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HomeMy WebLinkAboutRESPONSE - RFP - P1144 MASON CORRIDOR PROJECT MANAGEMENT SERVICESDMJM HARRIS I AFC:OM DMJM Harris 717 Seventeenth Street, Suite 500, Denver CO B0202 T 303.376.2900 F 303.892.1356 wwwdmjmharris.com September 5, 2008 James B. O'Neill II, CPPO, FNIGP Director of Purchasing and Risk Management City of Fort Collins Purchasing Division 215 North Mason Street, 2nd Floor Fort Collins, CO 80522 Denver, CO 80202 Subject: Request for Proposal P1144 Mason Corridor Project Management Services Dear Mr. O'Neill, Mr. Jackson, Mrs. Bracke, and Selection Committee Members, This is an exciting time for transportation in the City of Fort Collins. Through the persistence of the City staff, elected officials, and community members, the vision of the Mason Corridor is on the verge of becoming a reality. Now, with the selection of a project management team, the City is preparing itself to deliver one of its largest transportation infrastructure projects in its history. The DMJM Harris team has been developed to work in partnership with the City to deliver the MAX BRT system. Through the selection of our day-to-day project manager, Steve McQuilkin and me as a working project director, we are committed to serving as a blended project management resource to oversee and advise the city on the various tasks necessary to get the MAX BRT system built and operating. We not only provide you with these two professionals, but we support it with a highly qualified consultant leadership team with extensive experience in BRT design, operations, FTA Small Starts, project control and program management services, design -build and design -bid -build delivery, public relations, and agency coordination. By selecting the DMJM Harris team to partner with you on the MAX BRT project, you are selecting the Engineering News Record's number 1 ranked Mass Transit and number 2 ranked Program Management firm nationwide. We provide the City a long-standing history of helping our clients successfully deliver their transportation projects and programs. Our BRT experience includes similar projects in Canada, New York, Chicago, and Utah and we are currently the National Transit Institute's lead instructor for their Characteristics and Planning for BRT course that is being taught throughout the US. Add to that our experience with design -build and design -bid -build delivery, complex urban retrofit projects, and multi -million dollar construction projects and you have a project management services team that has the resources to meet any and every potential project need. In this proposal, we have highlighted our proven project understanding and scope, unmatched team capabilities, similar relevant project experience, and cost-effective cost proposal. Our scope and fee were developed based on our understanding of the project to date with the expectation that we will work closely with the City, once selected, to better define how we blend consultant and City resources to most effectively deliver the MAX BRT project. sleve McQuilkin R.A. Plummer We have a successful history of helping our transit agency clients make their transportation visions become a reality and look forward to the opportunity to add the City of Fort Collins to our list of satisfied clients. If you have any questions or require further clarification of this submittal, please feel free to contact me at (303) 376-2939. Sincerely, DMJM Harris R.A. Plummer, P ICP Vice President DMJM HARRIS Team Capability Team Capability As the Engineering News Record's number 1 ranked Mass Transit and number 2 ranked Program Management firm nationwide, DMJM Harris brings a long-standing history of helping our clients successfully deliver their transportation projects and programs. We provide nearly all of the necessary project management services through our depth of resources, both here in Colorado and throughout the US. In addition to the qualifications of the firms on our team, we provide a qualified day-to-day project manager in Steve McQuilkin, PE. Steve brings a strong project management and innovative project delivery background, both in consulting and working as the Engineering Manager for the E-470 Public Highway Authority Steve also brings experience in managing multi -million dollar urban reconstruction projects involving BNSF railroad coordination, extensive agency coordination, and right of way acquisition. Finally, Steve is supported by a leadership team with extensive BRT and transit experience in several critical areas including local, state and Federal agency coordination; design and construction; fleet and operations; and public relations. A. Firm Capabilities Our team includes DMJM Harris, Survcon, and Intermountain Corporate Affairs. This combination of firms provides the necessary expertise and full complement of services required for the MAX BRT Project. Survcon (an AECOM company) will serve as a liaison for the right of way acquisition process and InterMountain Corporate Affairs will support public relations activities. Both of these firms add specific expertise to the team. DMJM Harris Founded in 1927, DMJM Harris is the flagship transportation infrastructure firm of AECOM Technology Corporation, a 40,000-person firm (over 350 in Colorado) with annual revenues over $4 billion. Every year since 2001, AECOM has been ranked No. 1 in the United States in transportation and mass transit and rail design by Engineering News -Record. As a full -service organization, DMJM Harris offers our clients industry -leading expertise and a proven cost-effective team to deliver transportation projects. Moreover, we fully understand how to serve clients by providing expert consulting and engineering services at a reasonable cost, while keeping our clients informed throughout each stage of the project. DMJM Harris's Colorado office offers full program management, environmental planning, transportation planning, design, and construction management services. This includes transit planning, traffic analysis, traffic engineering, design, bridge and retaining wall design, track design and coordination, drainage/hydrology, environmental clearances and permitting, public involvement, visual simulations and construction services. DMJM Harris's clients entrust us with the most challenging and complex transit projects in the country —from our current work on Denver Union Station to our pioneering work on New York City's first new subway line in over 50 years. DMJM Harris is well -established in the Denver area, having participated in the development and design of every transit system operating today in the Denver metro area. Finally, we provide several professionals with direct BRT project experience and extensive project delivery expertise here in Colorado. InterMountain Corporate Affairs InterMountain Corporate Affairs (IMCA) specializes in government relations, business and economic development and strategic communications. Using a consensus building approach, the firm works with local, regional and national clients to creatively manage and resolve complex'issues. IMCA has solid relationships with leading professionals in the fields of business, finance, economic development, real estate, government, transportation and other professional disciplines. By combining these contacts with its years of experience, IMCA is consistently able to deliver exceptional results. As part of the overall strategy, IMCA effectively represents its clients before federal, state and local government officials, manages interaction with the media, interprets statewide growth legislation and engages its expertise in areas of corporate negotiations and economic development. All clients have direct access to IMCAs principals, all of whom have 20-plus years of experience in their respective disciplines. DMJM HARRIS ( AECOM Page - 6 Survcon Survcon is a full -service, professional land surveying and aerial mapping firm. The firm has established itself as one of the largest and most respected surveying and mapping resources by producing a quality product, on schedule and within budget. Survcon provides surveying services throughout the USA and abroad with offices in Denver, Fort Worth, Houston, and San Antonio. Survcon staff includes Registered Professional Land Surveyors with registration in multiple states, a Texas Licensed State Land Surveyor, a Professional Abstractor, and Certified Photogrammetrists. Survcon's support staff also includes experienced right-of-way professionals to support the City's needs. B. Team Organization As shown in the Project Organization Chart, our team is led by a day-to-day project manager, Steve McQuilkin who will be co -located with City staff once the project begins. Steve is supported by a working Project Director, R.A. Plummer, who will not only ensure that the necessary resources are available for the project, but will also lead the RAMP and Agency Coordination tasks. Steve is also supported by project controls staff to monitor the project schedule, budgets, adherence to quality standards, and assessment of risk elements. In addition to Steve and R.A., the consultant leadership team will include Terry Gohde for Design and Construction, Jim Lightbody for Fleet and Operations, and Tom Schilling for Public Relations. This leadership team will be responsible for coordinating the needed expertise as necessary and tracking specific elements of the program as it is delivered. Project Controls Quality Management - David Chase, PE Project Scheduling - Frank Perricelli, PE Budgm/Financial Management - Bob Peskin, PhD Administration/Document Control - Linda Boswell Risk Management - Robert Rocco. PE rep damf' ; 70��`�" Atl Alad, -__.a..__.._ 'Procurement RE Skip Hlaq PE p Development Value Engineering Mark Perez, PE Tom Williams, PE Cost Estimating Steve McQuilkin, PE DMJM HARRIS I AfiC'Olui Page . 7 C. Assigned Personnel The individuals assigned to our team provide the depth of resources necessary to address any potential project need that could arise. Led by Steve McQuilkin and the consultant leadership team, these resources will be deployed as necessary to resolve project issues. Highlights of Steve, the leadership team, and key project staff are discussed here and resumes are included in the Appendix. Steve McQuilkin, PE (100%Availability) - Project Manager Steve will serve as the day-to-day Project Manager for the MAX BRT project. He will be responsible for managing the activities of the leadership team, monitoring project controls, and coordinating the review of design plan or design -build construction packages. Steve brings more than 25 years of experience in the planning, design, management and construction of complex urban civil and transportation projects. His experience includes multi -modal transportation projects with issues similar to the MAX BRT project including right of way acquisition, innovative project delivery, railroad coordination, and agency coordination. Prior to joining DMJM Harris, Steve was the engineering manager for the E-470 Tollway Authority and was responsible for the design and construction oversight for major design -build elements of the tollway Steve's specific project experience ranges from transportation corridor management contracts such as the North 1-25 Corridor Management in Denver, segments of the E-470 Tollway and the 1-76 Corridor. Steve is being recognized this fall by the E-470 Tollway Authority with the 2008 Driving Force Award for his management of the E-470 Flyby and Ramp H construction projects. These projects are also being recognized as a National Design -Build Award winner by the Design Build Institute of America later this year. As Project Manager for the 1-76 Corridor, Fort Morgan to Brush, Steve worked closely with CDOT Region 4 to develop construction contract packages to react to CDOT discretionary funding for the reconstruction of 12 miles of 1-76 in northeastern Colorado. Steve also brings experience with transit projects through his involvement in T-Rex and his current oversight role on the Denver Union Station Intermodal Center which both include FTA funding and innovative project delivery. Steve has served the City of Fort Collins on previous projects including Drake Road and he is familiar with the City's high standards in terms of public communications, maintenance of traffic and accommodation of pedestrian and bicycle traffic and others with special needs. Steve's diverse expertise is a perfect fit for the MAX BRT project and he is committed to working closely with Kathleen to make the MAX BRT corridor a reality. Consultant Leadership Team R.A. Plummer, PE, AICP (25% Availability) - Project Director and RAMP and Agency Coordination Lead R.A. will serve as a "working" Project Director for the MAX BRT project. As the project principal, he will ensure that the City of Fort Collins has the necessary resources to meet the project demands. In this role, he will work closely with Mark Jackson to monitor potential issues and risk related items. In addition, R.A. will lead the RAMP and Agency Coordination elements of the project based on his strong relationships with CDOT, FTA, Fi the City, the PUC, the NFRMPO, and local stakeholders. His diverse experience encompasses a combination of transportation master planning; highway and transit corridor planning; traffic operations analysis; financial assessment; environmental analysis and documentation; conceptual, preliminary, and final design; site development and design; and public involvement. R.A.'s project approach focuses on project delivery and managing risk for his clients. His specific project experience in transit and FTA coordination is highlighted through his involvement in various aspects of the RTD FasTracks program including project director roles on the East Corridor EIS, Light Rail Maintenance Facility Enhancements, and Denver Union Station Intermodal Facility Enhancements. R.A. also brings a strong understanding of City standards and procedures through his work on numerous projects in Fort Collins including the Northern Colorado Truck Mobility/SH 14 Relocation Study, Transportation Master Plan Update, and City of Fort Collins On -Call Engineering Contract. He has managed engineering projects on complex urban corridors and was a design lead for several segments of the E-470 Tollway design build project including all of the maintenance facilities. This combination of transit, urban design, innovative delivery, and agency coordination expertise provide the City with a perspective that will help manage potential risk elements resulting in the successful implementation of the MAX BRT system. DMJM HARRIS I AIC 01A Page • 8 Terry Gohde (30%Availability) - Design and Construction Lead Terry will serve as the Design and Construction lead for the MAX BRT project. He is an accomplished professional with extensive experience in design, construction, and program management. He has proven ability to ascertain needs and goals, streamline existing operations, envision new design or construction concepts, and overcome obstacles with solutions that are technically sound and financially feasible. During the 1970's and into the early 1980's, Terry was involved in 5 separate WMATA projects in Washington D.C., beginning as a Construction Superintendent for the Crystal City Station in Alexandria, VA, and culminating with the position of Project Field Superintendent on the Anacostia River Bridge Crossing project. In the early 1990's, Terry led the successful proposal team for the Hudson Bergen Light Rail (HBLRT) project where he ultimately served as Deputy Project Director for this ground breaking Design/Build/Operate and Maintain project for New Jersey Transit, Following HBLRT Terry led two separate successful proposals for Design/Build projects associated with Tri Rail in South Florida. He ultimately served as Senior Project manager for both projects. In January, 2005, Terry served as Project Director for York Consortium 2002, in Ontario Canada. The York Consortium, led by DMJM Harris, is a unique Public Private Partnership with the region of York that planned, designed, gained environmental approval for, assisted with obtaining senior governmental financing, and ultimately built a state-of-the-art BRT project for the Region. This project, VIVA, has many of the very same challenges and attributes of the MAX BRT project. Terry currently leads the 30% design project for RTD's Denver Union Station Intermodal Facility Enhancement. Jim Lightbody, PE (25% Availability) - Fleet and Operations Lead Jim will serve as the Fleet and Operations lead. He is a senior manager with extensive experience working in transportation and community development. He is a nationally recognized expert in the planning, design, and operation of multi -modal transit systems, and in funding strategies and transit - oriented development. Jim has managed several BRT and light rail planning efforts. These include a San Diego project that investigated alternative Trolley (light rail) operating strategies for downtown San Diego and a Provo, Utah BRT project, which is now in the EIS stage and an FTA Small Starts candidate. Jim has also been lead instructor and course developer for the BRT training course sponsored by the National Transit Institute. Jim has specialized in the analysis of transportation corridors and transit operations and in the development of BRT and rail transit projects. His focus has been on working with public officials, business leaders, and community groups to plan and implement transportation solutions. Prior to joining DMJM Harris, he served for 33 years as a senior manager with the Santa Clara Valley Transportation Authority (VTA), most recently as Deputy Director for Planning and Development. For VTA, Jim managed service planning and scheduling, developed light rail and other transit projects and led transit planning efforts. VTA is the multi -modal transportation agency for Santa Clara County in California (population 1.7 million) and operates a 500+ bus system (including express bus, streetcar, BRT) and includes over 40 miles of light rail. Jim has a proven track record in directing multi -disciplinary projects that address complex issues, carrying out innovative public involvement programs, and achieving consensus to successfully implement transportation improvements. DMJM HARRIS I AFCOM Page . 