Loading...
HomeMy WebLinkAboutRESPONSE - RFP - 19461ENGINEERING • PLANNING CONSTRUCTION SERVICES PBS61 ENVIRONMENTAL December 19, 2003 Mr. James O'Neill II, CPPO, FNIGP Director of Purchasing and Risk Management City of Fort Collins Purchasing Division 215 North Mason 2"d Floor Fort Collins, CO 80524 RE: Response to Request for Proposal Number P-915 Consultant Services for Northern Colorado Truck Mobility/SH 14 Truck Route Relocation Project — Phase II: Non -Route Based Strategies Dear Mr. O'Neill, Mr. Jackson, and Selection Committee Members: Once again we find ourselves with an opportunity to help you develop another innovative and precedent - setting approach to dealing with a challenging issue in Fort Collins. We continue our commitment of becoming your "consultant of choice" and see this as another opportunity to showcase our commitment to client service and providing you the expertise to successfully complete this challenging project. Our team provides you the continuity, expertise, relationships, and approach to make this project a success. Continui — By selecting this team, you receive the unmatched insights and project understanding of the same professionals that developed many of the Non -Route Based Strategies that are being discussed. This insight means that we clearly understand the past issues, concerns, and hurdles that the various stakeholders will bring to the table and how to approach them without a learning curve. Our team provides professionals like R.A. Plummer, Dave Millar, Carrie Wallis, Tom Schilling, Brian Rantala, Art Ballah, Ann Poitra, and others that had extensive involvement in the first phase of the study and bring those insights to this aspect of the project. This continuity ensures the project will run smoothly from the start. Expertise — In addition to providing the team members that completed the first phase of the study, we have added additional expertise to ensure the success of this phase of the project. Dave Millar will serve as our Project Manager. Dave brings a comprehensive background in dealing with commercial vehicle operational issues and over four years of experience implementing evaluation strategies for Intelligent Transportation System initiatives for the Federal Highway Administration. In addition, we have included Renee Rinehart for her expertise in implementing marketing initiatives. Renee's strengths include her commitment to personalized, client -focused service and a strong understanding of marketing to users like the trucking industry. Finally, understanding the potential legal issues in dealing with changes to behaviors in the trucking industry, we have added Janet Gerak to the team. Janet is a policy lawyer that will work as an advisor to the team to identify potential legal and regulatory issues with any Non -Route Based Strategies we pursue. These new team members, combined with the continuity of the team that completed the first phase of this project provide you the expertise and resources to successfully meet any expected or unexpected needs for this project. Relationships — The on -going history with truck -related issues in Fort Collins and the importance of working collaboratively with the trucking industry require a team that is well versed in these issues. Because of our past experience on projects for the City, our team provides a level of trust and credibility with the local stakeholders, City Council, and other departments that will be necessary to effectively implement solutions. In addition, our team provides close relationships with the trucking industry to ensure that they will be an active partner in developing and implementing strategies. In addition to the relationships we developed in the first phase of the study and Dave Millar's relationships, we have added Art Ballah as an advisor to the team. Art's most recent assignment was as a consultant to the Colorado Motor Carriers Association (CMCA) to assist them in implementing policy changes throughout Colorado. These relationships ensure that local issues will not create a roadblock for the project and that the trucking industry will be an active participant in the project. 5500 Greenwood Plaza Blvd. • Suite 150 - Greenwood Village, Colorado 80111 • Telephone 303/221-7275 • Fax 303/221-7276 that helps the drivers to change their behavior. A second angle is to emphasize the safety issues with using the Interstate. The Interstate route is designed for higher speeds and thus has design features like wider shoulders and generally flatter grades that are considered safer. We do recognize that the uphill grade between Cheyenne and Laramie and the potential for windy conditions have been reasons for trucks to stay on the existing route. A final approach for marketing is to reinforce the idea of the trucks being "responsible neighbors" and the impacts that they may have on the local businesses and residents in Fort Collins. These are just a few of the angles we will develop and consider for implementing the marketing NRBS. Our team includes Renee Rinehart to lead our marketing efforts. Renee has developed marketing programs and materials for a variety of companies. One of the most applicable project is the program she worked on for regional airports and their pilots. These users are in many ways similar to truck drivers and so many of the ideas she implemented effectively for them may be applicable. Our approach is to work in close collaboration with trucking industry representatives and users to define the best methodology and venues to disseminate the information. This methodology may include truck stops, advertisements in trucking industry publications, billboards, internet, kiosks, others from the first phase of this project, and additional ideas that may have been overlooked previously. G. Evaluating Effectiveness One of the most important supporting recommendations that came out of the previous study related to the NRBS was the idea of developing a methodology to evaluate the effectiveness of any strategies that are implemented. The intent of the recommendation was to ensure that the City was fiscally responsible in its use of City capital to enact a change in truck driver behaviors. In the first phase of the study, an origin and destination study was conducted to determine the amount of through -truck traffic that could be diverted to the 1-25/1-80 route. This methodology may prove useful in creating the new approach to measuring the effectiveness of the various NRBS after they are implemented. Our overall approach to the evaluation process for the NRBS is to first achieve consensus on the goals and objectives for the project, and then to identify the measurable parameters that will validate the intended impact of the NRBS. Early identification of the measures, and the means of collecting and analyzing the data, is essential to an objective evaluation. If an evaluation plan is not developed early in the process there may be a perception that only those measures that produce favorable results are evaluated. Our Project Manager, Dave Millar, P.E., PTOE, will lead our evaluation efforts. Dave brings several years of experience serving the Federal Highway Administration as an evaluation manager on trucking related ITS operational test projects. He has extensive experience performing evaluations on transportation system projects ranging from truck weigh station studies to advanced traffic signal systems. Dave will be supported by Carrie Wallis, El, who was the lead planner for the first phase of the project and provides a unique insight into the preliminary evaluation that was completed. Carrie also provides the continuity of understanding the data collection efforts that were initiated in the first phase of the project that may be used to help form the evaluation process that is ultimately developed and implemented. JV Even the mention of a next phase of the Northern Colorado Truck Mobility/SH 14 Relocation Study is certain to pique the interests of the various public and agency stakeholders that are affected by the project. These stakeholders include various public and agency interests like: • Citizen Planners • Citizens for a True Bypass • City of Cheyenne • City of Laramie • Colorado Department of Transportation • Colorado Department of Revenue • Colorado State Patrol • Colorado Motor Carriers Association • Downtown Business Association • Downtown Development Authority • Federal Highway Administration • Fort Collins Boards and Commissions • Fort Collins Police Department • Larimer County • Motor Carrier Services • North College Business Association • Northern Larimer County Alliance • Office of Motor Carrier Safety • Town of Wellington • Wyoming Department of Transportation • Wyoming Highway Patrol/Port of Entry • Wyoming Trucking Association Many of these interests were actively involved in the first phase of the project. Since the focus of this phase does not include alternate route discussions, some of these interests will not be as concerned with the project once they understand the focus of this phase. Regardless of the interest, we will provide several forums for public and agency outreach throughout the process. Our process will include techniques like workshops, focus groups, one-on-one stakeholder meetings, media relations, public meetings, elected official briefings, and re -introducing the project website. One of the key components to our stakeholder outreach on this phase of the project will be to re- position the project. Since we are focusing on the NRBS aspects of the previous study recommendations, we need to clearly state and identify the goals and objectives of this phase of the project. As we did in the first phase of the project, we will work closely with the project management team to first identify the list of potentially affected interests. Once we have identified these interests, Tom Schilling will conduct an internal messaging workshop to identify the project mission, goals, and objectives. Using these ideals, key messages and support points will be developed for each affected interest group. This messaging approach was vital on the first phase to ensure consistent communications with the various and diverse stakeholders. To build upon the credibility and trust that we have developed working in Fort Collins over the past few years, R.A. Plummer will serve as the lead for all stakeholder outreach and facilitation of project meetings and workshops. R.A. has developed a strong reputation working with various interests within the City and also provides the continuity and strong understanding from his experience managing the first phase of this project. In addition to the close collaboration with the numerous project stakeholders, we will use a variety of media to disseminate information to the public and other interests. Brian Rantala brings a strong working relationship with the Fort Collins Coloradoan to ensure effective media relations for the project. Ann Poitra developed and continues to host the existing project website that we expect to re- develop and use to provide project information and solicit feedback on the project. Overall, we have developed a tailored approach to stakeholder outreach that builds upon our previous successes in Fort Collins and is supported by our strong relationships with the various potentially affected interests and trucking industry representatives. lfl P ..... . .. Q� xs ffid F 91, 1 FRI A. Introduction PBS&J is providing the City of Fort Collins with the benefit of the same project team you worked with on the Northern Colorado Truck Mobility/SH 14 Relocation Study only refined to include members that will focus on the next phase —non route -based strategies —as shown in the following project organization. R.A. Plummer, Dave Millar, Carrie Wallis, Tom Schilling, Brian Rantala, and Ann Poitra all worked on the previous study and will provide the focused expertise to research, develop, implement, and test non route -based strategies. These team members also provide project continuity and are familiar to the stakeholders and the Fort Collins community. We have added the talents of Renee Rinehart of Rinehart Advertising and Art Ballah, independent advisor, to strengthen the team's focus on the marketing strategies and trucking industry outreach aspects of this phase. Renee's experience will be valuable in helping us to further define/refine the strategies already presented in our report submitted in December 2001. Art's intimate knowledge, personal relationships, and history of working with the Colorado trucking industry will provide valuable insight to their needs and help recommend the most suitable outreach techniques. Marketing Strategies Renee Rinehart Drew Kramer Trucking Industry Outreach Dave Millar, P.E., PTOE Art Ballah Project Messagine Tom Schilling Website Ann Poitra B. Assigned Personnel Mark Jackson Dave Millar, P.E. PTOE Technology Strategies David Millar, P.E., PTOE Carrie Wallis, E.I. Effectiveness Evaluation David Millar, P.E., PTOE Carrie Wallis, E.I. Facilitation R.A. Plummer, P.E., PTOE Graphics Tina Brand R.A. Plummer, P.E., AICP LegakRegulatory issues Janet Goold-Gerak, J.D. Stakeholder Outreach R.A. Plummer, P.E., PTOE Karen Amrhein Price, CFM Media Relations Brian Rantala Study Documentation Carrie Wallis, E.I. David Millar, P.E., PTOE, an experienced program manager with a strong understanding of evaluations and freight transportation, will lead this responsive, flexible, and creative team that is excited about continuing to work with the City of Fort Collins and the various stakeholders. The following summarizes our core project team members and their unmatched relevant experience and first-hand knowledge of this phase. In addition, we are keeping familiar faces in front of the project stakeholders and the Fort Collins community —relationships and confidence already established with these groups. services for the Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I where he developed a list of non route -based strategies and provided screening results. This first-hand experience coupled with his extensive evaluation experience and trucking industry relationships will be an unmatched, valuable benefit to the success of this phase of the project. He has 20 years of experience in transportation engineering, Commercial Vehicle Operations (CVO), and Intelligent Transportation Systems (ITS). Areas of expertise include CVO institutional issues, CVO ITS studies, ITS operational test evaluations, truck size and weight studies, and an extensive range of traffic engineering skills. He has facilitated trucking industry representatives and state regulatory agencies from 12 states, including Colorado, in breaking down barriers to the implementation of strategies to improve safety, industry productivity, and regulatory efficiency. Relevant project experience includes: • Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I • FHWA ITS Operational Test Evaluation Support Project • Weigh Station Feasibility Study— North Carolina • Non -Project Specific Traffic Engineering Services, Northern Colorado, CDOT Region 4 • 1-35 Trade Corridor Study, Freight and Trucking Issues • Commercial Vehicle Operations and Institutional Barriers Study (COVE) • Heavy Vehicle Electronic License Plate Program/Crescent Demonstration Project (HELP/Crescent) • Electronic Toll Collection for CVO Feasibility Study • Southwest Electronic One -Stop Shopping Operational Test (SWEOSS) • 1-701TS • Kansas -Missouri ITS/CVO Institutional Issues Study R.A. Plummer, P.E., AICP, Principal in Charge (PBS&J), was the Consultant Team Project Manager for the Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I. R.A. will serve as the lead for all stakeholder outreach and facilitation of project meetings and workshops to build upon the credibility and trust that we have already developed. R.A. has developed a strong reputation working with various interests within the City and also provides the continuity and strong understanding from his experience managing the first phase of this project. Since he is already a familiar face to the community and stakeholders of this project, his involvement will be a valuable benefit. He has an extensive background in corridor studies with a unique combination of planning, design, public/agency involvement, and construction experience. R.A.'s experience includes managing numerous feasibility studies and design projects and developing implementation strategies for projects ranging from challenging corridors to citywide transportation networks. He has worked on complex corridor studies and is experienced in developing alternatives that are supported by all affected interests. Relevant project experience includes: • Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I • City of Fort Collins Transportation Master Plan Update • Southeast Corridor/Lone Tree Light Rail Extension Major Investment Study • South 1-25 Corridor and US 85 Corridor Environmental Impact Statement (EIS) • Colorado Department of Transportation (CDOT) Non -Project -Specific (NPS) Transportation Contract (1999 through 2002), CDOT Region 4 • Quebec Street Transportation Study • US 6 Corridor Feasibility Study 11-2 experience in project management, business development, and contract administration. She is a hands-on manager with highly -developed negotiation skills, including experience cultivating strategic business partnerships. Janet is able to develop productive relationships with colleagues, customers, and staff at all levels. Janet's work in the transportation industry includes the development of the Environmental Stewardship Guide with CDOT Executive Management, research anc analysis of regulatory issues for CDOT Region 1, and support for the Colorado Transportation Environmental Resource Council. Janet brings the critical analytical skills and experience necessary to ensure recommended strategies adhere to regulatory requirements. She and Art Ballah worked together on the South 1-25/US 85 EIS, providing additional project team consistency. Relevant project experience includes: • South 1-25 Corridor and US 85 Corridor EIS • Weigh Station Feasibility Study — North Carolina • Colorado Boulevard (SH 70K) Improvements Project • 1-25/Douglas Lane System and Level Feasibility Study • Baptist/Northgate Interchanges • E-470 Environmental Compliance Quality Review • 1-701TS • Parker Road Traffic Response Evaluation Carrie Wallis, E.I., Technology Strategies & Evaluations (PBS&J), was the lead planner for the first phase of the Northern Colorado Truck Mobility/SH 14 Relocation Study and provides a unique insight into the preliminary evaluation that was completed. Carrie also provides the continuity of understanding the data collection efforts that were initiated in the first phase of the project that may be used to help form the evaluation process that is ultimately developed and implemented. She has more than three years (including over two as an intern with the City of Fort Collins) of experience in transportation planning and engineering. Her experience has concentrated on alternative analysis, conceptual roadway design, traffic engineering, access management, corridor studies, and extensive public and agency involvement. ;nificant experience in geographic information systems (GAS). Relevant project experience includes: • Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I • Main Street Extension Feasibility Study • US 6 Corridor Feasibility Study • Small Town Traffic Engineering Studies • US 85/C-470 Interchange Funding Packet • South 1-25 Incident Management Plan conferences, including up -front appointments and individual information relay to promote new i n itiatives • Create and championed FEMA's training program, including workshops, a planning guide, and strategy for national roll -out • Designed outreach materials for local officials, FEMA Regional Offices, State coordinating agencies, and other involved organizations FEMA Correspondence Lead • Created and coordinated efficient procedures for special correspondence to citizens and local, state, and Federal government, including FOIA and EIS notifications • Provided guidance on appropriate response content, considering federal regulations and policies, political considerations, technical (and emotional) level of incoming correspondence, and the spirit of the federal program • As FEMA point of contact on all correspondence, worked directly with the Federal client to establish quality standards and consistency Thomas R. Schilling, Project Messaging (InterMountain/RKH), provided media outreach services for Phase I of the Northern Colorado Truck Mobility/SH 14 Relocation Study. This experience makes him a valuable asset to this team by delivering the same communication consistency focused on this phase of the project. He is a principal of InterMountain/RKH, a Denver public affairs firm specializing in strategic communications, government relations and economic development. He has more than 25 years of experience in public affairs, and community and media relations, with extensive involvement in controversial transportation projects throughout the intermountain West. Tom worked as a journalist for the Rocky Mountain News and the Chicago Tribune prior to becoming director of communications for the Colorado Office of Economic Development under former Governor Roy Romer. Recent transportation projects where he managed public, media and community relations include: • Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I • City of Fort Collins Transportation Master Plan Update • 1-70 East Corridor • South 1-25 Corridor and US 85 Corridor EIS • 1-70 Mountain Corridor Major Investment Study • South 1-25 Corridor EIS • C-470 Corridor • Northwest Parkway • 1-70 Programmatic Environmental Impact Statement 0 Berthoud Pass Construction and the ability to develop relationships with local media. He is also a talented writer with a trained eye for detail in media materials development. Brian's relevant experience includes: • Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I • 1-70 Mountain Corridor Pragmatic Environmental Impact Statement (PEIS) • South 1-25 Corridor and US 85 Corridor EIS • South 1-25 construction project • Berthoud Pass East Expansion • Northwest Parkway Drew Kramer, Marketing Strategies (InterMountain). Drew currently manages Strategic Communications programs for