Building Project Experience
We understand the Town of Avon is striving for net-zero energy use on the Avondale Housing Project.
DPM will be able to provide guidance to the Town to analyze the best-fit system for the Avondale
Housing Project. If not already completed, Energy Modeling will be an important component of the
process for the Town to review lifecycle costs and chart a path forward. Our Project Managers have
experience with several high performing programs, including Leadership in Energy and Environmental
Design (LEED®), Colorado Collaborative for High-Performance Schools (now called US-CHPS) and Green
Globes.
The table below includes a list of projects our team members have managed providing Owner’s
Representative services that have focused on net-zero and/or received (or are targeting) sustainability
certifications.
Project Name Program
Colorado Mountain College Attainable Student
Housing – 4 campuses All electric buildings for College PV offset
Meadowood Staff Housing – Carbondale
Roaring Fork School District Targeting net-zero with ground-mounted PV
Ridgway Elementary School Green Globes, 3 Globes (targeting)
Lake County High School* LEED® Gold
High Mountain Institute Campus & Housing Net-zero (without certification – see profile)
Glenwood Springs Elementary School* LEED® Gold
Aspen Community School* LEED® Gold
De Beque Pk-12 School* LEED® Gold
Columbine Middle School* LEED® Silver
Orchard Mesa Middle School* LEED® Silver
Animas High School US-CHPS Verified Leader (targeting)
Hayden Pk-12 School* US-CHPS Verified Leader
Lake County Elementary School Green Globes, 3 Globes
North Routt Community Charter School LEED® Platinum
Lake County Community Justice Center Exploring Net-Zero, All-Electric Building
(currently in design and energy modeling stages)
*Owner’s Representative services provided by DPM staff while working together at a previous firm
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SECTION J MANAGEMENT APPROACH
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
COMMISSIONING: From our construction project experience, we know the largest quantity of issues post-
occupancy stem from interior climate issues related to mechanical, electrical, and building envelope
systems.
The Commissioning Agent (CxA) works as an Owner consultant closely with the Design and Construction
Teams and focuses on mechanical, electrical, and building envelope systems. They work early with the
Owner to establish the Owner’s Project Requirements (OPRs) and communicate these with the team.
They review all design drawings in detail to make sure the design conforms to the OPRs. Then they make
frequent construction site visits to ensure the design is being installed as it should. Finally, once the
building is complete, they take measurements of the systems to ensure they are performing per design
to verify the OPRs were truly implemented. If things are not going as planned after occupancy, the CxA
helps the Design and Construction Team(s) make modifications to ensure the building is performing
optimally.
For the Colorado Mountain College housing projects, including water window testing proved valuable in
avoiding moisture issues in the future. The contractor was provided with information on how to correct
the window installation to ensure a watertight building envelope. We would recommend this service for
the Avondale project.
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SECTION K REFERENCES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION K - References
Provide contact information for relevant contracts with other municipalities within the past 3 years where similar
services have been performed.
DPM is often asked by clients to provide Owner’s Representative services on future projects based on
our past performance. We see ourselves as an extension of the staff and while we take our roles serving
our clients and project teams seriously, we do not take ourselves too seriously.
Client Reference Project(s) – Project Cost / Year Completed
Mr. Jim Schied
Director of Public Works
City of Montrose – Public Works
400 East Main Street | Montrose, CO 81401
P: 970.417.8447 | E: jscheid@ci.montrose.co.us
1. Montrose Public Safety Complex $21M / 2022
2. City Hall Interior Renovation - $3M / 2023
3. City Hall Facade Renovation - $TBD / 2024
4. Amphitheater Procurement - / 2022
Mr. Blaine Hall
Police Chief
City of Montrose Police
434 South 1st Street | Montrose, CO 81401
P: 970.209.8045 | E: bhall@ci.montrose.co.us
Montrose Public Safety Complex $21M / 2022
Mr. Doug Cupp
Fire Chief
Greater Eagle Fire Protection District
425 East 3rd Street | Eagle, CO 81631
P: 970.471.8053 | E: dcupp@gefpd.org