9 Tom Schilling, IMCA (25% Availability) - Public Relations Lead Tom will serve as the public relations lead. He is chief executive officer of InterMountain Corporate Affairs, has more than 30 years of combined experience in daily journalism, government service and public affairs management. With a unique, multi -disciplinary approach, Tom teams with executive -level management to manage issues and controversial projects. Relying upon his 15 years of experience as a political and business reporter at major metropolitan newspapers such as the Chicago Tribune and the Rocky Mountain News, Tom shapes messages to "tell stories" that resonate with the public. He also draws upon his extensive experience in Colorado state government, where he was a leader in Governor Roy Romer's successful economic development program. Tom's client work has focused upon controversial transportation development projects for the Colorado Department of Transportation and the Regional Transportation District, including the FasTracks rapid - transit program and major planning projects on 1-70 and 1-25. Additionally, Schilling has served as a strategic communications consultant to such Colorado corporate leaders as StorageTek, First Data Corp., Interlocken business park, Flatlron Crossing shopping mall, U.S. Bank and Piper Jaffrey Tom brings local experience working on the Fort Collins Transportation Master Plan and Northern Colorado Truck Mobility / SH14 Relocation Study along with his work on the North Front Range RTA. Key Project Staff David Chase, PE (25% Availability) - Quality Management Lead David will serve as the Quality Management lead for this project. As Regional Quality Manager for DMJM Harris's Mountain Region, David is responsible for implementation of quality control procedures in accordance with ISO-9001 certification. He performs surveillance audits and quality assurance reviews in the Phoenix, Denver, Albuquerque and Austin offices and conducts quality training for the staff in those offices. These surveillance audits verify the project specific quality procedures are being implemented. David also provides Quality Assurance reviews on all the projects within the Region. As the Quality Assurance Manager for design -build projects, David's responsibilities include performing the Quality Assurance reviews of the various submittal packages during the design, as well as design changes during construction. Bob Peskin, PhD (25% Availability) - Budget / Financial Management. Bob is a nationally recognized expert in transportation financing, planning, and management. He has over 30 years of experience serving public transportation agencies, local governments, planning agencies, state departments of transportation, Amtrak, and the US Department of Transportation. Robert pioneered analytical methodologies in the areas of transportation financial planning, analysis of transportation infrastructure capital needs, and operating and maintenance cost modeling. His work focuses on the application of quantitative information to support transportation decision making. Skip Mad, PE, (50%Availability) - Construction Contract Administration and CDOT Coordination Skip has extensive experience in civil engineering, including nearly 29 years in planning, design, and construction with the Colorado Department of Transportation. He is a highly experienced manager with an extensive background in directing projects to acceptable and definite conclusions. Additionally, since retiring from CDOT in 2003, he has assisted many agencies in constructing major arterial improvements. As a Colorado Department of Transportation Resident Engineer and Program Engineer, Skip was responsible for more than 70 projects related to transportation infrastructure improvements, valued at over $250 million with a staff of up to 50 engineers, technicians, and support personnel. His project involvement included authority over concept, budget, planning, design, and construction. His project experience has included complex multi -phase interstate construction, urban interchanges, reconstruction, resurfacing, noise barriers, signalization, landscaping, major and minor structures, hazardous waste remediation, local agency enhancements, safety improvements, and all phases of public involvement and environmental clearances. He successfully facilitated effective working relationships with federal, state and local government agencies, and public and private sectors. DMJM HARRIS I AI COM Page - 10 Mark Perez, PE, (25% Availability) - Design -Build Procurement Development Mark is a project executive with extensive management experience. He has successfully led public agency and consultant organizations engaged in the development and execution of major transit and infrastructure projects. He knows how to collaborate with stakeholders to create effective performance -based partnerships, and he is skilled at negotiating contracts and consultant agreements that delineate technical scope, constrain financial and performance risks, and take full advantage of contract incentives/disincentives. As director of program management for the Los Angeles County Metropolitan Transportation Agency (Metro), Mark directed development of a major $1.8 billion transit program involving over 180 technical staff. The work was accomplished ahead of schedule, and with significantly reduced design/ management costs. He directed the management of a cost/schedule recovery program for a $1.7 billion subway project, and completed the agency's first project (a $1.3 billion subway undertaking) within the original budget and six months ahead of schedule. This unusual accomplishment was even noted in the Congressional Record. He also directed the engineering and construction of large-scale capital projects for Los Angeles City and Los Angeles County. These complex facilities - exceeding $500 million in constructed value - were successfully completed within budget, on schedule, and without construction litigation. Brent Ogden, PE, PTOE (25% Availability) - Fleet and Operations Brent will support Jim Lightbody as a resource for the system startup and training. He will focus on the safety aspects of the designed system and its operations. Brent is an innovative transportation planner and conceptual designer with extensive experience in a wide variety of projects. A registered civil and traffic engineer, he has managed complex multidisciplinary transportation planning studies, including multi -modal corridors. He has followed many of these projects through the engineering phases to final design. His particular talent is the examination and evaluation of issues from a broad perspective that marries the overall planning issues with a detailed knowledge of engineering design. An acknowledged expert in light rail transit and grade crossing safety, Brent has been sought out for key roles on peer review teams, value engineering, and expert witness work nationwide. He is the author of several federal -level research projects that identified best practices in design to optimize safety and operations. Two Transit Cooperative Research Program Reports, 17 and 69, included findings based upon studies of Los Angeles Metro Blue Line pedestrian and vehicular safety. A third project, D-10, identifies best practices in reduction of community noise based upon efforts accomplished on the Pasadena Gold Line. He also conducted a peer review that identified a phased improvements program to address operational issues relative to the at -grade segment of the Gold Line through downtown Pasadena. Tom Gibson, PE, (25% Availability) - Traffic / ITS Tom is an expert in rail systems projects, with extensive experience throughout the United States and Asia. In the Far East, most notably in China. Korea, and Taiwan, he developed a solid understanding of rail systems' requirements and how best to meet customer needs. Among other transit accomplishments in the U.S., he was responsible for implementing all systems and track work for a major LRT extension in St. Louis. He led project management for light rail vehicle procurement and manufacturing under a contract for the Los Angeles Metropolitan Transportation Authority. He is experienced in the integration of large and complex rail and trackwork, overhead contact systems, communication, signaling/centralized train control, and light rail vehicle systems projects.. DMJM HARRIS I AECOM Page ^ 11 E MJM HARMS Project Experience IV. Project Experience Our similar project experience ranges from Bus Rapid Transit projects from all around the US to innovative delivery projects nationwide and in Colorado. Our experience is broad covering all aspects of project delivery ranging from budget, schedule, and quality control management; development and management of design build procurement documents; coordination with local, state, and Federal agencies; design oversight for complex urban retrofit projects and vertical buildings; railroad coordination; public relations; construction cost estimating; construction contract administration; value engineering; and right of way acquisition. The project experience highlighted herein reflects the relevance to the MAX BRT project. Included in the Appendices are commendation letters from our previous clients highlighting our client service work ethic and award winning project delivery. Bus Rapid Transit (BRT) Training Course, National Transit Institute (NTI) Nationwide Client National Transit Institute Rutgers University 120 Albany Street, Suite 250 New Brunswick, NJ 08901 Contact Renee Haider (732) 932-1700 x223 Contract Value $300,000 Project Completion 2008 Project Relevance • BRT experience • FTA coordination • Operations and planning DMJM Harris was the course developer and lead instructor for the Characteristics and Planning for Bus Rapid Transit (BRT) course. The goal of this two-day training course is to assist transportation professionals in the planning and implementation of BRT applications by enhancing their knowledge and insight regarding the characteristics of BRT and providing a better understanding of key BRT implementation issues. This course (given 3 to 5 times a year) provides in-depth instruction on BRT elements, planning and performance. Case studies are utilized to illustrate BRT characteristics and to highlight the best current BRT practices. DMJM Harris was selected to implement this course in 2003. Originally developed by Sam Zimmerman and now led by Jim Lightbody, the course has been given 10 times at locations throughout the country. The course was significantly revised in 2006, incorporating new project information and case studies and better integrating with the FTA document "Characteristics of BRT'. Several additional courses were delivered in 2007. DMJM HARRIS I AFCOM Page • 12 VIVA Bus Rapid Transit York Region, Ontario, Canada Client York Region Rapid Transit Corporation 1 West Pearce Street Richmond Hill L4B 3K3 Ontario, Canada Contact Mary -Frances Turner (905) 886-6767 x2226 y Q L Contract Value DMJM Harris and AECOM Enterprises are lead firms in York Consortium, a joint venture $12.1 million providing program management, planning and design -build services. The project is being designed as a new high -end bus rapid transit (BRT) system, convertible to light Project Completion rail if future conditions warrant, that interfaces with Toronto's subway system and other 2016 transit agencies operating within the Greater Toronto Area. Project Relevance As the private partner in Canada's first public -private transit partnership, York • Program management Consortium developed the environmental assessment process, the network Innovative project delivery configuration master plan, preliminary engineering and a financing plan. The initial BRT experience phase of implementation - a $150-million program - installed baseline BRT services • ROW acquisition and stations in four transit corridors. Phase II, the "Full Build System," will provide full - Railroad coordination featured BRT services primarily in dedicated center -median transitways. Preliminary engineering is underway for phase 2 of the 20-year, three-phase plan that will see the implementation of dedicated transit lanes to separate Viva vehicles from mixed traffic. Denver Union Station Intertnodal Transportation Center Denver, Colorado Client Denver Regional Transportation District 1600 Blake Street Denver, CO 80202 United States Contact Jerry Nery (303)299-6985 Contract Value $ 15 million Project Completion 2016 Project Relevance • Complex urban corridor • BRT experience Design -build project delivery • Railroad coordination • ROW acquisition Vertical buildings DMJM Harris is part of a master developer team that was selected to develop approximately 20 acres of land behind historic Denver Union Station. Ultimately the development will include a number of high-rise buildings and retail spaces, but the initial activity is centered on the design and construction of a multimodal transportation facility. For this work, DMJM Harris leads the design -build team during preliminary engineering for the design of the $400 million transportation facilities. Following completion of the 30 percent design, Kiewit Construction will take the lead. DMJM Harris will then serve as a subconsultant to help construct the transportation facilities under a design -build construction contract. Improvements include new commuter rail, light rail, bus and BRT facilities; reconstructed City streets; extensive drainage and utility relocations; comprehensive public and agency involvement; and complex urban design elements. DMJM HARRIS i AECOM Page > 13 Appendices Resumes Resumes Letters of Commendation DM)M HARRIS I AECOM Provo-Orem Rapid Transit WEIS Provo, Utah Client Mountainland Association of Governments Utah Transit Authority Contact Hal Johnson (801)262-5626 x2539 Contract Value $ 1.675 million Project Completion 2009 Project Relevance • BRT experience • ETA coordination • FTA small starts DMJM Harris is assisting the Mountainland Association of Governments (MAG) and the Utah Transit Authority (UTA) in the preparation of an Environmental Impact Statement for a planned Bus Rapid Transit (BRT) project in Provo and Orem. Incorporating transit and roadway Improvements, this project will serve transit markets including Brigham Young University and the commercial cores of the two cities. At each end of the nine -mile corridor, the BET service will connect to intermodal stations for the planned FrontRunner commuter rail service. The BRT corridor follows the route of a heavily used current bus route along University Parkway and University Avenue. The line is expected to carry 15,000 daily riders. DMJM Harris personnel serve as Deputy Project Manager and are providing specialized Bus Rapid Transit expertise. Additionally, the firm is handling the noise and vibration element of the EIS. A draft EIS is expected to be released in the 2008/2009 period. 1-25 Segment 3, Belleview to Lincoln, Transportation Expansion (T-REX) Design -Build Project Douglas County, Colorado Client Southeast Corridor Constructors 7200 S. Alton Way, Suite 200 Englewood, CO 80112 United States Contact John Wise (360) 693-1478 Contract Value $ 10.3 million Project Completion 2006 Project Relevance Innovative project delivery • FTAfunded • Multimodal transportation • Complex urban design DMJM Harris was a major subconsultant to Southeast Corridor Constructors (SECC), a joint venture for design -build of the 1-25 "T-REX" expansion. The project included highway expansion and the addition of light rail on 1-25 and 1-225 in the Denver area. DMJM Harris was responsible for design of Segment 3, which included rehabilitation of five interchanges; addition of two general-purpose lanes in each direction and light rail transit line retaining walls. DMJM Harris was also responsible for design of the horizontal and vertical alignment, grading, and all structures for the fully grade - separated light rail transit line. This project increased mobility, enhanced accessibility and transportation options, and improved safety to the traveling public in a heavily congested, growing business corridor. DMJM Harris worked closely with the design -build construction contractor, Kiewit, to achieve a constructible, fast -track design for this segment, with attention to staging for maintenance of traffic, estimating, scheduling, budgeting, engineering and specifications to achieve a high -quality end product. DMJM Harris provided the design for the roadway, bridges, and light rail system for the southern six miles of the project. DMJM Harris completed design ahead of schedule, enabling the Southeast Corridor Constructors to meet all project interim milestones and achieve substantial completion, eight days ahead of the contract completion milestone and 22 months ahead of the Colorado Department of Transportation's (CDOT) original completion date. DMJM HARRIS I ARCOM Page • 14 FasTracks Light Rail Maintenance Facility Enhancements Denver, Colorado Client Regional Transportation District (RTD) 1560 Broadway, Suite 700 Denver, CA 80202 United States Contact David Hollis (303)299-2904 Contract Value $ 1.8 million Project Completion 2008 Project Relevance • Transit facilities • Operations and planning • Construction administration • Vertical buildings DMJM Harris was initially selected by RTD to identify an appropriate site for a new 100-vehicle light rail maintenance facility. The new facility was required to support the additional light rail corridors planned as part of the FasTracks program. Changes to the FasTracks program resulted in one of the planned light rail corridors converting to commuter rail, and as such RTD did not require a new facility. Instead, they decided to expand their existing facilities at Elati and Mariposa to accommodate additional vehicles from the remaining light rail corridors added as part of the FasTracks program. DMJM Harris has worked with RTD to develop and program these new enhancements that include a second vehicle wash facility, paint