major corporate clients such as StorageTek and Cotter Corporation, as well as for government entities such as Arapahoe County and public/private entities such as the Northwest Parkway Public Highway Authority. Prior to joining InterMountain, he served in a senior management position at a New York -based public relations agency serving corporate and non-profit clients in professional and financial services. In this capacity, Drew provided strategic communications counsel, developed comprehensive public relations plans, directed media relations programs, oversaw the production of annual reports and other collateral materials and excelled as one of the firm's senior writers. Prior to that, he spent six years in Washington, D.C., where he served as served as Director of Communications for the American Recreation Coalition (ARC), a non-profit trade association representing manufacturers, retailers and enthusiast groups advocating recreation on public lands. While at ARC, Drew managed communications responsibilities for the Federal Highway Administration's National Scenic Byways Program, including the publication of a newsletter and the organization of a major national conference. Prior to that, Drew was a Legislative Assistant to U.S. Senator Kent Conrad, for whom he served as the primary liaison with federal, state and tribal officials in negotiations to resolve a complex and politically sensitive land management dispute. While in Washington, Drew also served as a Congressional liaison officer for the Embassy of Australia, reporting on U.S. political and legislative developments of interest to the Australian Department of Foreign Affairs & Trade. Renee Rinehart, Marketing Strategies (Rinehart Advertising, Inc.), has more than 16 years of experience in advertising, marketing outreach, new business development, creative services, and other outreach activities. She also provides her clients with comprehensive and sophisticated public relations support, and planning services. Also, Renee has worked closely with Tom Schilling from InterMountain on previous projects. This will help ensure team cohesiveness. Renee's relative experience includes marketing support for the following projects and clients: • Jefferson County Airport • CDOT Ports to Plains • US 36 Denver/Boulder Corridor Coalition Northwest Parkway Public Highway Authority Denver Technology Center south of Denver Colorado Airport Operators Association 11-5 familiar with the issues involved with this project, and is well known in the Colorado trucking industry. He has attended various meetings conducted by the City of Fort Collins regarding the Northern Colorado Truck Mobility/SH 14 Relocation Study. Art has more than 35 years of experience with CVO, including his position as Chairman of the Board of the Colorado Motor Carrier's Association in 1981 where he led a successful opposition to a legislative attempt to double the Gross Ton Mile Tax (GTM) rate. In 2000, Art was a researcher with the ATA Foundation Truck Safety 200 research project. The product of this research was the publication of Managing for Safety — a compendium of best practices and programs of Colorado's safest motor carriers. His experience has made him an expert in the application of technology and industry/governmental relations and liaison activities. include: Ann Poitra, Website Development, (Poitra Visual Communications), is responsible for the Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I website design and maintenance. She will be responsible for modifying the original project website to reflect Phase II, NRBS keeping the cohesiveness throughout the implementation of this phase. She has 17 years of specialized experience focusing on reducing technical information to clear, concise and understandable forms, both visual and literal, in support of public involvement and aesthetic design efforts. Her work has often proved invaluable in creating a common ground of understanding between design engineers, their clients, and the public. Her experience includes extensive public participation and client relations roles. Ann's most recent projects • Northern Colorado Truck Mobility/SH 14 Relocation Study, Phase I • South 1-25 Corridor and US 85 Corridor EIS • 1-70 East Corridor • North 1-25 Corridor Study C. Availability Not only does our team provide talented personnel, we can also commit them to this project. The following table highlights the PBS&J staff utilization based on current commitments beginning January 2004. R.A. Plummer will commit the required resources for this project to ensure the City of Fort Collins' needs are met. Other consultants on our team have committed their professionals' time to this important project. (All of the firms on the team are in the position that current and projected workloads for the staff identified fit within the anticipated project schedule.) This team has the resources and expertise to begin this project immediately. Backlog/Utilization .mot, w gga�r>P .t.. .. war INS -41 "Now Isims p on u *'a n: ti§ r' a TIME Mr. James O'Neill II, CPPO, FNIGP City of Fort Collins December 19, 2003 Page 2 Approach — This project is unique in that it is something that has not been done before. It requires a dynamic project team with varying strengths and abilities. The project also requires a flexible approach to recognize the sensitivities with the project budget and the uncertainties with many aspects of the project. Our approach creates a collaborative and fluid process with a systematic framework. We have identified the specific process - related work elements that need to be created, but we have left opportunities in the process to go back and make changes to ensure the success of what is implemented. Our approach also recognizes that if for some reason the implementation of Non -Route Based Strategies is not cost-effective, we determine that early on and make responsible use of City funds. Our approach provides you the framework and flexibility to create a precedent -setting process that will pique the interest of communities throughout the US that have the same issues with truck traffic that Fort Collins continues to struggle with. We have enjoyed the opportunity to work with the City of Fort Collins and see this as a chance to assist you through another challenging project. We feel we provide you the right team and approach to make this project a success and look forward to discussing these ideas and our team with you more at the interview. Sincerely, Dave Millar, P.E., PTOE Project Manager R.A. Plummer, III, P.E., AICP Associate Vice President The team we have assembled guarantees the success of Phase II: Non Route -Based Strategies of the Northern Colorado Truck Mobility/SH 14 Truck Route Relocation project through the continuity of past work, proven local and national experience, responsiveness, and commitment. Our team and individual staff provide a wealth of proven experience in evaluations, trucking operations, stakeholder outreach, community outreach, and public and agency involvement. Not only does this team have some of the best experts in each specialty, we have enhanced our team to focus on the marketing strategies and trucking industry outreach. This helps ensure that at all times you will receive the best consulting services and advice available. Major attributes that distinguish us from our competitors and ensure a successful project includes: • Focused team of local experts to provide a cost-effective project • Project manager who is nationally recognized as a freight transportation expert • Invaluable continuity and insights with the Northern Colorado Truck Mobility/SH 14 Truck Route Relocation Project in particular evaluating non route -based strategies • Expert in providing successful marketing strategies • Senior advisor with intimate knowledge and established relationships with the Colorado trucking industry • Thorough knowledge of trucking industry and community issues • Proactive project management and continuous communication approach • In-depth understanding of financial issues and ability to identify new funding opportunities A. Firm Capability PWPBS&J, a national firm with more than 3,200 employees, has been providing consulting engineering services since 1960. Major services encompass transportation planning, traffic engineering, roadway design, construction management, civil engineering, structural engineering, environmental engineering and sciences, surveying, right-of-way, CIS, and program management. PBS&J is ranked 9`h in transportation design services by Engineering -News Record. Our Denver staff of 82 includes a diverse combination of transportation planners, public involvement specialists, traffic engineers, highway engineers, civil engineers, hydraulic engineers, CADD technicians, graphic artists, construction managers/inspectors, and administrative support staff. While PBS&J is a relatively new name to some in Colorado, we have grown and developed a loyal list of satisfied clients and repeat clients through focusing at all times on providing responsive, committed, and flexible consulting services. The City of Fort Collins is one of those satisfied clients, and we continue to strive to be your "consultant of choice." PBS8J has developed a Ioyelf ' list of clients in Colorado by .. focusing on respa t", committed, and flexible consult1ng3ervices. We confl"40'strive to be your catisukant of choice. - InterMountain Corporate Affairs, a public affairs firm with 15 employees, provides consulting services in strategic communications, government relations, and INTEIt1btOUNTAIN business/economic development. The firm's clients include 75 corporate and public - sector leaders in transportation, technology, natural resources, financial services, and CORnoR N I E ArF\ IRS real estate. Recently, The Denver Business Journal ranked InterMountain fourth among the region's public relations firms. InterMountain's trademark is the decades of experience its principals bring to every project. The firm's owners, J. Frederick Niehaus and Thomas R. Schilling, personally oversee project work, ensuring that clients benefit from their extensive experience and commitment to excellence. Rinehart Advertising, Inc. is a full -service agency that offers services to successfully complete any marketing objective. They provide consulting services such as advertising, marketing outreach, new business development, community relations, creative services, and other outreach activities. Rinehart also provides clients with comprehensive and sophisticated public relations support including public hearings and events, as well as planning services. Poitra Visual Communications is a disadvantaged business enterprise (DBE) and emerging small business (ESB) that specializes in reducing complex, technical information to clear, concise, and understandable forms, both visual and literal, in support of public involvement and aesthetic design efforts. Poitra staff creates a f common ground of understanding between planners/engineers, their clients, and the POITRA public through innovative techniques including interactive multi -media open houses and interactive websites. Poitra developed and maintains the website for the Northern Colorado Truck Mobility/SH 14 Relocation Study. B. Project Experience Unmatched project successes. For the past four years, PBS&J has worked hard building a reputation with the City for providing quality, client -focused services. We have built a sound relationship with you through our work on the Northern Colorado Truck Mobility/SH 14 Relocation Study and the City of Fort Collins Transportation Master Plan Update. We are excited for this opportunity to take our original Northern Colorado Truck Mobility/SH 14 Relocation Study to the next phase —developing, refining, implementing, and testing non route -based strategies —relieving long -haul truck traffic through Fort Collins. Although our study already developed several options, we have included specialty firms we believe will help further develop and/or refine those options. Our intimate knowledge of this project will allow us to keep the ball rolling ultimately saving the City time and money. Another advantage to the City is our already established trust and confidence that has been instilled with the trucking industry, stakeholders, and the Fort Collins community. PBS&J Projecf Experience Northern Colorado Truck Mobility/SH 14 Relocation Study — Reference: Mark Jackson, AICP, City of Fort Collins, (970) 416-2029 PBS&J analyzed opportunities for long -haul truck traffic to use a different route than the existing truck route along SH 14 and US 287 that runs through downtown Fort Collins. The study included two different options. Option 1 included non route -based strategies to encourage long -haul truck _ traffic to use the existing 1-25 and 1-80 system. The strategies investigated included financial strategies to subsidize the additional cost of using the Interstate over the existing route; marketing /informational strategies to affect a behavioral change by highlighting the benefits of the Interstate over the existing route; regulatory enforcement strategies aimed at closer monitoring of long haul truck traffic, and physical strategies that suggested different equipment that could be installed to make it easier for long -haul truck traffic to choose the Interstate route over the existing route. Fort Collins Growth Management Area. The analysis includes an extensive environmental overview, transportation modeling using the North Front Range Transportation and Air Quality Planning Commission's regional TransCAD model, a truck origin and destination study, the use of GIS to evaluate alternate routes, detailed planning level cost estimates, and potential community impacts. A third phase of the study was to assess potential funding sources for the study recommendations. Research included a variety of funding types including state, federal, county, local, and private sources. The research identified any restrictions or requirements that would be necessary to obtain the various funding sources and the likelihood of funding the study recommendations with those sources. A comprehensive public and agency involvement process was used including a stakeholder committee with business, resident, and special interest group involvement; a diverse project management team with representatives from the city, county, and CDOT; a policy advisory committee with city, county, and state representation from Colorado and Wyoming; specific trucking industry workshops with trucking industry users and regulatory agencies; and numerous public open houses and elected official updates. Additional information was provided through a project -specific Web site (www.shl4truckingstudy.com) for information and feedback. City of Fort Collins Transportation Master Plan Update — Reference: Mark Jackson, AICP, City of Fort Collins, (970) 416-2029 PBS&J is currently updating the City's Transportation Master Plan to develop a future (year 2025) vision for transportation in the City. The analysis includes working closely with the concurrent City Plan update to integrate land use changes with the future transportation system. The update includes revising the goals, policies, and principles that form the basis for transportation decision making in the City. Recommendations include an assessment of transportation needs for all travel modes (automobile, transit, pedestrian, and bicycle) and also includes Transportation Demand Management (TDM) strategies. Extensive travel demand modeling is being conducted using the City's and North Front Range's regional TransCAD models to assess changes to the transportation system. Another aspect of the study is the development of a systematic approach to defining and prioritizing capital improvement project lists first by mode and for the overall system. As part of this process, an inventory of existing and future projects has been developed and added to the City's GIS to provide an accurate list and representation of the transportation system projects and needs. A financial assessment is also being developed to identify existing funding sources and funding streams as well as future forecasts for potential funding. Innovative sources will also be identified to offset funding shortfalls. The update has included an extensive public and agency outreach approach that has consisted of public workshops, a project website, media relations, monthly meetings with City boards and one-on- one outreach with interest groups. 1-70 ITS — Reference: Sneed Sobhi, CDOT ITS, (303) 512-5858 PBS&J is currently designing a $12 million fiber optic communication backbone for a 70-mile section of 1-70 and SH 9 from Denver to Breckenridge. The fiber optic design includes the development of an extensive ITS architecture component that will link many communities and over 200 ITS devices along the corridor. The is an extremely fast tracked project; PBS&J has prepared 90% plans and specifications for this lengthy and complex project in under three months, while addressing the varying needs of multiple CDOT regions and branches. identification (AVO system for the eastbound Dumont Port of Entry. This design will provide CDOT and the Colorado Department of Revenue the same functionality that they currently have at the Fort Collins Port of Entry. A third significant component is the traffic control plans and specifications. Due to the difficult working environment that includes a route with high truck volumes on long, steep grades, traffic control is critical to having a safe project. PBS&J has worked closely with CDOT staff to find creative ways to ensure the public's safety, while keeping the highway open to facilitate people and freight movement. Feasibility Studies of 15 North Carolina Weigh Station Sites -Reference: Greg Fuller, P.E., North Carolina DOT, (919) 733-8021 The North Carolina Department of Transportation (NCDOT) has selected PBS&J to conduct a multidisciplined feasibility study to improve operations at 15 existing weigh stations across the state. Led by the firm's national Intelligent Transportation Systems (ITS) Division, the study will also identify the appropriate coverage of the system of weigh stations, as well as locate two new weigh stations. PBS&J will evaluate ITS technology to enhance NCDOT's weigh station operations. The project will evaluate the potential to use virtual weigh stations where the static scales are replaced by dynamic weighing, classifying, and measuring of trucks on the main roadway. Virtual weigh station operations also include electronic credentialing to check driver and vehicle safety, regulatory authority, permits, fuel taxes, and fees paid. PBS&J will forecast the Department's future long-term needs and prepare conceptual designs for all of the state's weigh station locations. Also, a strategic deployment plan for implementation in the state's Transportation Improvement Plan will be developed as part of the study. Non -Project Specific Traffic Engineering Services, Northern Colorado - Reference: Larry Haas, P.E., CDOT Region 4, (970) 350-2143 PBS&J has been providing the CDOT non -project specific traffic engineering services on an as -needed basis over the past five years in Region 4. Services range from signal design, signal coordination, intersection design, asset management inventories, and a variety of other projects. Some of these projects include: Traffic Signal and Intersection Design PBS&J has provided design services for the installation of new traffic signals and intersection capacity and safety improvements throughout the region. Services have included bidding assistance and signal turn -on services. Specific projects include: • SH 392 and County Road 13 • SH 1 and Larimer County Road 54 • SH 14 and Greenfields Court • SH 402 and County Road 13C • SH 392 and State Highway 257 • SH 392 and County Road 5 • US Highway 85 and 42nd Street • US 85 and Weld County Road 32 • US 34 and Weld County Road 17 • SH 257 and Weld County Road 74 • SH 14 and SH 392 PBS&J has provided traffic signal timing and coordination for applications ranging from specific corridors to small towns. Analysis included the development of coordination plans for AM, PM, and off-peak traffic conditions using Synchro, Transyt-7 and CORSIM. Before and after travel time studies were also conducted to evaluate the effectiveness of the plans. Specific projects include: • Fort Morgan Signal Coordination • State Highway 119 near 1-25 (Del Camino) Signal Coordination • Sterling Signal Coordination • SH 119 (Diagonal) Signal Coordination • SH 392 Signal Coordination • McCaslin Boulevard Signal Coordination • Harmony Road Signal Coordination • SH 52 Signal Coordination • US 85 Signal Coordination • US 36/US 34 Signal Coordination • SH 7 Signal Coordination • SH 66 Signal Coordination Miscellaneous Traffic Engineering Regionwide Signing and Stenciling Programs: PBS&J has designed and developed construction documents for the replacement of pavement stenciling for eight state highways and the replacement of approximately 13,000 signs throughout the region. US 36 Boulder Turnpike Incident Management Plan: PBS&J worked closely with the CDOT and over 40 other local agencies to establish an Incident Management Plan for US 36 between 1-25 and Baseline Road in Boulder. Preble's Meadow Jumping Mouse Brochure —Reference: Deb Angulski, CDOT Region 1, (303) 757-91 11 - I PBS&J is currently organizing a brochure and comprehensive booklet describing CDOT's Preble's Meadow Jumping Mouse conservation bank on East Plum Creek in Douglas County. The brochure contains the promising results of CDOT's attempt to ® restore water tables back to historic levels along East Plum Creek by using steel sheet piling as check dams to stage up ground and surface water. A booklet will be published y in Spring 2004 and provide a step by step account of how CDOT, FHWA, and the US — ---- Fish and Wildlife Service worked together to streamline federal regulations and vastly improve the East Plum Creek ecosystem. The project also involves designing an interpretive sign that will be posted along the walking trails on East Plum Creek. The sign will be used to provide a brief overview of the mitigation benefits and why the conservation bank was constructed. Beartooth Highway Public Information Plan, Montana and Wyoming — Reference: Bert J. McCauley, P.E., FHWA, (303) 716-2081 PBS&J is currently developing a Public Information Plan (PIP) to communicate potential traffic delays during construction of improvements to the Beartooth Scenic Highway. The Beartooth serves as a scenic gateway to Yellowstone National Park and numerous recreational facilities throughout Montana and Wyoming. Development of the PIP was in response to the tourist industry's concern about the impacts to the economy during construction. Components of the PIP include variable message signs at each gateway to Yellowstone National Park, a project brochure that will be handed out at the gateway communities and the entrances to the Park, a telephone hotline, and an informational project website. implementation, and testing that will be completed on this project. Through this experience, he has developed valuable relationships with the trucking industry and has gained extensive insight to conducting objective evaluations producing unbiased results. Some of his most relevant experience follows. FHWA ITS Operational Test Evaluation Support Project—FHWA Dave was responsible for monitoring, guiding, and conducting evaluations of over 70 federally funded ITS operational tests deploying advanced technologies and management methodologies. His oversight led to evaluations which are impartial, consistent in content and rigor, and address National ITS goals and missions. He coordinated and facilitated an evaluation workshop for three vital operational tests of trucking one -stop shopping concepts, resulting in improved evaluations for each. This format was adopted by future workshops for the remaining operational tests. Dave provided direct support to over 17 tests including the Downhill Truck Speed Warning System, Idaho Out -of -Service Verification for Commercial Vehicles, Minnesota/Wisconsin Automatic Out -of -Service Verification, Colorado MAYDAY, and Tranzit xPress Commercial Vehicle Hazardous Material Monitoring System. 