HomeMy WebLinkAboutRFP - P1144 MASON CORRIDOR PROJECT MANAGEMENT SERVICESityyy
Financial Services
MM
Purchasing Division
215 N. Mason St. 2i' Floor
F6rt
Collins
PO Box 580
Fort Collins, CO 80522
970.221.6775
P u rc h a s i n
970.221.6707
9
rcgov.c01711purchas;„g
ADDENDUM No. 1
SPECIFICATIONS AND CONTRACT DOCUMENTS
Description of RFP: P1144 Mason Corridor Project Management Services
OPENING DATE: 3:00 p.m. (Our Clock) September 5, 2008
To all prospective bidders under the specifications and contract documents described above,
the following changes are hereby made.
ADDITIONAL INFORMATION
01. How does the city handle the yearly rate increases for consultants on projects which
carry on from year to year? Are increases allowed and is there a cap on the amount?
For cost estimating and considering the "Not to Exceed amount", we are proposing an
estimate of cost for the PM position for about 2 1/2 years and an estimate of costs which
will include other team members. These team member's costs will be based upon
assumptions for the amount of involvement for their technical expertise and the
associated hours. Since we are not sure how involved or how much work will be
required, we can make assumptions and have them stated clearly so the NTE amount
will some reference. Does this sound reasonable and is this the intent of the RFP? Any
suggestions?
Al. Consultants should include their costing methodology for their services. The City has
used the Denver Boulder CPI yearly increase in hourly rates on other contracts.
Q2. Are federal funds being used to fund the Project Management Team contract?
If so, why is there a cost submittal with this RFP? Is it safe to assume that this could be
negotiated after selection?
A2. Federal requirements do apply; however, this is not a design contract so cost and
pricing can be considered. Cost is only one of the rating criteria. Proposer should return
the Certification on Lobbying with their proposals.
03. Are you expecting the Project Management Team to be on the ground in Fort
Collins for the duration of the project (10/08 to the end of 2011)?
A3. Yes - we need the PM to have a local presence either housed in our office or in their
own local office. The City is providing office space, desk, computer, phone, internet
connection for one/two primary members of the Project Management Team.
Q4. Is the Real Estate Management Plan (RAMP) consultant part of this team or will they be
hired separately? As such, what role will this team play in ROW
acquisitions/negotiations?
14. The project manager or team must have experience with Federal Transit
Administration and/or Colorado Department of Transportation/Federal Highway
Administration capital projects including all procedural requirements, regulations,
guidelines, and project reporting requirements.
15. The project management team must have experience with cost estimating related to
complex urban corridor and building projects. This experience should extend to
labor, material and production schedules to certify construction contractor estimates.
The project management team must be experienced with construction price trends
that affect urban infrastructure projects.
16. It is highly desirable for the project manager or consultant team to have relationships
with local organizations and authorities including Colorado State University,
Downtown Development Authority, and other community stakeholders.
17. It is highly desirable for the project manager or consultant team to have established
relationships working with the City of Fort Collins and/or Colorado Department of
Transportation and/or the Federal Transit Administration
18. It is highly desirable for the consultant team to have experience with the City of Fort
Collins development review and approval process.
19. It is highly desirable for the consultant project manager to have experience with the
City of Fort Collins standard General Conditions of the construction contract and
have demonstrated experience managing projects using these conditions.
20. It is highly desirable for the consultant project manager to have experience with local,
state, and federal governmental procurement rules, process and limitations.
21. The consultant team must follow the City of Fort Collins Capital Projects Manual.
The manual may be accessed electronically at:
http://citydocs.fcgov.com/?vid=10&cmd=search&scope=doctype&dt=CORRESPON D
ENCE&q=CAPITAL+PROJECTS
Project Schedule
The overall Mason Corridor project schedule calls for project manager selection to be
complete by October 2008. Design and/or design/build selection will occur in 4'" quarter
2008 with design and right-of-way acquisition complete by 2010. Construction is
planned to begin in 2009-10 and the BRT service is scheduled to be completed by the
end of 2011. (See Project Management Plan for more detailed schedule).
lll. Instructions to Consultants
A. Submittal Requirements
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008 (0
LAPORTEAVE F
'N MOUNTAIN OUNTAIAtN As
Iliwaa�a
W MULBERRY ST
WLAUREL ST
Figure 1. Project Area Map
Legend
MAX BRT
MAX Station
MAX Stop
Transit Center
P Park & Ride
E VINE DR I t
__i...../_..__S�'w.......
^ t
Y J
Y t A004
� y
J
r 6 r-4ureERRY ST
Project Location `
E PROSPECT
Fort Collins
W
E DRAKE RD i
r
3
w
N
O
7
p E NORSETOOTH RD i
U
W
J m
`L
N
E CONNTY
r'\ r
Maintenance Facility
Ki
w IN
N
0 25 5
wi Miles
D City of Fort Collins
a
d y
f
1
VI i �a`x
NI
Exhibit A
b
Mason Corridor MAX Bus Rapid Transit
Project Management Plan `'
August 11, 2008
PROJECT SCHEDULE
Environmental clearance for the project is expected in the fall of 2008. Right-of-way acquisition
will occur in 2009 and 2010, with a design build process to complete construction in 2010 and
2011. The MAX BRT service would begin operation later in 2011. The Project Summary
Schedule is depicted in Figure 2.
Figure 2. Project Summary Schedule
BEGIN OPERATION I I I
CFGA
LEGEND
= RR Negotiation Consultant Hired
- - -. - = Critical Path
PROJECT BUDGET AND FINANCING
..
4TH
QTR
2011
The total capital cost of the MAX BRT project is estimated at $74.19 million in Year of
Expenditure/2010 dollars ($69.39 million in 2007 dollars). To clarify previous concerns from FTA
staff, this cost estimate does not include any costs associated with the Mason
bicycle/pedestrian trail elements of the corridor, the Troutman Parkway bicycle/pedestrian
grade -separation, nor does it include any transit service operating outside of the MAX BRT
corridor.
The following discussion about capital requirements is based on the completed Preliminary
Engineering work to the 30 percent level (July 2007). This cost estimate information will be
refined at each design/construction review level.
Implementation of the MAX BRT will be confirmed in the Development Agreement\Construction
Grant Agreement between the City and FTA. The costs in Table 1 are based upon updated
Exhibit A
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (V
cost estimates resulting from the completion of preliminary engineering in 2007 and include a
30% contingency level.
Table 1. Project Budget, Year of Expenditure (Millions of Dollars)
MAX BRT
Project Cost
2008
2009
2010
Total
Final Design
$3.27
$6.08
$9.35
Real Estate
Acquisition, Permitting
$32.21
$26.95
$59.16
& Construction
Rolling Stock
$5.68
$5.68
Total Cost
$8.95
$38.29
$26.95
$74.19
Financing
The City is seeking capital funding for the project from several sources. Non-federal sponsors
will provide 20 percent of capital funds for the project; the City is seeking the remaining 80
percent from FTA's new Small Starts transit funding program. Capital funding sources are
described below and shown in Table 2 below.
1. Non -Federal Sources
It is important to note that the City of Fort Collins has already funded significant local monies for
the Mason Corridor from local Building Community Choices capital improvements funds. This
funding has been used to develop the Master Plan vision for the Mason Corridor, as well as the
Alternative Analysis report for the FTA New Starts/Small Starts program application process,
and to complete the PE phase of the project to the 30 percent level as requested by FTA.
The City is also using this existing local funding to develop the EA document for the MAX BRT
project. A portion of this local funding has also been used to purchase the land for the future
South Transit Center for the MAX BRT service. In addition, these local funds have been
leveraged with funds from the Colorado Department of Transportation and Great Outdoors
Colorado, to construct the new Mason bicycle/pedestrian trail.
The financial information included in this Charter demonstrates that the local matching dollars
needed for the MAX BRT project will be provided by the City as well as by committed funding
from the Fort Collins' Downtown Development Authority. The City will fund the completion of
the MAX BRT utilizing one of two options:
1. The City will identify a short-term re -purchasing agreement within it's internal investment
portfolio that will not fall beneath the outstanding balance of the project.