booth, and storage locations. The enhancements have included an extensive design process to understand the existing plumbing, mechanical, electrical, and structural condition of the current facilities. DMJM Harris has led the design effort to include not only the facility enhancement work, but additional site and civil work that is being designed by RTD staff and will be built concurrently with the facility enhancements. Specific design features include building structures and foundations, architectural elements including roofing and doors, a heated concrete slab around the new structure, improved drainage features, replacement of obsolete equipment, and improvements to address ADA and safety requirements. Plans, specifications, and cost estimates are being developed at 65 percent complete, 95 percent complete, and final construction documents. In addition, consulting services will be provided during construction. DMJM Harris staff have been responsive to RTD's ever -changing needs in providing the staff necessary to move from a planning effort to a final design project. DMJM HARRIS I A[COtvi Page - 15 E-470 Segment IV Denver, Colorado Client E-470 Public Highway Authority 7600 East Orchard Road, Suite 370S Greenwood Village, CO 80111 Contact Ken Frantz (303)773-9588 Contract Value S 5 million Project Completion Phase 1 - 2006 Phase II - 2007 Project Relevance • Railroad coordination • Complex urban design Design -build project delivery • Utility coordination • Value engineering • Project controls The E-470 Public Highway Authority selected DMJM Harris to provide preliminary engineering services on segment IV of toll road E-470. These services led to the preparation of performance criteria and other documents for a design -build contract. DMJM Harris evaluated previous designs that had been completed during a 10-year period. DMJM Harris's experienced engineering staff made major improvements to the segment IV design, saving the Authority over $75 million compared to other designs (savings included initial and ultimate construction). DMJM Harris's primary objective in performing the preliminary engineering design was to use innovative ideas to reduce costs, provide engineering support to the environmental process, identify all utility adjustments, and obtain jurisdictional approval from the numerous agencies involved. DMJM Harris was also responsible for scheduling and cost control for the segment IV preliminary work. In addition to DMJM Harris, the Authority awarded contracts to three other consultants. These consultants provided environmental, surveying and mapping, and geotechnical engineering services. DMJM Harris was responsible for gathering, analyzing, and preparing an integrated schedule and cost data for each of the contracts to ensure that the segment IV preliminary work remained on schedule and within budget. DMJM HARRIS I AECOM Page • 16 E-470 / I-70 Flyby Interchange Aurora, Colorado Client Lawrence Construction Company 9002 Moore Road Littleton, CO 80125 Contact Rich Lawrence (303)791-5642 Contract Value $ 3 million Project Completion 2007 Project Relevance • Innovative project delivery • Railroad coordination Design -build document development • Project controls • Program management • Value engineering The design -build team of DMJM Harris and Lawrence Construction Company completed the design and construction of the E-470/1-70 Interchange. This $42-million project is the first and second phases of the ultimate E-470/1-70 system -to -system interchange. The first phase of the project, which opened in August, 2006, two months ahead of schedule, included a new " RyBy" bypass alignment for the E-470 Tollway around the four existing signalized intersections at the 1-70/Gun Club Road Interchange. This phase of the project included a new one -mile alignment for the E-470 Tollway, four new interchange ramps and seven pairs of new bridges, including new structures over First Creek and the Union Pacific Railroad (UPRR). The second phase of the project, completed in October, 2007, included a new 4,800-foot directional flyover ramp from E-470 NB to 1-70 WB, including a new 1,600-foot PT box girder structure over E-470 and 1-70. DMJM Harris was responsible for all design activities including roadway, bridge and drainage design, utility relocations, permits and agreements including a Letter of Map Revision (LOMR) for First Creek and all agreements with the UPRR. DMJM Harris substantially completed the design of the first phase of the project in 10 months and the second phase in 9 months. This project was awarded a National Design -Build Award by the Design -Build Institute of America in 2008 as the best project under $ 50 million. DMJM HARRIS A[COM Page -17 Dallas Area Rapid Transit (DART) Capital Improvement Program Dallas, Texas Client Dallas Area Rapid Transit (DART) 1401 Pacific Avenue Dallas, TX 75202 Contact Timothy McKay (214)749-2926 Contract Value $ 22 million Project Completion 2012 Project Relevance Program management • FTA coordination • Cost estimating Foothill Drive Corridor Study Salt Lake City, Utah Client Wasatch Front Regional Council (WFRC) 295 N. Jimmy Doolittle Road Salt Lake City, UT 84116 Contact Doug Hattery (801) 363-4250 Contract Value $ 204,790 Project Completion 2008 Project Relevance • Operations and planning • BRT options • Agency coordination DMJM Harris was contracted by Dallas Area Rapid Transit (DART) to develop a 20-year capital improvement program (CIP) and budget for its transit system. In order to maintain the high quality of its light rail and bus services, one of DART's long-range challenges is to rehabilitate and replace existing assets as they age. The CIP will be utilized as a tool by DART in the formalization and development of its future capital funding required to maintain the system in a state of good repair. DMJM Harris's scope of work defined the following specific methodology: 1. Update system inventory 2. Establish rehabilitation/replacement cycles for all assets 3. Complete rail and bus facilities assessment 4. Use facilities assessment data to verify/modify the rehabilitation/replacement cycle 5. Develop rehabilitation/replacement cost estimates 6. Develop a comprehensive, programmatic CIP DMJM Harris was contracted to identify and analyze current and future transportation needs and define specific recommendations for short -and long-term term transit, roadway, and pedestrian/bicycle improvements in the Foothill Drive corridor, a vital regional transportation corridor along the east bench in Salt Lake City. The corridor extends from the 1-80 and 1-215 freeways on the south to the University of Utah on the north. It provides regional connection between the growing mountain residential and recreational areas to the south and southeast, the University of Utah campus and Research Park, downtown Salt Lake City, as well as local access for adjacent residential neighborhoods. The study will address existing and future travel demand in the corridor including various future land use scenarios. The study will identify and evaluate mixed modal transportation alternatives utilizing criteria focusing on transportation, neighborhood context, and development impacts and opportunities. DMJM HARRIS I AFCOM Page • 18 New York City Bus Rapid Transit (BRT) Study New York, NY Client MTA - New York City Transit 2 Broadway, 5th Floor New York, NY 10004 Contact Theodore Orosz (646)252-5623 Contract Value S 5.6 million Project Completion 2006 Project Relevance • BRT expertise • FTA coordination • Traffic/ITS The purpose of this significant study was to develop a plan for implementing BRT in five demonstration corridors in New York City, the largest transit market in the U.S. and one of the largest in the World. The study had two phases over a 51 month period. The first phase of the study evaluated the busiest bus routes in the City, regardless of operator, (there are approximately 80 with daily ridership over 15,000 trips per day) and the City's extensive subway system to see which corridors present the best opportunities for a BRT demonstration. The evaluation process focused on potential benefits and the probability of successful implementation. In the second phase, detailed concept plans were developed in five selected demonstration corridors. This latter phase included detailed concept development, ridership forecasting, cost and benefit estimation and multi -modal, micro -level traffic simulation for the selected demonstration corridors. The project included an extensive outreach and two-way communications program, including a web site, public workshops and briefings for City (Borough), regional, and State officials, as well as a variety of private sector stakeholders. DMJM Harris led a multi -disciplinary team, including Faber Maunsell from the U.K., another part of AECOM Technology. In addition to leading all aspects of the project, DMJM Harris carried out all design and engineering activities and, along with Faber Maunsell, multi -modal traffic micro -simulation. On June 30, 2008 the first BRT Corridor in New York City (Fordham Road/Pelham Parkway) was successfully implemented by NYCT and NYCDOT. DMJM HARRIS I AECOM Page = 19 JM HARRIS Cost Proposal V. Cost Proposal Based on our project understanding, we have developed a cost proposal that includes the day-to-day project management services, support of the leadership team, and deployment of additional resources as required, Key assumptions that went into the development of the cost proposal include: • City will provide an office, copiers, printers, phone, and office supplies for any full-time staff assigned to the project • Consultant staff will support the development of quality management procedures and project audits • Consultant staff will develop and maintain the baseline project schedule using resources already developed by the City Consultant staff will update the project schedule monthly in relation to the baseline schedule • City staff will monitor the project budget and finances, the Consultant will provide support only as requested • Consultant will maintain hard copy and electronic project files, Hard copy files will be maintained at the City offices and electronic files will be accessible by appropriate project team members • Consultant staff will support the development of configuration change control procedures already underway by the City • Consultant staff will only support the right of way acquisition consultant that has already been hired as required • Consultant staff will only support the BNSF railroad consultant that has been hired by the City as required • Consultant staff will manage and staff the Value Engineering team and include City Engineering staff as part of the team • Consultant staff will conduct technical reviews of up to 3 different design -bid -build plans, specifications, and estimates or up to 3 design -build packages in cooperation with the City Engineering team • Consultant staff will coordinate construction contract administrative activities, but will not provide day-to-day staff to monitor the construction • City staff will be responsible for the procurement of vehicles and consultant staff will only support as necessary • City staff will be responsible for the training and system startup activities and consultant staff will only support as necessary City staff will lead public relations efforts and the consultant will only serve as a liaison as necessary We would expect to negotiate our scope of services and cost proposal with City staff as necessary to reflect the appropriate level of consultant and City staff involvement to best meet the project needs. DMJM HARRIS I AFCOM Page - 20 ,a Mason Street BRT Program Management Cost Estimate Work Element I - Project Management �Imnmtfwtm.11pu� 51156 S918,463 Work Element 2 - Project Controls . .. ..... .. 2,776 $311,323 1,040 $201,7110 Wol-liFfenicut4-Design :ind(.'oiistt,uc(it)ii I Design and Construction d; b u RII a I I n g Tfs t a t I —On A, Wl v t c c t Wu m i Consfin c ion C t ontract 1,782 $344,973 Admini st nnion Design Build Pricumment Development Value Enginecring Work Element 5- Fleet and Operations 284 $61,324 NN'o-kElement 6-Public Relations 272 550,320 Totals 444 464 3(s] 322 8511 306 286 348 274 278 332 270 245 303 245 254 338 260 243 524 235 244 507 244 226 488 218 236 308 258 249 326 249 258 317 11,309 Sn&TotalLaborl $ 1,888,103 Sub -Total Other Direct Costs $ 136,897 Total $ 2,025,000 DMJM HARRIS I AECOM MAX BRT Project Management Estimated Other Direct Costs Item Quantity Unit Price Total Cell Phone 36 $150 $5,400 Newsletters 80,000 $0.50 $40,000 Postage 80,000 $0.38 $30,057 Leased vehicle 36 $800.00 $28,800 Travel airfare (assume 6 people @ 1 trip for VE, 6 misc trips) 12 $500 $6,000 Rental cars (days) 36 $100 $3,600 Hotel 36 $300 $10,800 Per diem 36 $90 $3,240 Misc. Accessories and supplies ($250 per month) 36 $250 $9,000 Total $136,897 DMJM HARRIS I AFCOM Page ° 22 Introduction Summary VI. Summary In this proposal, we have focused on our strong project understanding, extensive team capabilities and qualified staff, proven project delivery experience, and cost effective approach. So, why select the DMJM Harris team to help you complete the Mason Corridor/MAX BRT Project? • We understand how to work in partnership with our clients to help them recognize their transportation project goals. • We provide an available and experienced project manager supported by a leadership team that can address the various corridor needs as they arise. • We have a proven history in delivering BRT projects by providing program management services combined with our expertise in innovative project delivery. • We provide a cost-effective approach that provides the City the necessary expertise for the project needs as required. • We are committed to be a true partner with the City staff and community to build and implement the MAX BRT system and realize the vision of a multi -modal transportation corridor in Fort Collins. DMJM HARRIS I AECOM Page • 23 Appendices DMJM HARRIS I AFCOM Steve McQuilkin, PE Consultant Project Manager Education Steve brings more than 25 years of experience in the planning, design, management and construction MS/1986/Civil Engineering of complex urban civil and transportation projects. His experience includes multi -modal transportation University of Colorado projects with issues similar to the MAX BRT project including right of way acquisition, innovative BS/1979/Civil Engineering project delivery, railroad coordination, and agency coordination. Prior to joining DMJM Harris, Steve Northeastern University was the engineering manager for the E-470 Tollway Authority and was responsible for the design and construction oversight for major elements of the tollway Steve's specific project experience ranges Registration from transportation corridor management contracts such as the North 1-25 Corridor Management in PE/1983/Colorado Denver, segments of the E-470 Tollway, and the I-76 Corridor. Registration No. 20244 Steve is being recognized this fall by the E-470 Tollway Authority with the 2008 Driving Force Award for PE/1996/Utah his management of the E-470 Flyby and Ramp H construction projects. These projects are also being Registration No. 314573- recognized as a National Design -Build Award winner by the Design Build Institute of America later this 2202 year. As Project Manager for the I-76 Corridor, Fort Morgan to Brush, Steve worked closely with CDOT Affiliations Region 4 to develop construction contract packages to react to CDOT discretionary funding for the Institute of Transportation reconstruction of 12 miles of 1-76 in northeastern Colorado. Engineers (ITE) E-47011-70 FIyBy Interchange, E-470 Public Highway Authority, Aurora, Colorado: Project manager American Consulting for this $30 million E-470/1-70 interchange design -build project. The "FIyBy" project was designed Engineers Council of as the first phase of an ultimate fully directional interchange. The scope of the project consisted of Colorado (ACEC/CO) constructing a bypass alignment for the E-470 Tollway at 1-70 to eliminate four at -grade signalized Years of experience intersections. The project included six new pairs of bridges, including a new overpasses over the 28 Union Pacific Railroad. The project also included a new channel and major structure crossing over First Creek. The scope of work encompassed all design activities, including roadway, structures, drainage, and traffic, as well as utility agreements, permits, and agency coordination. 1-25, Rockrimmon Boulevard/North Nevada Avenue Interchange, Colorado Department of Transportation (CDOT) Region 2, Colorado Springs, Colorado: Project manager responsible for design services for the development and evaluation of conceptual alternatives, as well as preliminary design, final design, and preparation of construction contract documents for the complete reconstruction of this major urban interchange. Services included reconstruction of 1-25 in the vicinity of the interchange, as well as extensive reconstruction of the local street network. Structures included bridges over Rockrimmon Boulevard, Monument Creek, the Burlington Northern Santa Fe Railroad (BNSF), North Nevada Avenue, and Mark Dabling Boulevard, as well as extensive retaining walls. One of the most pervasive issues at the existing North Nevada Avenue/Rockrimmon Boulevard interchange was the substandard access to 1-25. North 1-25 Corridor Management, Metropolitan Denver, Colorado: Manager of the project team for this joint project with CDOT, the regional transportation district, and the City and County of Denver. The project involved the complete management of the North 1-25 corridor reconstruction, including bus/ HOV lanes from north metropolitan to downtown Denver. Woodmen Road, El Paso County, Colorado: Project manager for the reconstruction of 6 miles of Woodmen Road east of Colorado Springs. The project involved federal funding, ROW acquisition, environmental assessment, utility relocations, CDOT coordination, storm drainage, and five signalized intersections. 