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HomeMy WebLinkAbout113006 EDAW - CONTRACT - RFP - P1030 I25 / SH 392 INTERCHANGE IMPROVEMENTPROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT made and entered into the day and year set forth below, by and between THE CITY OF FORT COLLINS, COLORADO, a Municipal Corporation and the TOWN OF WINDSOR, hereinafter referred to as the "City" and EDAW, Inc. hereinafter referred to as "Professional". WITNESSETH: In consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the parties hereto as follows: 1. Scope of Services. The Professional agrees to provide services in accordance with the scope of services attached hereto as Exhibit "A", consisting of eighteen (18) pages, and incorporated herein by this reference. 2. The Work Schedule. The services to be performed pursuant to this Agreement shall be performed in accordance with the Work Schedule attached hereto as Exhibit "B", consisting of one (1) page, and incorporated herein by this reference. 3. Time of Commencement and Completion of Services. The services to be performed pursuant to this Agreement shall be initiated within ten (10) days following execution of this Agreement. Services shall be completed no later than July 31, 2007. Time is of the essence. Any extensions of the time limit set forth above must be agreed upon in writing by the parties hereto. 4. Early Termination by City. Notwithstanding the time periods contained herein, the City may terminate this Agreement at any time without cause by providing written notice of termination to the Professional. Such notice shall be delivered at least fifteen (15) days prior to the termination date contained in said notice unless otherwise agreed in writing by the parties. Standard Professional Services Agreement- rev09/01/06 Careful integration does not just apply to land use, but also the natural environment and open space. EDAW worked for many years on protecting and planning for the natural resources surrounding Fossil Creek Reservoir and Duck Lake. EDAW developed the resource management plan which planned preserved and enhanced wetland areas, waterfowl nesting areas, bald eagle foraging areas and prairie dog colonies. EDAW has also been working on the protection of open space in this area through plans such as the Northern Colorado Separator Study. It is essential that we carefully consider these resources in our planning and appropriately mitigate if impacts occur. Overall, the project should be testament to what can happen when the public and private sectors work together. Our work with private developers and the elected officials of Fort Collins, Larimer County and the Town of Windsor should result in the accomplishment of the strategic goals outlined in the RFP. The following scope of work outlines the process we will use to result in a successful project. The project will include a series of defensible steps. A key to the project's success will be our team's inclusion of key specialists. The EDAW team will consist of 4 strategy groups: • Traffic and Interchange Design • Implementation and Financial Strategies • Land Use, Utility Infrastructure and Design • Environmental Compliance and Mitigation Each of these groups is comprised of hand-picked local and national experts to ensure that the best resources are brought to bear on this project. These strategy groups will meet with the TAC and property owner stakeholder group throughout the project, targeting key strategies that will result in the successful implementation of this project. As part of this scope of work, two components are attached including the project Budget and Schedule. Scope of Work Phase I - Project Start-Up/Assessment and Analysis Task 1.1 Confirm Work Program, Schedule, and Public Outreach Program. The EDAW team will coordinate project initiation, data gathering, establishment of a public involvement plan, and development of a comprehensive work program, budget and project schedule. The City of Fort Collins has already taken the initial steps to identify potential Technical Advisory Committee Members (TAC). EDAW also suggests that a stakeholders group consisting of property owners and other impacted parties be created. City and Town staff will refine the Technical Advisory Committee and Stakeholders Groups, and assist in gathering information and generating GIS mapping products. A project kick-off meeting with the project management team (see organization chart) and project manager representatives from the Town of Windsor and City of Fort Collins will occur to complete the following subtasks: Page 10 • Finalize the detailed work program pertaining to the EDAW team and staff tasks, budget, and the project schedule. • Establish document formats, project directory and reporting requirements. The EDAW team will create a project directory, and will utilize e-mail as a primary form of communication amongst team members and client contacts. Facsimile, conference calls and other means of communication will be used to assure the most efficient planning process. Document and mapping formats will also be established at this time between team members and with the City of Fort Collins and Town of Windsor. o Refine the Technical Advisory Committee. Current recommendations are: o Town and City Project Managers (Joe Plummer and Pete Wray) o Members of City and Town Staff (Transportation, Finance, Planning, Public Works, Natural Resources, etc.) o Consultant Team o North Front Range Metropolitan Planning Organization (NFR MPO) o CDOT o Latimer County (Transportation, Public Works and Planning) o CDOW • The EDAW team will outline a comprehensive Public Involvement Plan (PIP). The contents of the PIP are described further in Task 6. • Refine the property owner stakeholders group. Obtain any additional background information: reports and base maps, topography, natural features and structures. Also, available utility mapping will be reviewed, including potable water, sanitary sewer, storm drainage facilities, natural gas, electricity and telecommunications. Meetings: Staff kick-off meeting Deliverables: Refined work plan, schedule and Public Involvement Plan Task 1.2 Clarify Task Roles and Responsibilities. As part of the kick-off meeting, described in Task 1.1, EDAW will discuss project expectations and communication protocols. EDAW's project manager, Bruce Meighen, will work closely with Joe Plummer and Pete Wray to refine communication protocols. The EDAW team brings local and national transportation design and finance experts together. Bruce Meighen from EDAW, along with Mark Mehalko from DMJM Harris and Allan Brown from PBSU will ensure that the Town of Windsor and the City of Fort Collins have access not only to local staff who have successfully completed similar analyses, but also national experts. The project management team will work with the Town and City to fine tune project roles. EDAW will also outline the role of the Town and City, which will include working with the finance specialists and undertaking the GIS mapping for the project. Page 11 Task 1.3 Prioritize Issues. The EDAW team will assess and analyze pertinent issues associated with the project including, but not limited to: • Types and quality of land uses • Transportation (street connectivity, frontage road locations, multi -modal options, etc.) • Provision of adequate public utilities • Integration of gateway features • Protection of and mitigation of natural resources such as key water fowl nesting areas, wetlands, bald eagle habitat and prairie dog colonies. • Buy -in from property ownerships • Private/public partnership funding mechanisms (special distribution, TIF, municipal contributions, impact fee, etc.) • Integration of project solutions