Exhibit A
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 __ (0
2. The City will fund a flexible repurchasing agreement with a third party financial institution
that will not fall below the outstanding balance of the project.
The City intends to supplement these existing local funds with state capital transit funding
approved by the Colorado Transportation Commission from Senate Bill 97-1 (SB-1) specifically
for the MAX BRT project.
The combination of the local (City & DDA) and state funding provides the necessary 20% non-
federal share of funding for the MAX BRT project.
2. Federal Government Sources
To supplement local sources, the City is seeking funding from the Federal Transit
Administration's new Small Starts transit program to implement the MAX BRT project.
Table 2 Sources of Capital Funds, Year of Expenditure Dollars (Millions)
Funding Sources
Funding Amount
FundingShare
FTA Small Starts
$59.35
80%
State SB-1 Transit Funds
$ 8.56
11.5%
Local Funds(City & DDA
$ 6.28
8.5%
Total
$74.19
100%
The State SB-1 and local funds are committed to the MAX BRT project, thereby confirming the
full 20% local funding requirement.
Funding sources for operations will remain unchanged from current funding sources, and will
consist of fares and fees, City General funds, and FTA formula funding.
PROJECT COMMUNICATION
The Planning, Development & Transportation Director, City Transportation Director, and the
Program Manager are responsible for briefing the Executive Management Team on a regular
basis on key matters related to the successful completion of the project. This will be
accomplished through quarterly meetings with the EMT. The City Manager, on behalf of the
EMT, will be responsible for all briefings to City Council on the project. The Executive
Management Team emphasizes the critical importance of proactive planning by Planning,
Development & Transportation Director, City Transportation Director, and the Program
Manager working with the EMT to successfully complete this project.
The Project Manager will be responsible for project organization necessary to sustain clear
communication among City Staff sub -teams, consultants, contractors and stakeholders
necessary to successfully complete the project.
PROJECT STAFFING
The Executive Management Team hereby commits the following staffing resources to the
successful completion of this project:
Planning, Development & Transportation Director Planning, Development &
Transportation Director
Exhibit A
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
Mr. Jeff Scheick serves as the City's Director of Planning, Development & Transportation and
he is responsible for executive level oversight of the MAX BRT project, including the MAX BRT
Project Team. Mr. Scheick will provide leadership to the Project Team, serve as a liaison to all
City Department Directors whose staffs are involved with the MAX BRT project, and serve as a
member of the Executive Management Team.
Transportation Group Director
Mr. Mark Jackson serves as the Transportation Group Director, which is comparable to a Public
Works Director role, for the City of Fort Collins. Mr. Jackson will be responsible for direct
oversight of the MAX BRT Project Manager and Management Team and assure effective
collaboration and resources are available throughout the various Transportation departments
involved with delivering the MAX BRT project, and serve as the liaison to the Executive
Management Team.
Program Manager
Ms. Kathleen Bracke serves as the Program Manager (PM) for oversight of the development of
the MAX BRT project, including the Preliminary Design and Environmental Assessment phases
as well as providing guidance for future phases of the project. Ms. Bracke is responsible for
project leadership and direction, including administration of schedules and budgets,
coordinating with other agencies on management and policy issues, representing the City at
public outreach activities for the project, coordinating with the Project Manager, and serving as
the liaison to the Transportation Group Director and Planning, Development, & Transportation
Director.
Project Manager
The Project Manager is responsible for all project control measures and the full implementation
of the MAX BRT project, including Real Estate Acquisition, Vehicle Acquisition and Operations,
Design and Construction, Public Relations and initiation of BRT service operations. The Project
Manager is responsible for direct management and operation of the project, including
compliance with schedules and budgets, coordinating with other agencies on management and
technical issues, establishing and coordinating public outreach activities for the project,
managing project consultants, compiling & distributing project technical and financial reports per
City, State, and Federal requirements, and directing all activities for successful completion of
the project. The Program and Project Managers shall have full authority to engage City
Staff and the consultants/contractors as needed to successfully complete the project
according to the scope, budget and schedule for the project, identified herein and as
amended.
Project Staff Organization
The MAX BRT Project Design Team includes representatives from almost every City
department or division.
The MAX BRT project is organized as a matrix — staff reports to the Project Manager through
the project chain of command to receive direction on project work assignments (what work has
to be done) and to their functional supervisors for direction on their technical performance (how
their work is done).
Exhibit A
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
Auqust 11, 2008
The following City staff is organized by sub -teams to complete the major work elements of the
MAX BRT Project:
Sub -Team I Project Staff
Executive Management Team
(EMT)
(Long -Term Financial Planning
ROW Acquisition (RAMP)
and Railroad
Planning,
Design and Construction
Operations
Public Relations*
Mark Jackson
Polly Bennett
Jeff Scheick
Diane Jones
Darin Atteberry
Mike Freeman
Wendy Williams
Marlys Sittner
Kathleen Bracke
Kurt Ravenschlag
Kathleen Bracke
Helen Matson
Pat Rowe
Paul Eckman
Carrie Daggett
Helen Migchelbrink
Helen Migchelbrink
Dean Erickson
Nicole Hahn
Steve Catanach
Denise Weston
Randy Hensley
Joe Olson
Ward Stanford
Dan Holland
Britney Sorensen
Rich Brewbaker
Kurt Ravenschlag
Kathleen Bracke
Marlys Sittner
Kurt Ravenschlag
Dean Erickson
Larry Schneider
Ken Mannon
Dave Leicester
Tracy Ochsner
Ryan Burke
Kim Newcomer
Claire Thomas
Helen Migchelbrink
Ken Mannon
Jim O'Neill
Chuck Seest
Steve Roy
Brian Janonis
Tom Vosburg
Chuck Seest
Wally Muscott
Kraig Ecton
Ingrid Decker
Jim O'Neill
Lance Murray
Jin Wang
Rick Richter
Wally Muscott
Brian Janonis
Marlys Sittner
Cameron Gloss
Ellen Martin
Anne Aspen
Joe Frank
Pete Wray
Timothy Wilder
Tom Vosburg
Joe Olson
Ward Stanford
Britney Sorenson
Nicole Hahn
Rich Brewbaker
Dan Holland
Carle Dann
Lance Murray
Kelly DiMartino
Kathleen Bracke
Judith Lavelle
John Stokes
Jim Hibbard
Roger Buffington
Glen Schlueter
Wes Lamarque
Susan Hayes
Anne Bossert
Janet Mctague
Craig Foreman
Carle Dann
Larry Schneider
Dana Leavitt
Jim O'Neill
John Stephen
Carol Thomas
Kathleen Walker
Denise Weston
Karl Gannon
Craig Dubin
Jim Hume
Exhibit A
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
DISPUTE RESOLUTION
The Executive Management Team authorizes the Project Manager to resolve any and all
disputes among project staff participants and stakeholders as necessary to maintain the project
scope, schedule and budget commitments. Exceptions that are not resolvable by the Pro shall
be brought forward to the Project Director, and if necessary, on to the Executive Management
Team for resolution.
Mason Corridor "MAX" Bus Rapid Transit Project Executive Management Team
Darin Atteberry
City Manager
Diane Jones
Deputy City Manager
Jeff Scheick Kathleen Bracke
Planning, Development & Transportation Director Transportation Planning & Special Projects Dir.
Mark Jackson
Transportation Group Director
Mike Freeman
Chief Finance Officer & Economic Development
Director
Marlys Sittner
Transfort General Manager
Helen Mighelbrink
City Engineer
Jim O'Neill
Purchasing & Risk Management Director
Steve Roy
City Attorney
New Position
Mason Corridor/MAX Project Manager
Chuck Seest
Accounting & Finance Manager
Kurt Ravenschlag
Transfort Assistant General Manager
Ken Mannon
RE VP & Maintenance Director
Brian Janonis
Utilities General Manager
Tom Vosburg
Chief Information Officer
Exhibit A
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
_... 96 a i
PROJECT ORGANIZATION CHART
,a.
Exhibit B
No Text
Qualified consultants interested in performing the work described in this request for proposal
should submit the following information to the City.