1-35 Trade Corridor Study—TxDOT Dave researched potential corridor strategies in the areas of trucking operations, general ITS applications, and dedicated super truckways. The purpose of the study was to assess the need for improved local, intrastate, interstate, and international service on 1-35 and to clearly define a general feasible improvement plan to address those needs. His duties included review of current trucking conditions including size and weight regulations, review of policy issues associated with size and weight laws, and study of the impacts of alternate truck configurations. Commercial Vehicle Operations and Institutional Barriers Study (COVE) —CDOT Dave led efforts in the ITS CVO Institutional Barriers Study for the DOT'S of Colorado and six adjoining states. He coordinated and facilitated meetings of multiple state agencies and private industry groups. Dave was instrumental in identifying current CVO conditions and processes and in developing the recommended strategies and actions to overcome barriers to the use of advanced technologies and management techniques. Dave worked closely with Greg Fulton, formerly with CDOT, currently president of the CMCA. Southwest Electronic One -Stop Shopping Operational Test (SWEOSS) —FHWA Dave guided the evaluation and implementation of SWEOSS, an electronic credentialing system for commercial motor carriers in Colorado, Texas, and Arkansas. The evaluation assessed productivity changes, user impacts, deployability, institutional issues, and system performance and suitability. Rinehart Advertisina. Inc. Proiect Fxne Fort Collins —Loveland Municipal Airport Rinehart worked with the Jefferson County Airport Authority and Airport Manager Dave Gordon to implement marketing and community relations strategies. The corporate aviation airport experienced commercial development and an increase in traffic and services offered during this time. Rinehartwas involved in community relations programs to promote the contributions of the airport through open houses. The agency also organized public hearings on several controversial issues, and was responsible for media relations. Projects also included national advertising, newsletter development, and brochures. IN In the early 1990's development activity on the US 36 Denver/Boulder corridor was meager compared to the Denver Tech Center south of Denver. A group of developers, land owners, city staff, and chambers of commerce organizations cam together to form a group dedicated to promoting the corridor. The marketing efforts of this group brought interest and investments to the area during the 1990's. The group dissolved in 1999, having accomplished its goals. InferMountain ProjectExperience Northern Colorado Truck Mobility/SH 14 Relocation Study InterMountain developed pro -active and rapid -response media strategies to enhance the credibility of the process as well as its findings and conclusions. InterMountain developed key messages for target audiences, based on project goals and objectives with the project team. InterMountain analyzed the positions of local government agencies and stakeholders on the project. Based on the plans, InterMountain and the project team targeted placement of key articles and editorials in the Fort Collins Coloradoan and North Forty News, the two influential area newspapers. Throughout the project, InterMountain and the project team communicated at strategic points to the newspapers through news releases and editorial board briefings. InterMountain and the project team surveyed the local political climate continually to determine if alterations to the public relations plan would be necessary. The project team provided the city with recommendations for both route and non -route alternatives, as charged. In conclusion, the team found route -based strategies would be time-consuming, not cost- effective and would require further federal study. Non -route strategies, such as marketing initiatives, restriction of area truck use and law enforcement strategies, among others, were recommended that encourage use the current Interstate system. Through dedicated media outreach with the Fort Collins Coloradoan and North Forty News, InterMountain successfully gained fair comment in both outlets and garnered several favorable opinion -editorial columns from the influential Coloradoan. South 1-25 Corridor Record of Decision The Federal Highway Administration signed a South 1-25 Corridor Record of Decision Tuesday, August 14, 2001. In addition, a community barbeque was planned and put on by InterMountain on Saturday, August 25 to commemorate the signing. Signing of the document officially signifies commitment to CDOT expansion projects along the South 1-25 and US 85 Corridors in Douglas County. To highlight signing of the South 1-25 Corridor Record of Decision in Douglas County, an event was planned and staged on the grounds of CDOT, following a successful media campaign surrounding a prior announcement of project developments. Invitations were extended to media representatives, transportation officials, and project team members. Transportation and project officials provided comment at the event, coincidentally held on the same day as a visit by President Bush to Colorado. Resulting media attendance was strong, even with the Presidential visit garnering high media coverage that day. The event was deemed a success. I1, �,+ �„ Northern Colorado Truck Mobility/SH 14 Relocation Study xom�rm,mTw�ma�r4wwmmmw 4 Poitra provided public website design and maintenance services. The website documented the trucking study process. The website served as an - up-to-date information center for area residents and stakeholders, disseminating project information and progress to the public as well as to gather comments and concerns. The website included special areas for project schedule, issues and processes, study results, maps, project team -�-w- contact, public media reaction and public input. South 1-25 Corridor and US 85 Corridor EIS Poitra provided visual simulation, project logo design, newsletter design, and public website design and maintenance services. The website documented the EIS process and seven early action projects ranging in scope from design to construction. The website was an important information center for area residents, stakeholders and corridor commuters, disseminating project information and progress to the public as well as to gather comments and concerns. The website included special areas for project schedule, issues and processes, study results, maps, project team contact, and public input. Construction schedules and progress was also posted. The very successful website registered over 30,000 visits by the time the EIS project reached completion. B. Proven Experience Selecting this team provides you qualified professionals that are available and have experience to successfully complete your project. We provide the multi -modal transportation planning experience, comprehensive public and agency involvement expertise, thorough technical understanding, and the specialized knowledge to meet all of your project needs. In addition to these traits, our team provides a commitment to client service, responsiveness, and flexibility to meet your needs. We feel that one of the best measures of our commitment is how our clients feel about the service we provide. "They are one of the most professional, conscientious, and thorough engineering consulting firms I have worked with.... They are responsible, timely and attentive to this project's very demanding needs. They maintain constant communication and work together with me in a very collaborative, productive manner. ...In my opinion, they have raised the bar for what I expect from a consultant." Mark A. Jackson, AICP Transportation Chief Planner, City of Fort Collins "PBS&J's commitment to the project and CDOT has been essential in obtaining consensus on this controversial project. Your work products have been high quality, and your staff has consistently provided outstanding service to my staff and me. Time and time again PBS&J has demonstrated their responsiveness and flexibility in doing whatever it takes to making this project a success. I have enjoyed working with you and your staff and look forward to the continued relationship." Wes Goff, P.E. Program Engineer, CDOT Region 1 I "The key factor I have noticed is a 'service with a smile' attitude. I find this very refreshing." Robert Garcia, P.E. Traffic Engineer, CDOT Region 4 "Timing of this project has been critical, and PBS&J has met every milestone thus far ® -- in a very professional manner. Besides their professionalism, the PBS&J project _ team has been very attentive and responsive to the many demands of this project and has coordinated their work exceptionally well... They have exhibited high engineering standards, quality and creativity to their work... We have enjoyed %"y` ` "-'- working with PBS&J and look forward to working with them on future projects in the aa City." Chris Proper, P.E. City of Arvada _ "Rinehart Advertising, Inc. was responsive to the changing demands of the aviation business." Dave Gordon Airport Director, Fort Collins — Loveland Municipal Airport "In short, we know of no other professional services firm in Colorado that offers a comparable portfolio of services or boasts a comparable lineup of experienced heavy -hitters. Your team for the Truck Route Relocation project will be stronger for InterMountain's presence." Blair Tikker Chief Executive Officer — Sloans Lake Managed Care The full letters of commendation that were highlighted above are provided in the Appendix. PBS&J has been meeting schedules, controlling costs, and providing high quality transportation services since 1960. Our past performance and the talents and skills of our team illustrate three requirements: cost control, quality products, and adherence to schedule. INS I SectionI — Project Understanding.............................................................................................1-1 A. Local Truck -Related Issues..............................................................................................................I-1 B. Trucking Industry Understanding....................................................................................................1-2 C. Non Route -Based Strategy Development........................................................................................1-2 D. Project Budget...............................................................................................................................1-3 E. Legal and Regulatory Issues.............................................................................................................1-4 F. Marketing the Trucking Industry ......................................................................................................1-5 G. Evaluating Effectiveness..................................................................................................................1-6 H. Stakeholder Outreach and Involvement.........................................................................................1-7 Section II —Assigned Personnel and Availability......................................................................11-1 A. Introduction..................................................................................................................................11-1 B. Assigned Personnel.......................................................................................................................11-1 C. Availability....................................................................................................................................11-6 Section III — Firm Capability and Project Experience...............................................................III-1 A. Firm Capability............................................................................................................................III-1 B. Project Experience....................................................................................................................... III-2 C. Proven Experience.......................................................................................................................111-8 SectionIV — Scope of Services.................................................................................................. IV-1 A. Work Element 1 — Project Initiation..............................................................................................IV-1 B. Work Element 2 — NRBS Review..................................................................................................IV-2 C. Work Element 3 — NRBS Development........................................................................................IV-3 D. Work Element 4 — NRBS Pre-implementation..............................................................................IV-5 E. Work Element 5 — NRBS Implementation.....................................................................................IV-5 F. Work Element 6 — Evaluation........................................................................................................IV-5 G. Work Element 7 — Long-range Recommendations........................................................................IV-7 H. Work Element 8 — Outreach Activities..........................................................................................IV-7 I. Work Element 9 — Project Management.........................................................................................IV-9 SectionV — Cost and Schedule.................................................................................................. V-1 A. Project Cost..................................................................................................................................V-1 B. Schedule.......................................................................................................................................V-2 Appendices Appendix A - Resumes Appendix B - Commendation Letters Appendix C — Marketing Samples Appendix D — Rate Schedules Section IV — Scope and Services In Section I, we discussed some of the critical issues associated with the project along with our ideas for solutions. We have developed a detailed scope of services for use not only in demonstrating our approach and project understanding, but also to use as a tool to minimize the contract negotiation process. Our approach and scope are divided into several major work elements: Project Initiation, Non -Route Based Strategy (NRBS) Review, NRBS Development, NRBS Pre -Implementation, NRBS Implementation, Evaluation, Long Range Recommendations, Outreach Activities, and Project Management. The Project Initiation lays the foundation for the project approach. The next six steps, from NRBS Review to Long Range Recommendations represent the process for developing strategies, implementing the strategies and evaluating their impact, and documenting the findings. Outreach activities and project management work elements occur throughout the duration of the project. One key aspect of our approach relates to the arrows between the evaluation phase and the implementation and development phases of the project. Our approach is structured to reassess other implementation strategies if the ones that have been implemented are not effective. ProjectNRBS NRBS NPUIS rr NRBS Initiation Review De�'elopment ImpkmeMation Implementation - :Recommendations Ongoing Outreach Activities and Project Management RM A. Work Element 1 Project Initiation �Of The purpose of the project initiation work element is to develop a clear understanding of the Initiatproject goals and objectives, reconnect with potentially affected interests from the first phase ion of the project, and develop the new look and feel for this phase of the project. 1.1 Internal Kickoff Meeting Following notice to proceed, we will conduct a meeting with the Project Management Team to clarify the outcomes that are expected from the project including communication protocol, major schedule milestones, Technical Advisory Committee (TAC) membership, and any other housekeeping items. We will also use this meeting to begin the development of goals and objectives specific to the Non -Route Based Strategies implementation that will critical to the Evaluation component of this project. Finally the list of potentially affected interests (PAI) with be discussed and updated. Meefing Kickoff Meeting Deliverobles • Meeting No►eJ.. • Milestone Calendar • TAC Membership List • Refined List of Project Deliverables • Initial List of Goals and Objectives v' PAI List IV-1 1.2 Initial Outreach Deliverable To re-engage the various stakeholders from the previous phase of this project, • , Qtf teM we will develop a mailing that will be sent to all of the stakeholders. The letter,µ " will explain what this phase of the project entails, how they can get involved, and contact information for the project team. The letter will be approved by the Project Management Team prior to being released. 1.3 Project Messaging Since this is a new phase of the project, a new series of project messages will be developed. These messages will be developed through a workshop with the Project Management Team. Messages will include key points and rationale for the messaging. The messages will be used to ensure consistent communications from the project team to the various stakeholders. A matrix Meeting Messaging Matrix will be developed to document the messages. B. Work Element 2 NRBS Review NRBS The Northern Colorado Truck Mobility/SH 14 Relocation Study identified, evaluated, screened, Review and recommended many NRBS. This phase of the project will build on the previous results and carry forward these recommendations that were adopted. However, in the two years since the completion of the previous study, a few conditions have changed that might alter the decision to eliminate or include some of the NRBS. Also, the stakeholder representatives participating in this project may not have been involved in the previous project. Given these issues, our approach is to reinforce the previous decisions and, perhaps in a few instances, update the recommendations. 