with ongoing EIS. • Revenue potential of developments • Existing and future agency partnerships • Annexation and growth management area boundaries • Development and maintenance of public facilities This list of issues will refined at the first TAC meetings and during upcoming stakeholder interviews. Meetings: TAC meeting Deliverables: Issues List Task 1.4 Perform Assessment of Existing Conditions, Plans, IGA and Regulations. The EDAW team will develop an inventory of information relating to current conditions. The inventory will be based on base information provided by staff, utility providers, special districts, and via site analysis. EDAW and PBS&J have much of the existing data from City Plan, the Master Street Plan, the SH 392 EOS, SH 392 Access Control Plan and the Fossil Creek Reservoir Area Plan. Subtasks include: • Create a base map of the study area using digital imagery provided by the City • Review and update existing inventory of GIS layers, including natural areas, habitat quality, floodplain boundaries and related information. • Review, inventory and evaluate existing information, relations to existing public master plans or private development plans, and context of adjoining areas. • Interview service providers to document their capacity to serve existing and future development as well as to understand future plans and potential improvement costs. Greg Hurst, the project civil engineer, brings a team of individuals that have worked with the City, County and special districts servicing the planning area. Their knowledge of existing systems and personnel will allow the team to be efficient in the collection of information and the assessment of their future needs. Page 12 • Inventory the existing roadway network and identify approximate roadway widths, functional classification, lane assignment and traffic control based on our team's work with EOS and Access Control Plan for SH 392. • Review the preliminary interchange design based on our team's work on the interchange layout and the ongoing EIS. • Review existing IGA and regulations. Deliverables: GIS Mapping and Existing Conditions Summary Task 1.5 Perform Analysis of Opportunities and Constraints. One of the first phases of the project will be to assess the existing condition and develop a constraints and opportunities map. The project is within the immediate vicinity of the Fossil Creek Reservoir Regional Open Space and contains several drainages and wetlands. During our preparation of the Resource Management & Implementation Plan for Fossil Creek Reservoir Regional Open Space, April 2003, we identified a number of natural resource issues that will be relevant and will need to be considered when evaluating the effects of the interchange improvements. EDAW will perform a literature search to identify known local populations of rare or sensitive species, followed by a field reconnaissance survey to further refine potential jurisdictional areas and wetlands as well as potentially suitable habitat for federally threatened species. These species include Preble's meadow jumping mouse (Zapus hudsonius preblei), Ute's ladies tresses orchid (Spiranthes diluvialis), and Colorado butterfly plant (Gaura neomexicana coloradensis). Formal wetland delineation and focused surveys will not be performed as part of this project. As part of the opportunities and constraints assessment, we will identify the relevant regulatory issues related to the natural resources. A preliminary list of some of the relevant regulatory issues that may be addressed as part of this project include: • Federal Endangered Species Act • Bald Eagle Protection Act of 1940 • Migratory Bird Treaty Act of 1918 • Clean Water Act • Porter Cologne Act • Federal Executive Order 11990, "Protection of Wetlands" • Colorado Executive Order D 006 99, "Noxious Weed Management" • City of Fort Collins' Article 3, General Development Standards, under "Protection of Wildlife Habitat and Ecological Character" • City of Fort Collins' Animal Control Code Other resource issues that are identified in the Resource Management & Implementation Plan for Fossil Creek Reservoir Regional Open Space include the following: Page 13 • Resource Management Area 1/4 mile buffer • Bald eagle '/< mile roosting buffer between November 15 and March 15 • Heronry 835 foot buffer between March 1 and July 31. • Waterfowl 170 foot buffer • Shore birds 260 foot buffer EDAW will provide a discussion for each issue and how it affects the project. Meetings: TAC meeting Deliverables: Opportunities and Constraints Map /Matrix Task 1.6 Facilitate early public outreach. As described in Task 1.1, the project team will refine the Public Involvement Program (PIP), which will include a strategy for each outreach effort. This will include a discussion at a TAC meeting to refine public and agency involvement activities. At this meeting, the TAC will discuss other agencies that should be added to the committee. The TAC should be used as key tool to create partnerships that will form the basis of implementation activities. Key early steps will include: • Initiate PIP — develop contact list, make initial contacts with participating agencies • Conduct one-on-one stakeholder meetings with property owners and developers • Conduct one-on-one property owner group meeting • Conduct one-on-one meetings with environmental resource agencies • Initiate recurring meetings with participating local agencies and stakeholders Fort Collins, Windsor, Larimer, CDOT, perhaps others) • Town and City departmental interviews • Prepare newsletter, advertisement, and press release as invitations to open house • Conduct one open house with general public to study goals and objectives, scoping, study team contacts, and present initial concepts It is important to note that as part of the SH 392 EOS and Access Control and the creation of a preliminary special district, our team knows the property owners and can build on these relationships. Deliverables: Refined PIP Meetings: Open House, Stakeholder Interviews Page 14 Phase II - Interchange Improvement Plan Task 2.1 Assess Land Use, Transportation and Open Lands Alternatives / Options for the Corridor Activity Center (CAC) Area. The EDAW team will develop two concepts for the Corridor Activity Center (CAC) area. Although land use options are well defined due to existing and proposed development, the integration of all elements has not been fully depicted. The EDAW team will develop two planning concepts focused on the integration of land use, gateway elements, landscaping, public facilities, transportation, interchange improvements alternatives, open lands, natural resources and urban design. A comparative analysis matrix will be completed to compare each of the alternative concepts from the standpoint of established economic, physical, transportation and environmental considerations. These concepts will be presented to the TAC. Integral to this task will be the Land Use, Design and Utilities Strategies Group. These concepts will be refined with input from subsequent tasks described below. Key questions that will be discussed with the TAC will include: • Which concept will best generate revenues to support interchange improvements? • Which concept best meets the needs of all cooperating agencies? • What are the environmental impacts and how can they be mitigated? • Which concept holistically integrates transportation, land use, design, utilities and natural resources? Deliverables: Two concept plans Meetings: TAC Task 2.2 Assess Transportation Needs for CAC Area (Including interchange design, frontage roads, local street network, trails, transit facilities, park and ride, bicycle and pedestrian facilities.) The Traffic and Interchange Design Group will