1. Qualifications of your firm/staff or team proposed to perform the work on this project.
This should include resumes and any recommendation/commendation letters
received for past projects.
2. Provide a profile listing of similar projects completed in the past 5 years. Highlight
project management roles/responsibilities and personnel assigned to the Mason
Corridor/MAX BRT project. Include tasks completed as noted in the Project
Requirements section above.
3. Describe how your firm would assist the City with this project and what unique traits
your project manager or team brings to the project.
4. Provide a scope of work and fee estimate for project management services. Include
a cost break down of hourly rates and number of hours assigned for each task of
work for all personnel and sub -consultants.
5. References from at least three other projects with similar requirements that have
been completed within the past five years and that have involved the staff proposed
to work on this project. As part of the reference check process, the City may choose
to visit one or more of the listed projects and/or request a copy of the plans and
documentation completed.
6. Detail experience your firm or team has with design/build delivery models and formal
partnering processes. Highlight any other innovative delivery methods used on other
projects that may be applicable to this project.
7. Detail experience your firm or team has working on projects where public/private
partnerships have been a key to success.
8. Provide examples of vertical building projects managed by your proposed team
during the past 5 years.
9. Detail any specific experience your firm or team has with Federal Transit
Administration and/or Federal Highway Administration projects.
10. Detail any specific experience your firm or team has with the BNSF Railway
Company, Federal Railroad Administration, and Colorado Public Utilities
Commission.
11. Limit the total length of your proposal to a maximum of 50 pages (excluding covers
and dividers). The Director of Purchasing and Risk Management may reject
proposals received that are longer than 50 pages in length.
12. Submit a total of ei ht 8 copies of your proposal.
............. . . ..
M a s 0 n C o r r i d o r M A X B U S R a p i d T r a n s i t
EXHIBIT B
Project Steve Greene & Associates 0
.j(,(.l Organization Chart r
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
EXHIBIT C
ENVIRONMENTAL ASSESSMENT
EXECUTIVE SUMMARY
Introduction
The City of Fort Collins, as a grantee of the Federal Transit Administration (FTA), has prepared
an Environmental Assessment (EA) under the National Environmental Policy Act (NEPA) for the
proposed Bus Rapid Transit (BRT) component of the Mason Corridor project in Fort Collins,
Colorado. The EA was prepared to disclose potential environmental effects of the proposed
project, to provide opportunity for comment and input, and to identify mitigation measures to
address impacts. The EA contains the results of the environmental analyses completed on the
proposed project and is used as a decision -making document to determine if the Mason
Corridor/Mason Express (MAX) BRT Project will result in significant impacts to social, economic,
environmental, and transportation factors and identify mitigation measures to address these
impacts, if necessary.
The Mason Corridor/MAX BRT Project is a proposed north -south BRT system, in the central
area of Fort Collins. As shown in Figure 1-1, the project corridor extends from Cherry Street on
the north, to approximately 1/4 mile south of Harmony Road, with a total length of five miles.
The BRT system is proposed within an exclusive guideway for 3.6 miles with the remaining 1.4
miles intermixed with street traffic on portions of McClelland Drive and Mason Street. Along the
entire length of the corridor the BRT system runs parallel to the existing Burlington Northern
Santa Fe (BNSF) railroad tracks; however, at varying locations, the BRT system is proposed
within a combination of property owned by the BNSF, City of Fort Collins', Colorado State
University, and private land owners. In addition, the Mason Corridor/MAX BRT Project is
proposed just west of and parallel to College Avenue (US 287); one of the busiest arterials
within the City and the entire North Front Range region.
The idea of the Mason Corridor/MAX BRT Project emerged in response to the existing and
projected congestion along College Avenue as well as an opportunity to provide alternative
modes of travel to the automobile. Throughout project conception, the purpose and need for the
MAX BRT Project have been strongly maintained and are based on the following deficiencies
within the project corridor:
► Congestion on College Avenue
► Low Transit Ridership
► Lack of Transit Facilities
► Need for Economic Growth Opportunities
► Support for Local and Regional Development Plans
► Safety Concerns
► Inadequate Inter -Modal Connectivity
Exhibit C
Mason Corridor MAX Bus Rapid Transit
Project Management Plan ".-,.:
August 11, 2008 ____
Mason Corridor MAX Bus Rapid Transit Project Vicinity Map
Legend
Prcjed Corridor
if
v �
"I,LL.. EVIKE OR
z � i
0 LAPORTE qVE
a Nl MOUNTAIN AVE R, $'414( '\ '•....I _.
Q O A
1NNULBERHYSI '. �q'S Mui (pq eZ i
n OF 'e)yCUgERRy ST
4-
'II-AURELSIC,
1
WPROSPECT RO EPROSPECTRO
Fort Collins i
'l:OHAKE RO `c CRAKE RO i oi3
uui rcl
w
UL,
EHORSETCOTHRO f°
in '6
z
Id
1° dHARMONY RD EfHARMOIJY RC r
r- I
0 2.5 5
1
.J
EcajNTY RtlPos City of Fort Collins
Y
n T a „-
_r l e_...�..
E TRI�BY RO I ~
1 l 1
Figure 1-1 Vicinity Map
Exhibit C
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (a
Traffic congestion along College Avenue slows transit service, increasing travel time for riders,
and affecting timed connections with other routes at transfer points. College Avenue traffic
volumes are projected to significantly increase over the next 20 years, resulting in continued
adverse impacts to transit travel times, service quality, and ultimately ridership volumes within
the area. The current Transfort system does not have any Park-N-Ride lots or a South Transit
Center, rendering it inadequate to expand and serve future patrons of the City's transit system.
The City Plan emphasizes the need to structure future urban growth "in a compact pattern that
facilitates pedestrian, bicycle, and transit travel." Specific actions, including zoning changes to
support transit -oriented development (TOD) at station sites proposed in the Mason
Corridor/MAX BRT Project, have been implemented by the City in support of this strategic land
use concept for the project corridor.
The North Front Range Metropolitan Planning Organization (NFR MPO) 2035 Regional
Transportation Plan (RTP) has established goals to increase safety, improve region -wide
infrastructure, and coordinate transportation and land -use decisions. The Mason Corridor/MAX
BRT Project will help meet these goals as well as support the vision to reduce dependency on
single occupancy vehicles.
Alternatives Considered
The selection of the planning -level Locally Preferred Alternative (LPA), defining the conceptual
design of the Mason Corridor/MAX BRT Project was a result of the Mason Street Transportation
Corridor Master Plan completed in October of 2000. Further evaluation of the LPA resulted in a
number of alternatives with various travel mode and alignment options. Based on the LPA
produced during the planning -level Alternative Analysis process, a further refined Build
Alternative was determined for additional analysis under this EA.
Alternatives that have been considered for the Mason Corridor/ MAX BRT Project include: No
Action Alternative, Transportation System Management (TSM) Alternative, and the Build
Alternative.
The No Action Alternative serves as a baseline against which to evaluate the effects of the
TSM and the Build alternatives on transportation, social, economic and environmental factors.
The No Action Alternative undertakes no major transit system investments within the Mason
Corridor study area, but rather maintains the existing system on College Avenue with
approximately 20 minute headways.
All transportation network improvements, transit elements, and bus service enhancements
described under the No Action Alternative are assumed to be implemented with the TSM
Alternative. Therefore, transit service options proposed for the TSM Alternative are similar to
those proposed for the Build Alternative, including the 10-minute headways. The one major
difference being that transit service under the TSM Alternative will remain on College Avenue,
within mixed traffic, and not within an exclusive guideway.