2.1 Legal and Regulatory Review Deliverable To ensure that the most recent regulatory changes are represented, we will Updatoo List of review and update the research previously developed regarding City, County, Potentiol Strategies State, and Federal laws and regulations. For example, a recent modification to the regulations regarding hours that truck drivers may be in service is one change that could impact previous strategy recommendations. We will also include a review of the Ballot initiative language. Although aimed at rerouting trucks, the initiative's intent to "minimize the impact of the Truck route on businesses, neighborhoods, and residents of Fort Collins" will be further explored as it pertains to strategies that may alter the quality of the truck traffic as well as the quantity of truck traffic. The results of the updated legal/regulatory review will be used to assure the acceptable status of current strategies and to guide the identification of new strategies. Each of the previously accepted strategies will be revisited, briefly, to confirm that the reasons for their inclusion are still valid. Each of the previously eliminated strategies will be revisited, briefly, to confirm that the reasons for their exclusion are still valid. This exercise will serve to reinforce the previous decisions and to educate new stakeholders. IV-2 2.2 Trucking Industry Workshop Once the NRBS recommendations from the previous study are reconfirmed internally, a workshop will be conducted with various interests from the trucking industry. The purpose of the workshop will be to reconvene the affected interests and agencies, discuss this phase of the project, and validate our assumptions regarding the updated list of potential strategies for implementation. �� x9 Meeting' Trucking IndustrJN y' s Workshop •''' g;, otes g Exhibits As in the first phase of the study we will reach out to the Colorado Motor Carriers Association to host the meeting and assist with developing the list of invitees. Representatives from the Wyoming and Colorado Departments of Transportation, Federal regulatory agencies, local drivers and business owners, and other interests will be contacted to attend the meeting. The meeting will be conducted in a workshop format to facilitate open dialogue and exchange of ideas. C. Work Element 3 NRBS Development NRBS Additional Non -Route Based Strategies will be developed following the same basic process Deve6pmeM as was used to develop the previous set of strategies. Based on input from the various project stakeholders including the TAC and trucking industry representatives, new strategies will be considered and previous strategies may be expanded. This process includes strategy development, fatal flaw screening, strategy refinement, and comparative screening. Two aspects will be considered: strategies that affect route decisions and strategies that affect behavior. • Affecting Truck Routes. Examples of strategies that affect routing decisions include researching and advertising the relative safety benefits of the Interstate route. Another area of research that may interest trucking companies is the relative reliability of each route. For instance, what is the relative likelihood that congestion will significantly increase the travel time on each route? Yet another area that may provide ideas for affecting routing decisions includes drivers' hours of service regulations. We will research the impacts that changes in drivers' hours of service rules will have on route selection strategies used by trucking companies. Revised rules may increase the importance of time savings compared to distance savings by providing opportunities to complete a route(s) within a given time period, versus having to stop and rest, or completing fewer trips. Affecting Behavior. Although aimed at rerouting non -local trucks, the intent of Ballot Initiative 200 is to "minimize the impact of the Truck route on businesses, neighborhoods, and residents of Fort Collins." This concept will be further explored as it pertains to strategies that may alter the quality of the truck traffic. Altering behavior such as time of day of deliveries of local trucks may have as much of, or even more, of an impact than rerouting through trucks. Other behavioral factors that could be addressed include the speed and safety practices of truck drivers traveling into and through Fort Collins. 3.1 NRBS Research and Refinement Based on the previous efforts, strategies will be characterized as being marketing based, technology based, or enforcement based. It is anticipated that the marketing based strategies are most promising and much of implemented strategies are expected Deliverables • Refined Strategies to be of this type. • .Marketing Plan IV-3 �� Marketing strategies will be aimed at the trucking industry, designed to affect a change in their route selection for travel along the subject corridors, or a change in behavior for those that don't change routes. All strategies that were proposed were carried forward, such as using highway advisory radio (HAR), VMS, and advertising in publications, on billboards, on the internet, and on radio. In developing a Marketing Plan for the project, several steps are involved to determine the most applicable methods for achieving the greatest results. • Research. This first phase entails meetings with the Project Management Team, research into other studies and similar projects and their effectiveness, and determining goals and objectives. This step will require focus group testing to help determine market segments and messages. • Market Segmenting. The next step will be to identify potential market segments. These may include truck drivers, route managers, state highway personnel, citizens of Fort Collins, and others. • Messaging. Proper messages and selling points will be developed for the overall Marketing Plan by market segment. We will work closely with the PMC and TAC to develop project messaging. • Media. All avenues of communication will be researched. Based on the market segment and message, several types of media will be recommended. Some categories may include: print advertising, outdoor, brochures, direct mail, radio, television, and internet. • Budget. Overall funding will be the determining factor in recommending media promotion. A budget will be developed to include the most effective means of communicating with our audience. • Marketing Plan. From the resulting information gathered, an initial Marketing Plan will be developed. This plan will be designed to be tested and updated or changed as deemed necessary to meet goals. The Marketing Plan is designed to address immediate needs, later needs, and future needs. The plan consists of: Goals and Objectives Recommendations Time Line Budget Outline Technology/Physical and Regulatory/Enforcement Strategies Relatively few physical or enforcement strategies were recommended as viable strategies during the first phase of this project. Signing along truck routes aimed at keeping trucks on the proper route and variable message signs along 1-25/1-80 that could provide information encouraging use of the Interstate route are two examples of physical strategies that could be considered for implementation. Increasing enforcement of compression braking laws is the only viable enforcement strategy that was recommended in the first phase of the project. That is a strategy that would probably affect behavior more so than route selection. In addition to NRBS that fall into these categories, other strategies may emerge that do not fit these categories. 3.2 Trucking Industry Workshop Once the refined strategies and Marketing Plan are developed, a second workshop will be conducted with various interests from the trucking industry. The purpose of the workshop will be to discuss the refined strategies and present the major elements of the Marketing Plan. As stated earlier, we will reach out to the Colorado Motor Carriers Association Meeting Trucking Industry Workshop DelivemWa • Meeting Notes • Meeting Exhibits IV-4 and exchange of ideas. D. Work Element 4 NRBS Pre -implementation NRBS Pre- Given the uncertainty regarding the effectiveness of any of the strategies to promote a lmplernentation' change, it will be prudent to test the potential effectiveness of fully developed strategies. Each strategy developed in Work Element 3 will be tested upon users before they are implemented. 4.1 Focus Groups A focus group representing truck drivers and trucking company owners will be formed to test the potential affect of the strategies that are identified for implementation. The focus groups will be conducted in Fort Collins and will provide an open dialogue between the project team and various users that have the potential to choose the Interstate route over the SH 14/US 287 route. Meeting Focus Grou Strategies that do not score effectively in the focus groups will be reconsidered for implementation. 4.2 Trucking Industry Workshop The results of the focus groups will be presented at a third workshop. The purpose of the workshop will be to solicit input on the NRBS implementation plan. Again, we will reach out to the Colorado Motor Carriers Association to host the meeting. The meeting will be conducted in a workshop format to facilitate open dialogue and exchanging of ideas. NRBS E. Work Element 5 NRBS Implementation Implementation Implementation includes the deployment of the best and most cost effective strategies, as they have been determined in the previous work elements. Meeting Trucking In Workshop Exhibits Deliverables • Marketing Materials • .Physical Strategies The marketing implementation phase begins with clearly communicating the message through visually interesting graphics and easy -to -read text. Designs and layouts will be presented to the Project Management Team for review and approval. Once an overall design is approved, that will remain the standard for all marketing materials. It is important to communicate the message consistently throughout the duration of the campaign. Projects will be ranked by importance, allowing the message to be communicated over a period of time to all markets. Other strategies may require close coordination with various agencies such as the Department of Revenue, Colorado Department of Transportation, and Public Utility Commission. Physical type strategies, such as signing, will likely require design services. Our cost estimate includes sufficient design time to fully develop two design based strategies. Regardless of the strategy type, one constant aspect will be the continuous or periodic monitoring of the impacts. The evaluation work element includes constant updates of the evaluation results. The results will be used to periodically decide to continue with a strategy, modify the strategy, or abandon a strategy. This process will ensure maximum utilization and benefit from the available funds. F. Work Element 6 Evaluation Evaluation Truck routes and the impacts trucks have on the community have been a controversial issue for the City of Fort Collins for decades. This project represents the next step that involves the potential expenditure of significant amounts of public funds. It will be essential to objectively primary concern are the changes in truck volume and safety. Other impacts that could be evaluated include changes in operating characteristics of those trucks that remain on the truck route, impacts on routes that absorb additional traffic, impacts on auto traffic, and potential economic impacts. The process to evaluate the impacts of the NRBS begins with the development of evaluation goals, objectives, and measures. This first step is essential as it $ U on Rei clearly defines the intent of the evaluation and it provides an opportunity to develop consensus on the intent and the methods used to evaluate the project. The goals and their supporting objectives are developed to define the desired results and the measures are identified as specific ways to quantify the results. For example, a goal might be to minimize the impact of the trucks along SH 14 and US 287. Some possible objectives that support the goal are: • Reduce the daily volume of trucks along SH 14 and US 287 in Fort Collins • Minimize the use of air compression braking • Minimize the volume of trucks going through Fort Collins during peak traffic periods. For the last objective, a couple of possible measures would be: • The number of trucks on SH 14 east of Link Lane during peak hours • The number of trucks on US 287 north of Vine Drive during peak hours After the goals, objectives, and measures are determined, methods of collecting the necessary data and the means to analyze the data are developed. Through our extensive experience conducting evaluations, we have learned that it is essential that these methods and means are determined in advance so that the results are presented objectively, and without bias or predetermination. This avoids the pitfall of collecting lots of data and then presenting only that which results in a favorable or predetermined targeted outcome. Using the previous example goal, objective, and measure relating to peak hour trucks, typical measures have been identified. The next step would be to prepare a test plan that defines how to collect and analyze the data. In this case the method could be: Collect manual traffic counts, categorizing passenger vehicles, single unit trucks, and combination unit trucks, on SH 14 east of Link Lane. Collect the counts during the hours of 7:00 to 9:00 AM and 4:00 to 6:00 PM on three midweek days prior to implementing the subject strategy. Collect three days of similar weekday counts at the same location and time of day, one week, six weeks, and twelve weeks following implementation of the strategy. Compare the average volume of vehicles, by type, during each of the periods. Calibrate the changes in truck volumes to changes in total traffic volumes. Compare total traffic volumes to researched seasonal variations in traffic volumes. Determine if statistically significant changes in volumes of truck traffic occurred after implementation of the strategy(ies). A key feature of the evaluation process will be the development of interim testing procedures to facilitate decisions on continued implementation. After the implementation of various NRBS, testing can begin almost immediately. The evaluation plan may identify minimum levels of impact that should result from the strategy or strategies being deployed. These minimum levels may be based on the expected impact and the cost of the strategy. If the desired result is not achieved the strategy may be discontinued, thus allowing resources to be used elsewhere. The individual test results will then be presented in an evaluation report. The report will summarize the development of the goals, objectives, measures, and testing procedures. It will present the objective results of the tests. And finally, it will provide conclusions regarding whether the goals and objectives have been achieved, and if so, to what extent. IV-6 ]Va I LC LV U1 VCIVV JVn1LIVaJ utaL alc Juamllla VIc a.lu 111f L ui� I v. ua, community. A combined stakeholder meeting will be held with the TAC, the trucking industry representatives, and others prior to making a final recommendation to City Council. H. Work Element 8 Outreach Activities We have identified some specific public and agency outreach activities that we consider to be important to successfully complete the project. Our approach focuses on seven major themes; Project Management Team Meetings, Technical Advisory Committee Meetings, Stakeholder Meetings, Informational Open Houses, City Council Meetings, Transportation Board Meetings, Media, and the Website. 8.1 Project Management Team The Project Management Team will serve as the key decision -making entity. The Project Management Team will help develop the project goals and objectives and ultimately make the final decision for the strategy implementation recommendations. This group will meet once a month at a minimum. During the plan update process, when decision -making steps are more frequent, more meetings may be required. For purposes of this scope of services, twelve (12) Project Management Team meetings are planned. Project Meeting " t Project Managers " (72) Deliverables°f 'A • C`f4otebooks • Meeting Materials r,• `'1vleeting Notes Management Team members will include representatives from transportation planning and the consultant team. Committee notebooks will also be developed for each member to organize the information that is presented at the meetings. 8.2 Technical Advisory Committee The Technical Advisory Committee will provide technical insight into the planning and implementation and evaluation of NRBS related to the project. This group will meet bi-monthly. During the study, when decision -making steps are more frequent, more meetings may be required. For purposes of this scope of services, six (6) Technical Advisory Committee meetings are planned. Committee notebooks will also be developed for each member to organize the information that is presented at the meetings. 8.3 Stakeholder Meetings An important part of developing consensus on the NRBS recommendations is to develop a clear understanding of the various issues throughout the project area. This requires outreach to groups like homeowners associations, service organizations, agency committees and boards, and others. For purposes of this scope of services, twenty-four (24) of these meetings are assumed. We will also develop a PowerPoint presentation that will be updated regularly to use for these outreach meetings and other committee meetings. Meeting r. Technical Advisory Committee (6) Deliverables y. • Corngi beNotebooks (up,* 25) • Meeting Materials •Meetinq Notes Meeting Stakeholder Meetings.(24) Deliverables • Project PowerPoint Presentation (updated regularly) • Meeting Materials • Meeting Notes IV-7 '.,- 8.4 Informational Open Houses Informational Open Houses will be conducted at key milestones including Project Initiation, NRBS Pre -Implementation, and Long Range Recommendations. Each open house meeting will be structured in a format to solicit comment on the project results to date. Notices for the open houses will include advertisements published in the Fort Collins Coloradoan. Public input will be solicited through individual conversations, wall talkers, and comment sheets. Copies of meeting summaries and public comment sheets will be provided to the City. 8.5 City Council Meetings Briefings will be conducted with City Council at key project milestones including NRBS Pre -Implementation, Evaluation, and Long Range Recommendations. The first two briefings will be study sessions and the final meeting will be for adoption of the project. 8.6 Transportation Board Meetings Much like City Council, briefings will be conducted with the Fort Collins Transportation Board at key project milestones including NRBS Pre - Implementation, Evaluation, and Long Range Recommendations. The first two briefings will be study sessions and the final meeting will be for adoption of the project. �r Meeting ` rav Information Ope,� 13)� DB11Vb!'Obfld's is • `Exhibits xa; Notes ent Sheets Meeting ..,.:; City COu {J r A Materials Meeting Transportatiarii Briefings sy tina Materials 8.7 Media Outreach Deliverables Media outreach is a vital component of this project to support the political • Press M,e sgi ' decision -making process. Continuous media outreach will be an important • Prc#ect essaaging strategy to maintain the credibility of the process and the project. The intent of the media outreach is to provide public information, and to coordinate and pro -actively encourage participation and involvement by local residents, users, interest groups, local elected officials, and affected agencies. Media outreach tasks include: • Publicize public meetings in local media through active outreach in advance of meetings • Develop media/public materials to publicize project efforts • Media coordination at public meetings • Team support and coordination with media response Strategic Planning tasks include: • Identify key agency/local government and media players, initiate contact, and summarize issues and concerns for use in scoping and planning • Assist in development of mailers to inform affected parties of project developments IV-8 r Am 8.8 Project Website Deliverables A project website was developed as part of the Northern Colorado Truck . Wef�sitnjoprrient Mobility/SH 14 Relocation Study. Even two years later, the website still has • lince visitors We will work closel with the ro1'ect team to build u on the website Y P P that has already been developed, but create a new look and feel. A significant portion of the project data that will be developed for the project will be posted on the website for the public. Updates will be provided on a monthly basis or at critical milestones. The project links and feedback forms will be updates to reflect this phase of the project. I. Work Element 9 - Project Management Project management services will be provided throughout the project. This includes monthly billings and invoices that include progress reports, detailed milestones, and issues and concerns; general coordination with the City; and subconsultant coordination and management. This task includes schedule and budget monitoring, quality control and assurance, filing, and closeout procedures. Also included are monthly meetings with City staff for project updates and coordination. These meetings will be scheduled in conjunction with one of the other committee meetings to minimize cost and maximize schedules. Meeting Transpo Notes and IV-9 4 , wv . »_.