evaluate the transportation needs for the CAC area. The team is well familiarized with the site. EDAW recently generated the TAZ model for the area, and PBS&J completed the master street plan for Fort Collins as well as the SH 392 Access Control Plan and EOS. Building on these studies, the following subtasks will be completed: • Evaluate initial concepts o Traffic projections — use NFR MPO model as base; consider alternative land use scenarios — level of detail will be to major arterial (i.e., I-25, SH 392, I-25 Frontage Roads, primary county roads). Local street network may be conceptually laid out, but no traffic analysis will be performed. o Traffic operations analysis — same qualifier as above o Qualitative transit and multi -modal assessment, to include BRT Station location o Assess potential environmental effects Page 15 o Conduct one-on-one meetings on technical topics as necessary (traffic, environmental, etc.). Expected groups to meet with would be: Fort Collins Traffic, Windsor Engineering, Fort Collins NRAB, Fort Collins Transportation Board, Latimer County Engineering and Transportation Planning, etc. • Coordination with project stakeholders — recurring meetings with FC/Windsor and one-on- one meetings with other stakeholders (CDOT, Larimer County, others) as necessary This analysis will be integrated with the assessment of interchange options. The need for constructing improvements to the I-25/SH392 Interchange is associated with the following issues: • The regional transportation planning process, as codified in federal regulations, has established the need for this interchange reconstruction investment to address a network deficiency in the regional transportation system network. • The regional roadway system indicates that there are no new additional significant roadways planned in the project area. The SH 392 transportation corridor will likely operate at its functional capacity during peak hours in the future. • The interchange infrastructure is currently over -capacity and has several design deficiencies that impact current traffic movement and progression: o SH 392 and the interchange ramps do not meet current AASHTO design and safety standards for sight distance and clear zone. o The existing SH 392 bridge over I-25, built 50 years ago, is functionally obsolete and does not accommodate the future needs of either the I-25 or SH 392 corridors in terms of width and typical section. o The existing diamond interchange suffers from several operational and safety deficiencies and is inadequate to accommodate existing and future traffic demand. Some of these deficiencies include inadequate intersection spacing and traffic progression on SH 392, lack of tum lanes and inadequate storage lengths. o The proximity of the west frontage road to the interchange further reduces the capacity of the overall interchange. o The relatively steep profile grades at the west intersection approach further reduce the sight distance along SH 392 and provide minimal vertical clearance over I-25. o SH 392 provides little or no refuge to accommodate pedestrianibicycle traffic within the limits of the interchange. • Traffic volumes are increasing due to significant state and regional growth and development in the vicinity of the 1-25/SH 392 interchange. • The North Front Range Major Investment Study has identified reasonably foreseeable corridor improvements along 1-25 that would require an unobstructed envelope for new I-25 corridor infrastructure. • The North Front Range Regional Transportation Plan has identified reasonably foreseeable corridor improvements for SH 392 to include a four -lane facility with widened shoulders, intersection improvements, and a possible multi -modal park-n-ride lot. • There is a need to consider future feeder bus service along SH 392 connecting with I-25. Page 16 • There is a need to consider current and projected park -and -ride facility requirements. DMJM Harris completed two key studies that directly relate to this I-25/SH 392 Interchange Improvement Plan: the Crossroads Area Transportation Study and the I-25 / SH 392 Interchange Justification for Separate Action. Collectively, these studies consider both the regional and project specific requirements for this interchange. As part of these studies, DMJM Harris developed and conceptually designed several interchange alternates. Due to the operational issues associated with the tight diamond alternative and the potential of precluding other future corridor improvements with the SPUI alternative, the interchange alternative that is most likely to proceed is a modified version of the compressed diamond alternative that was presented in the Crossroads Area Transportation Study. The interchange includes on ramps to I-25 in both the northeast and southwest quadrants and off ramps to SH 392 in both the northwest and southeast quadrants. The existing West Frontage road and west interchange ramps will be relocated approximately 500 feet and 120 feet to the west, respectively, to provide improved intersection spacing for the interchange ramps along SH 392. The existing frontage road in the southeast quadrant has previously been realigned further to the east to line up with Westgate Drive on the north side of SH 392. No further improvements are planned for this frontage road as part of this project. Intersection spacing along SH 392 is as follows: • West Frontage Road to West Interchange Ramps - 575 feet • West Interchange Ramps to East Interchange Ramps - 700 feet • East Interchange Ramps to Westgate Drive - 600 feet It is anticipated that all three of these intersections will be signalized, assuming that traffic signal warrants will be met. The West Frontage Road intersection was located so as to minimize and/or mitigate impacts to existing wetlands further to the west along the north side of SH 392. The alignment of the West Frontage Road was designed to address land use and access concerns of the west side property owners. It is anticipated that the alignment will be refined, with its ultimate alignment being influenced the strategic needs of Fort Collins. Between CR 5 and the West Frontage Road, SH 392 is proposed to be widened to accommodate three (3) through traffic lanes in each direction in addition to right turn lanes and double left turn lanes where warranted. Based on similar I-25 designs for interchanges at SH 52 and Harmony Road, 1-25 is anticipated to accommodate two through traffic lanes, a buffer separated HOV lane and twelve -foot shoulders in each direction plus accel / decel lanes. The center median, as constructed for similar North 1-25 interchanges, is 56 feet wide and can be used to accommodate other proposed transportation alternatives. The SH 392 Bridge over I-25 is proposed to be reconstructed to accommodate both the widened section of SH 392 and adequate span length to accommodate the I-25 section. The interchange ramps will be reconstructed to meet current AASHTO standards for merge and diverge lengths. All components of the interchange will be designed to meet current AASHTO standards for horizontal and vertical alignment and sight distance. Page 17 The diamond interchange alternative can be modified to accommodate possible ramp metering for traffic entering I-25. The northbound and southbound on ramps can be widened and lengthened to provide adequate storage for queued traffic as well as a "bypass lane" for bus/HOV traffic. It would be necessary to place a vehicle detector system on I-25 and the ramps in addition to the ramp metering signal controls. It would also be necessary to increase the length of the acceleration lanes and the ramp tapers. The interchange right-of-way could accommodate the ramp metering with minimal modifications. Consistent