The Build Alternative includes a busway from the proposed South Transit Center, approximately
1/4 mile south of Harmony Road, north to the existing Downtown Transit Center. The proposed
busway includes one new transit center, seven Park-N-Ride lots, eight stations, eight curb -side
stops, and the expansion of the existing maintenance facility. Beginning at the South Transit
Exhibit C
Mason Corridor MAX Bus Rapid Transit u `
Project Management Plan
August11,2008
Center, an exclusive BRT guideway is proposed north to University Avenue. Between University
and the existing Downtown Transit Center, BRT operation will join vehicular traffic on an enhanced
roadway network. The Build Alternative proposes the following facility improvements:
► New South Transit Center including a Park-N-Ride lot
► Bus -only guideway between the South Transit Center and University Avenue
► Two-way conversion of N. Mason Street and Howes Street
► Shared Park-N-Ride lot at Troutman Parkway
► Shared Park-N-Ride lot at Horsetooth Road
► Shared Park-N-Ride lot at Swallow Road
► Shared Park-N-Ride lot at Drake Road
► Shared Park-N-Ride lot at University Mall
► Park-N-Ride lot at the existing Downtown Transit Center
► Expansion of existing maintenance facility at Trilby
The Build Alternative would use low -floor, BRT vehicles. The BRT vehicles would be clearly
differentiated from conventional buses. The Build Alternative proposes 10-minute headways in
the peak, mid -day, and evening periods with 15-minute headways in the late evening period.
Financial Considerations
The total cost of constructing the Mason Corridor/MAX BRT Project is estimated at $74.20
million in Year of Expenditure (YOE) dollars. These current cost figures are based on the
recently completed Preliminary Engineering plans to the 30-percent level, including refined
horizontal & vertical design, systems costs, utilities, rights -of -way, and environmental mitigation.
The City has secured capital funding for the project from several sources. The non-federal
sources include the CDOT State Transit Funding Program Senate Bill (SB) 97-1 Transit Funds,
the Downtown Development Authority (DDA), and local funding from the City of Fort Collins.
These currently available funding sources total $14.84 million, or 20% of the estimated $74.20
million total cost of construction.
The primary Federal funding for the Mason Corridor/MAX BRT Project is Section 5309 New
Starts/Small Starts Funds. Based on the FTA funding policy of 80 percent Federal and 20
percent local match, up to $59.36 million of Section 5309 New Starts/Small Starts funds is being
requested for the Build Alternative.
Environmental Consequences and Mitigation
The EA reports on the potential environmental, social, and economic impacts associated with
the No -Action and the Build Alternative. All of the areas of concern analyzed under the EA
process are presented below with a summary of anticipated impacts and potential mitigation
measures associated with them for the Build Alternative. The No -Action Alternative was not
included in the summary, as the impacts are minimal. More detailed information on impacts and
mitigation measures can be found in the EA.
Exhibit C
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11 2008 (8
Area of Potential Impacts
Concern Proposed Mitigation
Build None Support for recently approved TOD None required
Alternative overlay zone.
Build Residents adjacent to proposed
Enhanced transit accessibility. Park-
Coordination with the local
Alternative stations and expanded
N-Ride lots providing approximately
community and emergency
maintenance facility would
200 additional parking spaces along
service providers during the
experience a slight increase in
the corridor.
construction phase to maintain
traffic related impacts.
access.
Economic Conditions'
Build The Build Alternative would not
Development of Park-N-Ride lots
Develop Park-N-Ride lots with
Alternative result in the displacement of any
providing approximately 200
approximately 470 parking
businesses. Permanent impacts
additional parking spaces along the
spaces. Coordination with CSU
include the relocation of vacuums
corridor.
and local businesses to minimize
at Casey's Carwash (4315 S.
disruptions and preserve access
Mason) and the loss of
during construction.
approximately 235 parking spaces
serving primarily CSU.
Environmental Justice
Build None
Alternative
Build Construction of the Build
Alternative Alternative would require the
relocation of one building, the
Public Service Company of
Colorado substation building
located at 128 Prospect Street.
The Build Alternative would require
acquisition of a total of
approximately 17 acres of new
right-of-way and/or permanent
easements for the proposed
alignment and stations. In addition
temporary construction easements
would be required for an additional
15 acres.
Build Project level carbon monoxide
Alternative analyses resulted in no
exceedances of the National
Ambient Air Quality Standards,
Build None
Alternative
w " c
Expected to reduce vehicle miles
traveled resulting in reduction of air
pollution emissions.
For those property owners
affected by acquisition of private
land, the acquisition process will
be in full compliance with all
federal and state requirements,
including the Uniform Relocation
/assistance and Real Property
Acquisition Policies Act of 1970
Construction related mitigation
measures proposed to reduce air
pollution during construction.
Construction related mitigatior
measures proposed to reduce
noise impacts during
construction.
Exhibit C
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
Area of Potential Impacts Proposed Mitigation
Concern Adverse Beneficial
Build
Construction of the Build
Water quality mitigation will
Alternative
Alternative will result in the addition
adhere to the Municipal Separate
of 19.5 acres of impervious
Storm Sewer System (MS4)
surfaces which could lead to more
permit requirements. The City of
runoff and increased
Fort Collins will develop,
sedimentation.
implement, and enforce a
Stormwater Management
Potential for nonpoint source
Program as well as comply with
pollution to surface water from
all local, state, and federal
storm water runoff related to
permitting requirements,
transportation activities.
Wetlands and Other Waters of the U.S.
Build
It is expected that 0.3 acres of
Coordination with the USACE
Alternative
jurisdictional wetlands and 0.14
has been initiated and all
acres of non -jurisdictional wetlands
appropriate permits will be
may be impacted.
obtained.
Build Construction of the Build Best management practices will
Alternative Alternative would result in 0.11 be followed to reduce temporary
acres of encroachment in to the and permanent impacts.
"FEMA-designated" 100-year
fioodplain and floodway associated
with Spring Creek.
Build Minimal All disturbed areas will be
Alternative replanted as soon as possible
following construction with
drought tolerant, native
Build Soil disturbance caused by
Best management practices will
Alternative construction equipment and the
be utilized during construction to
removal of native vegetation would
reduce the potential for
contribute to the spread of noxious
introduction and spread of
weeds in the study area.
noxious weed species.
Build Construction of the proposed
All disturbed areas will be
Alternative Mason Corridor/MAX BRT line will
replanted as soon as possible
result in the removal of
following construction with
vegetationlriparian habitat within
drought tolerant, native
the study area.
vegetation. A nesting survey for
active migratory bird nests is
recommended prior to start of
construction and during the
breeding season (approximately
mid -April through August) to
ensure no active nesting
locations are disturbed. If
required, appropriate permits will
be obtained through U.S. Fish
and Wildlife Services,
Exhibit C
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
(0
Area of ( Potential Impacts Proposed Mitigation
Concern I Adverse Beneficial
Alternative
Build Minimal due to E
Alternative railway corridor.
Build An "adverse" impact has been
Alternative determined for the Public Service
Company of Colorado (PSCO)
substation building as its removal
would be required for construction
of the project. The PSCO building
is eligible for the National Register
of Historic Places.
Build A retaining wall would be built at
Alternative the western boundary of Creekside
Park.
Build None
Alternative
Alternative
Build None
Alternative
Build Two impacted properties are
Alternative protected under Section 4(f) of the
Department of Transportation Act:
the PSCO building and Creekside
Park. Required actions include
removal of the PSCO building and
construction of a retaining wall at
Creekside Park.
None
Retaining wall colors and
textures will be chosen to fit into
the landscape visually and
aesthetically. Native and
indigenous species will be used
for revegetation. All new
structures, signing, and lighting
would be consistent with local
SHPO concurred with the
"adverse" finding. Two mitigation
measures have been proposed:
relocation and demolition. A
Memorandum of Agreement with
FTA, SHPO, and the City will be
prepared prior to final
environmental clearance.
Choice of colors and textures for
the retaining wall to minimize
visual impact.
required
None required
Enhanced safety features are
proposed on the buses and at
the stations.
Avoidance alternatives for the
PSCO building were developed
and reviewed by FTA, all of
which proved to be not "prudent
and feasible" and were thus
dismissed from further
consideration. Impacts to
Creekside Park were determined
to be de minimus.
Exhibit C
No Text
B. Contacts
Questions related to procurement procedures should be directed to
James B. O'Neill, CPPO, FNIGP
Director of Purchasing and Risk Management
City of Fort Collins
215 North Mason Street- 2nd Floor
Fort Collins, CO 80524
(970)221-6775
ioneill@fcgov.com
Questions related to the scope of work should be directed to:
Kathleen Bracke
Transportation Planning and Special Projects Director
250 North Mason Street
P.O. Box 580
Fort Collins, CO 80522
(970)224-6140
kbracke@fcgov.com
IV. Selection Criteria and Method
The City of Fort Collins' Capital Project Management Control System Manual prescribes the
consultant selection criteria and method. This document is available for review at the
Purchasing and Risk Management Office.