� .. . �Va,} act Section V - Cost and Schedule A. Project Cost Based on our project understanding and the scope of services, we have developed a draft hour and cost estimate. This estimate is highly volatile due to the number and magnitude of undetermined components. The estimated cost for the work ranges from $1,040,000 to $2,200,000. This cost includes $380,000 for labor and $10,000 to $20,000 for directs. It also has a range of strategy implementation costs ranging from $650,000 to $1,800,000. A summary of the hours and cost by task is shown in the following table. Based upon the project scoping, once we have been selected, the overall estimate may be adjusted to reflect additions or reductions in the scope of services. Project Initiation 185 $ 17,550 NRBS Review 176 $ 16,700 Additional NRBS Development 300 $ 28,400 NRBS Pre -implementation 142 $ 13,800 NRBS Implementation 480 $ 46,300 Evaluation 570 $ 56,500 Long Range Recommendations 320 $ 28,100 Outreach Activities 255 $ 26,650 Project Management 200 $ 26,000 2628 $ 260,000 Poitra Visual Communications $ 10,000 Intermountain/RKH $ 25,000 Art Ballah $ 5,000 Rinehart Advertising, Inc. $ 80,000 Total Labor Costs $ 380,000 Lower Estimate Upper Estimate Marketing Material Production $ 100,000 $ 200,000 Marketing Placement $ 200,000 $ 350,000 Physical Strategies $ 250,000 $ 750,000 Other strategies $ 100,000 $ 500,000 Total Strategy Implementation $ 650,000 $ 1,800,000 Direct Costs $ 10,000 $ 20,000 Estimated Total Cost $ 1,040,000 $ 2,200,000 For purposes of developing the estimate, we have used the following classifications and average billing rates for PBS&J and our subconsultants. A more detailed hourly rate schedule for all team members is included in the Appendix. PBSU Project Manager: $150 per hour Senior Professional: $115 per hour Professional Staff: $80 per hour Support Staff: $50 per hour The following is our tentative timeline and will be finalized in project scoping once we have been selected. The schedule shows the draft final report presented to the City in twelve months, and a final report and project completion in fourteen months. To meet this schedule, we have developed a comprehensive stakeholder involvement program to ensure project consensus and timely reviews. O 2 ME 1111111111111160911111 191111111 ULUUNNINN NONE INN Cn ■ft i A ve all ZZ, � \ \ <� / No Text David S. Millar, P.E., PTOE Project Manager PBS&J Education David is a Principal Traffic Engineer in PBS&J's Denver office. His B.S., Civil Engineering, extensive traffic engineering experience has been developed both in University of Texas at Colorado and nationally, providing a broad perspective that is also Austin, 1983 sensitive to local issues. He is an innovative professional consultant with 20 years of transportation experience. David is a skilled project Registrations manager and analyst with an extensive range of expertise in traffic Professional Engineer engineering, transportation system evaluations, Intelligent Colorado Virginia Transportation Systems (ITS), and Freight and Commercial Vehicle Montana Operations (CVO). Nevada Representative Project Experience Nebraska Northern Colorado Truck Mobility/SH 14 Relocation Study, - Certifications Phase I: David provided trucking industry expertise in the Professional Traffic Operations evaluation of non -route based strategies and alternate routes for Engineer (PTOE) long -haul truck traffic in Northern Colorado. The study analyzed the opportunities to encourage long -haul truck traffic to use the existing Professional Affiliations Interstate system, (1-25 and 1-80) rather than the designated truck Institute of Transportation route along SH 14 in Fort Collins. The study also evaluated alternate Engineers (ITE) truck routes north of the City. The analysis included an extensive Intelligent Transportation environmental overview, transportation modeling using the City Society of America (ITSA) TransCAD model, a truck origin and destination study, the use of Correspondent of the National CIS to evaluate alternate routes, and a comprehensive stakeholder Academy of Forensic involvement. Engineers (NAFE) Transportation Research Board FHWA ITS Operational Test Evaluation Support Project: Lead (TRB) representative on a team that monitored, guided, and conducted evaluations of over 70 federally funded ITS operational tests Publications deploying advanced technologies and management methodologies. Offtracking of the Larger, During this four-year assignment, David's oversight led to Longer Combination Commercial Vehicles, for evaluations which are impartial, consistent in content and rigor, and the Transportation address National ITS goals and missions. Coordinated and facilitated Research Record, 1984 an evaluation workshop for three vital operational tests of Evaluation of the Spatial commercial vehicle one -stop shopping concepts, resulting in Distribution of Activity improved evaluations for each. This format was adopted by future Center Parking Facilities, workshops for the remaining operational tests. Provided direct for the Transportation support to over 17 tests including the Downhill Truck Speed Research Record, 1993 Warning System, Idaho Out -of -Service Verification for Commercial Vehicles, Minnesota/Wisconsin Automatic Out -of - Service Verification, Colorado MAYDAY, and Tranzit XPress Commercial Vehicle Hazardous Material Monitoring System. Colorado Department of Transportation (CDOT) Non -Project - Specific (NPS) Transportation Contract (1999 through 2002), CDOT Region 4: Project director for two consecutive NPS contracts. More than 10 task orders were issued and performed under each two-year contract. Example projects include the installation of new traffic signals and intersection improvements for SH 14/Greenfields Court, US 85/42nd Street, and SH 402/CR 13C. Other services provided included signal timing and coordination studies, signal designs, access management studies, signing and striping inventory and design services, safety studies, signal warrant studies, conceptual intersection designs, pedestrian safety studies, traffic control plans, and incident management plans. David Millar David S. Millar, P.E., PTOE Project Manager PBSU received a letter of commendation for "...outstanding, responsive service..." provided. Weigh Station Feasibility Study — North Carolina: David provided trucking expertise in this multidiscipline feasibility study to improve operations at 15 existing truck weigh stations across the state. The study identified the appropriate coverage of the system of weigh stations, and located two new weigh stations. David led the development of the evaluation method to be used to assess the various strategies. The project evaluated strategies such as using ITS technologies to enhance NCDOT's weigh station operations, and using virtual weight stations where the static scales are replaced by dynamic weighing, classifying, and measuring of trucks on the main roadway. A strategic deployment plan for implementation in the state's Transportation Improvement Plan was developed as part of the study. 1-35 Trade Corridor Study: Task manager responsible for the researching potential corridor strategies in the areas of Commercial Vehicle Operations (CVO), general ITS applications, and dedicated super truckways. The purpose of the study was to assess the need for improved local, intrastate, interstate, and international service on 1-35 and to clearly define a general feasible improvement plan to address those needs. Duties included review of current trucking conditions including size and weight regulations, review of policy issues associated with changing size and weight laws, study of potential impacts of allowing alternative truck configurations, and the assessment of safety, cost, and travel efficiency issues. Dedicated truckways and larger vehicle sizes were provisions included in the final recommendations. Electronic Toll Collection for Commercial Vehicle Operations Feasibility Study: This study furthered the "National Toll System Interoperability for Commercial Vehicles" concept by investigating the integration of transponders and accounts for CVISN and electronic toll applications. David conducted the case study documenting the rules and procedures for how the New York State Motor Truck Association (NYSMTA) serves as a processing center for EZ-Pass, thus facilitating motor carriers' participation. The operations of the NYSMTA and the New York State Throughway Authority were detailed in the study. Technical requirements that would enable motor carrier participation in other similar toll authority programs were developed. Commercial Vehicle Operations and Institutional Barriers Study (COVE): Led efforts in the ITS CVO Institutional Barriers Study for the DOT's of Colorado and six adjoining states. Coordinated and facilitated meetings of multiple state agencies and private industry groups. Was instrumental in identifying current CVO conditions and processes and in developing the recommended strategies and actions to overcome barriers to the use of advanced technologies and management techniques. David S. Millar, P.E., PTOE Project Manager PBSU Heavy Vehicle Electronic License Plate Program/Crescent Demonstration Project (HELP/Crescent): Conducted the state case studies examining the impact ITS will have on motor carrier regulatory and enforcement compliance. Arranged and led introductory seminars in CA, WA, OR, NM AZ, and TX, preparing state agencies and private industry groups for their participation in the Crescent demonstration project. Coordinated, scheduled, and conducted interviews with over 40 participating agencies in addition to various motor carrier associations. This ground breaking study enabled state, industry, and ITS system and service provider participants to assess the potential benefits and obstacles of ITS/CVO services. Southwest Electronic One -Stop Shopping Operational Test (SWEOSS): Managed the evaluation planning and execution of the SWEOSS Operational Test, demonstrating an electronic credentialing system for commercial motor carriers in Colorado, Texas, and Arkansas. The evaluation assessed productivity changes, user impacts, deployability, institutional issues, and system performance and suitability. Facilitated project meetings achieving consensus on the evaluation concept. Conceived the Evaluation Plan and Individual Test Plans. Designed data collection tools including user questionnaires, interview guides, and activity logs. Supervised and participated in data collection, analysis, and reporting during the conduct of the test evaluation 1-70 Corridor Operational Assessment Study, Denver, CO; CDOT Region 1: Project manager for a project to assess the operational conditions of 1-70 in the east Denver metro area. This study will provide CDOT with a tool to assess deficiencies and determine needed improvements in the corridor, both currently and in various future growth scenarios. The project is designed to allow easy modification of the SYNCHRO and CORSIM models to study developer and local jurisdiction requests for access to 1-70. This project is far more comprehensive than current interchange specific studies, but far less expensive than a full-blown corridor major investment study. R.A. Plummer, III, P.E., AICP Principal in Charg&Facilitation/Stakeholder Outreach PBS&J Education R.A. has more than 11 years of experience in transportation planning and B.S., Civil Engineering, Colorado engineering. His experience is unique with a combination of site design, State University, 1992 roadway design, transportation planning, and public involvement. Specific areas MBA, University of Colorado, of expertise include highway and transit corridor planning; conceptual, 2001 preliminary, and final roadway design; site development and design; environmental studies; traffic engineering; and public participation. R.A. has a Registrations distinctive insight into both the planning and design issues of transportation Professional Engineer projects. He understands the constraints of design along with the process of Colorado environmental studies, transportation planning, and public involvement. R.A. has Nevada managed and led numerous projects for a variety of municipal clients in Montana Colorado, California, and Idaho. Certifications Representative Project Experience American Institute of Certified Project Manager, Northern Colorado Truck Mobility/SH 14 Relocation Study, Planners (AICP) Larimer County, CO; City of Fort Collins Professional Affiliations American Society of Civil Engineers (ASCE) Institute of Transportation Engineers (ITE) American Planning Association (APA) Courses/Seminars Managing the Environmental Process, NTI/FTA Project Development and Environmental Documentation, NHI/FHWA MIS Training Program, NTI Systematic Development of Informed Consent, IPMP Citizen Participation by Objectives, IPMP Planning and Design of Freeways and Interchanges, Joel Leisch Pedestrian and Bicyclist Safety and Accommodation, NHI/FHWA Traffic Calming and Media Interaction, APWA Highway Drainage Design, Caltrans • Project Manager, City of Fort Collins Transportation Master Plan Update, Fort Collins, CO; City of Fort Collins • Project Manager, US 24, Cascade/Pikes Peak Highway Alternatives Analysis, Cascade, CO; CDOT Region 2 • Project Manager, Beartooth Highway Public Information Plan, Montana and Wyoming; FHWA • Project Manager, Quebec Street Transportation Study, Commerce City, CO; City of Commerce City • Project Manager, US 6 Corridor Feasibility Study, Eagle County, CO; CDOT Region 3 and Eagle County • Project Manager, Southeast Corridor/Lone Tree Light Rail Extension Major Investment Study, Lone Tree, CO; City of Lone Tree • Project Manager, South 1-25 Corridor and US 85 Corridor Environmental Impact Statement, Douglas County, CO; CDOT Region 1 • Project Manager, US 285, Foxton Road to Bailey Environmental Impact Statement, Fairplay, CO; CDOT Region 1 • Project Manager, Holly Street Realignment Study, Commerce City, CO; City of Commerce City • Project Manager, 1-25 Western Frontage Road Relocation Funding Packet, Douglas County, CO; Douglas County • Project Manager, Small Town Traffic Engineering Studies, Various Locations, Northern Colorado; CDOT Region 4 • Deputy Project Manager, Baptist/Northgate Interchanges, Colorado Springs, CO; CDOT Region 2 Janet Goold-Gerak, J.D. Legal/Regulatory Issues PBS&J Education Janet brings 20 years of experience in project management, business University of Denver, College of Law, development, and contract administration. She is a hands-on manager with Juris Doctorate, 1998 highly developed negotiation skills, including experience cultivating strategic University of Phoenix, B.S.B.A., business partnerships. Janet is able to develop productive relationships with Management, 1992 colleagues, customers, and staff at all levels. Southern Colorado State College, Representative Project Experience 1972 • Weigh Station Feasibility Study — North Carolina Certifications . Planning Lead, Colorado Boulevard (State Highway 70K) Improvements University of Denver, College of Law, Project, Idaho Springs, CO; CDOT Region 1 Mediation Certificate Denver, Colorado, 1998 . Lead Transportation Planner Crystal Valle /Dawson RidDouglas ti t p � ry y Ridge, g County, CO; CDOT Region 1 Professional Affiliations . Project Manager, South 1-25 Corridor and US 85 Corridor Revised Record Women's Transportation Seminar of Decision, Douglas County, CO; CDOT Region 1 (WTS) • Lead Technical Planner, Baptist/Northgate Interchanges, Colorado Springs, Courses/Seminars CO; CDOT Region 2 Spanish as a Second Language, • Lead Technical Planner, Northwest Parkway Environmental Quality Level 1, Workplace Language Assurance, Northwest Denver Metropolitan Area, CO; CDOT Region 6 Programs • Lead Technical Planner, E-470 Environmental Compliance Quality Review, Northeast Denver Metropolitan Area, CO; CDOT Region 6 • Lead Technical Planner, Beartooth Highway, Park County, WY; FHWA- CFLHD • Technical Writer, Environmental Stewardship Guide, Denver, CO, CDOT/Executive Management Team • Transportation Consultant, Multiple Contracts, Denver, CO, CDOT Region 1 p.. Carrie A. Wallis, E.I. Technology Strategies/Effectiveness Evaluation/Study Documentation PBS&J Education B.S., Civil Engineering, Colorado State University, 2000 Registrations Engineer Intern Colorado Professional Affiliations American Society of Civil Engineers (ASCE) Women's Transportation Seminar (WTS) Courses/Seminars Spanish as a Second Language, Level 1, Workplace Language Programs Technical Writing, University of Phoenix Public Involvement in NEPA and Transportation Decision Making, NHI/FHWA Designing Streets for Pedestrians and Bicyclists, Colorado LTAP/CDOT Carrie is a Transportation Engineer with more than two years of experience in transportation planning and engineering. Her experience has concentrated on alternative analysis, conceptual roadway design, traffic engineering, access management, corridor studies, and extensive public and agency involvement. She also has significant experience in geographic information systems (GIS). Representative Project Experience • Project Engineer, Northern Colorado Truck Mobility/SH 14 Relocation Study, Larimer County CO; City of Fort Collins • Project Engineer, Main Street Extension Feasibility Study, Conifer and Aspen Park, CO; Jefferson County • Project Engineer, US 6 Corridor Feasibility Study, Eagle County, CO; CDOT Region 3 • Project Engineer, Small Town Traffic Engineering Studies, Wray, CO; CDOT Region 4 • Project Engineer, US 85/C-470 Interchange Funding Packet, Douglas County, CO; Douglas County • Project Engineer, South 1-25 Incident Management Plan, Douglas County, CO; CDOT Region 1 • Project Engineer, US 36 Incident Management Plan, Boulder, CO; CDOT Region 4 As the team that successfully completed the Northern Colorado Truck Mobility/State Highway 14 Truck Route Relocation Study in December 2001, we provide you unmatched project understanding. This understanding comes from our extensive experience with the first phase of this project, our local knowledge of transportation issues in Fort Collins, our strong project team, and discussions with various project stakeholders. Based on our project understanding, we not only provide you the continuity of the team that completed the first phase of this project, but we have added the necessary expertise in other important areas to take this project into the next phase. Before we discuss our team and assigned professionals (see Sections II and IIp, we have provided our insights on some of the critical issues associated with the implementation of Non Route -Based Strategies (NRBS) along with our solutions. A. Local Truck -Related Issues The issues regarding truck traffic on the SH 14/US 287 route date back to the 1960s. These issues range from the barrier the route creates between the vibrant downtown area and the river corridor, noise and vibration impacts along Jefferson Street and Riverside Avenue, roadway deterioration and congestion, and impacts to adjacent local businesses and residents. Numerous ideas for relocating truck traffic out of Fort Collins have been discussed and debated. When Ballot Initiative 200 was passed in November 1999, the latest saga of the truck route issue began. The Northern Colorado Truck Mobility/SH 14 Relocation Study identified several important aspects of the issues related to truck traffic in Fort Collins and the surrounding area. These aspects will serve as valuable insight into developing and implementing NRBS and testing their effectiveness. One of the issues that continues to be debated among various stakeholders is the number and amount of through truck traffic that would be affected by NRBS implementation. The origin and destination study we completed in the first phase of this project was instrumental in establishing the amount of truck traffic that travels through Fort Collins. Through truck traffic represents those users that have no business stops in the Fort Collins area and thus, these users could use the 1-25/1-80 route as a viable alternate. The results of the origin and destination study showed that approximately 600 trucks could be encouraged to use the Interstate route with NRBS. Through Trucks as a Percentage of Total Trucks (Northbound and Southbound Combined) J US 287 at the Forks at Livermore to US 287 at Laporte I1,035 600 55% Bypass US 287 at Laporte Bypass to Jefferson StreeU 'Riverside —� Avenue 1,175 600 50% Jefferson Street/Riverside Avenue to Port of Entry on I- 1 25 south of Prospect Street 1,725 600 35% Source: Truck Ongin and Destination Study The results of the origin and destination study confirm that a significant portion of the truck traffic in Fort Collins is local in nature and will not use the 1-25/1-80 route for their trip. One of the ideas we propose is that while we look for ways to encourage through -truck traffic to use the Interstate route, we should also look for opportunities to work with local trucking industry representatives to minimize their various impacts in the community. Potential ideas include assessing time of day operations, confirming the use of muffled compression brakes through town, and evaluating delivery schedules. Karen Amrhein Price, CFM Stakeholder Outreach PBS&J Education Mrs. Price is an Outreach Specialist with extensive experience working with B.S., Environmental Federal clients. Before relocating to Denver, she was previously the lead of the Science/Geology, Edinboro National Flood Insurance Program Special Projects Team, which regularly University of Pennsylvania, handled database development, program training and outreach, Congressional 1996 Correspondence, and other projects including the Statewide Mapping Plans, PBS&J's CFM Training Program, and special requests from the Federal Emergency Certifications Management Agency's HQ and Regional Offices. Certified Floodplain Manager (CFM), US-00-00370, 3/16/02 Representative Project Experience Mapping Needs Assessment (MNA) Program Coordinator Professional Affiliations • Spearheaded and led FEMA's outreach to community and state officials Alpha Chi Zeta College Honor during national conferences, including up -front appointments and individual Society information relay to promote new initiatives. • Create and championed FEMA's training program, including workshops, a planning guide, and strategy for national roll -out. • Designed outreach materials for local officials, FEMA Regional Offices, State coordinating agencies, and other involved organizations. • Led PBS&J team in design of feasible MNA-by-phone procedure, overcoming cost and time burden on local government while ensuring local involvement; these procedures were heralded by FEMA and accepted as standard by competition contractors • Presented and led workshops at state floodplain association conferences and FEMA training courses, with reviews that led to increased state interest and requests FEMA Correspondence Lead • Created and coordinated efficient procedures for special correspondence to citizens and local, state, and Federal government, including FOIA and EIS notifications. • Established a quality team through interview and selection of staff, coordinated training in writing and regulations, which elevated FEMA's confidence in the deliverables. • Provided guidance on appropriate response content, considering federal regulations and policies, political considerations, technical (and emotional) level of incoming correspondence, and the spirit of the federal program. • As FEMA point of contact on all correspondence, worked directly with the Federal client to establish quality standards and consistency. Special Projects Team Leader • FEMA HQ Point of Contact— provided review on FEMA's behalf and recommendation for signature on all correspondence and case files associated with the majority of project deliverables, including engineering cases documenting mapping revisions, community violations and annexations, and special correspondence. • Statewide Mapping Plans Lead — FEMA data compilation and analyses resulting in community/county/watershed prioritization for Central Territory • Led expansion and development of Special Projects program to include MNA/MNUSS, CTP, MICS, CFM Training, FEMA Correspondence, Corporate Limits Changes Processing, as well as providing regular and irregular assistance to FEMA HQ and FEMA Regional Offices. 