Station 9 Remodel $3M / 2023
Mr. Tim Bergman
County Manager
Lake County
505 Harrison Ave. | Leadville, CO 80461
P: 719.838.0004
1. Community Justice Center / 2025
2. Jail Renovation / 2022
3. Southern Fire Station / 2023
4. Master Plan Existing Courthouse and
Administration Building / 2023
Mr. Jeff Fiedler
County Commissioner
Lake County
505 Harrison Ave. | Leadville, CO 80461
P: 719.427.7500
1. Community Justice Center / 2025
2. Jail Renovation / 2022
3. Southern Fire Station / 2023
4. Master Plan Existing Courthouse and
Administration Building / 2023
5. New Lake County Elementary / 2021
Mr. Dan Dailey
Fire Chief
Leadville / Lake County Fire
816 Harrison Ave. | Leadville, CO 80461
P: 720.937.7546 | E: ddailey@leadvillefire.org
New Southern Fire Station - $2.5M / 2023
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SECTION K REFERENCES
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
Mr. Sean Nesbitt
Director of Facilities
Colorado Mountain College
802 Grand Ave. | Glenwood Springs, CO 81601
P: 303.499.0517 | E: scnesbitt@coloradomtn.edu
1. Student Attainable Housing – 5 Buildings, 4
Campuses - $52M / 2023
Mr. Jeff Gatlin
Chief Operations Officer
Roaring Fork School District
400 Sopris Ave. | Carbondale, CO 81623
P: 970.319.9082 | E: jgatlin@rfschools.com
1. Carbondale Staff Housing Project - $30M / 2024
2. 2015 Bond Program* - 26 Projects - $151M /
2019
Dr. Brad Meeks
Former Superintendent
Steamboat Springs School District
P: 651.341.0573
1. 2019 Bond Program – 7 projects - $79.5M /
2022
2. 2017 Bond Program – 3 projects - $15M / 2018*
Dr. Brian Hill
Superintendent
Mesa County Valley School District 51
2115 Grand Ave. | Grand Junction, CO 81501
P: 512.554.8034 | E: brian.hill@d51schools.org
1. Grand Junction High School Replacement
Project - $145M / 2025
2. Grand Junction High School Master Plan 2020
3. Grand Junction High School Pre-Bond Services
4. Grand Junction High School BEST Grant 2021
5. Orchard Mesa Middle School Replacement,
$40M / 2019*
6. Orchard Mesa Middle School BEST Grant 2018*
Mr. Brad Ray
Superintendent | East Grand School District
299 County Road 611 | Granby, CO 80446
P: 970.379.3344 | E: brad.ray@egsd.org
Mr. Frank Reeves
Superintendent (retired) | East Grand School District
P: 719.740.8367 | E: frankreeves96@gmail.com
1. 2021 Bond Program – 5 projects - $98M / 2025
2. EGSD Multiple BEST Grant Applications
3. Garfield County School District 16 HVAC & Roof
Improvements & BEST Grant Applications – 2
projects - $7M / 2023
4. 2014 Bond Program Garfield County School
District 16 – 9 Projects - $34M*/ 2017
Mr. Matthew Mendisco
Town Manager | Town of Hayden
P: 970.276.3741
E: mathew.mendisco@haydencolorado.org
1. Hayden Community Center - $8M / 2024
2. Historic Renovation – Civic Co-Working Space
Ms. Coulter Bump
Attorney
Caplan & Earnest LLC
P: 970.379.3344 | E: cbump@celaw.com
Multiple Colorado public school bond programs
* Team members provided Owner’s Representative services while at a previous firm
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SECTION L FEE SCHEDULE
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION L - Fee Schedule
Provide a detailed cost proposal to accomplish the attached scope of work and provide a rate
sheet showing the fully loaded billing rates for all staff classifications proposed to provide
services to the Town. The cost proposal shall provide estimated hours and costs for each phase
of the project.
Preconstruction, Design & Bidding Phase - per RFQ/P scope
Construction Phase, per RFQ/P scope noted as “TBD” – as a cost per month
Closeout Phase – as a cost per month – assume this phase is 2-3 months
Reimbursable Expenses
Reimbursable Expenses for mileage and limited travel expenses will be invoiced at cost, not to exceed
$10,000.
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SECTION L FEE SCHEDULE
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
DPM FEE ASSUMPTIONS:
- Preconstruction activities will commence immediately in July and bidding and a finalized GMP
will be presented by the end of June 2024.
- Reimbursable travel expenses are proposed as a not-to-exceed amount and will be limited to
mileage (at IRS rates), travel meals, and limited lodging. Expenses will be invoiced at cost + 10%
administrative fee.
- Hard cost target budget is approximately $30M.
- Construction fees are presented as a cost per month and can be converted into a lump sum per
the CM/GC’s contractual construction schedule, when available.
- Fee proposal does not include a phased permit approach. This may result in a few months of
more efficient fee structure if construction sitework is permitted early and overlaps with final
GMP presentation.