V. Terms and Conditions
The payment for services, as described under the Scope of Services, shall be based upon
hourly rates as outlined in the submitted cost schedule/estimate. The submitted cost estimate
shall establish a "not to exceed" amount for the contract. Any changes in scope to the original
contract will be treated as a negotiated change order to the contract.
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
EXHIBIT D
PROJECT SCHEDULE
WORK BREAKDOWN STRUCTURE
Exhibit D
No Text
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
!D
!Task Name
WBS
Start
Finish
Duration
2008 I 2009
1
Mason Corridor MAX BRT Project
{
Tue 5/6/08
_
Fri 9130111
i Q1
889 days?
_ _
i Q2 Q3 Q4 Q1TQ2 Q3 Q4
2
Planning &Preliminary Design
1.A
Tue 516108
Wed 6130110
561 days? I '
-
3
-. Environmental Assessment
1.A.A
Tue 5/6/08
Fri 8/29/08
84 days?
4
Final Document Revisions
t.A.A1
Tue 5/6/08
Fri 5l30/08
-19 days? 1 � � �
� �� .............
:. . _.....'..._... .....__.
❑
5
Final Review
1.A.A.2
Mon 612108
Mon 6116/08
11 days?
6
Public Comment Period
1.A.A.3
Mon 6/16f08
Wed 7/30/08
33 days?
El.
7
EA Public Meeting
'.. 1.A.A.4
Wed 7/9108
Wed 7/9/08
6 days?
8 �
Compile Comments
t.A.A.5
Fri 8/1l08
Tue 8/5/O8
_. _ __..�__..---------------
3 days? ;
...._.. _............_. _......
9
Final Revisions
1.A.A.6
Tue 8/5/08
Fri 8/8/08
4 days?
10
FTA Submittal -Final Approval
1,A.A.7
Mon 81111O8
Fri 8/151O8
5 days?
11
Route for Signatures
1.A.A.8
Mon 8/18/08
Fri 8/29/O8
--
days?j
12
FONSI
1AA9
...
Fri 8/29/08
Fri 8/29/08
Oda s'__--------_-------��-----------
y
.----
. 8129
13
Project Management Plan (PMP)
1.A.B
Tue 516108
Thu 10/16/08
118 days? 1
14 :
Project Initiation Meeting
tA.B.t
Tue 516/O8
Tue 5/6/08
1 day?
15
__—_—i
Research PMP Content
1.A.B.2
Wed 5f7108
Thu 5/22108
12 days? I
Team Meeting -Identify Sub-Teams\Scoping Discussion
1.A.6.3
Fri 5/23/08
Fri 5/23/OS
_
1 day?
_.'_.... J_.
17
Collect Existing PMP Information
1.A.8.4
Mon 5/26/08
Fri 6120/O8
20 days? I
,
0
18
EMT Meeting -Draft Charter -
i to B 5
6/23/08
6/23/08
......._I
i tlYy?
_--- _._..._._._...._..... ..
lect 9 —__ _ -_...
Ex---- PMP_Informatlon
_ _
7
-Mon
ue6124168-
_Mon
---Mon 7MO8
10
20 J
Dralft BasediWOBns
1.A B
Tue 6/24/08
- Mon 7/7/08
10 tla sv
21
Sub -Team Meetings -WBS &Task Assistance
! - 1 .A B 8
Fri 7/11/08
Fri7/11/08
1 day?
:
22
Complete Chapter\Subection Work Tasks -
1 A 8 9
Mon 7/14/08
I'd 7125/O8
...
10 days?
_ -
23 :,
Compile & Publish Draft PMP Update
1 A.1310
Mon 7128108
Thu 7/31/08
4 days?
24
Review Draft PMP Update -
1.A.f3 11
Fn 8/1/08
Mon 8/4/08
2 days? ,
@,,
25
Draft Review Sub -Team Meetings
1.A.B 12
Mon 814108
Mon 8/4108
Q days
g/q
26
Final Revisions -PMP Update
1.A.8 13
Tue 8/5/081
Fn 8/8/08.
4 days?'
-
27
...__.. __. .._-
FTA Submittal -PMP Update
.__..... .__. _. ._.._.
_
1.A.6 14
.. ___
Mon 8/11/OS
-
Mon 8f11/08
Q days
® 8/11
28
FTA Review &Comments
...
.._.__
/0..
Fn 9/5/OS
19 tlay_.s ' .......
.... ......... ....
Task
Rolled Up Task
External Tasks t
Project: MASONBRTWBS081108 Progress
Rolled Up Milestone O
Project
Summary
Date: Mon 8/11108 Milestone ®
Rolled Up Progress
Group
By Summary
Summary
Split
Deadline ,
City of Fort Collins
30
PMP Final FTA Submittal
31 ',,
RAMP & Agency Coordination
32 �'.
Real Estate Acquisition Management Plan (RAMP)
33
Consultant Draft RAMP
34
City Review
35 !!
Revisions
36
Initial FTA Submittal - RAMP
37
FTA Review & Comments
38
Final Revisions --
39
Final FTA Submittal - - -- -
40
Property Acquisition
41
Title Commitments
42
Review Commitments
43
Form Approval
44
License to Enter Procurement
45
Final Legal Description Deadline
46
Pre -Condemnation Property Ownership
47 i
Council Condemnation Authorization
48
Bid Process
49
Submit NO) Letter
50
Appraisal
- 51 —'
Railroad
52
Phases
53
RR
54
Phase 11
55 ,
Phase III
56
Final -
Mason Corridor MAX BRT
Project Schedule
August l 1.2008
iBS Start
1.A.B.16
Mon 918108
Thu 10/16/08
1.A.B.17
Thu 10/16/08
Thu 10/16/08
1.A.0
Tue 516108
Wed 6/30110
- 1.A.C.1
Tue 516108
Thu 10116108
1.A.CA.1
Tue 5i6108
Fri 71,125108
1.A.0 1.2
;Mon 7128/O8
Fri 811108
1.A.0 1.3
Mon W4108
Fri 8008
1.A.C.1.4
Mon 8/11/08
Mon 8111108
1.A.C.1.5
Tue 8/1208
Fd 9/5.'08
1.A.C.1.6
Mon 918108
Thu 10116108
1.A.C.1.7
Thu 10/16/08
Thu 10/16/08
1-AC.2
Fri 811108
Wed 6130110
1.A.C.2A
Fri 8/1108
Thu 8/28108
1.A.C.2.2
Fn 8/8/08
Thu 914108
1.A.C.2.3
Fri 8/1!08
Thu 8/14108
1.A.C.2.4
Wed 8113r08
Tue 9.123108
1.A.C.2.5
Mon 61/09
Mon 6i1/09
1.A.C.2.6
Tue 62,09
Mon 6!29/09
1.A.C.2.7
Tue 6116/09
Mon 8/10/09
1.A.C.2.8 -
Wed 8113108
Tue 9123/08
- 1.A.C.2.9
Tue 8/11,109
Mor, 8124,109
1.A.C2.10
Thu 8/7/08
Mon 2/15MO
1.A.C.2.10.1
Thu 8/7/08
Wed 10/15/08
1.A.C.2.10.2
Thu 8.0108
Wed 10115/08
1.A.C.210.3
Thu 10116,108
Thu 11/27/08
LA.C.2.10.4
Tue 8/25!09
Mon 1111/10
1.A.C.2.10.5
Tue 10/20/09
Mon ZVI0
1.A.C.2.10.5
Tue 10/27+D9
Mon 2i15/10
0 days :
.....
. 10/16 _
561 days?
NB days?
�
..-......._.-__.-_......:'.
59 days?:
l_.
5 days?
... ..._ .....__
5 days?
l day?
!
..-_ .._ ._.....
19 days?:
Q
29 days?'