120th Avenue, Thornton, Colorado: Project manager for the widening of 120th Avenue from the BNRR to Colorado Boulevard. This project involved extensive utility relocations, ROW acquisition, storm drainage improvements and construction traffic control. Community Center Drive, Northglenn, Colorado: Project manager for new arterial street and vital link in the City's transportation system. Located between Huron Street and Community Center Drive the project involved new overpass over 1-25. Project included CDOT coordination, public involvement, traffic analysis, landscaping and trails, environmental clearances, and ROW acquisition. West 80th Avenue, Arvada, Colorado: Project manager for one and half miles of new arterial street in northwest Arvada to serve the Ralston Valley High School and surrounding development. Project included storm drainage, traffic engineering, ROW acquisition, CDOT coordination and access approval, and a new signalized intersection at Indiana Street. DMJM HARRIS I AFCOIv Steve McQuilkin, PE (Continued) West 64th Avenue Parkway, Arvada, Colorado: Transportation manager responsible for oversight of the design team for a new 1.5-mile, four -lane arterial parkway corridor as part of the City of Arvada's bond program. The project serves as an important link in the city's transportation system providing access to the new Jefferson County Schools Stadium, Long Lake Regional Park, and a new connection to SH-58. Huron Street, Westminster, Colorado: Project manager for the design of 2 miles of four -lane arterial street from 128th to 144th Avenues. Services include alignment studies, utility coordination, storm drainage, traffic engineering, ROW acquisition, three signalized intersections, and a new bridge crossing over Big Dry Creek. 1-25/US-36/1-76/SH-270 Interchanges, CDOT, Denver, Colorado: Member of the North 1-25 Corridor management team responsible for the design development of the 1-25/US-36/1-76/SH-270 Interchange, including alternatives development and traffic analysis, conceptual design, construction phasing and contract packaging, project scheduling, and design review. E-470 Tollway, Metropolitan Denver, Colorado: As manager of engineering, responsible for the design implementation of the E-470 design -build contract. Specifically responsible for contract administration, design coordination, plan review, construction contract packages, and technical support for the $320 million, 40-mile toll beltway around the eastern metropolitan Denver area. The project included 16 highway interchanges, 30 bridges, four toll plazas and operations buildings, a central maintenance facility, and a state-of-the-art toll beltway management and collection system utilizing fiber optic technology SH-287 Bypass, Lafayette, Colorado: Project manager for the reconstruction of 6 miles of four - lane highway, including a new 2-mile bypass through an environmentally sensitive, residential area. Instrumental in leading the project through a highly charged public involvement program. The project included a pedestrian overpass, two bridges, five signalized intersections, and a 2-mile recreation trail. Colorado State Highway C-470 Phase I, Metropolitan Denver, Colorado: Project engineer for the design of 6 miles of urban parkway; 5 miles of arterial streets; four highway interchanges, including the I-25/C-470/E-470 interchange; several signalized intersections; and 5 miles of the Centennial Bicycle Trail. Flatirons Crossing Shopping Mall, Broomfield, Colorado: Project manager for transportation and civil infrastructure to support the Flatirons Shopping Mall. Responsible for management and coordination of four new arterial streets, 11 new signalized intersections, and coordination of the "Zip" transit shuttle. Drake Road, Fort Collins, Colorado: Project manager for the design of a four -lane arterial street and new bridge crossing over Spring Creek. Completed in 1998, this $2 million project included a new recreation trail, channel improvements, ROW acquisition, storm drainage improvements, and utility relocations. DMJM HARRIS I AECOM R.A. Plummer, PE, AICP Project Director and RAMP and Agency Coordination Lead Education R.A. has over 16 years of experience in transportation planning and engineering. His BS, Civil Engineering experience is unique with a combination of transportation master planning; highway Colorado State University and transit corridor planning; traffic/transit operations analysis; financial assessment; 1992 environmental analysis and documentation; conceptual, preliminary, and final design; site development and design; and public/agency involvement. His transit planning background MBA, University of includes alignment and alternatives studies, travel demand/ridership analysis, financial Colorado, 2001 planning, and strategic planning. R.A. provides a strong understanding of the Fort Collins area and established working relationships with Fort Collins staff through his past project Registration experience both in the City and in the North Front Range. PE (Colorado) 431733 (Montana) 415800 RTD Elati and Mariposa Light Rail Maintenance Facility Improvements, Denver, CO. Project (Nevada) #13780 manager responsible for the development of 65% and final design plans for improvements to Denver's (Washington) #44015 Regional Transportation District's Elati and Mariposa light rail maintenance facilities. Improvements at AICP (Colorado) 4124282 the Elati facility include a new wash bay and cranes along with refinements to the parts storage area, an acoustic study, and replacement of the south gate. Improvements at the Mariposa facility include Affiliations converting an existing work bay and wash area to a second paint booth. Construction support services American Planning will be provided for both facilities. Association (APA) American Society of Civil West Salt Lake County Transit Study, Salt Lake City, UT: Principal in charge overseeing the Engineers (ASCE) development of a long-range transit plan for the western edge of Salt Lake City. The plan includes an assessment of future land uses and growth, an evaluation of the potential transit modes and service Institute of Transportation that would support the associated growth, and an implementation plan that defines next steps. Engineers (ITE) The study recommendations also consider the continued expansion of the UTA bus, light rail, and Conference of Minority commuter rail system already planned and under construction. Transportation Officials (COMTO) East Corridor Environmental Impact Statement, Denver, CO: Project manager responsible for the alternatives analysis and environmental impact statement for a new 23-mile rapid transit line from Years of experience downtown Denver to Denver International Airport (DIA) and a 2 mile streetcar extension in downtown 16 Denver. Specific work elements include alternatives analysis, extensive traffic and ridership modeling and forecasting, environmental resource studies and documentation, station area planning, support for the Federal Transit Administration's (FTA) New Starts funding process, and basic engineering. A comprehensive public an agency process has been conducted throughout the project. City of Fort Collins Transportation Master Plan Update, Fort Collins, CO: Project manager for the update to the City of Fort Collins Transportation Master Plan. The update was conducted in cooperation with the update to the City Plan to integrate transportation, land -use, and air quality issues. The update included extensive transportation demand modeling using the City's regional TransCAD model; a multi -modal approach combining automobile, transit, pedestrian, bicycle; transportation demand management; development of a multi -modal mobility measurement system; and a comprehensive capital funding evaluation to ensure implementation. Extensive public and agency involvement is being conducted through public open houses, citizen and technical advisory committees, focus groups, a project website, and media relations. US 6 Corridor Feasibility Study, Eagle County, CO: Project manager for the development of a future transportation plan and Access Control Plan for the US 6 corridor in Eagle County near Edwards and Eagle -Vail. The study included defining the future roadway configuration including bike lanes, transit facilities, detached trail system, and major intersection traffic control. An Access Control Plan was be developed to establish future access and modifications to existing access along the corridor. Specific work elements included traffic and land use analysis and forecasting, GIS database development, conceptual roadway design, cost estimating, and extensive public and agency involvement. A multi - jurisdictional technical advisory was used to solicit insight on corridor specific issues. Southeast Corridor/Lone Tree Light Rail Extension Limited Major Investment Study, Lone Tree, CO: Project manager responsible for the development of a two-mile extension of the southeast corridor light rail system in the southeast Denver metropolitan area. The study identified the optimal alignment for the corridor and three unique stations with various characters, functions, and adjacent development. The analysis included light rail transit design, plan and profile development, ridership forecasts, bus and rail operating plans, station area planning, traffic operations analysis, an environmental resource overview, cost estimation, and public and agency involvement. The study was used to get the extension included in the Regional Transportation District's (RTD) FasTracks Funding DMJM HARRIS i Af-COM R.A. Plummer, PE, AICP (Continued) Plan and to serve as a guide for future transit oriented development as part of the RidgeGate Planned Development in Douglas County and the City of Lone Tree. Rural Transportation Authority, North Front Range, CO: Project advisor providing technical oversight to assist the MPO in establishing a Rural Transportation Authority in accordance with state statutes. Responsibilities included guidance on regional transportation issues, review of documentation, and coordination with survey team and local agencies. Northern Colorado Truck Mobility/SH 14 Relocation Study, Larimer County, CO: Project manager responsible for the evaluation of non -route based strategies and alternate routes for long -haul truck traffic in Northern Colorado. The study analyzed the opportunities to encourage long -haul truck traffic to use the existing Interstate system, (1-25 and 1-80) rather than the designated truck route along SH 14 in Fort Collins. The study also evaluated alternate truck routes two miles north of the City of Fort Collins Urban Growth Boundary. The analysis included an extensive environmental overview, transportation modeling using the City TransCAD model, a truck origin and destination study, and the use of CIS to evaluate alternate routes. A comprehensive stakeholder involvement process was used including a stakeholder committee, diverse project management team, policy advisory committee, and numerous public open houses and elected official updates. Additional information was provided through a project specific website (wwwshl4truckingstudycom) for information and feedback. Aspen/Mass Rail Alignment Study, Pitkin County, CO: Project manager responsible for the assessment of future rail alignment options associated with the Aspen Mass Affordable Housing project near Aspen. The study evaluated feasible locations for future rail alignments in relation to their potential impacts to the site layout for the development. The evaluation included preliminary layouts, structure limit delineation, and cost estimation for the various alternatives. The study included coordination with the Roaring Fork Railroad Holding Authority, Pitkin County, CDOT Region 3, and the City of Aspen. West Glenwood Springs to Aspen Corridor Investment Study and Environmental Impact Statement, Garfield, Eagle, and Pitkin Counties, CO: Project engineer responsible for 40-mile multimodal corridor study and environmental impact statement. Major work tasks included transit alternative analysis, trail and recreation plans, access control plans, ridership forecasts, capital costs, operating and maintenance costs, public involvement, station area planning, operational plans financing, and environmental evaluation and documentation. Responsibilities included preparation of screening analysis and criteria, development and evaluation of alternatives, and involvement in extensive public involvement process. Northwest Parkway Environmental Compliance Quality Review, Northeast Denver Metropolitan Area, CO. Principal in charge, for quality assurance services to ensure that the design build project on the Northwest Parkway (from 1-25 to US 36) was in compliance with the environmental mitigation requirements as stated in the various environmental documents completed for the project. Specific work elements included review of mitigation plans; field assessment of erosion control, dewatering activities, wetland mitigation, wildlife protection/relocation, water quality protection, landscaping and revegetation, and installation of drainage infrastructure; close coordination with the Northwest Parkway Highway Authority and CDOT Region 6 environmental; and project reporting on progress of implementation of mitigation measures. E-470 Environmental Compliance Quality Review, Northeast Denver Metropolitan Area, CO. Principal in charge, for quality assurance services to ensure that the design build project on segment 4 of E-470 (from 120th Avenue to 1-25) was in compliance with the environmental mitigation requirements as stated in the various environmental documents completed for the project. Specific work elements included review of mitigation plans; field assessment of erosion control, dewatering activities, wetland mitigation, wildlife protection/relocation, water quality protection, landscaping and revegetation, and installation of drainage infrastructure; close coordination with E-470 and CDOT Region 6 environmental; and project reporting on progress of implementation of mitigation measures. DMJM HARRIS I AFCOM Terry Gohde Design and Construction Lead Terry is an accomplished construction professional with extensive experience in project, Education construction and program management. Through this experience he has gained proficiency BS/1972/Marine Sciences rn project planning, contract administration, subcontractor supervision, negotiations, and Florida Institute of problem resolution. He has proven ability to ascertain needs and goals, streamline existing Technology, Melbourne operations, envision new design or construction concepts, and overcome obstacles with solutions that are technically sound and financially feasible. He demonstrates a sound OSHA Training Courses professional attitude, strong work ethic, and pride in team performance. EEO Guidelines Project Director, York Rapid Transit, York Region, Ontario, Canada: Project director for the York Basic Supervisory Training Consortium joint venture, the private partner in Canada's first public -private transit partnership. Customer Focus Ultimate responsibility for all the consortium's activities including environmental assessment, network Elements of Contract configuration master plan, financing plan, engineering, construction, equipment purchase and Management installation, and vehicle procurement. Duties also include the selection and management of the Business Ethics consortium's project staff; negotiations with the region, local municipalities, and other transit agencies; TQM-Tools and and general client relations. Phase 1 of this BRT project began operations on September 4, 2005. Techniques, Sterling Business Institute Director of Construction Services, Florida Operations, Florida: As director of this business group, responsible for all facets of CEI work for the State of Florida. Responsibilities included senior Years of experience management of the group's seven on -going projects statewide, client relations, business development, 36 senior staff selection and management, as well as business unit strategic planning. The group's client list included the Florida Department of Transportation, Florida's Turnpike Enterprise, the Miami Dade Expressway Authority, and the Orlando/Orange County Expressway Authority. Double Tracking - New River Bridge Project, Tri-County Rail Authority, Fort Lauderdale, Florida: Senior project manager for this high-level, fixed -span railroad bridge over the south fork of New River in Broward County. The New River Bridge replaced a bascule bridge that was a bottle -neck in Tri-Rails commuter rail system. A design -build project, it included 1.8 miles of new double track, a fender system for the existing navigable waterway, as well as the 3,600-foot bridge structure. Managed the project from the initial proposal process through contract award and NTP. Duties included management of the WGI PM team and project subcontractors, client interface, schedule overview, execution plan development and implementation, and full profit/loss responsibilities. Tri-County Rail Authority, Double Tracking - Segment 5 Project, Miami -Dade, Broward, and West Palm Beach Counties, Florida: Senior project manager for this 40-mile-plus commuter rail double tracking project. The segment 5 project is the final phase of the Tri-Rail Corridor Improvement Program. This design -build project includes 43 miles of new continuous -welded rail, 11 new station platforms, 18 rail bridges, reconstruction of 39 at -grade crossings, improvements to 33 grade crossings, and a new signal system. Managed the project from the initial proposal to the owner through the eventual contract award and NTP. Duties included management and coordination of the joint venture proposal group and design subcontractors, client interface, schedule overview, execution plan development, and final proposal preparation. After award duties included front line project management, management team staff selection, negotiations with the corridor stakeholders (including the authority, CSXT, and the various municipalities), and development of the project specific community information program. Hudson Bergen Light Rail Transit System, New Jersey Transit, MOS 2, Jersey City, New Jersey: As deputy project director, provided construction