1 Tina Brand Graphic Design Coordinator PBSU Education Tina is a graphic designer with 13 years of professional experience in the visual A.A., Computer Graphics, Platte communications field. She is well versed in a variety of aspects of computer College driven design as well as traditional illustration techniques including design, A.A., Interactive Graphic Design, layout, and production for print, web, and multimedia presentations. Tina has Platte College been responsible for producing various forms of graphic communications for Commercial Art Technician both public and private sector clients. Her areas of expertise include translating Diploma, Colorado Institute and presenting information such as technical plans and diagrams into visual of Art presentations for public meetings, designing and preparing reports, and marketing products and programs with advertising, mailers, posters, and brochures. Representative Project Experience • Graphic Designer, Pebble's Meadow Jumping Mouse Brochure, CDOT Region 1 • Graphic Designer, City of Fort Collins Transportation Master Plan Update, Fort Collins, CO; City of Fort Collins • Graphic Designer, US 6 Corridor Feasibility Study, Eagle County, CO; CDOT Region 3 and Eagle County • Graphic Designer, Southeast Corridor/Lone Tree Light Rail Extension Major Investment Study, Lone Tree, CO; City of Lone Tree • Graphic Designer, US 285, Foxton Road to Bailey Environmental Impact Statement, Fairplay, CO; CDOT Region 1 • Graphic Designer, Crystal Valley/Dawson Ridge Environmental Assessment, Castle Rock CO; Douglas County • Graphic Designer, 1-70 East Corridor Environmental Impact Statement, Denver, CO; CDOT Region 6 • Graphic Designer, Main Street Feasibility Study, Jefferson County, CO; Jefferson County • Graphic Designer, Beartooth Highway, Park County, WY; FHWA-CFLHD • Graphic Designer, Colorado Boulevard (State Highway 70K) Improvements Project, Idaho Springs, CO; CDOT Region 1 • Graphic Designer, Baptist/Northgate Interchanges, Colorado Springs, CO; CDOT Region 2 • Graphic Designer, C-470 Environmental Assessment and Express Lanes Feasibility Study, Douglas, Arapahoe and Jefferson Counties; CDOT Region 6 Thomas R. Schilling Media Relations Education Tom is the Principal -in -Charge of strategic communications at B.A., University of Oregon InterMountain, a Denver -based corporate affairs firm. InterMountain School of Journalism specializes in strategic communications, government relations, and economic development. Tom's focus is on public affairs, an area of expertise that Previous Employment blends media, community, and government relations. His expertise is in Colorado Office of Business developing and communicating messages that effectively position large, Development controversial projects among a number of different audiences. Tom is well Denver Rocky Mountain News known as an issues manager, particularly in crisis communications. He has Chicago Tribune advised a number of corporations on highly sensitive issues. Affiliations Tom has played a key role as the public affairs counselor in a number of Public Relations Society of transportation projects. He organized a media relations and rapid -response America program for the CDOT team on the I-70 Mountain Corridor Major Investment Study and currently oversees media relations for the Continuing Education Programmatic EIS for that corridor. He also is teamed with PBS&J on the Policy Analysis, The Governor's South I-25 Corridor and US 85 Corridor EIS in Douglas County. Center, Duke University Banking Policy, University of Tom's ability to develop messages and communicate across a number of Wisconsin audiences provides an important element to controversial projects. Colorado Institute of Leadership Moreover, his ability to isolate and effectively address issues through a Training multi -discipline approach makes him a valuable team member. Because of his involvement over the past four years in the I-70 corridor and projects on the western slope and his previous work as a reporter for the Denver Rocky Mountain News, Tom also has a strong knowledge of the local government officials and staff, as well as key interest groups. Tom's specific experience includes the following: • Media Relations, Northern Colorado Truck Mobility/SH 14 Relocation Study — Phase I • Media Relations, City of Fort Collins Transportation Master Plan Update • Media Relations, I-70 East Corridor • Public Affairs, South I-25 Corridor EIS, CDOT • Media Relations, I-70 Mountain Corridor, PEIS & MIS, CDOT • Public Affairs, Northwest Parkway Authority, Broomfield, CO • Public Affairs, Daimler -Chrysler (Adtranz) • Public Affairs, Union Pacific Railroad • Public Affairs, Going to the Sun Road, Glacier National Park, National Park Service • Media Relations, First Data Corp./Western Union, Englewood, CO • Media Relations, StorageTek • Media Relations, U.S. Bancorp Piper Jaffray • Media Relations, U.S. Bank • Public Affairs, Interlocken Business Park, Broomfield, CO • Public Affairs, F1atIron Crossing Shopping Center, Broomfield, CO • Media Relations, Strickland for U.S. Senate Campaign • Public Affairs, VoiceStream/Westem Wireless BRIAN J. RANTALA Account Executive, Strategic Communications RELEVANT EXPERIENCE • I-70 Programmatic Environmental Impact Statement for Colorado Department of Transportation (J.F. Sato & Associates), 1999-present. Provides media and community relations services for NEPA project in one of 27 CDOT strategic corridors. • South 1-25 construction for Colorado Department of Transportation (HDR). 2001-present. Provides media relations services for design of projects on South I-25 corridor. • Northwest Parkway for the Northwest Parkway Authority, Broomfield, Colo., 1999-present. Provides media relations services for new tollway under construction between north 1-25 and U.S. 36 in the city and county of Broomfield. • Berthoud Pass construction for Colorado Department of Transportation (PBS&J), 2001-present. Provides media relations services for a major mountain construction project in a skier -tourist heavy corridor. • Northern Colorado/SH 14 Truck Route Relocation Study, City of Fort Collins (PBS&J), 2001-2002. Provided and coordinated media relations services and strategic planning/messaging for study of route alternatives for truck traffic through the downtown corridor. • South I-25 Corridor EIS for Colorado Department of Transportation (PBS&J), 1999-2001. Provided media relations services and assisted with strategic counsel to project management team. EDUCATION • Bachelor's of Science, Mass Communications Cum Laude degree; University of Southern Colorado, Pueblo, Colo., 1998. • Former member, Alpha Chi national college honor society. PROFESSIONAL EXPERIENCE • InterMountain Corporate Affairs, 1999 present. As account executive, strategic communications, coordinates daily client media relations and strategic planning for Denver -based public affairs firm serving 75 clients in transportation, technology, finance, natural resources, professional services and real estate. • Bernholz & Graham, 1997-1998. Gained public relations account experience as intern account coordinator, responsible for numerous account activities including media relations services and strategic planning for Anchorage, Alaska -based firm. Client base included tourism, oil & gas exploration, telecommunications, science & technology and Alaska state government accounts. Other relevant experience: Provided statistical analysis and media relations services for University of Arizona Sports Information department as a student assistant, 1996- 1997. Served as statistical/broadcast consultant for FOX Sports Arizona, 1996-1997. DREW KRAMER InterMountain Corporate Affairs 1675 Broadway, Suite 1850 Denver, CO 80202 (303) 534-5409 x113 dkramer@intermountainca.com EXPERIENCE June 2003-Present Director, Strategic Communications, InterMountain Corporate Affairs, Denver, CO • Manage community relations and crisis communications programs for public and private sector entities, including Cotter Corporation, the Lowry Redevelopment Authority and Arapahoe County. Provide strategic counsel to clients, direct grassroots communications efforts, conduct media relations and research and write collateral materials, press commentary and other essential communications vehicles. • Manage media and government relations programs for major area corporations, including First Data, StorageTek, Sloans Lake Managed Care and Merrick & Co. • Direct marketing program for Northwest Parkway link of Denver metro area beltway. Sept 1997—Aug 2002 Account Supervisor, Bliss Gouverneur & Associates, New York, NY • Supervised major accounts for established communications agency serving professional and financial services clientele. Client accounts had cumulative 2001 fee revenues of approximately $800,000 — more than '/a of agency's total annual revenue — and included a $25 billion insurance company, the world's largest accounting association and specialized consulting and private equity firms. • Other clients included accounting firm Deloitte & Touche, a top New York business school, an award -winning industrial design firm and a high -end vodka distiller. • Provided strategic counsel and media training to clients, developed short and long- term communications plans, directed media relations programs, handled major writing assignments and managed financial/administrative aspects of client accounts. • Media relations experience included securing client coverage in major national news and business outlets (e.g., The Wall Street Journal, USA Today, Fortune, CNBC) and a broad range of specialty and trade publications. • Managed production of annual reports, capabilities brochures and other collateral materials for various clients, including the oldest listed company on the American Stock Exchange. Duties included writing, editing and creative oversight. • Served on agency's management committee, providing principals with input on strategic, administrative and personnel matters. Also served as agency's Director of Marketing, with responsibility for coordinating new business development efforts. • Acted as the agency's liaison to, and as publicity chairman for, the Worldcom Public Relations Group, the world's largest network of independent public relations firms. Jan -Aug 1997 Congressional Liaison Officer, Embassy of Australia, Washington, D.C. • Monitored and reported on U.S. political and legislative developments of interest to the Australian Department of Foreign Affairs & Trade. • Established and nurtured contacts with legislators, federal officials, corporate leaders and others with jurisdiction over areas of interest to the Australian government. • Coordinated diplomatic and trade missions for Australian legislators and other officials visiting the United States. WQ WRQ RENEE RINEHART 4792 W. 100TH COURT WESTMINSTER, CO 80031 303-466-1013 FAx:303-469-4315 EMAIL: rineadv@concentric.net PROFESSIONAL SUMMARY/RESUME RINEHART ADVERTISING9 INC. PRESIDENT 1987-PRESENT For the past 16 years, Renee Rinehart has headed a small business. Responsibilities include new business development and account service for all clients. As a full -service agency, Rinehart Advertising provides creative services for communicating in print, online, or by utilizing radio and television. The agency offers assistance with creative design, writing and production of both trade and consumer advertising, corporate brochures, direct mail programs, newsletters and displays. Rinehart Advertising also provides comprehensive and sophisticated public relations support as well as planning services. Some of the clients served include financial institutions, economic develop- ment organizations, health care, utilities, aviation, and the high tech indus- tries. EDUCATION University of Colorado at Boulder, Bachelor of Arts in English ORGANIZATIONS Denver Advertising Federation Broomfield Economic Development Corporation Broomfield Chamber of Commerce Westminster Alliance to Conserve Home & Habitat Senior Hub - Board Member Ann Poitra Ann has focused her professional career on reducing technical information to clear, concise and understandable forms, whether visual or literal. Her work has often proved invaluable in creating a common ground of understanding between design engineers, their clients and the public. Her methods assume a desire to address and convey real project issues of design and aesthetics, and the insight with which design solutions are found. This ability has been used extensively in public participation and client relations' roles. Ann's tools include high end computers and software for image editing, web development, graphic design, video, and 3d modeling and animation. She has developed methodology key to minimizing the cost of visualization services to further its use as both a design development and a design presentation tool.. Ann has adapted her specialized graphic design skills to video, multi- media, world wide web and interactive presentation technology. Professional Experience Present Poitra Visual Communications, Limited Liability Company 206 South Lookout Mountain Road, Golden, Co. 80401 - 7002 Principal with this firm for 5 Years Other firms: 12 Years Ann is a Member/Manager of Poitra Visual Communications, a Limited Liability Company which specializes in 2d and 3d design communication. The company is certified as a DBE work in Colorado. Ann's most recent projects include SH 14 Truck Route Relocation Study for the City of Fort Collins, the I-25 Reconstruction Trinidad for CDOT R2, and Highway 9 Frisco to Breckenridge for CDOT R2. Other project experience includes: Web Development North I-25 Major Investment Study, Denver, CO; Project Art Director: This project for Photosimulation the Regional Transportation District, includes a very high profile public participation Multimedia campaign consisting of a project web site, advertisements, newsletters, photosimulations and finally public involvement multimedia presentations. Web Development Southeast Corridor Major Investment Study, Denver, CO; Project Manager: This project Public Involvement for the Colorado Department of Transportation, will determine how future funds are used to Photosimulation improve the section of I-25 between downtown and the Denver Technological Center. The work includes extensive photosimulations, to illustrate view and right of way impacts to surrounding properties and a public website. Web Development US 36 Major Investment Study, Denver, CO; Project Manager: This project for the Graphic Design Regional Transportation District, includes a very high profile public participation Photosimulation campaign consisting of a project web site, advertisements, newsletters, photosimulations and finally public involvement multimedia presentations. Web Development South I-25 Corridor Major Investment Study, Denver, CO; Project Manager: This Graphic Design project for the Colorado Department of Transportation, will determine how future funds Photosimulation are used to improve the section of I-25 between downtown and the Denver Technological Center. The work includes a public website for each of the corridors eight projects with a single address, numerous photosimulations, to illustrate view and right of way impacts to surrounding properties as well as a comprehensive public relations effort utilizing newsletters, advertisements, announcements and public posters. IN■MEMOIR IMMMMMMM"� loommor I IMEMOMIL lmmmma,,,- Transportation Services lransportation Plannin,f; Cite of Fort Collins Mark A_ .Jackson, AI( P 7 ranspoilation ( hief Planner Citc of Fort Collins PO Box 580 Fon Collms, CO 80522-0580 (970)416-20_19 February 5, 2002 To Whom It May Concern: Please accept this letter of recommendation for the Denver office of NIS&.I The City of Fort Collins recently retained PBS&J as prime consultant for the Northern Colorado Truck Mobifity/SH-14 Relocation Project. We have recently completed the yearlong planning effort and I could not be more pleased with their work. They are one of the 3r,- ,{ most professional, conscientious, and thorough engineering -consulting firms I have worked with. From the project's onset Barry Schulz, R.A. Plummer, Carrie %%'allis. David Millar and the rest of their Project Team exhibited the highest standards and attention to detail. They were responsible, timely and attentive to this project's very demanding needs. They maintained constant communication and worked together with me ui a very collaborative, productive [Harmer. Where I feel PBS&J goes beyond the pale of other engineering firms is their ability to interact with agencies, staff, and the general public. Unlike many consulting firms I have worked with in the past, PBS&J is fully capable and willing to undertake critical public outreach processes internally, without having to reson to public outreach "specialists". This not only saved scarce budget funds, but also helped our team project a strong sense of legitimacy, capability, and respect at the numerous meetings and presentations conducted over the course of the study. Their attention to i detail and willingness to go the extra mile with public information and outreach made my job that much easier and contributed greatly to a successful project outcome. I would not hesitate to use PBS&J on future projects. In my opinion, they have raised the bar for what I expect from a consultant. They will be a very tough act to follow. PBS&J has my strongest recommendation. Please feel free to contact me if you have questions or wish to discuss PBS&J's work further. Sincerely, `na,& A-�G-�-� Mark A. Jackson, A1CP Project Manager Northern Colorado Truck Mobility/SH-14 Relocation Project III'_ 15 North Mason • First Flonr • PO. Boa -W) • Fort Collins, C0 &h22-058(1 • (970)7244-0.Sti • FAX (970) 2:. STATE OF COLORADO DEPARTMENT OF TRANSPORTATION Region 1 Traffic O7' 18500 East Colfax Avenue Aurora, Colorado 80011 (303) 757-9122 -••�• �-- (303) 343-0596 Fax August I, 2003 To Whom It May Concern: Please accept this letter of recommendation for the Denver office of PBS& I As the Region I Traffic Engineer for CDOT, I have had the pleasure of working with the Denver z_. Office Team on many projects large and small. 1 find this finn to be one of the most professional, conscientious, and thorough engineering firms I ha%e ever worked with. Over the last few years this firm has completed many projects for our Region including the 1-25 Corridor and SH 85 Corridor EIS project, an I-70 Operations Stud} two Procedural Directive 1601 Studies, and several small signal timing and coordination plans. Additionally, they are currently working on our I-70 Fiber Optic Cable Installation project, preparing another signal timing plan, and providing review services for CDOT of the various documents being prepared for the approval of a fully directional freeway to freeway E-470/1-70 Interchange. This firm consistently amazes and pleases me, no job is too large or too small, and each is given the same care and attention to detail. Though I find each and every staff member at PBS&J to be extremely competent, as the Region Traffic Engineer, I have worked most closely with PBS&J's Traffic Section Manager, Dave Millar- Dave's command of traffic and transportation engineering principals has been obvious in all the various projects 1 have mentioned above. PBS&J not only provides excellent technical services, they also deliver customer service, that are beyond compare. This firm will go the extra mile to complete a project on time within budget, and with the attitude that you are a valuable client. It is this aspect that sets this firm apart from the rest. I would not hesitate to use PBS&J on future projects. They have my strongest recommendation. Please feel free to contact me if you have am questions or wish to discuss PBS&J's work further. Sincerely, Pamela A. Hutton, P.E. Region Traffic Engineer community continues to be concerned about. Given that over half of our project team was included in the first phase of this project, we provide an unmatched understanding of the local trucking issues in Fort Collins. This insight minimizes any learning curve and allows us to hit the ground running immediately after receiving notice to proceed. B. Trucking Industry Understanding Throughout the discussions about moving through -truck traffic out of Fort Collins, there has been a strong concern from the trucking industry about the potential business effects and issues related to Interstate Commerce. This concern was raised repeatedly in the first phase of the project, specifically in reference to the NRBS. In conversations with Greg Fulton of the Colorado Motor Carriers Association (CMCA), he expressed his concerns with negative or punitive type methods to discourage truck traffic from using the existing route. Through the trucking industry workshops we conducted in the first phase of the NRBS development, we focused on positive means to enact a behavioral change. The trucking industry continues to be affected by rising insurance rates, fuel prices, and taxes. It is an almost $500 billon industry that employs almost 10 million people, a third of which are commercial truck drivers. Profit margins continue to shrink and with recent mergers, acquisitions, and bankruptcies, over 3,600 trucking companies closed in 2000 alone. These issues highlight how important operating costs are in the industry. Given the sensitivity to cost, NRBS that have a potential impact on operating costs will not be effective in changing driver behavior. Recognizing this issue is one of the main reasons that marketing strategies were the focus of the recommendations in the first phase of this effort. While we plan to revisit and look beyond the strategies that were developed in the first phase of this project, we need to consider these cost issues when developing new potential NRBS. Another issue with the trucking industry is communication. First, there are a number of interests and stakeholders involved. These interests range from large commercial carriers like Roadway Express to smaller independents like Hersh Trucking in Fort Collins. In addition to the users, there are several agencies that regulate and monitor the movement of freight traffic in the US. All of these interests are important in terms of developing and implementing NRBS. Another issue related to communication with the trucking industry is having the relationships and credibility with the different users and agencies to be effective at getting them to the table to talk about issues. We were successful in getting a broad range of trucking industry stakeholders involved during the first phase of this project. In this second phase, collaboration with the trucking industry is even more critical so we have structured our team and approach to maximize our ability to work closely with industry representatives. To enhance our working relationships with the trucking industry, we will build upon the strong relationships our Project Manager, Dave Millar, P.E., PTOE, has through his extensive experience dealing with commercial vehicle operation issues throughout Colorado and the US. In addition, we have added Art Ballah as a project advisor to the team. During the first phase of the project, Art served as a liaison to the CMCA. His focus was to work with the motor carriers to implement various policy issues throughout Colorado. These two key relationships along with our previous work efforts will prove beneficial in bringing the truck drivers, trucking business owners, and the regulatory agencies to the table. C. Non Route -Based Strategy Development One of the most agreed upon results in the Northern Colorado Truck Mobility/SH 14 Relocation Study was the idea of implementing NRBS to encourage through truck traffic to use the 1-25/1-80 route rather than the existing SH 14/US 287 route. Consensus was reached on the NRBS among polar interests like the Citizens for a True Bypass and the Northern Larimer County Alliance. 