- Closeout fees are presented as a cost per month will be completed within 2-3 months after
substantial completion.
High Mountain Institute – Staff Housing, Leadville CO
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SECTION M & N CONDITIONS & LITIGATION
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION M – Reservations, Conditions, or Constraints
Any reservations, conditions or constraints related to the request for qualification.
Dynamic Program Management does not have any reservations, conditions, or constraints
related to this qualification.
QUESTION N - Litigation
Any past, existing or pending litigation related to work the firm has undertaken in the last 5
years.
Dynamic Program Management has never been involved in a lawsuit or claim.
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SECTION O DIFFERNTIATORS
Avondale Apartments Project OWNER’S REPRESENTATIVE SERVICES
QUESTION O - Differentiators
Other comments or features concerning your firm that differentiates it from other firms qualified for
this project.
DPM DIFFERENTIATORS
1. Currently managing multiple similar staff housing projects in the area; extensive relationships
with architects, general contractors, and engineers working in housing.
2. Detailed understanding of construction materials and supply chain status specifically for multi-
unit housing in the central mountains. We are familiar with various funding sources, including
Certificates of Participation and Federal funding, and how they influence reporting.
3. Actively working on projects incorporating passive solar, solar panels, electrical charging stations,
composting solutions, and xeriscape.
4. DPM is a 100% woman-owned business, with 50% of the proposed team members for the
Avondale Apartment project being local women. Nationally, 11% of the construction workforce are
women.
5. Colleen Kaneda has been an Eagle County resident since 2000 and has engaged in many
communities and civic organizations. In addition, she is a former Town of Avon resident and
property owner since 2004. Her property, located in Sunridge Phase 2, is rented long-term to a
long-time local working family. Colleen understands local multi-unit housing from many
perspectives.
6. Reilly O’Brien, Senior Project Manager, has years of experience managing affordable and
attainable housing projects in mountain communities.
7. Todd Raper, QA/QC, has an astounding level of commercial construction knowledge. His wisdom
and foresight lead to creative approaches and solutions.
8. DPM has an exceptional client satisfaction rating and has a 100% client retention rate as
projects arise: re-hired competitively or sole-sourced.
9. Senior-level industry professionals with 25+ year careers in Eagle County & Western Slope.
Forming long-lasting relationships with our clients is important to everyone on the DPM team.
10. Our team members have worked together for years. We enjoy and respect each other’s
professional styles and have a seamless workflow. Colleen and Reilly have been teamed on projects
for over a decade; their natural comradery creates an enjoyable team environment.
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Gunnison watershed SCHOOL DISTRICT RE-1j
OWNER’S REPRESENTATIVE Services
APPENDIX
› Project List
› Project Management Agreement
› Reference Letters
DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
APPENDIX
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
PROJECT LIST
Workforce housing
• Colorado Mountain College, Edwards, Breckenridge, Steamboat Springs, Glenwood Springs, CO
Attainable Student Housing
• Eagle County, Edwards, CO
Workforce Housing on CMC Edwards Campus
• Roaring Fork School District, Glenwood Springs, Basalt, Carbondale, CO
Carbondale Staff Affordable Housing – 50 units
2015 Bond Program Staff Affordable Housing* - 62 units
• High Mountain Institute, Leadville, CO
Affordable On-Campus Staff Housing
• City of Aspen
Private-Public-Partnership Housing Contractor Pay Application Review*
Municipalities | Public Entities
• Lake County, Leadville, CO
Community Justice Center
New Southern Fire Station
Fire Station #2 Financial Review
2021 Recreation Advisory Board Master Plan Volunteer
• Town of Hayden, Hayden, CO
Hayden Center Renovation
Hayden Co-working / Education Space Historic Renovation
• City of Montrose, Montrose, CO
Montrose Public Safety Complex (featured)
Amphitheater Improvement Project
Montrose City Hall Master Plan
Montrose City Hall Interior Renovation
Montrose City Hall Façade Renovation
• Greater Eagle Fire Protection District, Eagle, CO
Station #9 Remodel
• Town of Vail, Vail, CO
Ford Park Improvements Phases II & III*
• Town of Eagle, Eagle, CO
Eagle River Kayak Park*
• Routt County / City of Steamboat Springs, Steamboat Springs, CO