and project management for the second phase of the NJ Transit, Hudson Bergen Transit System. This project consisted of the addition of 6 miles of new double track, seven passenger stations, park and ride facilities, rehabilitation of five existing rail bridges, two new rail viaducts, seven grade crossings, and extensive utility relocations. Duties included design team coordination, constructibility reviews, value engineering studies, construction scheduling oversight, estimate negotiations with NUT, subcontracting plan development, construction execution planning, site management staffing, and subcontractor selection. Dulles Transportation Corridor, Virginia Department of Transportation, Virginia: Construction manager for the proposed extension of the Washington Metro from Falls Church to Dulles International Airport. This project included 20 plus miles of new double track, new rail bridges, new intermodal rail stations, park and ride facilities, and a new light maintenance and storage yard facility. Duties included DMJM HARRIS 1 AECOM Terry Gohde (Continued) management of design consultants, development of the project schedule, execution planning, and subcontracting plan development. Global Gateway, Continental Airlines, Newark, New Jersey: Program manager for Continental Airline's multi -billion dollar expansion project at Newark Airport. Duties included senior project management for facility improvement projects at JFK, LaGuardia, and Washington National Airports. Responsible for the management of the 40-member program management team, management and coordination of over 20 engineering/design consultants, development of program schedule, subcontract development, subcontractor selection and supervision, and interfacing with government agencies (including the Federal Aviation Administration), program and project planning, and extensive client communications. Hudson Bergen Light Rail Transit System, MOS 1, New Jersey Transit, New Jersey: As area manager for this DBOM project, managed the WGI staff and 17 separate subcontractors. Duties included management of design engineers, constructibility reviews, specification development, bid package development, bid evaluation, subcontractor selection, schedule development, and project execution planning. Ensured effective client communication as well as daily interface with the general public. The Hudson Bergen light rail transit system is a state-of-the-art, primarily at -grade, low platform light rail transit system with 10.5 miles of dual track, 15 stations, and a storage and maintenance facility. The rail system connects Bayonne, Jersey City, and Hoboken. Washington Infrastructure will operate and maintain the system for 15 years following construction completion. Anacostia River Bridge Crossing, Washington Metropolitan Area Transit Authority (WMATA), Washington, DC: As project field superintendent, responsible for all construction activities including force account, subcontractor management, cost control, and schedule development and maintenance. Coordinated with the owner's design consultant, communicated with the general public, and interfaced with various government agencies. This project provided the transition from the underground system to a new bridge spanning the Anacostia River and included 2 miles of new double track and 5,000 feet of new rail bridge structure. Rockville Station, Washington Metropolitan Area Transit Authority (WMATA), Rockville, Maryland: As field construction superintendent, responsible for force account construction, subcontractor coordination, cost control, schedule maintenance, and design consultant and client interface. This project included a double track rail bridge over 1-495, a section of at -grade track, a new station, a transition from at -grade to underground, and 4,000 feet of underground cut -and -cover tunnel construction. Foggy Bottom Station, Washington Metropolitan Area Transit Authority (WMATA); Washington, DC: As project subcontracts manager, responsible for all construction subcontracts related to the underground cut -and -cover construction of this station, including 7,000 feet of double track tunnel. Duties included coordination with force account construction, cost control, schedule development, and interfacing with the owner's design consultant. Archives Station, Washington Metropolitan Area Transit Authority (WMATA), Washington, DC: As project field superintendent, responsible for all force account construction, including cost control, schedule development, coordination of design consultants, interfacing with various government agencies, and client communications. The project scope included the underground cut -and -cover station, 4,000 feet of cut -and -cover tunnel, and 4,000 plus feet of bored tunnel construction. Crystal City Station, Washington Metropolitan Area Transit Authority (WMATA); Alexandria, Virginia: As station construction superintendent, responsible for all construction related to the 600-foot, double track, center platform underground station. Duties included force account supervision, subcontractor management, interfacing with design engineers, cost control, schedule maintenance, and client communications. The project scope included the cut -and -cover station and 4,000 plus feet of cut -and -cover tunnel. DMJM HARRIS I AECOM I. Introduction Since the late 1990s, the City of Fort Collins has been working towards its vision of a multi -modal rapid transit corridor to support its varied transportation needs. The Mason Street Transportation Corridor has seen public and agency support range from extremely strong and supportive to questioning whether this type of project is necessary or not. Through the persistence and continued hard work of City staff and members of the community, the Mason Street Transportation Corridor, now called MAX is on the verge of becoming a reality. This is an exciting time for the City because it not only completes a part of the City's vision for transportation, but it also serves as an example of how the City can deliver a large project successfully. Recognizing the importance of this project to the City staff and community, DMJM Harris has developed a team that will serve as an integrated member of City staff and embark on a true partnership that will end in the successful delivery of the MAX BRT project. In this proposal we highlight our: Similar project experience with Bus Rapid Transit projects; innovative project delivery; program management services; design build oversight; transit planning and operations; local, state, and Federal agency coordination; and public relations. Extensive team capabilities and qualified staff that have successfully partnered with clients like the City of Fort Collins and helped them achieve their transportation visions. • Proven client history of delivering projects and recognition as Engineering News Record's Number 1 ranked Mass Transit and Number 2 ranked Program Management firm in the US. • Cost effective approach that provides the appropriate level of day-to-day project support backed by senior strategic expertise as specific project needs arise. In summary, selecting the DMJM Harris team results in a long-term partnership that will ensure the successful implementation of MAX BRT system. DMJM HARRIS I AFCOM Page , 1 Education MS, Civil Engineering Stanford University, 1969 BS, Civil Engineering Santa Clara University 1967 Registration PE - Civil (California) #22597 Affiliations American Society of Civil Engineers(ASCE) American Planning Association (ARA) Transportation Research Board (TRB) Congress for New Urbanism Jim R. Lightbody, PE Fleet and Operations Lead Jim is a senior manager with extensive experience working in transportation and community development. He is a nationally recognized expert in the planning, design, and operation of multi -modal transit systems and in funding strategies and transit -oriented development. Jim specializes in transportation corridor studies and alternatives analysis, urban planning and development, transit operations, bus rapid transit, and commuter rail. His focus has been on working with public officials, business leaders, and community groups to plan and implement transportation solutions. Prior to joining DMJM Harris, he served for 33 years as a senior manager with the Santa Clara Valley Transportation Authority (VTA); most recently as deputy director for planning and development. VTA is the multi -modal transportation agency for Santa Clara County in California (population 1.7 million) and operates a 500+ bus system (including express bus, streetcar, BRT) and includes over 40 miles of light rail. Jim has a proven track record in directing multi -disciplinary planning projects that address complex issues, carrying out innovative public involvement programs, and achieving consensus to successfully implement transportation improvements. West Salt Lake County Transit Study, Salt Lake City, UT: Project engineer overseeing the development of a long-range transit plan for the western edge of Salt Lake City. The plan includes an assessment of future land uses and growth, an evaluation of the potential transit modes and service that would support the associated growth, and an implementation plan that defines next steps. The study recommendations also consider the continued expansion of the UTA bus, light rail, and commuter rail system already planned and under construction. Years of experience Bus Rapid Transit (BRT) Training Course, National Transit Institute (NTI), Edmonton, Canada: 38 Lead instructor and course developer. This two-day training course p y g (given three to five times a year) provides in-depth instruction on BRT elements, planning, and performance. Case studies are utilized to illustrate BRT characteristics and highlight the best current BRT projects. "C" Street Corridor Urban Design Master Plan, San Diego, California: Task leader responsible for completing transit facility and operations planning. Helping identify and analyze sustainable improvements, LRT infrastructure and connectivity, future development, and potential impacts from these improvements. Transportation and Transit Planning, Santa Clara County Valley Transportation Authority (VTA), Santa Clara County, California: Served as project manager and department manager. Directed numerous transportation planning projects in Santa Clara County, These included long-range master plans (T2000 and T2010), which established system and corridor plans for transit and roadway improvements. He also directed major investment studies and corridor plans, from the systems level through conceptual engineering. These included the Vasona, Downtown East Valley, Fremont South Bay, and BART to San Jose corridor projects. All MIS and corridor plans evaluated multiple transit and roadway alternatives, and included extensive consensus -building, community outreach, and stakeholder involvement components. Also managed many other transportation studies, including express bus plans, public opinion research, transit center development, and rail station plans. As deputy director, he managed the environmental, real estate, and grants departments of VTA, which were essential support units for many large-scale capital improvements. He led VTAs planning for bus rapid transit (BRT), including the establishment of a signal priority strategy with Caltrans. He also represented VTA in the Federal Transit Administration's BRT Consortium, and served on two transit cooperative research program panels for BRT research. Transit Operations and Service Plans, Santa Clara County Valley Transportation Authority (VTA), Santa Clara County, California: Led VTAs planning for bus rapid transit (BRT), including establishment of a signal priority strategy with Caltrans. Represented VTA in the FTAs BRT consortium, and served on two Transit Cooperative Research Program panels for BRT research. As manager of transit service development, designed and implemented bus and paratransit services, overseeing expansion of service from less than 100 to over 500 coaches. Responsibilities included transit scheduling, operations planning, budgets, and management of transit center, and park -and -ride. DMJM HARRIS I AT COM Jim R. Lightbody, PE (Continued) Funding and Financing Strategies, Santa Clara County Valley Transportation Authority (VTA), Santa Clara County, California: Responsibilities at VTA included management of federal and state grant programs, the programming of capital projects, and the preparation of 10-year financial plans. He has negotiated full funding grant agreements with FTA, and is experienced with a broad range of funding sources. Commuter Rail/Railroad Service and Operations, Santa Clara County Valley Transportation Authority (VTA), Santa Clara County, California: Extensive railroad experience through his planning efforts for Caltrain and negotiations with Union Pacific. For Caltrain, developed plans for major station and other improvements that were directly funded by VTA, and was a lead VTA liaison with Caltrain. Served as key negotiator with Union Pacific for acquisition of railroad corridors (25+ miles), including the BART Extension corridor, and for operating rights. Urban Planning and Transit -Oriented Development, Santa Clara County Valley Transportation Authority (VTA), Santa Clara County, California: Extensive experience in urban planning, land use studies, and joint development. Managed land use and development plans for VTA-owned property and other property adjacent to VTA rail stations. These efforts included station area concept plans and market assessment studies. Also negotiated joint development agreements with private developers. DMJM HARRIS I A[COM Firm IMCA Education Bachelor's of Science/1975/School of Journalism, University of Oregon Affiliations Fort Lewis College President, Board of Trustees, Durango, CO Denver Human Services Board of Directors Denver, CO Public Relations Society of America, Colorado Chapter Member Denver CO Urban Peak homeless and urban youth program Trustee, Denver, CO Years of experience 30 Tom Schilling Public Relations Thomas R. Schilling, chief executive officer of InterMountain Corporate Affairs, has more than 30 years of combined experience in daily journalism, government service and public affairs management. With a unique, multi -disciplinary approach, Tom teams with executive -level management to manage issues and controversial projects. FasTracks Public Outreach/Public Information for Regional Transportation District, Denver, Colorado: Subcontractor on Strategic Communities Partners team that provides overall management of public relations, community outreach and intergovernmental coordination for FasTracks planning, design and construction. 1-70 East Environmental Impact Statement for Colorado Department of Transportation, Denver, Colorado: Oversee community outreach, media relations and intergovernmental relations for project focusing on improving one of Denver's busiest highway corridors between downtown and Denver International Airport. Involves a number of Latino and African American neighborhoods. East Corridor Environmental Impact Statement for Regional Transportation District, 2003-present. Manage community outreach, media relations and intergovernmental relations for mass transit FasTracks corridor project, linking downtown Denver and Denver International Airport. Denver, CO. Fort Collins Transportation Plan Update, Fort Collins, Colorado: Oversaw messaging and media relations for update of city's transportation plan. Northern Colorado Truck Relocation Study, Phases 1-11, Fort Collins, Colorado: Oversaw media relations and messaging for controversial feasibility study designed to identify strategies for inducing truck traffic to remain on 1-25 instead of traveling through downtown Fort Collins, based on voter initiative. Fort Collins, CO. Gold Line Environmental Impact Statement for Regional Transportation District, Denver, Colorado: Manage media relations and assist with intergovernmental relations planning for FasTracks mass transit corridor linking downtown Denver and Wheat Ridge & Arvada. Denver, CO. 1-25 South Corridor Design for Colorado Department of Transportation, Denver & Douglas County, Colorado: Oversaw media and community relations for corridor design project between Lincoln Avenue and Castle Rock in Douglas County. . Northwest Parkway Public Highway Authority launch and design, Broomfield, Colorado: Oversaw media, community and intergovernmental relations during the design, construction and operational phases of the public tollway Broomfield, CO. 1-70 Mountain Corridor, major investment study and programmatic environmental impact statement for Colorado Department of Transportation, Denver & Mountain Corridor, Colorado: Oversee communications for NEPA-based planning for regional interstate corridor serving Rocky Mountain resort communities. C-470 Corridor Environmental Assessment for Colorado Department of Transportation, Denver, Colorado: Coordinated media relations and intergovernmental communications for EA between 1-25 and Kipling Parkway. Colorado Boulevard Drainage Design, for City of Idaho Springs and Colorado Department of Transportation, Idaho Springs, Colorado: Developed and implemented public outreach for planning and design of drainage project affecting both residential and commercial centers of Idaho Springs. DMJM HARRIS I AECOM Bob L. Peskin, PhD Budget / Financial Management Education Bob Peskin is a nationally recognized expert in transportation financing, planning, and management. PD, Civil Engineering He has over 30 years of experience serving public transportation agencies, local governments, (Transportation) planning agencies, state departments of transportation, Amtrak, and the US Department of Northwestern University Transportation. Robert pioneered analytical methodologies in the areas of transportation financial 1977 planning, analysis of transportation infrastructure capital needs, and operating & maintenance cost MS, Civil Engineering modeling. His work focuses on the application of quantitative information to support transportation (Transportation) decision making. Northwestern University City of San Francisco Controllers