with CDOT's recently adopted Environmental Stewardship Guidelines (ESG), coordination between the City of Fort Collins, Town of Windsor, CDOT, FHWA, the North Front Range MPO, and the environmental resource agencies would be continued and enhanced in a partnership fashion. Coordination and communications with the property owners, the public, public agencies, and other project stakeholders would also continue consistent with the ESG for projects of similar scope and scale. Elements of the 1601 process have already been initiated, such as: • System Level traffic and operational analysis • Project Level traffic and operational analysis • Coordination with the property owners and stakeholders • Environmental overview of resources, and • Development of the project's purpose and need An element of the 1601 process is to provide the appropriate level of environmental documentation and seek an equally appropriate environmental decision from the FHWA. The type and nature of the decision is not determined at this time. The level of environmental planning would be established during the formal scoping phase. Information from this I-25/SH 392 study will be made available to CDOT and FHWA for the consistent development of CDOT's North 1-25 EIS. As part of the development and adoption of the preferred interchange alternative, we suggest fully implementing the level of public involvement outlined in this scope, including: • A high level of participation and guidance by the agencies with a vested interest, and establishment of an Advisory Committee, including the City of Fort Collins, Town of Windsor, Larimer County, North Front Range MPO, and the Colorado Department of Transportation. • The participation of a wide range of stakeholders at Stakeholder meetings consisting of landowners, developers, government, homeowners associations, and similar concerned persons. Three milestone meetings are suggested to present significant findings, obtain input, and build consensus for the concepts. A fourth meeting is suggested to review finance and funding. • Presentations and question/answer sessions with elected officials • Open house meetings by the public, property owners, sub area residents and government representatives Page 18 All of the proposed coordination is intended to be designed and delivered to meet the requirements of the CDOT 1601 policy and procedural requirements. Deliverables: Concept Refinement —Interchange and Transportation Options Meetings: TAC Task 2.3 Assess Needed Infrastructure Improvements and Provision of Facilities and Services. The Land Use, Design and Utilities Strategies Group will review service plans and interview various service providers and City and Town Departments to determine whether there is an adequate provision of utilities based on the proposed land use concepts. Needed improvements will also be identified. Data that will be reviewed or compiled will include: Water, sewer, storm drainage, electric, telecommunications, natural gas infrastructure capacities, plans for expansion and ability to affect the site • Master drainage plans Deliverables: Utility Assessment Memo Task 2.4 Close Coordination with the North I-25 EIS, SH-392 EOS, and SH-392 Access Control Plan is a Must for this Effort. PBS&J and EDAW were both part of the SH-392 EOS and Access Control plan fully integrating this effort into the current project. In addition, three (3) coordination meetings will be held with the North 1-25 EIS team. One goal of these meetings is to discuss interchange refinements and determine whether these options will be integrated into the ongoing EIS or a separate implementation track will be considered. Meetings: Three (3) Coordination Meetings Task 2.5 Develop preferred CAC Plan. The EDAW team will create a preferred CAC plan integrating land uses, gateway features, landscaping, public facilities, transportation, interchange improvement alternatives, open lands, rivers, streams and, and urban design. Based on the preferred concept, EDAW will summarize the impacts and challenges with implementation. One key concern identified by the City of Fort Collins is the potential of environmental impacts adjacent to Fossil Creek Reservoir. If impacts are present and mitigation is an option, subtasks by the Environmental Compliance and Mitigation Strategies Group would include: Page 19 All notices provided under this Agreement shall be effective when mailed, postage prepaid and sent to the following addresses: EDAW, Inc 240 East Mountain Avenue Fort Collins, Colorado 80524 City: City of Fort Collins, Advance Planning 281 North College Avenue Fort Collins, Colorado 80524 and Joseph Plummer, Director of Planning Town of Windsor 301 Walnut Street With Copy to: City of Fort Collins Attn: Purchasing PO Box 580 Fort Collins, CO 80522 In the event of any such early termination by the City, the Professional shall be paid for services rendered prior to the date of termination, subject only to the satisfactory performance of the Professional's obligations under this Agreement. Such payment shall be the Professional's sole right and remedy for such termination. 5. Design, Project Indemnity and Insurance Responsibility. The Professional shall be responsible for the professional quality, technical accuracy, timely completion and the coordination of all services rendered by the Professional, including but not limited to designs, plans, reports, specifications, and drawings and shall, without additional compensation, promptly remedy and correct any errors, omissions, or other deficiencies. The Professional shall indemnify, save and hold harmless the City, its officers and employees in accordance with Colorado law, from all damages whatsoever claimed by third parties against the City; and for the City's costs and reasonable attorneys fees, arising directly or indirectly out of the Professional's performance of any of the services furnished under this Agreement. The Professional shall maintain commercial general liability insurance in the amount of $500,000 combined single limits and errors and omissions insurance in the amount of $1,000,000. 6. Compensation. In consideration of the services to be performed pursuant to this Agreement, the City agrees to pay Professional on a time and reimbursable direct cost basis according to Exhibit C. The maximum compensation (for both Professional's time and reimbursable direct costs) not to exceed One Hundred Twenty -Four Thousand Nine Hundred Ninety Six dollars Standard Professional Services Agreement- rev09/01106 2 Wetlands There are several potential options for mitigating impacts to wetlands and waters of the U.S. associated with this project. There is on -site, off -site, and mitigation banking. Impacts to waters of the U.S. or wetlands could be mitigated on -site or off -site. Off site mitigation could occur at nearby Duck Lake where mitigation for other Larimer County projects are planned for implementation. Also, there are three wetlands banks located within the Platte River watershed. The nearest mitigation bank is the Middle Platte River Mitigation Bank (MPRMB). The project falls within the MPRMB's secondary service area and is over 30 miles away from the impact area which would not provide habitat benefits for the local area. Threatened and Endangered Species Avoidance of impacts to threatened or endangered species habitat is always the preferred option. However, if impacts are unavoidable, compensatory mitigation will be required. Mitigation to Preble's meadow jumping mouse could consist of restoration, enhancement, or creation of habitat consisting of well developed plains riparian vegetation with undisturbed grassland in close proximity to water sources with dense herbaceous cover ranging from