New Combined Law Enforcement Building*
• City of Aspen, Aspen, CO
Affordable Housing Study*
Pedestrian Mall Improvements*
Wheeler Opera House Interior Renovations*
Child Center Feasibility Study*
• Eagle County Paramedic, Edwards, CO
New Vail Mountain Rescue*
DocuSign Envelope ID: 7E94A00A-1DA0-490F-AA47-583BC357D9F3
APPENDIX
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
• City of Glenwood Springs, Glenwood Springs, CO
8th & Cooper Parking Structure*
• Garfield County Libraries, Glenwood Springs, CO
Glenwood Springs Branch Library*
School Districts | Public Entities
• East Grand School District, Granby & Fraser, CO
Granby Elementary School Replacement
New Career Center
Middle Park High School Renovation
East Grand Middle School Renovation
Fraser Valley Elementary School Renovation
• Mesa County Valley School District 51, Grand Junction, CO
Grand Junction High School Replacement
Grand Junction High School BEST Grant Application & Master Plan
2020 Central High School Master Plan
2021 Grand Junction High School Replacement Pre-Bond Services
Orchard Mesa Middle School Replacement*
• Stone Creek Charter School, Edwards & Gypsum, CO
Edwards Classroom Addition
Gypsum Campus Master Plan
• Marble Charter School, Marble, CO
2022 Bond Capital Improvements
• Carbondale Community School, Carbondale, CO
2023 Capital and Safety Improvements
2022 BEST Grant Application
• DeBeque School District, DeBeque, CO
New Elementary School Addition to Upper School*
• Plateau Valley School District 50, Collbran, CO
2023 BEST Grant Application
2022 BEST Grant Application
2021 BEST Grant Application
2020 BEST Grant Application
2019-20 Master Plan*
• Montrose County School District RE-1J, Montrose, CO
Ongoing Contract Preparation Services
2021 Master Plan
New Columbine Middle School*
2020 HVAC Upgrades BEST Grant Application
• Ridgway School District, Ridgway, CO
Elementary School Renovation Project
2021 BEST Grant Application
• Steamboat Springs School District, Steamboat Springs, CO
2019 Bond Program – 7 projects
2020 BEST Grant Application
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APPENDIX
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
2017-2019 Master Plan*
2018 BEST Grant Application*
2017 Bond Program – 3 projects*
• Roaring Fork School District, Basalt, Carbondale, Glenwood Springs, CO
2015 Bond Program –26 projects*
• Garfield County School District 16, Parachute & Battlement Mesa, CO
2023 BEST Grant Projects – Roofing and HVAC improvements
2022 BEST Grant Application
2014 Bond Program – 9 projects*
2015 BEST Grant Application*
• Hayden School District, Hayden, CO
New Pk-12 School*
• Meeker School District, Meeker, CO
2023 BEST Grant Project – Barone Middle School HVAC Improvements
High School Addition / Major Renovation*
2019 BEST Grant Application*
• Animas High School, Durango, CO
High School Relocation to Fort Lewis College Campus
• Aspen Community School, Woody Creek, CO
2014 Campus Redevelopment*
• Ross Montessori Charter School, Carbondale, CO
2016 New Charter School*
• Colorado River BOCES, Garfield County, CO
2021 Master Plan – New Career Technical Education Center
• High Mountain Institute, Leadville, CO
Teacher Housing & New Academic Center
• Lake County School District, Leadville, CO
2022 Master Plan Update
2022 BEST Grant Application
2019 Bond Program
2019 BEST Grant Application
2017-2018 Master Plan*
2012 Bond Program*
Play Yard Improvements – 2 projects*: GOCO, DOLA Grants
Hazardous Material Abatement Project*
2013 BEST Grant Application*
High School Renovation & Addition*
District-wide Security Upgrades*
West Park Elementary School Replacement
• Colorado Mountain College, Various Campuses
Attainable Student Housing
New Academic Center, Steamboat Springs, CO*
Outdoor Gear Storage Building, Leadville, CO*
Mixed Use Morgridge Commons, Glenwood Springs, CO*
* Indicates project completed with a previous firm.
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APPENDIX
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
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APPENDIX
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
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APPENDIX REFERENCE LETTERS
DELTA COUNTY SCHOOL DISTRICT 50J 43
OWNER’S REPRESENTATIVE/CONSTRUCTION MANAGER
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APPENDIX
Avondale Apartments Project
OWNER’S REPRESENTATIVE SERVICES
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Avon Professional Service Agreement [Dynamic Program Management, July 26, 2023] Page 16 of 16
EXHIBIT B
(“Rates”)
For 2023 fiscal year, Not-to-Exceed $95,370.00
Reimbursable travel expenses: Not-to-Exceed $10,000.00
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