Office: Developed baseline financial plan to support the Transit 1975 Effectiveness Project, a comprehensive examination of the transit services delivered by the San BS, Civil Engineering Francisco Municipal Transportation Agency. Managed the development of resource build-up operating University of Maryland and maintenance cost model, which examined costs by management center and by object class and 1973 for labor costs, by position. Developed a 30-year sources and uses of funds analysis that integrated Dr. Peskin completed projections of expenses and revenues, both capital and operating. Worked with the Chief Financial KPMG Peat Marwick Officer to identify funding sufficient to support projected operations. Identified funding shortfall to courses in Prospective support expanded infrastructure renewal program. Testified on the capital funding shortfall before the Financial Reporting and Mayor's Revenue Panel, which is examining alternative funding sources. Performance Auditing. South Florida Regional Transportation Authority: Developing a financial plan for regional public He attended the Chicago transportation projects that will be advanced by SFRTA. Will explore alternative funding and financing Transit Authority Technical approaches in the context of on -going planning in Miami Dade, Broward, and Palm Beach Counties Institute. and by FDOT. Will examine alternative project priorities and staging in the context of comprehensive Articles review of intraregional travel demand and with respect to existing revenue streams and potential new "Transit Privatization in sources of funding. Denver: Experience in the First Year", "Transit Northwest Indiana Regional Planning Commission: Developed a financial plan for a proposed Privatization in Denver: Regional Bus Authority. Interviewed three municipal fixed route bus operators and four demand Experience in the Second response operators. Estimated operating, capital, and transitional costs. Examined alternative Year", "Methodology for dedicated funding sources. Met with RBA Board members to discuss findings. Projecting Rail Transit Washington Metropolitan Area Transit Authority: Developed a financial plan for proposed bus rapid Rehabilitation and transit and streetcar alternatives for the Pike Transit Corridor, which runs along and near Columbia Pike Replacement Capital in Arlington and Fairfax Counties between Pentagon City and Skyline. Examined potential new sources Financing Needs" of funding, including tax increment financing, benefit assessment districts, parking tax, and tolls on "Development and Testing existing arterial streets and bridges. of a Cost Allocation Based Cost Estimating Method," Washington Metropolitan Area Transit Authority: Developed a financial plan for proposed bus rapid and "Use of Productivity transit and streetcar alternatives for the District of Columbia Surface Transit Alternatives Analysis. Measures in Projecting Examine potential new sources of funding, including tax increment financing, benefit assessment Bus and Rail Transit districts, parking tax, and tolls on existing arterial streets and bridges. Operating Expenditures" Georgia Regional Transportation Authority: Prepared a long-range sources and uses of funds Years of experience analysis for the Regional Transit Action Plan. This analysis examined alternative implementation 30 schedules and dedicated funding sources to support the new express bus and bus rapid transit projects in the Atlanta region and projected funding shortfalls for existing and planned expansion of MARTA bus and rail services. Applied the AECOM Consult financial analysis model which integrates annual projections of expenses and revenues, both capital and operating, and permitted rapid examination of alternative project implementation schedules and dedicated funding levels. Georgia Regional Transportation Authority: Evaluated alternative local dedicated revenue sources to fund highway and transit improvements in the GA-400 corridor in the northern portion of the Atlanta region. Prepared a financial sketch planning model and facilitated a meeting of regional technical planning staff to recommend a mix of new funding sources to meet projected transportation funding needs across three regional alternatives. Prepared a report documenting this exercise and supported the implementation of a financial sketch planning model for application on the project website. San Francisco Bay Area Rapid Transit District: Developed a long-range financial planning model for the BART that integrates projections of expenses and revenues, both capital and operating, and permits rapid examination of many policy options available to managements including the selection, prioritization, and scheduling of capital projects; level of transit service; pricing, including fares and parking fees; and structure of financing. Initially applied the model to support a Board of Directors DMJM HARRIS I Al-COM Bob L. Peskin, PhD (Continued) retreat during which recommendations for fare increases and parking charges were discussed by and later adopted by the Board. Developed user -defined input screens to simplify application of the model by BART staff. Metropolitan Atlanta Rapid Transit Authority: Developed a state-of-the-art financial planning model and evaluated the capacity of MARTA to continue to expand bus, rapid transit, and paratransit services in the Atlanta region. Projected continuing capital rehabilitation and replacement costs. Examined alternative approaches to resolving a structural deficit in the operating budget. Evaluated the effectiveness of innovative financing approaches for the procurement of rolling stock. Routinely briefed the Board of Directors and a distinguished advisory panel of business and community leaders Trained staff in the application of the financial planning model. New Orleans Regional Transit Authority: Developed a financial plan to resolve the RTAs historic financial and cash deficit. Assisted RTAs management in the development of an action plan to address the financial and service shortfalls. Examined the impacts of a fare increase and capital funding plan to place RTA on a sound, long-term financial course. Directly assisted the Mayor as he personally lobbied City Council members for a fare increase and expansion of the RTA sales tax base to include hotels. Worked directly with the Mayor's office and City Council to assure the implementation of the plan, and explained the plan to the press and public. Partially as a result of this work, City Council approved a fare increase and expansion of the RTA sales tax base. Orange County (CA) Transportation Authority: Developed a sources and uses of funds spreadsheet to analyze the financial feasibility of alternative transportation investments. Structured the model to reflect the multi -fund structure of OCTAs accounts. Modeled bus fleet replacement and expansion costs. Examined the implications of uncertainty with regard to inflation, interest rates, costs, and transit ridership through the application of @RISK software. Greater Cleveland Regional Transit Authority: Conducted a cash flow analysis for the Cleveland Dual Hub Corridor Study. Applied a state-of-the-art cash flow analysis spreadsheet. Integrated projections of expenses and revenues, both capital and operating. Examined alternative implementation schedules and financing mechanisms. Addressed opportunities to apply flexible funding opportunities permitted under ISTEA. Mid -Ohio Regional Planning Commission: AECOM Consult prepared the Financial Analysis Methodology Report and Financial Analysis Results Report for the Columbus North Corridor Alternatives Analysis, a study of busway, light rail, and commuter rail alternatives in the existing rail corridor north of downtown and passing near the Ohio State University. The analysis included the development of a state-of-the-art cash flow analysis spreadsheet that enabled rapid evaluation of alternative policy and risk variables in the financial analysis, including project cost, project implementation date and phasing, Federal participation in funding, state and local participation in funding, maturity and interest rate of debt instruments, use of bond and/or lease financing, implementation of supporting feeder bus service, fare levels, Inflation rates, and growth in dedicated sales tax. The cash flow analysis model developed presentation graphics in both tabular and graphical form, including the following key reports, including annual projections in base year and inflated dollars and 20-year totals (pie charts): sources and uses of funds before financing, sources and uses of funds after financing, debt service, dedicated funding, and coverage ratios, detailed uses of funds, detailed sources of funds, and financing costs and bond & lease proceeds. Tri-County Metropolitan Transportation District of Oregon: Performed independent review of Tri-Met financial plan for proposed South -North light rail line. Conduct risk analysis of financial plan using @RISK software to address uncertainty in dedicated revenues, ridership, and costs. Central Florida Regional Transportation Authority (LYNX): Prepared the financial plans for the Draft and Final Environmental Impact Statement (FEIS) of the Central Florida Light Rail system. The study investigated a range of light rail alternatives for the locally preferred alternative (LPA), including station location and alignment locations in the International Drive area and in downtown Orlando. Supported LYNX in its negotiations with federal, state, and local funding partners and refined the financial plan. The refined plan was based on alternative funding and financing strategies as well as more detailed assumptions regarding capital costs, project implementation, ridership, operating plans, and operating costs. DM)M HARRIS ( AECOM Skip Mad Construction Contract Administration and CDOT Coordination Education Skip has extensive experience in civil engineering, including nearly 29 years in planning, design, and BS/1984/Civil Engineering construction with the Colorado Department of Transportation. He Is a highly experienced manager University of Colorado with an extensive background in directing projects to acceptable and definite conclusions. Additionally, since retiring from CDOT in 2003, he has assisted many agencies in constructing major arterial FHWA Stewardship improvements. Colorado Asphalt Paving Association Workshops As a Colorado Department of Transportation Resident Engineer and Program Engineer, Skip was Rocky mountain Concrete responsible for more than 70 projects related to transportation infrastructure improvements, valued Institute Workshops at over $250 million with a staff of up to 50 engineers, technicians, and support personnel. His Hazardous Materials - project involvement included authority over concept, budget, planning, design, and construction. His 40-hour and Supervisory project experience has included complex multi -phase interstate construction, urban interchanges, Certifications reconstruction, resurfacing, noise barriers, signalization, landscaping, major and minor structures, hazardous waste remediation, local agency enhancements, safety improvements, and all phases Registration of public involvement and environmental clearances. He successfully facilitated effective working PE/1985/Colorado relationships with federal, state and local government agencies, and public and private sectors. Registration No. PE-23562 1-25/1-270/1.76/US 36, Douglas County, Colorado. Interchange -Oversight and management of six Years of experience major design and construction packages at over $100 million, including construction of the extension 24 of SH 270 from I-76 to 1-25, reconstruction and widening of 1-76 from York St. to 1-25, reconstruction of York St. from 1-76 to 1-270. Twenty five bridges, two of which were over 2000 feet long, sound walls, mse walls, soil nail walls, concrete and asphalt pavements. US 36 HOV Direct Connect, Colorado: Oversight and management of five major design and construction packages at over $70 million for over five miles of US 36 with five major interchanges to provide a direct connection of east and westbound HOV/bus lanes between 1-25 and US 36 and adding continuous acceleration /deceleration lanes between interchanges. 1-25 Reconstruction, Douglas County, Colorado: Oversight and management of the design and construction of 1-25 from 1-70 to US 36, including bridges over 58th Avenue, 62nd Ave. and BNRR tracks. 16 lanes of concrete pavement including exclusive HOV lanes. These major projects were coordinated with the design and construction of 1-25 from 20th Avenue to 1-70 and the design and reconstruction of the 1-70 viaduct. 1-76 Construction, Colorado: Oversight and management of the design and construction of 6 miles of new Interstate highway at over $150 million which included six major interchanges, including at 1-70 and at 1-25 and over 50 major structures between over twenty different concurrent and overlapping packages. This four lane interstate was designed to accommodate a future widening to six lanes and was built over and around Clear Creek and several large, contaminated landfill areas. i HARRIS I A] COIN Mark Perez, PE Design -Build Procurement Development Education Mark is a project executive with extensive management experience. He has successfully led public MS/1988/Engineering agency and consultant organizations engaged in the development and execution of major transit Management, University of and infrastructure projects. A client -focused professional, he has the demonstrated ability to oversee Southern California the creation of value -driven designs that deliver high -quality facilities at the lowest feasible cost. Mr. Los Angeles Perez is an adept strategist with an optimal combination of technical, financial, and business acumen. He knows how to collaborate with stakeholders to create effective performance -based partnerships, BS/1980/Construction and he is skilled at negotiating contracts and consultant agreements that delineate technical scope, Engineering, California constrain financial and performance risks, and take full advantage of contract incentives/disincentives. State Polytechnic University, Pomona Sprinter Light Rail Project, North County Transit District (NCTD), San Diego County, California: Project manager responsible for engineering services during construction of a 22-mile, $500 million Transportation Leadership diesel light rail project. The project involves rehabilitation of a BNSF branch line; a new 1.7-mile loop & Management Program alignment on virgin right-of-way to serve the new Cal State campus in San Marcos; five new major University of California Los bridge structures with spans ranging from 100 to 400 feet; a new bike path along the entire ROW Angeles from Oceanside to Escondido (and several minor associated structures); 15 new stations, many with Certified Professional small pedestrian bridges and overpasses; and a new maintenance shop and yard to be located at the Contracts Manager eastern terminus of the project in Escondido. (2008/2008/DMJM Harris) National Contract Los Angeles County Metropolitan Transportation Authority, Los Angeles, California: Responsible Management Association for program direction and integration of Metro's planning, design, and construction execution (NCMA) approach for its current $1.8 billion capital program (including both light rail and bus rapid transit). Certified Quality Engineer Involving over 180 consultant engineers, planners, and architects, this program was successfully American Society for planned, environmentally cleared, designed, contracted, and made ready for construction within 30 Quality (ASO) months, with significant cost reduction. Negotiated comprehensive agreements with jurisdictional Certified Cost Engineer agencies, utilities, and third parties to ensure rapid execution of large-scale projects. Developed Association for the alternative strategies and collaborative agreements with local agencies to rapidly execute new Advancement of Cost projects. This included concurrent design and construction of a downtown Los Angeles freeway Engineering (AACE) realignment, a light rail aerial crossing, and city street improvements that were executed without Certified Value Specialist disruption to one of the nation's busiest vehicle corridors. Assisted the CEO with the initiation of Society of American Value operations for a new California state agency, the Exposition Light Rail Construction Authority, which Engineers (SAVE) is responsible for planning, design, and construction of the $1.4 billion Mid -City Exposition Light Rail Registration Project to Santa Monica. (2006/2010/NA) PE/2003/California Metro Red Line, Los Angeles County Metropolitan Transportation Authority, Los Angeles, Registration No. 4333 California: As director of program management, transit planning, and construction, directed project (Industrial) management staff responsible for completion of the $1.7 billion Hollywood subway project, bringing PE/1996/Arizona, Registration No. 30033 it within revised budget and schedule commitments. Implemented project management changes to (Industrial) successfully complete the agency's first federal transit project ($1.3 billion Red Line subway extension to North Hollywood) within the original budget and six months ahead of schedule. This included value Affiliations engineering, cost mitigation, and constructibility analyses to save over $100 million. (2000/2000/NA) Design -Build Institute of America (DBIA) Los Angeles County Central Jail Facility, County of Los Angeles, Los Angeles, California: Senior project manager and construction manager for $400 million institutional facility. Principal manager Years of experience responsible for multiple design, professional services, and construction contracts associated with 34 the planning, design, and construction of the central jail facility, a high rise maximum security jail, hospital, and power plant. Managed the design development and prepared an innovative contract bid packaging that allowed critical construction work to proceed concurrently with design approvals for the project's hospital component. Conducted