ratios of 1.5:1 to 3:1. Impacts to Ute's Ladies Tresses or Colorado Butterfly Plant may include propagation or translocation. Other Wildlife Potential effects on other wildlife can be mitigated by performing work outside of their sensitive nesting or roosting season or the creation of habitat buffers and landscape screening. Specifically, effects to winter roosting eagles could be mitigated by performing construction outside of the November 15 to March 15 roosting season. Effects to heronry activity can be mitigated by either working outside of the buffer area or outside of the March 1 to July 31 nesting season. Deliverables: Concept Refinement Meetings: TAC Task 2.6 Facilitate Public Outreach. The EDAW team will continue the public outreach efforts by conducting the following subtasks: • Conduct one-on-one meetings with property owners and developers • Conduct one-on-one meetings with enviromnental resource agencies • Recurring meetings with participating local agencies and stakeholders (Fort Collins, Windsor, Larimer, CDOT, perhaps others) • Prepare newsletter, advertisement, and press release as invitations to open house • Conduct one open house with general public — alternatives considered, screening results, preferred alternative, and next steps Page 20 Phase III - Implementation Task 3.1 Develop implementation Action Plan. The EDAW team will develop a strategic action plan for the Town and City. The action plan will focus on the steps necessary to implement improvements, critical path items and timing. The action plan will integrate many of the ongoing activities, integrating them into one plan. One consideration for the I-25/SH 392 Interchange is how well the alternative can accommodate the future inter -modal facilities located directly along 1-25. The envelope beneath the SH 392 structure can be designed to not restrict the consideration for passenger rail at SH 392 within the 1-25 Corridor. DMJM Harris previously developed a concept with a 56-foot median, which is consistent with the recommendations included in the NFRTAFS and similarly proposed at the I-25/SH 52 interchange. Providing this same opening beneath SH 392 will ensure that the interchange improvements at I-25/SH 392 will not present or cause the controlling restriction on I-25 for potential BRT facilities. A 56-foot median will accommodate two rail lines and barrier protection between vehicle lanes and passenger rail along the I-25 centerline. It is anticipated that the vertical profile of the median will need to be depressed to allow for necessary minimum clearance beneath SH 392 for this passenger rail alternative alignment. The roadway elements associated with the proposed I-25/SH 392 Interchange should be developed as multi -modal facilities, with adequate provisions for bicyclists and pedestrians in the form of on - street shoulders, sidewalks and off -system trails. On -system and Off -system trails in the vicinity of the 1-25/SH 392 Interchange will need further consideration as part of the 1601 Interchange Feasibility Study. Those off -system trails currently identified include the Fossil Creek Management Area trail, and a proposed future trail in the northeast quadrant of the interchange. The provision of new connections across I-25 at County Road 30 and the parkway along the Union Pacific railroad tracks, together with the reconstruction of the Crossroads Boulevard interchange, will allow bicycles and pedestrians to move east and west freely without having to use the higher speed, higher volumes highways (US34 and SH392). In the immediate vicinity of the 1-25/ SH 392 Interchange, the only planned transit facilities are the regional transit corridor along 1-25 and the existing carpool parking lot. With development of a regional transit corridor, there is potential for development of a park-n-ride lot at the interchange. Consideration of potential future linkages between these facilities and pedestrian facilities would be emphasized in the development and evaluation of the interchange alternatives. The SH 392 Bridge can be designed to provide a similar median width as the other recently constructed bridges along the North 1-25 corridor at SH 52 and Harmony Road. The 56-foot median will not preclude a BRT corridor along the median or on either side of I-25. Future feeder bus service was identified for the SH 392 corridor. The proposed improvements at the I-25/SH 392 interchange provide adequate lane widths and turning radii necessary for the proposed bus service. The anticipated improvements in the vicinity of the I-25/SH 392 Interchange should not restrict the opportunities for transit service along SH 392. Page 21 The I-25 Corridor has peak hour traffic that is highly directional, with significant peak volumes and congestion. The potential of the corridor for HOV lane development has been previously recognized. An unofficial carpool parking lot is located in the southwest quadrant of the interchange between the West Frontage Road and the I-25 southbound on ramp. With planned development of a regional transit corridor along I-25, this lot can be expected to take on greater importance in the future as an inter -modal node. The best location for the regional transit station and park-n-ride facility will be assessed and identified. An important recommendation of the Crossroads Area Transportation Study, in terms of alternative mode improvements, is the development of an inter -modal transfer station along a new diagonal parkway/passenger rail line between I-25 and Boyd Lake Avenue. The transfer center is strategically located to support linkage of planned regional transit, local transit, proposed passenger rail, bikeway and trail routes between SH 392 and US 34. The width of the SH 392 bridge over I-25 should not preclude the addition of a BRT station along the I-25 Corridor. A park-n-ride facility at the SH 392 Interchange would enhance the potential for an inter -modal transfer station at this location. Pedestrian access to the station would be provided from the SH 392 Bridge to the station area. Deliverables: Action Plan Meetings: TAC Task 3.2 Cost / Financing Strategies and Tax Revenues. A key part of this effort is to establish a comprehensive cost estimate. Our team has already done this initially as part of our previous work, and it includes both capital and `operational' (road maintenance, utilities, landscaping maintenance, etc.) costs. The previous work will be used as a stepping stone for this project and refined to include new concepts and approaches. The previous estimate identified the following costs in 2003 dollars: Interchange/I-25 & SH 392 $ 11,100,000 Frontage Roads $ 400,000 Water Line $ 300,000 Sewer Line $ 200,000 Signalization $ 130,000 County Road Improvements $ 500,000 Contingencies $ 1,763,000 Subtotal Construction Cost $ 14,393,000 Engineering $ 1,150,000 Construction Inspection and Administration $ 1,430,000 Total Cost Estimate $ 16, 973, 000 Page 22 Inflated to 2006, these capital costs estimate to be approximately $22.0 million and assume all the rights of way are at no cost to the project. The operating costs can vary depending on the level of lighting and landscaping design contemplated as part of the project. With this foundation, our Financial and Implementation Strategies Group (see organizational chart and bios) which includes national and local experts who have financed and constructed similar project will discuss options from around the country and Colorado and determine the appropriate and innovative strategy for the Town of Windsor and Fort Collins. Potential financing mechanisms for improvements will be coordinated with the land use planning but are expected to include sales tax, assessed valuation on the increased