1-2 C itv of Conunerce (- itv Department of Puhli, l',. 6 August 6, 2003 To whom it may concern: The City of Commerce City has used the services of PBS&J for transportation planning studies, traffic operations improvements, special improvement district design, construction observation, and subsequently hired them to provide on -call traffic engineering services. Their entire staff has been very responsive to the needs of the City. Over the last 6 plus years I have worked extensively with Dave Millar, Alex Larson, R.A. Plummer, and Steve Sandvick on several projects. Their work is always of the highest quality and their attention to detail is exceptional. They are very aware of the project budget as well as construction budgets. I look forward to continuing our relationship with PBS&J. If you have any questions concerning the work PBS&J has done for the City, please feel free to call me at 303-289-8175. Sincerely, Daren A. Sterling, P.E. City Engineer DAS/jm r y 8602 Rosemary Street Commerce City, Colorado 80022 303.289.8150 Fax 303.289.8165 www6commerce-city.co.us r w a STATE OF COLORADO DEPARTMENT OF TRANSPORTATION REGION 4 TRAFFIC i)T 1420 Second Street Greeley, Colorado 80631 (970)350-2143 September 8, 2003 Mr. Dave Millar PBS&J 5500 Greenwood Plaza Blvd., Suite 150 Englewood, CO 80111 �1> x Dear Mr. Millar, I would like to thank you and your firm, PBS&J, for the exceptional work you and your staff have completed for me. As the manager of two separate non -project specific contracts with PBS&J, we have created and accomplished over 32 separate tasks. Tasks included signal design, signal warrant studies. x „ r corridor signal timings, incident management planning, complex access reviews, inventory of signs for gn g g P g, p tY � signing projects. �' Your team became and extension of my staff and delivered exceptional results to these task orders issued to them. Each task required good communication, a clear understanding of the task, the ability to use available resources and flexibility. PBS&J addressed and exceeded these requirements. PBS& J went further to suggest additional projects to assist CDOT personnel in minimizing work load in the future. The team that PBS&J has built over the past four years has shown the expertise and professionalism expected from a consultant firm of high caliber. The teams diversity allows PBS&J to study, analyze, recommend and document any transportation task requested. The staff at PBS&J consistently provided outstanding, responsive services to my staff and myself. They provided a strong technical background and understanding of traffic engineering and provided valuable input for recommended changes. My overall experience with PBS&J has been excellent. I would recommend this firm to any person looking for a quality consultant firm. The work we have completed together has been in the best interest of the motoring public and inline with the goals of the Department. Sincerely, Larry J. Haas, P.E. Traffic Operations Engineer CDOT Region 4 ra a 0 CotoraJ February 27, 2002 To Whom It May Concern. PUBLIC WORKS DEPARTMENT 1470 South Havana Stre,-t Aurora Colorado 800 2 303-739-73(,ti FAX: 303-739-/4,'� As the manager of the Traffic Operations program at the City of Aurora, I have had the pleasure of working with the Denver office of PBS&1 on many occasions. I have found their work to be of consistently high quality and founded in solid engineering principals. Over the last few years I have come to know and respect PBS&1's Program Manager Mr. David Millar as an engineer of outstanding quality. David's command of traffic and transportation engineering principals has been obvious in the various projects that he has led. David is currently leading a project for the City of Aurora that will, over the course of two years, update the timing of every traffic signal operated by the City. The timing parameters for 248 traffic signals will be updated and new time -of -day plans will be developed for 193 signals operating under system control. Although this project is only about one-half complete at this point, I am confident that PBS&1 will provide a high quality product for the City of Aurora. Please feel free to contact me if you should have any questions or wish to discuss PBS&J's work with me. /Sincer-", Chris R. Carnahan, P.E. Traffic Engineer T ,a City of Fort Collins Transportation Senit: es Iran.portation Planning Mark A. Jackson. All-P Chief Transportation Planner City ofFort Collin, PO Box W Fort (ollins. CO 80522-0�80 t q70) 410-2020 September 12, 2002 To Whom It May Concern: Please accept this letter of recommendation for Intermountain Corporate Affairs. Intermountain plaved a critical role as a member of the consultant team for the Northern Colorado Truck Mobilitv/SH-14 Relocation Project. I his was a very controversial, emotionally -charged project that pitted city v. county residents' interests. I am convinced that the work of Tom Schilling and Brian Rantala of Intermountain played a pivotal role in the success of the project's outcome. They helped us navigate media relations, develop key messages and deal with numerous special interests in the public arena. They are one of the most professional, conscientious, and thorough consulting firms I have j worked with. I was so impressed and pleased with their work that I have asked that they be added to the project team of other Fort Collins transportation planning projects. From the project's onset Tom and Brian exhibited the highest standards and attention to detail. They are responsible, timely and attentive to the project's very demanding needs. They maintain constant communication and work together with me in a very collaborative. productive manner. Their attention to detail and willingness to go the extra mile with public information and outreach have made my job that much easier. I would not hesitate to use this firm on future projects. Given their success on the Northern Colorado Truck Mobility/SH-14 Relocation Project. I can't imagine going into a controversial project without their help. Intermountain Corporate Affairs has my strongest recommendation. Please feel free to contact me if you have questions or wish to discuss Tom and Brian's work further. Sincerelv, Mar,'k�4 act oiy AIC'P� Project :Manager Northern Colorado Truck Mobility/SH-14 Relocation Project 'I- "..urt ii AI:,=ran • I •.r-i Ph,'r • I't I Bo, 'SO • I oit[ ofli 080'__(F;80 • i470,224-1 s • F.\i 0-0;1 El ":ti December 18, 20W Tom Schilling Chief Executive Ol ficer InterMountain Corporate Affairs 1675 Broadway, Suite 1850 1)en er, CO, 8000? Dear Tom: I understand InterMountain Corporate Affairs is part of a pro po,el responding to an RIP Ior the Northern Colorado Truck Mobility/State Highway 14 Truck Route Rcloc.won project. I am ploa,cd to recommend pour firm for the industry marketing, public outreach and media relation:; componenh of this important 3; assignment. Please direct my comments below to the approprat� decision -maker,. s# Sloans Lake Managed Care is the largest access PPO network iri the Stute of Colorado. Uur provider network currently serves over 385,000 Colorado residents and consists of appros iinwek 10,500 s physicians and licensed professionals, 64 hospitals statewide mcluding atl maior hospital systems -- and >tatewide ancillan provider coverage. Over the last two years �%c have utilized the su],stantial and diverse talents of Intel -Mountain Corporate Affairs in the area, of government relations. market research and strategic communications. We have found them to be pn,tcasioual reliable and eff-ective in all thew disciplines. Whether representing our interests before the Colorado State I ceislature, conducting qualitative focus group research with office managers and physicians or craftim; media and public relations strategies to deliver essential corporate messages to key audiences, InterMountain has produced results and generally tari9tWz been a pleasure to work with. They get up to speed quickly on new subject matters, provide frank, p intelligent counsel and help keep me and my executive team locused on the goah at hand. Further, they are well versed in both the formal and informal processes of bu,iness and go%ernn;ent and have unparalleled access to key decision makers across Colorado. In short, we know of no other professional services firm in Colorado that offers a comparable portfolio of services or boasts a comparable lineup of experienced heavy -hitters. Yow team for the Truck Route Relocation project will be stronger for tnterMountain's presence Please feel free to contact me if you have any questions Sincerely, —&—W— Blair Tikker Chief Executive Officer �... L4J ; VCENFU1II R1� 10, 11 IIIII II'� � �:_ ►���t� � A r F I IlII� �@'d� r T COLLINS • LOVELAND MUNICIPAL AIRPORT December 15, 2003 To Whom It May Concern Ploase accept this letter of recommendation for Rinehart Advertising, Inc. The Jefferson County Airport Authority contracted with Rinehart Advertising, Inc. for marketing and public relations projects from 1990-1999. At that time, I was the Airport Manager and worked directly with Renee Rinehart. The agency handled a variety of projects including developing a newsletter, brochures, print advertising and community relations projects. The agency developed a national marketing program to attract corporate pilots to the facility, as well as marketed a new ' U.S. Customs office at the airport. Rinehart Advertising, Inc. was responsive to the changing demands of the aviation business. Renee Rinehart became involved with the Colorado Airport Operators Association to further her knowledge of the aviation industry. I have enjoyed working with Rinehart Advertising, Inc. and look forward to working together again in the titmre. Sincerely, Dave Airport D or 4900 Erhart Road • L"land, ; olotkc 60538 • (9701962.2550 • 1`0 95b2955 q.•'k'..'.v i4 '�?�GY.'.Z Broomfield Economic Development Corporation 4 Garden Center, Suite 210 Broomfield, Colorado 80020 303/469-7645 / FAX:303/469-9183 www.broomfieldede.com December 15, 2003 To Whom It May Concern: Please accept this letter of recommendation for Rinehart Advertising, Inc. The Broomfield Economic Development Corp. (BEDC) has contracted with Rinehart Advertising, Inc. for marketing and public relations projects since 1996. Renee Rinehart is responsible for the community relations and marketing activities of the BEDC, that include monthly communications with our investors, an annual report, and national print advertising, and corporate events. Rinehart Advertising, Inc. offers knowledge of economic development including local markets, commercial real estate, transportation, and the overall business environment. Renee brings professionalism, creativity and quality to her work. Sincerely, Don Dunshee CEO/President Member METRO OENVER NETWORK ei 'u Y A 't =" 1 t c � f�# i a - -- --- —Appendix C Marketing Samples AL #k rt iF iSL 3 i. at fi� s rvk n; 4 I r~ + r.e x a� 1 r s SL kk S e 4 � f t � t, atyr a. �x R s vi' 45y V„ 3� �r r �■ J�if� }Iiiiiit i iy �YyA;Y Er Ew Ss Iuw WI _ 9uF 9ile PaneA. � SexO Fw,M1e Nxbry Meev Imylfmw'suim,.5 mm:,nm¢mm o�m�rr asmay or»ren cr2+:r.., ,�sm,T:,r,�eref � Qom';"• � �.�,,,.>.�,�'`""'." �.-..=. µw.rknn es Y�� swrc�v my P �.. wR�yM��,s�s Mi TOIS ,o c, :rxan c oOpmf,ni of rrWna tObon Orgocl v:crrt�� `� y RF a n, u E ,,', .eali, aS good starting point for this phase of the project. In addition, a significant amount of information about strategy cost and effectiveness was collected to eliminate those NRBS that did not meet the intent of moving through truck traffic out of Fort Collins. While this previous effort serves as a good starting point, we plan to revisit the analysis that was completed and explore new opportunities for NRBS that may have not been considered. One specific idea for a new strategy focuses on the potential for working with the Chamber of Commerce or local businesses in Cheyenne to provide a financial benefit to help enact a behavioral change. This idea stems around working with local merchants to provide discounts on items like food or lodging thus resulting in increased activity for the businesses in Cheyenne and the increased potential for drivers to make the decision to go through Cheyenne rather than Fort Collins. Ideas like these will be analyzed along with the concepts that were developed in the first phase of this project. Non Route -Based Strategy Screening Results • Bypass in Eheyrmrc • Emergency bypass • Pertof E" I elcattion • Pre -pass io i:a.amre �I • -a{.,E CBnEre1 devises • Variable message signs • mks • Articles in publications • Billboards • Brochures • CDOT website: Cotrip.org • Highway advisory radio • Internet advertising • Kiosks at truck stops • Map routes • Paycheck mailers • Private trucking company outreach • Radio ads • Safety meeting reminders • Variable message signs • Video • Compression brake law • Bi44ererrtia? s peec};imrts • Fir�aritar-alias Entq • impectiem 01 us 287 stations • Profli!th • Redesignation . {in -its om 41�i�;T • Restrictions • Seef+iF-�;w,;3� • g�[i-?rssu: • �a This phase of the project is essentially a research effort to try to enact a behavioral change in trucking operations in northern Larimer County. The NRBS concepts identified are cutting edge in terms of trying to solve the issue of truck traffic in Fort Collins. Our approach is to treat this as a research project with an iterative process to analyze, test, implement, and evaluate the effectiveness of NRBS. Our approach recognizes the work we completed in the first phase of this project while bringing in new team members to help look at other ideas that may be successful. D. Project Budget There is a substantial remaining budget for the implementation of NRBS and moving forward with an alternate truck route. These monies appropriated in the Building Community Choices (BCC) funds are earmarked specifically to address the through truck traffic issue as defined by Ballot Initiative 200. 1-3 T AW P fi +xsr nr � a r � x -1, PBS&J 2003 HOURLY RATE SCHEDULE OFFICE ENGINEERING HOURLY RATES Principal $160.00 Senior Project Manager $145.00 Project Manager $115.00 Senior Engineer III $136.00 Senior Engineer II $108.00 Senior Engineer I $ 95.00 Engineer II $ 80.00 Engineer $ 70.00 Senior Designer II $ 95.00 Senior Designer I $ 84.00 Designer $ 65.00 CADD Technician $ 55.00 Senior Planner III $115.00 Senior Planner 1I $ 95.00 Senior Planner $ 85.00 Planner II $ 72.00 Planner $ 60.00 Senior Environmental Scientist $ 94.00 Environmental Scientist $ 73.00 Sr. GIS Analyst I $ 85.00 GIS Analyst II $ 75.00 GIS Analyst $ 60.00 Professional Land Surveyor $110.00 Survey Technician $ 82.00 CADD Systems Manager $ 80.00 CADD Support $ 50.00 Landscape Architect $ 73.00 Project Coordinator $ 50.00 Graphic Artist $ 58.00 Clerical/Word Processor $ 57.00 FIELD SERVICES HOURLY RATES 1-Man Survey Crew $ 80.00 2-Man Survey Crew $130.00 3-Man Survey Crew $170.00 Page 1 of 2 CONSTRUCTION MANAGEMENT SERVICES Sr. Construction Management Rep. Scheduler/Estimator Construction Management Rep. II Inspector All standard direct costs are billed at the actual reasonable cost. HOURLY RATES $ 80.00 $ 70.00 $ 75.00 $ 65.00 These rates will take effect January 1, 2003 and will remain in effect through December 31, 2003, at which time they may change. Should rates change January 1, 2004, the new rates will apply only to that portion of work remaining to be completed after December 31, 2003. Contract limits, less amount invoiced prior to December 31, 2003 will be adjusted according to the new rates. REIMBURSABLE EXPENSES (included but not limited to) Mileage outside Metro Area Color Plots Xerox type (13M), copies (8-1/2 x 11) Xerox type (color), copies (8-1/2 x 11) Xerox type (13M), copies (11 x 17) Xerox type (color), copies (11 x 17) Blueline copies Mylar copies Sepias Outside—Materials/Supplies/Services Subconsultants CHARGE RATE $ 0.365/mile $ 3.00/each $ 0.14/each $ 1.00/each $ 0.14/each $ 1.50/each $ 0.20/ S.F. $ 2.75/S. F. $ 1.00/S. F. Cost plus 10% Cost plus 10% These rates will take effect January 1, 2003 and will remain in effect through December 31, 2003, at which time they may change. Should rates change January 1, 2004, the new rates will apply only to that portion of work remaining to be completed after December 31, 2003. Contract limits, less amount invoiced prior to December 31, 2003 will be adjusted according to the new rates. Page 2 of 2 Consultation Includes meetings, research, organization, marketing plan development and participation in client activities $125/hour Creative Services Includes project coordination, design, writing, and layout of materials $125/hour Media Placement Scheduling and coordination of advertising $75/hour 04""ftm_' INTERMOUNTAIN CORPORATE AFFAIRS 2003 HOURLY RATE SCHEDULE Principal, Strategic Communications $170 per hour Media Relations Specialist $65 per hour Account Executives $55 per hour Account Coordinator $35 per hour These rates will remain in effect through December 31, 2003, at which time they may change. Should rates change in January 2004, the rates will apply only to that portion of work remaining to be completed and the overall contract limits will remain the same. Poitra Visual Communications Standard Rate Schedule Specific Rate of Pay Classification of Personnel Rate Principal $93.00/hour Art Director / Project Manager $93.00/hour Senior Artist / Designer $72.00/hour Artist / Designer III $60.50/hour Artist / Designer II $53.10/hour Artist / Designer I $45.00/hour Junior Artist / Designer $39.00/hour Entry Intern Artist / Designer $34.00/hour Direct Expenses Rate Local Deliveries Actual Cost Long Distance Deliveries Actual Cost External Reproduction / Printing Actual Cost Rented Equipment Actual Cost Electronic Delivery / Backup Media Actual Cost Travel / Food / Lodging Actual Cost All Other Outsource Costs Actual Cost Mileage Costs $0.36/mile it Ii � { � vp�i I .� „�sll�l�l�E � �� 11 iIlN�ill � {Lti � I It �I,E,t .Q,,{ 1ji'l 11111- 1 till tli,111111111111pl, fli�llullllli' {',' illlllllll ' d �I�!Itl'!!! � 1 {'I, jw Emergency byp=s Varialtie ,itit,smv sigm I I,EEIt�� �tillli��`' �I - I ! ;ii I I I��l��l , 7� II' �I ,1. ,��� { � , 1 ��i ►� ill Illf►�����i� �®�! �`�� �!!IIIIIIIIII III I��lit 1 � i � � "�,� jj `^{ � � ��� ii �Il�l�l�i� i������l�lil' II I tI�HR�I 1 , id i1I.1 m 11llllli 1�I i t E{ Sli IJ 'l j,11 P" January 9, 2004 :A 41 KOXTA 10 1:R4401 114 10 19 11 &TAK I I If Proiqct contindolity dnmatched insights [� LDcal truck -related issues Andustry understanding it Ote based strategy development ''; ; gal and re I, story issues learn ng ctfNe it I�� ���h,,,,��.;{, �'r�����i�lllllllllll�lll�llfi�l�ll�.�IIIIIIIh1�i ������������s����ii��r!IIII�N;I����� :�r��i����l{I: IOWA of Cllor,] I ll,,irl M tabor. P,011, Sol", . L Z E 0 Opembilg x tl -Authcnty CVO x x 1 x F1 Enforcement 1W All �l "i I Im l,11� i`itl ri r (���� � d ii{ 1�4„%111���,, r lit" ........... Emergency bypass Variable message signs r� •I: :�CONW Exaanded expertise go [� roject manager ar eting team �.; industry liaison `e 'ulator law, ex ert g Y p luation experience , z e ty to � rr* any , need ��EEE� i,;ii ;,I �E��IIIiIII�ll,E `• �}�i#�iEEiE fill,{lI�I I = I���� 15► �� fusi ,E {III''{l�l���!!II ' IIIIIIIB� i+i t �,,� i Marketing Strategies Ren6e Rinehart Drew Kramer 4ifi aa� iFsr„ Trucking Industry Outreach j Dave Millar, RE., PTOE ili' EE'. iEl���{{�I���EE�, Art Ballah Project Messagiin Tom Schilling ' ��EI+fiEi �Isiiii, n,.IIE111 f I lt�� Website ,,, n itt ,uwumuu ie Ann Poltra EEiE��1 An Mark Jackson Dave Millar, P.E. PTOE Technoloev Strategies David Millar, P.E., PTOE Carrie Wallis, E.I. Effectiveness Evaluation David Millar, P.E., PTOE Carrie Wallis, E.I. Facilitation R.A. Plummer, P.E., AICP Graphics Tina Brand R.A. Plummer, P.E., AICP Legal/Regulatory Issues Janet Goold-Gerak, J.D. Stakeholder Outreach R.A. Plummer, P.E., AICP Karen Amrhein Price, CFM Media Relations Brian Rantala Study Documentation Carrie Wallis, E.I. �l�..L!