0 days?
10116
498 days?
20 days?
a
20 days?;
......-. _. _....,.....
10 days? I
30 days
0 days
_...
-... 6/1
20 days?'
......_...--_....® ._.....
40 days? -
30 days? .
-.. _ ... _ ...... .
10 days? -
tt
398 days?',
50 days?
50 days?
31 days?
100 days?.....
...........
_.
80 days?
80 days?
_.L.
.._....... _.. -.
I Task !
Rolled Up Task
External Tasks
Project: MASONBRTWBS081108 I Progress
Rolled Up Milestone G
Project Summary
Date: Mon 8111/08 Milestone
Rolled Up Progress ®
Group By Summary
Summary
Split 11111 1 1111111111,
Deadline -
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID
;Task Name
WBS Start !
Finish !
Duration ;-- 2008_
_
rri 1226f08
Fri 1220108
_2.009..__,_,-.__.
-
_`Q2 Q3 _,-_--
G -days Pt _-Q4 p1
.12/26
5a
FMv
o , oe
...._. ... _.
80 days?
59
Negotiation
9
on 10
MMoi
1 00 y
t- 60
I
First Offer
I A.0 2.13.3 Tue 77110/09
'
329 70
_...-...- 1- ... .. ..__...
80 days?
Y
1 61
Final Offer
I.A.C.2.I a.2 Tue 12i8109
Mon 3/29110
80 tlays?
62
i Condemnation
1.AC.2.14 Tue 4l20/10
Wed 6/30/10
,.... _.._ _-. _..._-__...._-_-_._... .
51 days? [ "
1 63
L�
Petition Filing Date
1.A.C.2.14.1 Tue 4/20it0
Tue 4i20110
0 days'
I, 64
Court Date
tA.C.2.14.2 Wed 4121/10
Tue 6/75110
___......__;.._.... ..... _._..__-.. _...
40 days? : -
65
Posession Date
1.A.C.2.14.3 Wed 6130/10
Wed 6/30110
0 days
Closing
1.A.C.2.15 Tue 1110i09
Mon 6i21110
160 days?�
67
BNSF Railway
S.A.C.3 Mon 612/08
Fri 7131109
305 days?
68
! Confirm ROW Square Footage Desired
1.A.C.3.1 Tue 7/1108
Thu 7/31108
23 days? !
69
4 City Obtains Certified Appraisal of ROW Area
LA.C.3.2 Thu 817108
Wed 10/15/08
50 days?
Hire Railroad Negotiator
9
, ,
t.A.0.3.3 Fri 8,8,08
Fri 8,129108
....-. _.... _.__. _....--...... _.-.
16 days '
71
1 City Finalizes Draft Request Letter to BNSF
1.A.C.3.4 Mon 612'08
Thu 1225/08
149 days? r
72
Legal Negotiations
9 9
o1
t.A.C.3.5 Mon 12/Z OS
v/
Fri 3(1„ G9
- - - -
55 days?-
j 73
: Final Offer
1.A.C.3.6 Mon 3M6/09
Tue 3/31109
12 days?
74
Final Agreement Signature Routing
1.A.G3.7 Wed 4/1109
Wed 4/29/09
21 days?' -
75
--:
Final Land Transfer &Payment
1.A.C.3.8 Fri 5/1/09
Fri 7/3 i109
66 days? ! !
76
- -:
New Mercer Ditch
1.A.C.4 Mon t 1i3108
Fr, 2/26/10
-
345 days?
_ 77
Sherwood Lateral Ditch
1.A.C.5 Mon 11/3,'08
Fri 226/10
345 days?
76
Emigh Lateral Ditch
1.A.C.6 Mon 11/3/08
Tue 1/26110
322 days?
" 79
_—
Larimer County No. 2
1.A.C.7 Mon 11/3108
Fri 2/26/10
345 days?
80
CSU
1.A.C.8 Mon tt/3.r08
Fri 2/26170
--- � --�
345 days?�!---. ...Hymm
81
Park-n-Rides
�!
Pion tt/3r08
Fri Z/26/10
345 days?
82
Preliminary Design
ry 9
1.A.D Tue 5/6/08
Mon 1112/09
-------""" --^- -
390 days? '
83
Preliminary Engineering (PE) Plans - 30%
1.A.DA Tue 5 6'08
Fri 5/30i08
19 days?' (i`
84
Supplemental Data Collection
PF
1.A.D.2 Mon 612108
Fri 10/31i08
110 days? - - - -
Task ";�
Rolled Up Task
.- External Tasks ?- -
Project
MASONBRTWBS081108 Progress
Rolled Up Milestone
Project Summary
Date: Mon 8/11/08 Milestone ♦
Rolled Up Progress ®
Group By Summary
Summary
Split ..,:.............
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August ll, 2008
ID Task Name WBS i Start Finish Duration 2008 2009 _
85_ Utilities Coordination & PE Plan D/B RFP Develo ment `�"-- 1.A.D.3 Fn 8/1/08 -- -- Q�-02 _ Q3
i P Mon t112/0S 327 days? L
86 Supplemental Data Collection - — --
., PP 1.A.D.3.t Fri 811/06 Fri 2/13109 141 days?
87 Survey 1.A.D.3.1.1 Mon 9/1108 Fri 2/13/09 120 days?
88 Existing Drainage System Configuration 1A.D.3.7.2 Fri 8/1/08 Fri 70137i08 66 days?,-
89 Soil Borings 1.A.D.3.1.3 Mon 9/1108 Fri 10/3lfG8 45 days?:
90 PothAling 1.A.D.3.1.4 Mon 9/7108 Fri 10/31/08 45 days?
91 Utilities/1TSfrraffic Signal Coordination 1.A.D.3.2 Mon 9/1108 Mon 1112109 306 days?
_.
- 92 I Identification 1.A.D.3.2.1 Wed 10/1/08 Fri 10/31/08 23 days? l - --
93 Relocations 1.A.D-3.2.2 Mon I113/08 Toe 3/3 VG9 107 days? I
94 i Wet Utilities (WaterlSanitary Sewerl.Stormwater) 1.A.D.3.2.3 Mon 12/1108 Thu 4/30i09 109 days? r - ......
95 Dry Utilities (ITSiCommunic tions�..GastElectric) 1.A.D.3.2.4 Thu ti1109 Fri 5/29/09 107 days?
96 Primary Electric Trunk Line 1,A.D.3.2.5 Mon 1113/08 Fri 5/29iG9 150 days?'
97 Floodplain Management 1.A.D.3.2.5 Mon 1113/08 Fri 5/29@9 150 days?
—§F8 PUC Submittal - Mason/Howes 1.A.D.3.2.7 Mon 11/3/08 Thu 4/30/09 129 days - - -
�99 Signal Priority System Implementation Planning 1.A.D.3.2.8 Mon 911108 Mon 11/2/09 306 days?
I 100 I PE Plan DIB RFP Development 1.A.D.3.3 Mon 1113/08 Mon 1112(09 260 days?
101 Final D/B Package RFP Plans t.A.D.3.3.1 Mon 11/3/08 Fri 5129109 150 days?'
102 DIB Package RFP Development-t.A.D.3.3.2 Thu 111/09 Fri 10/30/09 217 days?
9 y i ® 1
103 Final DIB RFP Package 1.A.D.3.3.3 Mont 1/2709 Mon 1 V2109 0 days
.. ....
104 Finance 1.A.E Tue 516/08 Thu 4130109 257 days? li
105 Finance Management Plan (FMP) tAE.t Tue 516108 Fri 10/171O8 179 days?
706 Draft FMP t.A.E.1.1 Tue 516/08 Thu 914108 88 days? j-
(_ 107 Initial FTA Submittal 1.A.E.1.2 Fri 9/5108 Fri 9/5108 0 days? ;. 95 -
i- 108 ! FTA Review & Comments 1.A.E.1.3 Mon 9/8108 Fn 9/26108 15 days? - - - - - -- -
t09 '., Final Revisions 1.A.E.1.4 Mon 9129/08 Thu 10/16/08 14 days?