the bidding and award, and directed the construction management team, supervising site remediation, seismic retrofitting, and the successful completion of all new facilities. Yanbu Industrial City, Saudi Arabia: Principal planner responsible for planning, project control, scheduling and field coordination of multiple design and construction contractors to ensure completion of critical facilities for the $15.8 billion infrastructure program creating an industrial city. Managed budgets, contract interfaces, delays, change orders and overall coordination of over 60 design and construction contracts requiring over 4,000 construction personnel and billings exceeding $200 million per month. Civil Infrastructure Projects: Project control engineer responsible for resource planning, estimating, cost schedule analysis, and field coordination of major engineering and construction projects. DMJM HARRIS ( AI COM Brent Ogden, PE, TE, PTOE Fleet and Operations Education Brent is an innovative transportation planner and conceptual designer with extensive experience M.Arch/1977/Architecture in a wide variety of projects. A registered civil and traffic engineer; he has managed complex University of California multidisciplinary transportation planning studies, including multi -modal corridors, intermodal facilities, Berkeley highway projects, and statewide corridor planning efforts. He has followed many of these projects through the engineering phases to final design. His particular talent is the examination and evaluation BS/1973/Civil and of issues from a broad perspective that marries the overall planning issues with a detailed knowledge Geological Engineering, of engineering design. He has extensive experience managing high -visibility projects, which have Princeton University included presentations to public groups, elected and appointed officials, and technical committees. Registration Trained in civil engineering, he also has a professional degree in architecture. An acknowledged PE/1985/Arizona expert in light rail transit and grade crossing safety, Registration No. 18773 Bus Rapid Transit Design Criteria, Utah Transportation Authority (UTA), Salt Lake City, Utah: (Civil) Principal in charge for development of a BRT design criteria for UTA. The design criteria addresses PE/1980/California all aspects of BRT planning and design, including running ways, stations, vehicles, and systems. The Registration No. 32017 design criteria will be used by UTA to guide the development of three BRT projects currently underway (Civil) The design criteria is being assembled in an interactive fashion, including a workshop bringing PE/1 981 /California involved agency officials and transit design professionals currently active on BRT projects in Utah Registration No. 1391 together for review of issues and approaches. (Traffic) PE/1996/Utah, Registration Santa Clara -Alum Rock Conceptual Engineering, Santa Clara Valley Transportation Authority No. 327695-2202 (Civil) (VTA), San Jose, California: Technical advisor to the project team responsible for development of PTOE United States conceptual engineering for bus, enhanced bus, streetcar, and light rail transit options for a congested Registration No. 1182 segment of Santa Clara and Alum Rock in downtown San Jose. The enhanced bus alternative represents the initial stages of development of a bus rapid transit type upgrade of the existing Line 22 Affiliations operation along the Santa Clara Street and EI Camino corridor in Santa Clara County, which is the most American Society of Civil heavily used line in the system. Due to the corridor constraints, considerable mixed -flow operations Engineers (ASCE) were included in the alternatives. A comprehensive, in-depth evaluation of the options was developed Institute of Transportation that addressed parking impacts/mitigations, traffic and circulation impacts, and transit operations Engineers (ITE) Fellow and performance measures. One of the unique outcomes of the analysis was the finding that the bus - Chair, Traffic Engineering option would have greater capacity than some of the more "devolved" rail solutions (e.g., "streetcar"); National Committee as a result, the VTA has advanced the enhanced bus along with the most promising rail option for 102-02, "Jurisdiction and further project development. Warrants for Railroad Grade Crossings" Bay Area Regional Rail Plan, Metropolitan Transportation Commission, Oakland, California: National Committee on Project manager for Year 2050 vision plan for regional rail in Northern California. The plan addresses Uniform Traffic Control a wide range of interrelated themes, including the ultimate build -out of the BART system; the future of Devices (NCUTCD) conventional railroad services, either operating on existing freight rail lines or on separate dedicated Member. Railroad passenger trackage; high-speed rail alignments to access Bay Area centers and potential "regular Committee overlay" services operating on high-speed routes; improvements needed to accommodate goods movement by rail in conjunction with expanded passenger operations; and potential short -haul freight Years of experience by rail to serve inland ports and terminals. A major outreach effort was conducted with the public, 35 transportation officials and local governments in an effort to provide solutions that address regional needs consistent with local policies and concerns. \ Downtown Mountain View and Palo Alto Transit Centers, Santa Clara Valley Transportation Authority, California: Project manager for two transit centers. The Mountain View transit center provides parking and bus interface to the Caltrain commuter line, as well as the end -of -line station for the Tasman LRT project. The project, which won an award from Caltrans for outstanding transit design, was constructed while on -going operation of the Caltrain commuter service was provided along with pre -revenue operation of the LRT. The Palo Alto transit center serves as a hub between VTA and SamTrans bus operations, as well as an intermodal link to the Caltrain commuter rail at the historic depot immediately adjacent to the bus transfer center. Transit Cooperative Research Project D-11, Design, Operation, and Safety of At -Grade Crossings of Exclusive Busways, National Academy of Sciences, Washington, DC: Member of the review panel overseeing the preparation of a state-of-the-art report to provide guidance to traffic engineering and transit professionals for efficient and safe configuration and operation of exclusive busways. The project includes a review of existing practices worldwide, evaluation of the current state of the practice, and site visits to operating facilities as sources of information from which the guidance DMJM HARRIS j AFCOM DMJM HARRIS I AkC0M. March 10, 2008 To Whom It May Concern Please accept this letter along with my highest recommendation for R.A. Plummer. I have had the pleasure to work with R.A. on several occasions over the past nine years. Each project and assignment was managed well and the product was delivered at the very highest quality on each occasion. My most recent experience with R.A. has been with developing a prototype performance measurement program for the City's Transportation Group. R.A. is an exceptional project manager and brings both Engineering and Planning expertise to any task. He has shown time and again that he will deliver the highest level of customer service and professional capabilities. He is also very skilled in dealing with staff, the public, key stakeholders, and Boards, Commissions and Councils. I have worked with R.A. on very complex, controversial projects and issues and have had successful outcomes on each occasion. Please give R.A. your strongest consideration for any transportation -related project. He is a proven leader with a winning record in Northern Colorado. I hold him in very high regard and recommend his abilities without reservation. Please feel free to contact me should you have questions or wish to discuss in depth R. A.'s work for the City of Fort Collins. Regards, Mark A. Jackson, AICP Transportation Group Director City of Fort Collins PO Box 580 Fort Collins, CO 80522-0580 (970)416-2029 mjackson@fcgov.com DMJM HARRIS I AFCOM DMJM HARMS Project Understanding & Scope DESIGN -BUILD Judy 9, 2008 Mr. Mark Mchalko, P.G. Vice President DMJM Harris 717 Seventeenth St. Suite 500 Denver, CO 80202 Subject: 2008 National Design -Build Awards Competition Dear MMolraiko� Congratulations! 1-70/L-470 Fhvby bmerchange Complex is a National Design -Build Award winner. As such, you will have two tremendous opportunities at the 2008 Design Build Conference & Expo. Nov. 3-5 at the Mandalay Bay Resort & Casino in Las Vegas. First, DBIA will recognize your project at An Evening of Entertainment and Celebration, DB1A's annual awards dinner Nov. 3. We hope that representatives of your design -build team will attend. Full details, including ticket and table purchase information will be sent under it different cover. Second you may develop a 30" X 40" mounted poster to highlight your award -winning design -build project. The poster will he identified as an "award winner" and displayed during the conference.* As this is for planning purposes only, lease make no formal announcement or your trri eat award until after the Nov. 3 awards dinner. But please share this information with your owner and other members of your design -build team. Please review the attached Award Acknowledgement Form to verify that our records are accurate and to make any necessary corrections or additions. Also indicate your desire to be part of the DBIA Education Program during the conference on the Poster Sessions furor. Fax all forms, with any updates, to Stephanie Zvonkovidr at 202-682-5877 by Friday, Aug. 24, 2008. DBIA will use the information on the Award Acknowleelcement Form as the basis for the award announcement of the awards dinner and for its mrcoaration of Dresentatimn documents. so please make sure all information is accurate. Once again, congratulations. We look forward to seeing you at this year's conference Sincerely, 6— Walker Lec Gvey President Enclosure %i'Levf—, �p'7trlj.L-c�G-c_c..i�tr7 b� Qom.-coal-�/� K�-o�cPL DESIGN-BUHD Ih511101F OF MIKA 1100 li Stleel, 11.1v. • Suite 500 • Woshinglon, DA. 200055476 • Phone 202.682.0110 • lax 202.682.5871 DMJM HARRIS I AECOM 2� PUBLIC HIGHWAY AUTHORITY RECEIVED AUG 01008 Adams County, Arapahoe County, Douglas County, Cities of Aurora, Brighton, Commerce City, Thornton, and the Town of Parker, Colorado August 10, 2008 Mr. Steve McQuilken DMJM Harris 717 17th Street Suite 500 Denver, CO 80202 Dear Steve It is the pleasure of the Board of Directors and the E-470 Public Highway Authority staff to inform you of the Board's decision to present you with a Driving Force Award for the year 2008. This award will be presented September 11, 2008 at the E-470 Public Highway Authority office at 22470 E. 61h Parkway, Aurora, CO 80018 at the E-470 Board of Directors Workshop and Driving Force Awards Luncheon at 12 noon. You are welcome to attend the workshop which begins at 8:00 am. Please let Diane Lundquist at (303) 537-3737 know if you and a guest will be able to attend. Congratulations on your Award. Sincerely, David Casiano Chairman of the Board of Directors 22470 E. 6th Parkway, Suite 100, Aurora, Colorado 80018 (303) 537-3470 FAX (303) 537-3472 DMJM HARRIS I Al -COW, FASMACKS 1°� KAr#Ftill 1900 Broadway, suite 700, Denver, CO 80202 phone 303.299.6990 April 9, 2008 To Whom It May Concern: Over the past 5 years, I have had the opportunity to work with K.A. Plummer on the East Corridor EIS, a complex $15 million, 24-mile commuter rail project linking downtown Denver with the Denver International Airport (DIA). This project is extremely important to the Regional Transportation District as it will bring into fruition a long -sought desire to connect downtown Denver and the rest of the metro region with rapid transit service to the airport. The constituent base potentially served and impacted both by the project varies from the inner city's most impoverished low-income minority neighborhoods to burgeoning multi -billion dollar green field developments near DIA. R.A.'s skills in developing creative and insightful strategies to address concerns across this range of stakeholders were instrumental in developing and establishing the trustneeded to successfully achieve consensus on a number of controversial elements throughout the course of this challenging project, In addition, I would like to commend R.A. for excellentperfntriance as demonstrated by his ability to successfully balance differing political agendas, provide responsive service, and deliver high -quality work products. Through his direction, sound planning and technical solutions for file District's transit needs in the )last Corridor were developed and effectively communicated to all levels of government, from local to Federal interests. R.A.'s breadth of knowledge and expertise spanning both planning and engineering endeavors, combined with his communication abilities, represents a rare and invaluable assetin managing these kinds of complex projects. I welcome the opportunity to highly recommend R.A, Phutmner and would encourage anyone who wishes to do so to contact tine at 303/299-2366 with any requests for further information. Sincerely, rke Turner, AICP RTD Project Manager East Corridor EIS wwwrtd-hastracks.com DM1M HARRIS I A[COM March 31, 2006 Mark Mchalko, Pl DMJM I -lams 717 17"' Street, Suile 500 Denver, CO 80202 Dear Mark This letter is to commend DMJM Harris and their Ports to Plains Team for the excellent work and service they provided in developing the Corridor Development and Management Plan (CDMP) for the Ports to Plains Corridor. In particular, the DMJM Harris Team worked very well to listen and respond to input from the 4 states, local communities and business interests along the corridor as they developed the CDMP. DMJM Harris was always responsive to the questions and needs that arose during the development of the CDMP and always made the effort to meet with community leaders along the corridor. We have worked with different consultants on various projects fen Ports to Plains, but your learn understood the essence of the project the best of anyone to date. ']'flat nnakes the final project much more useful to otv coalition. Perhaps the best result of DMJM Harris' efforts was the credible plan to implement improvements along the corridor- The results were developed professionally, communicated in a very understandable roamer, and were objective - identifying both the benefits and trade-offs or risks associated with the rcwnnnendations. This plan was used as pail Of our coalition's eflbrt in working with the US Congress in obtaining priority funding for the Ports to Plains Corridor. We continue to use it today as we work with the state departments of transportation and private industries seek additional funding. It is without hesitation shad ] recommend DMJM ]saris fiir a sinniler project. 1 am certain their approach, and more importantly the expertise and integriqIhcir professionals bring, are the precise nnix necessary to develop a unique, objective and achievable plans ]'or any corridor they are serving Sincerely, i. Michael Reeves President DMJM HARRIS ( AI=.COM April 7, 2003 T f"El 1, bw* ,, Alan R. Eckman -I urnm Collie & Braden Inc. 999 1 %th Strect, Suite 1500 Denver, CO 50202 Dear Alan: 7200 S. Afw,n VJag Soite 4 W ana„or,tmao112 Ml On behalfof everyone at the T iausportation Expansioo (f-REX) Project, we'd like 1e33s7.860 rnnne to thank you for vom hard work and dedication in designing portions ofthc R1.67 Tao, 2san,s ra, billion highway and light rail improvement project along the Southeast Con idol of vrv,wucxprojca'\»'T' I-25d 225. Never before has a multi -modal project of this scale been attempted in Colorado. Your team faced significant challenges ill transforming the vision of'f-REX into realily. Gash challenge was met with an equal amount ofdetenninntion and innovation, both of which have allowed the Plgic(:l to progress at an incredibly rapid pace. As design nears completion, we would like to take Ihis opportunity to personally thank you for your participation on the'1--REX project. Your dedication to the project has contributed to delivering a high -quality product of which we all can be proud. We also want to recognize that this effort was made it considerable personal mcritice and we are truly appreciative of that effort. Fully on, we established a Design'fcam Charter that committed the entire T-REX team to work together to successIolly design and construct our project by agreeing to open communication, mutual respect, trust and cooperation at all levels. The Specific goals established for safely, cost, SdM1111C, quality, conslruclibility and teanmoik have been filet by Ibis dcsign team. Most of all, we have thoroughly enjoyed \vorkiltg with you and the entire dcsign staff is achieving [lie successful completion of this phase of'I-REX. Congratulations and thank you again for yom hard work and significant contributions. We have been fortunate to have such qualified and talented designees collaborating on this protect, and the public will be well -served by the hansporlation inlinstruclurc imagined by you and the calire project design teaul. Aclr/zen en@,rseAmnvnunitp "orm...P/Ojev lerl Lytle Since]cly, ron>binedeflogy a(IF,e I-nlnclUo UplIII I !o Klr/ralmn 3 ]t J f„((I)„(,CSI ),IP(r 5()n/IOi�nll II I �R�.t [.��.�� �)it/�il/taSll �' �}i. i- t � �fv...Vi n+3v)n. /l,:n us tx(,Pn,»I•nll,r . faul'C11CC R. Warner Richard I-, Clarke A'V.i-J. (Rill) M irplly IInn3y'(,II (IIIJII, OttL t�l'/,Ill 1 rojeel Director Deputy Yroleet Director Project Manager nun,e,on3 <nunls.te'eS "" ( I-Itl'.X I -RI:X Solllllcast CorridolConstructors jmiXiiaians. DMJM HARRIS I AP.COM TATE_OF COLORAD DEPARTMENT OF TRANSPORTATION Region I Con$tfUCtion _ UT 352Inverness Drive South, Suite K Englevood, Colorado 80112 Phone (303) 790-1020 ^^ Fax(303) 790�1037 February 24, 2003 Mr. Steve McQuilkin DM.IM+HARRIS 717 Seventeenth Sweet Suite 500 Denver, CO. 80202 Re: US 85 Project No. IM 0252-323 Subaccount12524 Dear Steve. I would like to take this opportunity to recognize DMJhd+HARRIS for their design efforts on the US 85 Project for CDOT Region 1. 