}Iiilr!dJ CritiSal relate( -helps [� L cal stakeholders L c 'ng industry gencies iy�� �uncil, boards, and staff [�Ial and trade, media 01,11OU" ' and trust OtherAgencies Nr I, it • City of Cheyenne < City of Laramie Colorado Department of Transportation �,l i+1Il, tl? i�"1il,�il I �,����1;1 • Colorado State Patrol ��"+►��!li�llllllilll�ll�r�l � � "I h, ti° ',, d�i!!I(il'��i • Chamber of Commerce • Citizen Planners • Citizens for a True Bypass • Downtown Business Association • Downtown Development Authority • North College Business Association • Northern Larimer County Alliance • Local media ,�,T;,1it". IIIII IIIIIII! III 14 ' ,If :. filCY • Colorado Motor Carriers Association • Wyoming Trucking Association ;, • Motor Carrier Services • Local trucking companies • National trucking companies (? • Trade media • Federal Highway Administration a,t • Larimer County • North Front Range MPO • Office of Motor Carriers Safety ,�'i�f • Town of Wellington • Wyoming Department of Transportation • Wyoming Highway Patrol • Colorado Department of Revenue • Colorado Department of Regulatory Agencies • Colorado Department of Public Safety i 1' C* of Fort Coons )!I( ° CityCouncil �4 �� 4� ��i , , • Transportation Board P • Engineering Department Advanced Planning ���� Ii�li�i�l'IIli • Transportation Services •Air Quality Board " �l�i�������j������N �� • Natural Resource Board 1�14;i.l����#��������' 1i'"10, � 4„h" I ill! • of the BCC funding, implementation of NRBS is currently the most effective means of addressing through truck traffic in Fort Collins. In our recent work developing a fiscally constrained Capital Improvement Plan (CIP) as part of the Fort Collins Transportation Master Plan 2003, one of the biggest issues facing Fort Collins is the lack of a dedicated funding source for transportation projects. This is a sensitive issue within the various City departments and reinforces the need to be responsible with the available funding. While there are substantial funds available for NRBS implementation, we feel it is not fiscally responsible to continue with implementation ideas if they are not affecting a change. Our process for implementation is a phased approach that minimizes financial outlays by the City. Once we have developed the NRBS for implementation, we will use focus groups consisting of truck drivers and business owners to test the potential effectiveness of implementing the recommended strategies. This iterative process ensures that the strategies we implement have the highest potential of being successful. As part of the Northern Colorado Truck Mobility/SH 14 Relocation Study, we recognized the uncertainty for success with the NRBS and felt strongly about our recommendation to develop an evaluation process to assess their effectiveness. We propose that if we do not reach an adequate level of success with implementation of the preferred strategies, we go to City Council and request that further implementation efforts are not recommended. While we feel that NRBS can make a difference, we are conscious of the need to be fiscally responsible with this project. An additional funding and budget related issue is the idea of looking for other partnerships with public and private interests to develop strategies that can provide opportunities for shared funding. Whether the funding sources are in -kind services like shared advertising with other trucking industry interests or working collaboratively with groups like the CMCA to receive grant monies, our approach is to try to find sustainable funding sources for these strategies that do not rely entirely on City capital. Finally, we have developed our project cost to recognize the uncertainty with both the implementation of strategies and the development and implementation of the evaluation. Our project cost highlights the work elements we know we will have to complete and ranges for the aspects of the project that will be implemented as the project results are identified. This approach focuses on minimizing our fee and thus maximizing available funding for implementation and testing of strategies. E. Legal and Regulatory Issues Several legal and regulatory issues exist with modifying truck driver behavior. The biggest issue is related to any perceived impact on Interstate Commerce. If there is even the perception of an impact in this area, local and national trucking industry representatives will be looking for legal recourse. Another issue that will need to be considered is any impacts to regulatory agency operations. Numerous agencies are responsible for regulating commercial vehicle operations. These agencies and their responsibilities are illustrated in the table on the next page. Close collaboration with these agencies and other trucking industry representatives will be crucial in developing consensus on those strategies that are recommended for implementation. Another important aspect of addressing legal and regulatory issues is to assess their impact on the possible success of implementing the strategies. In discussions with Greg Fulton, he stated that there are new regulations regarding driver operating hours. We will need to investigate these types of regulation changes to assess their potential effect on the strategies we are considering. A final issue related to legal and regulatory issues is close collaboration with the enforcement agencies including the Colorado State Patrol, Wyoming Highway Patrol, and Fort Collins Police Department to determine their role related to the strategies. While most of the regulatory strategies were eliminated in the first phase of this project, we will need to quickly reassess them in reference to any recent changes in commercial vehicle operations. 1-4 1001 Its 61 Ugor.[" on(eir.104111:4vlzm K.a ij t Flemble approach roject repositioning El:3 nalized and responsive l Ily sound/fact-based ;Ofensible If '"ally respq', ible �jj ����I on diki'Mone-making ��' ��� �, ,,''�'lilllllll�lllllllllloll €E►1 „7;.� il it 1 J, i� �,, ,� ��:I I ���, F � I�If �tll1lllhl �l d���hllll����I� ��I a,� �►� �t ............. .. 11-ou W I Dave Millar, P.E., PTOE - Proiect Manager ' Lead freight strategist for Phase I • Strong project understanding • Freight industry knowledge and relationships • Commercial vehicle operations expertise • Evaluation expertise � !IlI1S111IlIiI1Pl� 11,4' IRA. Plummer, ,P.E., AICP - PIC/Outreach • Unmatched 'project understanding FO1 "� p rity with various affected interests • Str+ang` repution within city i � �I ' �,,�► , E =xperience if4cilitation and outreach leader ij P 4 �, r ,� (�a �.�,��{ �k � � {,����, � ,��i�l�,,�������iliillllill {���e��4 ,a�� III{lIIIIiII����►�(�. Iliiii''!II'l........EI , Marketin (3 11 l�. 11`'*; � d ry ce/customized programs t eting experience � kr (1 ing marketi'r�g/branding for Ports -to -Plains, 1k (( IP�[li ,,(4 , (1 } a i tucking industry -based initiative arketing carnpai=gns i� Tom Schilling Project '` �' '__,sa in �i g Iwlpmimni.n� � • Integral role Burin Phase V; :Developed messaging for many Colorado transportation projects • Extensive focus group and public involvement work *,,,Former journalist with Rocky Mountain News f{'sIf { ,',!'; C arr�',lj,yallij .1. _ Technology Strategies/Evaluation "�4`P dt Ili j nIII�i;JAY �:f n inu ii, t fanner understanding uledge of N RBS development goarding data collection r� �r a{ff°lip • • S.`11111111 r•IN I &:1:40 Art �h - Truckin 11ndustr Advisor • Intimate Colorado freight industry knowledge and relationships • Strong project understanding • Commercial vehicle operations experience • Truck safety research with ATA Foundation Pet Gerak, J,J). - Legal/Regulator c rMrl9 O Re llatory requirement understanding o L 6pertise Partir'ert��►/mediation skills 1I11!;* Evaluation Oxperience 'lg ,'SI(f(+ pprl 15 � I`IIIlI!II € jjj{j 1 ` Iliiil'i �f;j�YaC�lltlll��'���Iiptt�" { 1 t4 ' ,l,i;i:rii::61l1dlilElllii:r ��.1711i11141{a�{�'liliifll+i7l.?+{tir' >. �• Wrk al�i�Ir�U aid nib ilk ail' "it r ruuuua drrum nu+ununuun r, Han Rantala - Issues i I marketing experience r omm h cations expertisef`I'� `11 tt flt;tl�;if r •d tlf,'!{t3 �rr'G�}i pecia.�� +'trade media mark eting e ( {{ 4Gf l Hill u„ Established relationships ' • Strong writer and pu§lic u u • Community ou ,;, '.ate Pei Key role during Phase With Fort Collins media relati 6h' expert erienc ff 1!E! 4 , n a - 'ebsite ,M developed rwebsite for Phase situ � i,al Nq;M,,erous1'xwbsites t , �• u,fr� f r► throughout Colorado oW. re4chtool development skills rpabi lities �Iflt�llrltt III. ��,� ;lllllll!Ilh!l,�'►'�„1.. Critkal issueiS [� I cal responsibiIity Ifill ballot re uirements ti3�T� t 1 11n outcomes ' t ng stakeholder issues I� , O RS ��i�w'r'ni+llfn^Rh1I1N�, .,. I ,.. Iiiisl ail � E i W �►1g�,ili,,.� , i�h, ��i � f tv F �ai� li al 1 F E B ' I,{ �I APRIAY J U N i 'i i ,4;�;z�'!R' � AUG NRBS Project NRBS NRBS Pre- NRBS Initiation Review Davelopment Implemen- Impbn citation tation I , n ' Evaluation Pba Test Plans Testing Measures of Effectiveness - � aeklf Iku , it I illiilillil„� 11,11ii1� � � � II=��},� u,luiilli(if'41lIlx L ,i� r,I�i�iilSl i. Project Management Team ® Stakeholder Meetings Technical Advisory Committee I` T s Transportation Board Trucking Industry Workshop �i (C j City Council of �r i3 Open House ' 4 � grqj` Focus s GrouP , Ift 01 as Ew Ourkaroa - ''iexible kebiolder outreach 11 ible methods fri previouswork 11111111111113 1,1 �0� Long Rop DocumentOon Imahm 11-d-M I RewrnmeWdlions /�? M Begin P Relati Effo 11 If I I 111W Mill =INV, 40 0 oiiiij x1l[4 • m luation Plan evamativn proce Test Plans Testing Measures of Effectiveness y 11ii i' b; +{iPpil1011lflPg'�fip�)i� aup�ti(( : 1111f1f',�n ire s ortant ��. � Illl�lll� ae �l f ,� v ii I lI.hl�i +�+NIIii "I ,, ,�"�IIIlI�II IIIlI� II�,�=31 �I II III' . �► me �' e�future' ffoets t *!�i ovide c1 ' g'F III I 'i l, i for a suc „ ,.''"511:'tievaluation r ; n 0119, hd objective 1 � ( akehold�er 0,,1,Vens �'� s needed � "'i�MC13�#lUii'� � i; ili fM �� �� o r&I �r t ^'� �s�o�n « ` i tin u c ks �� in Aft i [MIT Testing Measures Analysis Of Immwectiveness �'+ i11631flilllb ?111U,OP' TIE!, i`� �,-i'�I , ,,: �� P a,����e �dCIIIIIiH! i�:.�,►Fr �.# :�4llfhF; rF ; , , j] r 3� t ���� � !i' IP#60lt� 't�lilfli0lt I ,i+iinj; uim ,�,�hl�� ►�� ` �,��,� #i = , ��►��III�II�,,�����#� � �����i�'=,a�l� lilllllll1111'll�l�i�� �� sIIfI�IIIIIIIill�r��#� JI °��'llIllllllllif Iih�lll►lll� III�II�!��iIlit w �Il�;►`.� �I+,� success P1111 1R1111 11111111111111111 i,ll�;�` s .�1I ,►.�� ,r ►�ntpr _� �', an,,,r ,, ►�������, III NI �,I�I�ill�llllllfll' ; n ►sii �� o+ � l � i + ,#n� I►� t o f6+J � t i i�'## #' # raj►��� � i • r j • i. p ' v ��° ;,i►i � A. portat.i6b,:., eking projects i r YI E �� r � � r 1� ) r �t F!i � � � � S � i ���►►� � i��pt#�i OliN 1�1!##ill ncI udes oIders � + Cast -effective , �►�I � �ItI �tr.. „si}� it , . ,.a�I�'�111 � + ►nkrn�i� j it t ll�r rja�i i�►{►��►►ll#►►�►'Ii�M,Ft i'i���'� ���1#t �� ['�����������������������►��I ���t�i G ............... inm�i►`I4y,�!`f#,;+� ,;., P iir.l t i�t6 ',.t,;�►�If�'.�������������IIIl4(€'�► ii �'� '.�li�����i��������1�(i;j `" �j;;. i. ul�i''Iit ,I � Dior "nn=the=nd Approach Research Market Segments Ll Develop Marketing Plan p �,` • Gather trade association • Set measurable goals contacts, publications, and objectives and outreach • Recommend methods of ' ;f,''' • Conduct focus groups implementation 11; �w°�? • Develop messaging • Define budget ffEl1��1,;,� • Continue focus groups and industry workshops °� 1 till fl IF i;i till !IIlM �Elf�ll _ _ +f 1i13ft�fi„' :: �! • Select promising marketing elements • Modify and/or eliminate Jl unpromising elements 1(�ri'1 r )titJLL>Z?IN •°tIiTIN Noses__ WylA91M.....w�>M1enirl. bar t0.a1_. �'IrabMe��wM M1Me InIM ��Ym..� III i �2�e �WIpXMYMM�^a7<Y4�YP� ' M LM �MYv1I.iy Jnml�9le�ppnlm µwe. .�.n. �. uiY..nnebM� Y�nf NMNr�� wl�.n.b.nyvti'.n �,kl.�' •Ma1fM p��Yyte�Y },ii;. .yp �.nMtlaeN �y�ylymb.aMe Yawl Y /I��MtlI Np.Yn �.IW a�uYM.1 abMMpYywlu�l YN�J�n y�y Y u�ynl Mnnl�Ml Mn�JnM l �I ,III I li la, \b- L: uilll J I I I I I IIf'1,1 �11111 1 it 1111111 illlll 00 11 to K :4Z*10 9 1:4 0 K. LVA K 0 A *arketing Relations °' 1. aterials v Efforts De lop graphic Conduct media outreach ' sta , ards Initiate public official • De gn anjVrite text outreach • Produce and'ilistrio lilgii Oe ��' I 'I! * Communicate to T II111i'l: industry and interest I filit, i �I� +L,111+4u11,111„L.1 ;� 3ful°° fli�illl°hyll�°r� lej� 1,";� groups I�llll� ' . I, 1�(I°IIII (l�lil{9h1� �1� � �►i►'I { ��' �,� ,�zL L,1�� . ' ��'�� ' �' �' L �I�I�°��illllll�' 1' �If� 1,,; °�°���!IIIIII I���l rF -�g. III. Aq I A, IKI�1,111,1 TRvice_R_ WE ALRE SO PROUDOFNOU! TEAM WYOMING R %(1,I) 1 1111, 0W kk HI.1, kr rHE 2MA NATIONAi I RIU K DRI% INU (-I AMPIONSHIPS I'; 2L2011 fur nutri; ing industr Trucky/re u g g -gto N, ust be at the table [� q"OMDrehensive workshops 1 1"I00 PS 'One meetings ;Osive involygment I Iiij Im! i, v aeencies IMi T' ,t; ,, I /om u„ , to n tools formation1,41111 accessible pen houses e�o��.one meetings : ebsite Mrlw,�fl ai I e,rs.,,,,, ,J1 a. ,i3��������i���a1 I{��1�k+���������) hcNadU .. OS/OW Tmdc Data x-- Collectlon CDL Issuance Fuel Tax,. X Administration.X --. Is _ _r--- - + .. operating ratio9 i X Authority CVO Enforcement x X x o-iA lax Our approach to dealing with legal and regulatory issues is first to use trucking industry workshops and focus groups to test the potential effectiveness and acceptability of strategies before they are implemented. This approach eliminates any potential for legal recourse and increases the potential for the strategies to be successful in enacting a behavioral change. An additional aspect of our approach is to have Janet Gerak, a policy and regulation specialist, review our strategy recommendations and implementation plans for consistency with applicable laws and guidelines. Janet will be supported by Art Ballah to help ensure consistency with local and federal laws and regulations. F. Marketing the Trucking Industry Marketing to the trucking industry will be a challenge. First, we have an industry that is "on -the -go," which creates issues with finding the right media to communicate effectively with them. Second, we have users that range from drivers that work for larger carriers to independent drivers. While the drivers that work for larger carriers may be easier to contact, they may also have different needs and expectations than that of their business owners. For example, even if the drivers that work for the larger carriers want to use the 1-25/1-80 route, they may only be paid for the number of miles along the SH 14/US 287 route. Since the 1-25/1-80 route is longer, the driver may not be paid for the extra miles of travel and thus, any additional costs come out of the driver's pocket. The issue is different for the independent drivers because they have the ability to choose which route to take. Although the independent drivers may have additional flexibility to choose their route, they are generally more difficult to contact with marketing materials. When marketing strategies were discussed as part of the first phase of the project, the representatives from the Port of Entry mentioned that their informal slogan to encourage the truck drivers to use the 1-25/1-80 route is "Stay on the big road." Our approach to developing marketing strategies is to work closely with the trucking industry to see what type of issues would encourage them to choose the 1-25/1-80- route over the existing route. Some ideas that we plan to explore include the time savings of using the Interstate route. Even though the Interstate route is 11 miles longer, the increasing congestion on the SH 14/US 287 route can 1-5 •11IH@&Z'�61I■•1r:.&TI[O111.'1*,M91KKW Cit taff, boards -,--and Council t [� ey to effective decision -making [�7( p'ect Management Team (PMT) �r7"lYI' Ills I 1 ' I FU it l! ' )I . I ptt 11, 14PPtiW , ' 1Advisory Committee (TAC) I ' 6"llicil briefings/meetings tpsportatigra 1,, oard meetings ,,�:I j1 1) PMT Suit I�I�I.I��efaidf"����"Iill�oilBl�I�it�'flfll���I��t��i�� I���I�II �f�jl���IfIIIIII�I�I�Ill�lt , Plnlah cc I'lil Pill y 1� i j !{ �t! i �Il S� f ", 4c nl lk , nt;Uilti�lS7Y'.d!jVll,lt8iN11Niid,tri, urlitel, .l a. i.: J�.. t"6t �.:,:-i(I„taiik,l guild upon previous E jj110 i!lki; ;,fi"'I with one vo M fit d, oilntla;m consistent themes u red i ail cfo rd i n ati o n Flip"�S ,r�egic planning i9rl lt[ifH j r, I k yIT �� °1 IPI R"it yy{ I rt I 'dill C'ihi of Fnrf C'n1Nnc ilargetAudience Rationale fier'largat Key Message Support Pobib rl' Community: Stay informal S No decisiar arve beve a. Yt�yaaieg (hvl Canyon Road Coalition Cret user CFlli jq �tju nose. a" wligaar wri111M1 �ffo Citizens fora Truer Bypass Residents Pank;tpalemtlr' :y����'. Finding solutions tltn �� Douglas Rd. N.E. Ft Collins Residents pry , �,-. gupptrrt proJwt ��I' It are far W aand roll the engines probsens ndaltm*wo( Buckmgham/Alm Vista conclusmm '�� Collabora8ve prpceera E.�� • Residents (Ird bat wbmioos 1 1(q iIM1/IIIdR IceLann,cr 4 Cotuvy Rcsidcnrs Get involved Pmject is in compliance County elected officials Town of Wellington Stay informed with ballot initiative. are involved with the Waverly Dent panic We are working in a project. Reduce still collaborative team A number ofwlutiwa attitude cfbrr to find sulutions. arse possible, including I participate Il is important to stay non -rouse based. Realize economic the course of the We ere working with unpact Project, stakeholders. Mulberry/CollegeButimss Be involved - Redevulepthvennayle MN t pahwlave ve i lggb#yltMyyhsy U spend'` t ; later. ;i �17 b /a�aitrtJ Renlim regrpyi i Impact ou-bibs ,r l(31 I ['Clih 4 Imporfveoe businesses is bus 16 �x lill�ifl Define needlimpacts Need participation from Stakeholders are ±usincsscs Ft. Be on boardifleaible all stakeholders to have involved. withpmet credible study. Access,d.eagemtve Opinion developments, Impacts to local Plus will he included. Ilersun Resident, Let us do ourlab businesses is being Not dominate process studied. Understand impacts of We want to uncover ,•••••"•_•••"• hurricane Ft. Define ttae4irgaa� Itt Naad pnYaipssMn grve tlu w ..., Hembauf'q�,i ill au ahkaadihnuhw „"j�lwd', 5.,.;;"l r.+.nn. rat.,. a ra...v+wr.. witlh project , : ' cR�iblt tardy ?, r•; .; Ida fisca `?` irliMYeIYML eraea Rardeft Let vs du aluJll�'. .... LetordooY b�rah bra is Nuo„tddeeronMinodal;s,ar�lp1lFRMI: Thick .. We WON to study actiauiaYrMNIFRr!'. wan sslarNr you csr [iroups: in Waftheaded Be flesibleJopem ('MCA- We me faaltehokkn arc truckers. minded balancing needs of involved (S/C-CMCA) w dhwvCAyo Na litigation trucking industry with Impacts are being ���_���Ca//''���_�� (���j�Jjl Institute tht Share expertise/be an overall improvements. stdied. City officials are fulfdliog these eomnrllmmr tuckers Association information source Truckers arent the to voters, and then some% regarding the North ips ('f1NT Look for win/win enemy in this process; need their involvement Truck Blpan Rtwm wal situations In 1p99, were directed city officials to we Participate Trucking red. has huge wise is now about Sit maim m soda fhc coo- B Ism economic impact on apt of a nue 6ypars north of tee city ad to & _ jt imdnr.-' deaelnp meth of adtrhtg nondestlarlon -� J � a truck rat that thmndm thrtmsh the dowo- �-` �', � , Pte. .rot .._ pry from considev.g Vine Dave as an option for reload Cdorts Metal K .qii j ,q!"i i :�•190IVA10[:aIIUA11:40W Nortern Col o i "ado Truck Mobility/SH 14 Relocation Study pn 'I`+i��10�111' '§It3MI !I. j kP i±9lipp �e Knowledge of stakeholders [� Previous technical analysis Legal/regulatory issues [� Local trucking issues 40 iid 'ublic Information Plan National: ; dvertisng �F 1 [ ewsIetters/broc hures Personalized service { 11A1'On-the-go industry I RlIff, f f' ii iI` I I ' lil ii No Text krfl� � t- �jf 41t jih , f4a �!!!l i ,:,p l4arNiil�jl� 1 fF���Int�I , Proj �411 I,tt�:,� Fj r Ej kl continuity . ;rg!f?ifiliPls., rile 1p ��1�11�1111 __�_.___� ,4f�fir it , ai r a a (1y#U'{r a r y 11. i I �--,lfrfMYi�l�; irfilllMrW�/1 �,:'E"t/'1� fi{ S' y';dell% a , d�II���IIIII��� , , mill i lVilflHO ikdla �I;��fill!II�Illliill(II i ,'ON # I i. f ii'c r are{tU ri0rtituar4 L+! ` u,: um �'. ' r � E M g Jq t) 1+i i -, , i! ` �i a� '. .: � � t�tf! r 'i i�it�1{. i �� a �� � ial° SI� �!1 i i�l'��I*1! , Ijh .�• ` � .11 ,:` m I �1��1��������@1 a��1�11�1 �1111iti►1� ��I�iI�, . �,,�, 4,;ff,��Rr i �►IiI�I►� � a����fl1 1 i� �7,, C ! ! ra ! ft 41 7 r I 7f Ab i Y. ,fO', 1 fkod Credibility and trust P e � �P 1,relationshlDs IlYillal•ii�J'.V Ili.. ,PI.... k- r Ii IPiPIII��El=��i�I<�tPYP��f��►lII�I�, 'il''� 1 i ;�ll( i; .P(P�P IhIIIIlh `�t l�Pll�i�l'���PtP�i�t 1 : it 'IP��IfI�j �����jll�P� II iii tii { �';�j�P7Yi i, �' •G�, �u ' 11 2,500,000 2,000,000 CD � ,,soo,000 m1,000,000 4)I ,h 500,000 %O�j��vkj1,V lelkshil � eWed ul dy z Rht di ,< ,y4�CbOb s t 'rH °Cflan ' Prepared for i December 2001 l� I�AI+t k� c +1 1 2 3 4 5 6 7 8 9 10 1112 'i Project ❑ Scenario 1: Mezmun Effort ■ Scenario 2: Moderale Effort ■Scenario 3: Minimal Effort ,fO', 1 fkod Credibility and trust P e � �P 1,relationshlDs IlYillal•ii�J'.V Ili.. ,PI.... k- r Ii IPiPIII��El=��i�I<�tPYP��f��►lII�I�, 'il''� 1 i ;�ll( i; .P(P�P IhIIIIlh `�t l�Pll�i�l'���PtP�i�t 1 : it 'IP��IfI�j �����jll�P� II iii tii { �';�j�P7Yi i, �' •G�, �u ' 11 2,500,000 2,000,000 CD � ,,soo,000 m1,000,000 4)I ,h 500,000 %O�j��vkj1,V lelkshil � eWed ul dy z Rht di ,< ,y4�CbOb s t 'rH °Cflan ' Prepared for i December 2001 l� I�AI+t k� c +1 1 2 3 4 5 6 7 8 9 10 1112 'i Project ❑ Scenario 1: Mezmun Effort ■ Scenario 2: Moderale Effort ■Scenario 3: Minimal Effort "I would like to commend R.A. Plummer and all the PBS&J staff involved with the Northern Colorado Truck Mobility/SH 14 Relocation Study Stakeholders Committee. There was much controversy and potential conflict with the Stakeholders Committee, and R.A. did a great job of listening to concerns while keeping the process moving. All the staff was extremely well prepared for each meeting. R.A.'s presentations were informative and entertaining." Stakeholder Committee Member Northern Colorado Truck Mobility/SH 14 Relocation Study ���� ��� ► �! I' ii�Ii� ; ' �� i�ii i �i � ��� III 'As the Region 1 traffic Engineer for CDOT, I have had the pleasure of working with the i! Denver Office Team on many projects large and small. I find this firm to be one of the most professional, conscientious, and thorough engineering firms I have ever worked with. PBS&J not only provides excellent technical services, they also deliver customer services that are beyond compare. This firm will go the extra mile to complete a project on time, within budget, and with the attitude that you are a valuable client." Pamela A. Hutton, RE Region Traffic Engineer "Whether representing our interests before the Colorado State Legislature, conducting qualitative focus group research with office managers and physicians or crafting media and public relations strategies to deliver essential corporate messages to key audiences, Intermountain has produced results and generally been a pleasure to work with. They get up to speed quickly on new subject matters, provide frank, intelligent counsel and help keep me, and my executive team focused on the goals at hand. Further, they are well versed in both the formal and informal processes of business and government and have unparalleled access to key decision makers across Colorado." Blair Tikker Chief Executive Officer of Sloans Lake Managed Care "Rinehart Advertising, Inc. was responsive to the changing demands of the aviation business. Renee Rinehart became involved with the Colorado Airport Operators Association to further I `s her knowledge of the aviation industry. I have enjoyed working with Rinehart Advertising, Inc. and look forward to working together again in the future." =' Dave Gordon ` Fort Collins/Loveland Municipal Airport Director r I( ! i ill I Ilk i I►ii{ Ull i�, a'y� ElWIN �Iil jff� ,ft M it P ri►�1 l�j,,> i V J n ►1�j�{ ! S,1 ire{I� i i f►�� `i'I�ii�{ ,�<< , I I �;,"� � ��� ��.' ► IIIllililil?Ilil!!i!!IIlll�fll!�iWl ,�,