110 BNSF Appraisal Update 1.A.E.t5 Thu 10/16/08 Fri 10/17/08 2days? --- - -" -
"117 - Final FTA Submittal -- 1.A.E.1-6 Fri 10/17/08 Fri 10/17/08 0 days? I ® 10117
112 Secure State Funds (CDOT) - 1.A.E.2 Tue 5J6i08 Tue 9/30108 106 days? --- - ----- -- ----
Task
Project: MASONBRTWBS081108
Progress
. Date: Mon 8fl1/08 Milestone
Summary
Rolled Up Task
External Tasks
Project Summary a;Zi�
Group By Summary
Deadline ;(
Mason Corridor MAX BRT
Project Schedule
August11,2008
ID ;Task Name
�
WBS
Start
Finish
Duration � 2008 2009
113�
I
City Identify Re -Purchasing Agreement
1.A.E.3
Mon 911/08
Thu 10/30/08
Q7 Q2 Q3 Q4 07 - Q2 Q3 Q4
44 days? ..
114
Secure Local Funds
1.A.E.4
--1.A.E.5
Fri 10/31/08
Fri 10/31/08
_.__.� .__.__ ..._...-...__-....
0 days Ii 10/31
115
Secure Federal Funds (FTA Small Starts PCGA)
Thu 4/30/09
Thu 4130109
0 days? I : 4/30
116
Final Design
9
1.6
Mon 12l1/OB
Fri 9/30/11
------------
If-'------------.
740 days?--177J
Final Design
1.BA
Mon 311110
Wed 8/31/11
393 days? '
118
Mason\Howes Street Two -Way Conversion
1.B.A.7
Mon 3/1/10
Wed 8/31/11
393 days? -
119
BRT (GuidewaykStations\Stops\Lots\STC)
1.B.A2
Mon 311110
Wed 8131111
393 days?
120_.
Value Engineering
1.B.A.2.7
Mon 3!7/70
Wed 8/31/17
393 days?.
121
Typical Section
1.B.A2.2
Mon 3/1/10
Wed $131/11
393 days?
122
Pavement Thickness(Geotechnical) - _
1.B.A.2.2.1
Mon 3/1/10
Wed 8131/11
393 days? -- --- - -- - -- - - ----- - --- - ....-.
123
Guideway -
1.B.A.2.2.2
Mon 3/1110
Wed 8131/11
393 days?'
124
Station Platforms
1.B.A.2.2.3
Mon 3/1/10
Wed 8131/11
;........... _. .:........ _ ............._.----------
..
393 days?;
125
Park-n-Ride Lots
1.B,A.2.2.4
Mon 3/1/10
Wed 8/31/11
393 days?
126 ;
South Transit Center
1.B.A.2.2.5
Mon 3/1/10
Wed 8/31/11
.. _.-.._....-..
393 days? ._.......... _
; � - -
127
Mason Trail
t.B.A.2.2.6
Mon 311/10
Wed 8131/11
393 days?'�
128 ?
Demolition and Removals
1.B.A.2.3
Mon 3/7l10
Wed 8/31/71
393 days?
129
PSCO Building Demolition
1.B.A.2.3.1
Mon 3/1/10
Wed 8/31/11
393 days?:
130
Miscellaneous Removals
t.B.A.2.3.2
Mon 3/1/10
Wed 8131111
393 days?'-
731
Horizontal Alignment -- --- -----� ----- —i
-
---_- t.B.A2.4
Mon 311/10
Wed 8/31/11
393 days? !
132
Guideway Control Line Alignment\Layout - -
1.B.A.2.4.1
Mon 3/1110
Wed 8131/11
393 days?-
133
Mason Trail
1.B.A.2.4.2
Mon 3/1110
Wed 8/31/11
393 days? l;
134
Crossing Alignments
- 1.B.A.2.4.3
Mon 311/10
Wed 8/31/11
393 days?:
135
South Transit Centerr
1.B.A.2.4.4
Mon 311/10
Wed 8/31/11
393 days?'
Vertical Profiles �
t.6.0.2.5
Mon 3/1/10
Wed 8/31/11
393 days?-
137
Guideway Control Line Profile
1.B.A.2.5.1
Mon 311/10
Wed 8/31111
393 days?
138
Curb &Gutter profiles-
1 B.A.2.5.2
Mon 3/1/10
Wed 8131/11
393 days?
139 !
Mason Trail - - - _ - _ -
- 1.B.A.25.3
Mon 3/1110
Wed 8/31/11
393 days?
140
Intersection Details
1.B.A.2.5.4
Mon 3/1/10
Wed 8131/11 -
�....._. .......: _. ... _.._-----------------
393 days?
Task (,; '.
Rolled Up Task
0
External Tasks
Project: MASONBRTWBS081108 Progress ®
Rolled Up Milestone O -
Project
Summary'
Date: Mon 8/11/08 Milestone .
Rolled Up Progress
Group By Summary
Summary
Split
..
•. Deadline -
City of Fort Collins
Mason Corridor MAX BRT
Project
Schedule
August11,2008
ID !Task Name
WBS
Start
Finish j
Duration2008
2009
141
.
Park-n-Ritle Lots
O2 O3 O4
.
Q7,
_._.
1.B.A.2.5.5
Mon 3111/10
__L__
Wed 8131111
t...Qt Q2 Q3 _Q4
393 days? ;
142
South Transit Center
1.B.A.2.5.6
Mon 3/1/10
Wed 8131/11
393 days?
143
Facilities Layout - _ -
1.B.A2.6
Mon 311110
Wed 8131111
393 days?
144
Stations &Stops
_ ._..
1.B.A.2.6.7
Mon 3/1 /70
Wed 8/31/11
393 day_.. _....... ... _._. .... _.__.... _....... _...._
s�
145 ,.
Park-n-Ride Lots
1.B.A.2.6.2
Mon 3/1/10
Wed 8131/11
393 days?
146
Maintenance Facility
1.B.A.2.6.3
Mon 3/1/10
Wed 8/31/11
393 days?
147
_...__.;
South Transit Center
1.B.A.2.6.4
Mon 311/10
Wed 8/31/11
393 days?
148 !
Signing g & Striping
1.B.A2.7
Mon 3/1/10
Wed 813'1/11
393 days?!.__.._.-. _....�..............__...__ -----
149
BRT Guideway
1.B.A.2.7.1
Mon 3/1110
Wed 8/31111
393 days?
1_b_0_
157
Stations
1.B.A.2.7.2
Mon 3/1/70
Wed 8/31111
393 days2'.
Stops
1.B.A.2.7.3
Mon 311/10
Wed 8131111
393 days?
152
Park-n-Ride Lots
1.8.A.2.7.4
Mon 3/1110
Wed 8/37l11
393 days?
153
South Transit Center
1.B.A.2.7.5
Mon 3/1110
Wed 8131111
393 days?
Drainage
1.B.A2.8
Mon 3/1/10
Wed 8131/11
393 days?
554
155
Fixed Guideway
1.B.A.2.8.1
Mon 3/1110
Wed 8/31/11
393 days?
156 i
Basin layout
', 1.B.A.2.8.1.1
Mon 3/1110
Wed 8131/17
393 days?
157
Inlet Spacing
1.B.A.2.8.1.2
Mon 311/10
Wed 8/31/11
393 days?
158
Trunk Line Profile
1.B.A.2.8.1.3
Mon 311/10
Wed 8/31/11
393 days?
;.
Lateral Profiles
1.B.A.2.8 t 4
Mon 311/10
_...
Wed 8/31111_
,
393 days?.
160
Inlet &Manhole Elevations
13.A2.8.1.5
Mon 3/1/70
Wed 8/31/11
393 days? j
161
Details
1.B.A28 1 6
Mon 3/1110
Wed 8131/11
393 days? 1
162
StationsiStopslLotslSTG
1.13.A.2.8.2
Mon 3/1l10 .
Wed 8/31111
393 days?!
16
_—_
Site Drainage PlaMLayout
t.B.A.2.8.2.1
Mon 3/1110
Wed 8/31/11
393 days?
164 �
Profiles
. . . . 1BA28.2.2
Mon 3/1/10
Wed 8131/11
393 days? ---........ _..___.... _... ._ ...
y - - -
a .