1 served as Project Engineer on this project from the design phase through construction, which was recently completed in October of 2002. 1 found the DM.IM+HARRIS team to be responsive to the needs of CDOT during both the design and construction phase. The construction documents, plans and specifications were well preparecl, easy to read and contained few, if any discrepancies. The Town of Castle Rock requested several changes during design and construction and DMJM-I-HARRIS was very responsive in making design changes and resubmitting plans in a timely manner in order to meet the needs of the Town and the Contractor schedule. The construction of the project was very successful and was completed on schedule and within budget with insignificant change orders. I drank you for your efforts on this project and look lorward to the opportunity to work with DMJM+HARRIS on future projects. S incerC I), /' ✓a"! / 41)1.6 yr,-,- Michael Brenner, Project Engineer CDOT Region I DMJM HARRIS 1 AFCOM STATE OF COLORADO DEPARTMENT OF TRANSPORTATION Region Two - North Program OT 1480 Quail Lake Loop ����1 Colorado Springs, Colorado 80906 0 0 .off,-`„ (719) 634-2323 / Fax (719) 227-3298 April 7, 2003 RE: Circle/Lake - I-25 Interchange Project No. IM 0252-307 Subaccount 11933 To Whom It May Concern: I would like to take this opportunity to commend DMJ10+1-IARRIS and Figg Bridge Engineet:s for their efforts on the I-25 Circle/Lakc Interchange. The DMJM+1-1ARRIS team was responsive to the needs of CDOT and Was inSuvmental in the SuccesS of this project. ThiS included close coordination with numerous stakeholders surrounding this interchange complex. The DMJM+HARRIS and Figg Bridge Engineers would be a significant asset to any transportation project. Sincerely, 7 David Poling, P.E. Program Manager CDOT Region 2 Not Program DMJM HARRIS I A[COM STATE OF COLORADO DEPARTMENT OF TRANSPORTATION Region Two - North Program �T 1480 Quail Lake Loop Colorado Springs, Colorado 80906 uEPu fl-Nr OFOF Tflna (719) 634-2323 / Fax (719) 227-3298 April 7, 2003 RE: N. Nevada/Rockrimmon Interchange Project No. IM 0251-328 Subaccount 12934 To Whom It May Concern: The design team of DWMAIARRIS, including Figgl3ndge Lngincet:s, Inc., was contracted in August of 1999 to provide conceptual design and public involvement, preliminary design, final design, and construction contract documents for the North Neva(WRockrinunon Interchange with Interstate 25 in Colorado Sprines, Colorado. This interchange, estimated al S801v1 io $100m in construction, is one of the capaci1Y project s under design as part of I he Ell) vironmetit A Assess nnenI for 1-25 Corridor through El Paso County. I have been working with the DM.IM+HARRIS team over the last two years during which they have completed a very involved and comprehensive conceptual design and public involvement process and are nearin, completion of the preliminat_p design phase. They implemented a conceptual design process that effectively utilized CDO'I team members, sub consultants, and other CDOTconsultants to consistently apply the nrojcct goals and objectives. This process %vas key in identifying a Prefened Alternative that will provide a great improvement to a key interchange location along the I-25 Corridor. During the preliminary design phase of the project the design team has continued to refine the project_ The most notable accomplishment during this phase has been the implementation of a very detailed sit cture selection process. This has been key to the project goals e, this project is structure intensive, with an estimated $40M of brides and walls required The process provided an effective means to analyze, compare, and document several structme types, while considering overall cost, aesthetics, eonstructibility, durability, and maintenance. Key to this process was significant coordination with CDOT Region 2 staff, CDOT Staff 13ridge, the Union Pacific Raihoad, and the regional floodplain administrator. Sincerely, David Watt, P.L. Project Manager, Region 2 DMJM HARRIS j AK:OIA KEMA'K Project Understanding and Scope Our project approach is rooted in the basic premise of serving as a blended project management resource for the City's MAX BRT team to oversee and advise the City on the various tasks necessary to implement the project. The major project elements include Project Management, Project Controls, RAMP and Agency Coordination, Design and Construction, Fleet and Operations, and Public Relations. Our approach is structured to support the City's options of delivering the MAX BRT project either through a design -build or design -bid -build approach. Either way, the DMJM Harris team brings extensive local and national expertise to support these delivery methods. Our proposed project scope discusses the specific work elements in each area and is the basis for our cost proposal included in Section V This scope of services may be refined as necessary to best meet the City's needs, recognizing our intent to work as a partner with the City. A. Work Element 1- Project Management To address the day-to-day project issues, a full-time project manager (Steve McQuilkin) will be provided. Residing in the City offices, Steve will work closely with the City Program Manager (Kathleen Bracke) to deal with project issues as they arise on a real-time basis. Steve will coordinate bi-weekly with the consultant leadership team discussed in Section III and monitor overall project controls including scheduling, budgeting, quality management, document control, and risk management. In addition, on a monthly basis, our project director (R.A. Plummer) will meet with Steve, Kathleen, and the City's Transportation Group Director (Mark Jackson) to discuss the project status, progress, and critical project elements. Also as part of the project management work element, Steve will prepare a monthly progress report that will summarize project progress based on budget expended/remaining, milestones met and anticipated next month, quality management, and on -going risk elements. These monthly reports will serve two functions. The first is to accompany the monthly invoices to the City and the second is to meet the federal reporting requirements. Meetings z Deliverables ► Bi-weekly Consultant Leadership Team (72 ► Monthly progress reports meetings) ► Monthly Management Team (36 meetings) B. Work Element 2 - Project Controls Project control elements serve as one of the most important responsibilities of the project management team. Monitoring quality, schedule, budget, and risk on a regular basis will ensure that the project schedule is maintained and critical issues are identified as soon as they arise to avoid delays. In addition, a project coordinator will maintain a hard copy and electronic document filing system to store and maintain project information. The system will be made accessible to all project team members from the consultant team and the City. Project control leads will meet with Steve and R.A. to discuss progress and issues prior to meetings with the City management. 1. Quality Management Although the project management consultant will not be responsible for quality control for the different consultants working on the MAX BRT program, we will be responsible for assuring that the different parties are following their quality control plans. Our quality management lead, David Chase, will oversee this element of the project. Using DMJM Harris ISO 9001 quality procedures, we will develop a protocol for how each consultant working on the project will submit documentation to assure quality measures are met during the length of the project. As part of this work element, we will work with City staff to develop an overall quality management program, perform quarterly quality audits throughout the duration of the project, and perform quality audits for specific project deliverables. The findings of the audits will be documented and provided to the City Program Manager. Any corrective actions required will be tracked and monitored until they are resolved. Meetings Deliverables ► Monthly Progress Meetings ► Overall Program Quality Management Protocols ► Quarterly Audit Reports (12) ► Deliverable Specific Audit Reports (6) DMJM HARRIS I AI COM Page - 2 2. Project Scheduling Consistent with FTA requirements, a detailed project schedule will be developed using Primavera P3. Our project scheduler, Frank Perricelli, will use the existing project milestone schedule that has been developed in Microsoft Project and convert it to a P3 baseline schedule. Once the baseline schedule is established, project progress will be tracked on a monthly basis in reference to the baseline project schedule. Frank will also work with the City staff to define detailed project scheduling requirements for all of the project team members. The scheduling requirements will become part of the deliverables for each consultant or contractor working on the project. As part of the scheduling requirements, each consultant or contractor working on the team will be required to submit a detailed schedule once their work begins that will serve as their baseline schedule. Then, each month, the consultant or contractor will submit a task by task summary of the work elements completed in that month explaining any deviations from the baseline schedule that was developed. On a monthly basis, we will provide a summarized project schedule update identifying project task progress and any potential schedule issues or concerns. This schedule can also be used to estimate earned value, cash flow analyses, and for making progress payments. Meetings Deliverables ► Monthly Progress Meetings ► Baseline Project Schedule (P3 format) ► Project Scheduling Protocols ► Monthly Project Schedule updates (36) 3. Budget/Financial Management Management of project budgets and finances will be monitored by the City. Our financial manager, Bob Peskin will be available to meet with the City staff to advise them on budget and financial issues. Monthly coordination calls will be scheduled so that we can coordinate with City staff. Meetings ► Monthly coordination calls (36) 4. Document Control Both a hard copy and electronic document control system will be developed for the project. The system will be based on DMJM Harris' internal ISO 9001 compliant project documentation system. The system tracks important project documentation including correspondence, quality audits, monthly schedule updates, major project deliverables, and monthly project budgeting reports, by assigning them a unique document control number. Hard copy project files will be maintained in the City offices and electronic documentation will be maintained such that it can be accessed by approved staff and professionals working on the project. Training will be provided for the system and a manual will be developed to assist City staff and other consultants on how to use the system. Deliverables / Project Documentation System Manual ► System Training (10 sessions) DMJM HARRIS I AFCOIW Page ^ 3 5. Risk Management Before the project begins, we will meet with the City staff at various levels including the Executive Management Team and develop a list of risk items. These risk items will then be entered into a risk register. Once the initial risk register is complete, our risk manager, Robert Rocco will facilitate a discussion with the City Program Manager and Transportation Director (Kathleen and Mark) to highlight potential risk elements and possible means of eliminating or minimizing the risk. The results of the risk assessment will be used to refine, as appropriate, future procurements, design -build contract agreements with participating agencies (e.g. railroads, utilities, etc.), and administrative procedures targeted at creating the optimum risk/cost balance for the City. We will also recommend a preferred project delivery method as an outcome of this analysis. This work element follows the general premise of the configuration management tasks identified in the Mason Corridor MAX Project Management Plan. Using the work that the City has already completed, a formal configuration change control procedure will be developed. This procedure will be included as part of the scope of work for future consultants or contractors and incorporated into the scope of other consultants that have already been hired. The risk register will be revisited on a monthly basis as part of the project progress meetings to monitor existing risk elements and/or others that may have arisen since the last meeting. >Meetings Deliverables ► Monthly Progress Meetings ) Initial Risk Register lo Configuration Change Control Procedure ► Monthly Risk Register Updates (36) C. Work Element 3 - RAMP and Agency Coordination Coordination activities with the various state, local, and Federal agencies, and consultants dealing with real estate acquisition and the Burlington Northern Santa Fe (BNSF) railroad will be coordinated through our RAMP and Agency Coordination Liaison, R.A. Plummer. Specific groups that require coordination efforts include the FTA, CDOT, PUC, the NFRMPO, local stakeholders, and City staff. Coordination efforts will be handled individually with each of these interests specific to their issues. An agency focused quarterly electronic newsletter will be developed summarizing the project progress and upcoming activities and will be e-mailed to each of the representatives of these interests. Our BNSF and right of way acquisition coordinators will assist the hired consultants as necessary to assist in the acquisition process. D. Work Element 4 - Design and Construction Our design and construction lead, Terry Gohde will oversee all design and construction related work elements. We have established a design oversight team with the specific expertise necessary to review either design plans or design -build packages as submitted. Working with the City Engineering Department, our design oversight team will review plans, specifications, and cost estimates for completeness and adherence to specific design standards. A comment resolution system will be developed to monitor and track comments until they are resolved. Regardless of whether the project is let as a design -build or design -bid -build effort, we will also provide administration services during construction to oversee the implementation of the project. As the individual projects are being designed we will attend design meetings to assure that they are reasonably phased for construction, the costs are reasonable, they are analyzed for potential cost savings and scheduled to maximize efficiencies in time and money. Using vast experience from complex urban design projects, we can assure that all facets of construction management, observation and materials testing are performed and documented according to requirements so DMJM HARRIS I Al-COM Page - 4 that the project is completed on time and within budgets. We will coordinate field staff, make field visits, attend regular coordination meetings with the City and with construction contractors, make recommendations on RFIs, disputes and contract changes and ensure that deliverables are timely and consistent with all requirements. We will assist the city in the development of design -bid -build or design -build procurement documents. Mark Perez will lead the effort working with City staff to develop the specific contractual language to successfully procure either a design build team or a contractor. As part of the engineering process, we will assemble and lead a value engineering study. The study will be conducted based on the 30 percent engineering plans before either a final design consultant or design -build team is hired. The value engineering study will be led by Tom Williams, and we will bring on various specialists from our project management team to conduct the 1-week study. A final report will be prepared listing the recommended changes for the project and whether or not they were adopted by the City. Throughout the development of the design or design -build phase, we will monitor cost estimates to ensure that the overall project budget is maintained. The cost estimate will be maintained in the specific cost categories maintained by FTA for their projects in the Small Starts program. Estimates will be updated at major design or design -build milestones and input into the template that is developed. E. Work Element 5 — Fleet and Operations Our Fleet and Operations Liaison, Jim Lightbody, will work closely with the City to assist in the procurement of vehicles and in overseeing the operations and testing of the MAX BRT system. We will work with the City to help identify other properties or agencies that are obtaining acceptable BRT vehicles to share an order with, if it saves time and money. In addition, we will work with Transfort staff to finalize operations plans and training programs for the people that will be operating and administering the system. Monthly meetings will be held with the Transfort staff to address fleet and operations related issues. Meetings ► Monthly Operations Coordination (36) Deliverables ► Meeting Notes Vehicle acquisition recommendation F. Work Element 6 — Public Relations Our Public Relations Liaison, Tom Schilling, will work closely with the City's public relations team to develop messaging for the MAX BRT program. We will also work with the public relations team as necessary to support marketing campaigns to explain and promote the MAX system. Semiannual newsletters will be developed for the public explaining the specifics of the system, how it will operate, when it will be open for service, and other pertinent information about the program. Monthly meetings will be held with the public relations team to discuss issues and determine strategies for communicating the program to the public. We will also provide information as necessary to support the City's MAX BRT web site. Meetings Deliverables ► Monthly Public Relations Coordination (36) ► Meeting Notes ► Semiannual Newsletters (4 at 20,000 each) ► Web site information DMJM HARRIS I AFCOIvf Page - 5