properties' values (ad valorem) and/or a potential Public Improvements Corporation (PIC) that could assess a fee in lieu of sales tax. All options will be considered, and an estimate of revenues and debt service will be considered. The key to uncovering appropriate improvement funding lies in demonstrating where and how financial benefits accrue from the intersection's redevelopment, and developing a revenue stream where fees and charges are clearly reflective of that benefit distribution. Once cost and benefit is established, the next set of issues involves defining and evaluating institutional opportunities and barriers for various revenue generation devices, such as districts, taxes, charges and impact fees. Each prospect needs to be evaluated against a set of criteria that include revenue raising capability, fairness and equity, practicality and reliability of the revenue. Implementation requirements will depend on the revenue devices determined and the prospect of a special district formation. District formation requirements are straightforward and defined by Colorado Statute — political palatability is more challenging. The property benefited is likely to include multiple owners and perhaps multiple jurisdictions. A benefit district can be forced on recalcitrant property owners, but other municipalities or jurisdictions have an effective veto power. The benefits of improving this intersection must be clearly articulated and demonstrated such that the political will can be supported. Deliverables: Cost /Financing Strategies Meetings: TAC Task 3.3 Develop Special District Financing Mechanisms and Implementation Steps to Achieve Action. From our previous work on this interchange, a special district coupled with a partnership from CDOT appears to be the best approach to finance this interchange. A key component of this analysis will be to determine the size of the special district and the anticipate revenue from the associated land uses. Accordingly, a series of steps and agreements are necessary to achieve this funding mechanism. We offer the following suggested steps: • Legal description of the properties that will comprise the district • A drawing or map showing the boundaries of the district • A vicinity map showing the district's location • A recent title commitment identifying ownership of all property within the proposed boundaries of the district Page 23 • Written consent from the property owner(s) to the creation of the district is necessary. The property owner(s) will also need to be prepared to sign the petition for the organization of the district. • Estimated daytime population of the district; and the developable square footage of the district • The existing zoning for the properties; also, any information regarding any re -zoning in progress or contemplated • The current assessed valuation of the properties • Tax ID # for the properties or a current tax bill • Cost estimate for the public improvements. This includes the public infrastructure costs of water, sewer, streets, traffic safety, storm drainage, transportation, park and recreation and mosquito control improvements. • Drawings showing the preliminary location of public improvements; a separate drawing is required for streets, water lines and facilities, sewer lines and facilities, storm drainage facilities, and park and recreation facilities. These do not need to be complicated; line drawings are acceptable. • List of governments to which completed improvements will be dedicated: o Streets o Water o Sewer o Storm drainage o Park and recreation, open space, trails (if applicable) • List of any improvements that will not be dedicated to other governments. Also, any improvements that an owner's association (OA) may maintain. OA's can maintain but cannot own improvements paid for with tax exempt public monies (i.e., bond proceeds of the district). • An estimate of the annual cost of maintenance for improvements owned by the special improvement district • Indicate what government (city, district, etc.) will provide: o Water Service o Sewer Service o Fire Protection o Park and Recreation Service (if applicable) • Financing Plan showing assumptions used for assessed valuation, sales tax revenues, debt capacity, estimated issuance of bonds • Resolution of appropriate governing agencies approving service plan • Consent of overlapping special districts Page 24 The Financial and Implementation Strategies Group will work the City of Fort Collins and Town of Windsor, Finance, Transportation and Planning departments to take the first initial steps. This will include initial economic feasibility analysis. This team has also completed a preliminary special district on one side of the interchange. The team will build on this work, providing the City and Town with an initial start to creating a special district. The team will also ensure the mechanisms and staff are present to complete this task. Deliverables: Special District Financing action plan, feasibility and preliminary outline Meetings: TAC Task 3.4 Identify Land Use and Design Regulations for CAC The Land Use, Design and Utilities Strategies Group will develop the conceptual design guidelines and standards. First, prototypical design alternatives for the CAC will be explored. These will be illustrated in example photographs and drawings and presented to the TAC. After a preferred direction is identified for each area, the ideas will be translated into conceptual design guidelines and standards that can be used to direct both land use and design decisions in the future. To prepare the guidelines, there must be adequately detailed information regarding the types of uses envisioned. The design guidelines will focus on identifying the appropriate architectural character; general building massing, orientation, and structure heights; location and screening of parking lots and drive -ups; lighting objectives; and ways to treat the public realm. EDAW will also provide recommendations for landscaping, intersection design, and gateway design elements. Deliverables: Preliminary and Final Conceptual Design Guidelines Task 3.5 Other Implementation Items as Necessary, such as IGAs A number of other implementation steps will be included in the Plan. This would include potential annexations for key properties that recognize the benefits of incorporation in relation to this project. A new IGA may also be prepared in relation to this study. Other considerations include: • Determine regulatory requirements — IAR, 1601, 404 Permitting, ACP Amendment • Identify local and regional planning steps — Regional Transportation Plans • Develop project delivery plan — Design -build, SEP-15, etc. Deliverables: Refined action plan Meetings: TAC Task 3.6 Facilitate Public Outreach The EDAW team will continue public outreach to ensure public, property owner and agency buy -in that will be necessary to implement the plan. This will include key: • One-on-one meetings with property owners and developers • One-on-one meetings with environmental resource agencies Page 25 • Recurring meetings with participating local agencies and stakeholders (Fort Collins, Windsor, Larimer, CDOT, perhaps others) • Prepare newsletter Task 3.7 Facilitate Adoption of Plan by Fort Collins, Windsor, and Larimer County The team will support preparation and attendance at meetings of Fort Collins and Windsor staff, Planning Commissions, and Council/Boards. Phase IV - Plan Document Task 4.1 Provide Draft Sections of Plan for Staff Review Prior to Final Plan Document Completion The EDAW team will edit text, incorporate images, refine format and compile the plan document for presentation and adoption. The draft document will be provided to staff and the TAC for review. Deliverables: Draft Plan Task 4.2 Coordinate with Staff in Developing Required Graphics and GIS mapping. EDAW has routinely worked City and Town staff. EDAW will coordinate with staff to obtain the required graphics and mapping information for the Draft Plan. Task 4.3 Assemble and Deliver Final Document Package, Files and Other Supporting Materials to Staff. EDAW will provide the final document and supporting materials to City staff. Task 4.4 Provide Final Plan Document in a Hard Copy and Electronic Format. EDAW will provide the final document in a hard copy and electronic format. Deliverables: Final Plan Task 4.5 Facilitate Final Public Outreach and Support Adoption Hearings with Staff. The EDAW team will assist staff with the adoption process by providing supporting materials. It is anticipated the plan will be presented to appropriate boards, commissions, civic groups, Larimer County Planning Commission, Planning and Zoning Board, Board of County Commissioners, City Council, Town Board and general public throughout the development and adoption of the final plan. Page 26 Exhibit B 1-251 SH 392 interchange Improvement Plan Schedule, August 2006 111Y—V-JJW=1T'3 Tr w., iiiiiiiijiillilillillilll Task A IOeatlfy land use and design re911159013S for CAC Task 5 Other InplamaNaNan aems as necessary, such a9 rAs Task & Facilitate public autreach Task 7. FwWftee adoption of Plan by Fat Collins, VAndsor ® Staffi! Boards+ Connmssions 0 Pubk Open Hum 0 TAC Meetings Exhibit C TS I. CMBYmewk,, t adbpMa,l ei¢evaaadtwe4PMn E(it KtmiiBidSmPe ReitmwYni6 DMC4%. 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OBcerkt06ecnemaWn RMb a rceceaary, meR w IGA,aY S Rae,=ak*en�T+wnw+w 8 s 876 S 25 S 901 loch alW teglmN p�nM9ww>3 20 $ 2514 $ 25 S 2539 pwj1 CePym 18 5 2,628 S 40 S 2,6M TAC Meebw s 15 S 2,175 $ 200 S 2-375 TaNc6. FedMWtpabllc wtraach Ha Tank /.51 $ CaMuctnlxtigawMtampowcla5Cre4pwn 0 S - S $ cavAedneebsete4R eaeoare ywWa o $ Reecweq mw+it0a hpayed ebkewdv f*da+ndatMwl 0 is c w ml 32 E 3399 $ 600 S 3,998 tkerMeBP(MA ce ay) 0 f - f - $ Ta 7,Fe edw%md Pb bl FMCdlbu,9Aa w Ta61. PtoMSe 6dt aecllwu a/Plator MWlreNaw pdMbFMM Pbn---------elbn 2$ 64 S 3 % S 7,2M s 2001 $ 25 S 4A56 $ 7.225 Tank LCoaMYe lWh sbRin tlevMapkq cegMed¢ap$b aW qS mappf 3 E 300 S - S 300 Task 3. Aasen41ssM4MivM 6ew14ounapt peekapa, f4w an6 cBur ay4ra0npmeeeriMsw etaf! 24 S 2.628 S 25 S 2,853 T TSY 4.f4oeNe Fi.W Plan Cocm,MntMaturtl wgyeM abctrPnb#smut 26 S 2,700 S 50 S 2,750 Tak6 Fg1Nab 9a1PW'•ic outreach all aaq.wta4ap4at RswLtYa witA aWt ane9n9pM yane3-2V 26 $ 3,858 $ 200 $ g958 ($124,996.00). Monthly partial payments based upon the Professional's billings and itemized statements of reimbursable direct costs are permissible. The amounts of all such partial payments shall be based upon the Professional's City -verified progress in completing the services to be performed pursuant hereto and upon the City's approval of the Professional's reimbursable direct costs. The parties acknowledge that DMJM Harris; PBS&J; and BBC are not parties to this agreement. However, the rates listed for services to be provided by these subcontractors shall be the rate paid by the City to the Professional for these services. If the amount charged by these subcontractors exceed the rates listed in Exhibit "C" the excess amount shall not be paid or owed by the City. The limitation on increases in prices set forth in section 4 herein shall apply to all rates listed in Exhibit "C" including subcontractor rates. Final payment shall be made following acceptance of the work by the City. Upon final payment, all designs, plans, reports, specifications, drawings, and other services rendered by the Professional shall become the sole property of the City. Final payment shall be made following acceptance of the work by the City. Upon final payment, all designs, plans, reports, specifications, drawings and other services rendered by the Professional shall become the sole property of the City. 7. City Representative. The City will designate, prior to commencement of work, its project representative who shall make, within the scope of his or her authority, all necessary and proper decisions with reference to the project. All requests for contract interpretations, change orders, and other clarification or instruction shall be directed to the City Representative. 8. Project Drawings. Upon conclusion of the project and before final payment, the Professional shall provide the City with reproducible drawings of the project containing accurate information on the project as constructed. Drawings shall be of archival, prepared on stable mylar base material using a non -fading process to provide for long storage and high quality reproduction. "CD" disc of the as -built drawings shall also be submitted to the owner in and AutoCAD version no older then the established city standard. 9. Monthly Report. Commencing thirty (30) days after the date of execution of this Standard Professional Services Agreement- rev09l01106 3 Agreement and every thirty (30) days thereafter, Professional is required to provide the City Representative with a written report of the status of the work with respect to the Scope of Services, Work Schedule, and other material information. Failure to provide any required monthly report may, at the option of the City, suspend the processing of any partial payment request. 10. Independent Contractor. The services to be performed by Professional are those of an independent contractor and not of an employee of the City of Fort Collins. The City shall not be responsible for withholding any portion of Professional's compensation hereunder for the payment of FICA, Workers' Compensation, other taxes or benefits or for any other purpose. 11. Personal Services. It is understood that the City enters into this Agreement based on the special abilities of the Professional and that this Agreement shall be considered as an agreement for personal services. Accordingly, the Professional shall neither assign any responsibilities nor delegate any duties arising under this Agreement without the prior written consent of the City. 12. Acceptance Not Waiver. The City's approval of drawings, designs, plans, specifications, reports, and incidental work or materials furnished hereunder shall not in any way relieve the Professional of responsibility for the quality or technical accuracy of the work. The City's approval or acceptance of, or payment for, any of the services shall not be construed to operate as a waiver of any rights or benefits provided to the City under this Agreement. 13. Default. Each and every term and condition hereof shall be deemed to be a material element of this Agreement. In the event either party should fail or refuse to perform according to the terms of this agreement, such party may be declared in default. 14. Remedies. In the event a party has been declared in default, such defaulting party shall be allowed a period often (10) days within which to cure said default. In the event the default remains uncorrected, the party declaring default may elect to (a) terminate the Agreement and seek damages; (b) treat the Agreement as continuing and require specific performance; or (c) avail himself of any other remedy at law or equity. If the non -defaulting party commences legal or Standard Professional Services Agreement- rev09/01/06 4 equitable actions against the defaulting party, the defaulting party shall be liable to the non -defaulting party for the non -defaulting party's reasonable attorney fees and costs incurred because of the default. 15. Bindina Effect. This writing, together with the exhibits hereto, constitutes the entire agreement between the parties and shall be binding upon said parties, their officers, employees, agents and assigns and shall inure to the benefit of the respective survivors, heirs, personal representatives, successors and assigns of said parties. 16. Law/Severability. The laws of the State of Colorado shall govern the construction, interpretation, execution and enforcement of this Agreement. In the event any provision of this Agreement shall be held invalid or unenforceable by any court of competent jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this Agreement. 17. Prohibition Against Emolovina Illegal Aliens. This paragraph shall apply to all Contractors whose performance of work under this Agreement does not involve the delivery of a specific end product other than reports that are merely incidental to the performance of said work. Pursuant to Section 8-17.5-101, C.R.S., et. seq., Contractor represents and agrees that: A. As of the date of this Agreement: 1. Contractor does not knowingly employ or contract with an illegal alien; and 2. Contractor has participated or attempted to participate in the basic pilot employment verification program created in Public Law 208, 104th Congress, as amended, and expanded in Public Law 156, 108th Congress, as amended, administered by the United States Department of Homeland Security (the "Basic Pilot Program") in order to verify that Contractor does not employ any illegal aliens. B. Contractor shall not knowingly employ or contract with an illegal alien to perform works under this Agreement or enter into a contract with a subcontractor that fails to certify to Contractor that the subcontractor shall not knowingly employ or contract with an illegal alien to perform work under this Agreement. C. Contractor shall continue to apply to participate in the Basic Pilot Program and shall in writing verify same every three (3) calendar months thereafter, until Contractor is accepted or the public contract for services has been completed, Standard Professional Services Agreement- rev09/01/06 5 whichever is earlier. The requirements of this section shall not be required or effective if the Basic Pilot Program is discontinued. D. Contractor is prohibited from using Basic Pilot Program procedures to undertake pre -employment screening of job applicants while this Agreement is being performed. E. if Contractor obtains actual knowledge that a subcontractor performing work under this Agreement knowingly employs or contracts with an illegal alien, Contractor shall: 1. Notify such subcontractor and the City within three days that Contractor has actual knowledge that the subcontractor is employing or contracting with an illegal alien; and 2. Terminate the subcontract with the subcontractor if within three days of receiving the notice required pursuant to this section the subcontractor does not cease employing or contracting with the illegal alien; except that Contractor shall not terminate the contract with the subcontractor if during such three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. F. Contractor shall comply with any reasonable request by the Colorado Department of Labor and Employment (the "Department') made in the course of an investigation that the Department undertakes or is undertaking pursuant to the authority established in Subsection 8-17.5-102 (5), C.R.S. G. If Contractor violates any provision of this Agreement pertaining to the duties imposed by Subsection 8-17.5-102, C.R.S. the City may terminate this Agreement. If this Agreement is so terminated, Contractor shall be liable for actual and consequential damages to the City arising out of Contractor's violation of Subsection 8-17.5-102, C.R.S. H. The City will notify the Office of the Secretary of State if Contractor violates this provision of this Agreement and the City terminates the Agreement for such breach. Standard Professional Services Agreement- rev09/01106 ATT d i_r", l UL�, Caloerine . Kennedy Town CleYk Date: 9I FORM: do'hn P. Fray Town Attorney for Date: !/' C THE CITY OF FORT COLLINS, COLORADO By. Jams . O'Neill II, CPPO, FNIGP Director of Vbw6hasing &Risk JManagement / DATE: q ( Z6 / d/--, �� TOWN OF WIND�BQ`0 By: J p . Plummer, AICP (rector of Planning Date: e? lz6 C> C- Standard Professional Services Agreement- rev09/01/06 7 EDAW, Inc. By: Title:, CORPORATE PRESIDENT OR VICE PRESIDENT Date: Julie M. Wallace, Notary Public State of Colorado My Commission Expires 2/29/2008 Standard Professional Services Agreement- rev09l01/06 Exhibit A I-25 / SH 392 Interchange Improvement Plan Scope of Work Approach The SH 392 and I-25 interchange is the gateway to the Town of Windsor and southern Fort Collins. More than just a key gateway, it is integral to the performance of the larger transportation system. This transportation system must be considered in conjunction with the land use. It is these land uses that will contribute to the economic sustainability of these communities. The Town of Windsor and the City of Fort Collins clearly understand the importance of this interchange; with the issuance of the RFP, these communities are choosing to take the next proactive step to implementation. Very little time has passed since EDAW completed the Town of Windsor Comprehensive Plan and the City of Fort Collins City Plan. Both planning efforts identified the need to integrate this interchange into the urban forms of these communities. Both EDAW's and PBS&Ys work on the Environmental Overview Study (EOS) and Access Control Plan for CDOT demonstrated that SH 392 continues to be a major gateway into the Town of Windsor and provides vital access to south Fort Collins. According to plan, growth continues in the surrounding areas, transitioning the region from a rural development pattern to a more urban pattern. It is now time, in this ongoing planning process, to address capacity issues associated with the interchange. Although the Colorado Department of Transportation (CDOT) has identified this facility as a high priority project, neither federal nor state funding is currently in place. Towns and cities have not historically taken on the challenging task of funding interchanges, but as times have changed so has the role of our municipalities. Before the development can continue, a new interchange and supporting land uses must be put into position. The right team will be necessary to move from planning to implementation. This team must understand the original design and current needs, as well as have experience in implementing similar projects. The project team will work closely with both jurisdictions to identify ways to maximize land uses, infrastructure improvements and generation of revenues to support a new interchange. This analysis will focus on the identification of alternative revenue sources through local public and private sectors, and ultimate establishment of a partnership with CDOT to finance a new interchange. Fundamental to this effort is the development of action strategies to implement improvements to the Interstate 25 / Highway 392 Interchange, through a concise step by step plan. An important focus of the plan will be the Corridor Activity Center (CAC), located on both sides of the Interstate. EDAW worked closely with the City of Fort Collins to expand the Growth Management Area (GMA), now fully integrating parts of this area into the City's future growth area. The next step is to carefully plan the type and character of the land use and associated improvements. EDAW has been working with local communities to create higher quality design standards for key areas along I-25. For example, design guidelines for the 25/34 development, our work with Centerra, the landscape architecture components of the Harmony Interchange, all have shown that development in these gateway areas can be held to a higher standard.