165 I
Inlet & Manhole Elevations
1.B.A.2.8.2.3
Mon 311110
Wed 8/31/11
393 days?
166
Details
1.B.A.2.8 2.4
Mon 3/1l70--�
Wed 8/31%1{---
393 days? j
167 !
South Transit Center
1.B.A2.8 2 5
Mon 311/10
Wed 8131111
393 days?
1 8
Mercer DitchlMail Creek Crossings
1.B.A.2 8 3
Mon 3(1/10
Wed 8/37/11 -
393 days?'
Task Rolled Up Task External Tasks f7l
_
Project: MASONBRTWBS081108 Progress ® Rolled Up Milestone Project Summary VaMMMMEW
Date: Mon 8/11/08 Milestone . Rolled Up Progress ® Group By Summary
Summary Split .,...... .,,.. Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August
11, 2008
ID I Task Name
WBS
Start
Finish
Duration I__ 2008 j., 2009
-
_L_
_..i_Qt_,._.Q2 Q3 1 04_ 01T02 Q3 �_04
169
Stom water Management & Erosion Control
t.B.A.2.8.4
Mon 3/1/10
Wed 8/31111
393 days? ! "
170
Drainage Report (ENTIRE PROJECT)
1.B.A.2.8.5
Mon 3/7/10
Wed 8/31/11
393 days?',
171
Traffic Signals
1.B.A2.9
Mon 311/10
Wed 8/31111
393 days?
172 "
Guideway Street Crossings
1.B.A.2.9.1
Mon 3/7/10
Wed 8/31/11
_..._. ....:..... _. __.... _.
393 days? ........
173
Industry Track Crossing
1.B.A.2.9.2
Mon 311/10
Wed 8/31111
393 days?
174
Park-n-Ride Lots
1B.A.2.9.3
Mon 3/1/10
Wed 8/31111
393 days?:
175 " •
South Transit Center
1.B.A.2.9.4
Mon 3/1110
Wed 8/31/11
393 days?'.
176
Fixed Guideway Communication Intfrastructure
1.6.A2.10
Mon 3/1/10
Wed 8131/11
..___..:......_...
393 days? . ........... _...
177
Ensure Transit Bandwidth Priority Usage
1.B.A.2.10.1
Mon 311/10
Wed 8131/11
393 days? �.
178
Investigate Partnerships With Other Departments
1.B.A.2.10.2
Mon 311/10
Wed 8/31/11
393 days?!
179
Investigate Partnerships With Other Agencies
1.B.A.2.10.3
Mon 311/10
Wed 8131/11
393 days?'
180�
Fiber Optic Connectivity
1.B.A.2.10.4
Mon 3/1110
Wed 8/31111
393 days?
181 !
Connecting to Existing City Data Network
1.B.A.2.10.4.1
Mon 311/10
Wed 8131/11
393 days?
182
Selecting Appropriate Fiber Optic Cable
- 1.B.A2.10.4.2
Mon 311/10
Wed 8/31/11
..... _.___.._.__........... _.__...
393 days?
183
New Guideway Installation
1.B.A2.10.4.3
Mon 3/1/10
Wed 8/31111
393 days?',
......i
184
Conduits
B.A2.10.4.3.1
Mon 3/1/10
Wed 8/37/11
___ _ __...:........... ......._._. _ _
393 days?
185 is
Junction Points
B.A.2.10.4.3.2
Mon 3/1/10
Wed 8131111
393 days?
1 186 ,
Termination
B.A.2.10.4.3.3
Mon 3/1/10
Wed 8/31/11
393 days?
187
Testing
BA.2.10A 34 -
"-Mon3/Vi0
Wed 8/31/11—
393 days?1
188 I
Existing Roadway Installation
1. B. A. 2-16.4.4
Mon 3!1/10
Wed 8131/11
393 days?
189 !.
Borings
B.A.2.16AA 1
Mon 3N/10..
" Wed 8/31/11
393 days?:
190
Traffic Fiber Versus New Fiber Plant
B.A.2.10.4.4.2
Mon 3/t/10 "
Wed 8/31/11
393 days?
191 1
Connectivity - STC to Transfort
1.13.A.2.10.5
Mon 31110
Wed 8 IMI
393 days?
192
Cost\Benefit Analysis
1.B.A.2.10.5.1
Mon 3/1/10
Wed 8l31/11
393 days?
193
Partnerships Analysis
'.. 1.B.A.2.10.5.2
Mon 3/1/10
Wed 8/31111
393 days?
194 :
New Utilities Power System -South West Anne
1.13X..10.5.3 ---�
Mon 3/110
Wed 8/31/11--
393 days?'•
t95 •:
Wireless Infrastructure
1.B.A.2.10 6
" Mon 311f10
Wed 8/3111-1
393 days?
196
Analyze ProtocollTechnology to Use
1.B.A2.10.6A
Mon 3/1/1e "
Wed 8/31A1
393 days?
Task 0
Rolled Up Task
External Tasks `I
Project: MASONBRTWBS08M1M108
Pro
Progress
goep
R Milestone C^
t Mil d U Rolled /
Project Summary
PI q'
Date: Mon 8/11/08
Milestone ♦
Rolled Up Progress ®
Group By Summary
Summary
Split
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project
Schedule
August
11, 2008
ID Task Name
WBS
Start
Finish
Duration 2008 2009
197
_—
EVDO
-, B.A.2.10.6.1.1
Mon 3/1/10
Wed 8/31/11
Q4 : Q1 Q3 Q4
393 days?
198
802.11
B.A.2.10.6.1.2
Mon 311/10
Wed 8/31111
393 days?
199
WIMAX
B.A.2.10.6A.3
Mon 3/1110
Wed 8/31111
393 days? i
200
_
Public Safe
Safety
B.A.2.70.6.1.4
Mon 3/t/10
Wed 8/31/17
!_...........___"...___. .. ......_._.._._....
393 days? _
i
201
Analyze Security Encription to Use
1.B.A.2.10.6.2
Mon 311/10
Wed 8/31/11
393 days?
202
Current Encription Methods
B.A.2.10.6.2.1
Mon 3P1/10
Wed 8/31/11
393 days? - - - - -
_203
Newly Adopted at Build Out
B.A.2.10.6.2.2
Mon 311/10
Wed 8/31/11
393 days?
204
Connect to Existing City Data Network
B.A.2.10.6.2.3
Mon 3/1/10
Wed 8/31/11
393 days - - - - - - - "
205
Investigate Public Wireless Possibility
B.A.2.10.6.2.4
Mon 3/l/10
Wed 8/31/11
393 days?''.,
2206
Communication Equipment - - -
1.B.A.2.10-7
Mon 311/10
Wed 8131/11
393 days?
207 !
Cisco Switches
. 1.B.A.2.10.7.1
Mon 3/1110
Wed 8131111
393 days?
208 .
POE _.
-
'B.A.2.10.7.1.1
-Mon a/1/10
Wed B/31/11
_........ :.___....... _.. _.. _..... _...
393 days?',
209
Standard
B.A.2.10.7.1.2
Mon 3/1/10
Wed 8/31111
393 days?
210^
Conduit Cabling Ground Vault to Platforms
1.B.A.2.10.8
Mon 3/1110
Wed 8/31/11
393 days?
211
Platforms Communications Infrastructure
1.B.A.2.11
Mon 3/1/10
Wed 8131111
393 days?
212
Environmental Enclosure
1.B.A.2.11.1
Mon 3/1110
Wed 8/31N1
393 days?
_ 213 _
Communication Equipment
1.B.A.2.11.1.1
Mon 3/1110
Wed 8131/11
393 days?
214
Transfort Schedule Information
1.B.A.2.17.1.2
Mon 3/1/10
Wed 8/31/11
393 days?.
215
Ticket Vending Equipment
1.B.A.2.11.1.3
Mon 3/1/10
Wed 8131111
393 days?
216
Electrical Needs Analysis
1.B.A.2.11.1.4
Mon 311110
Wed 8131/11
393 days?'. - - - - — ...... _ .....
217
Conduits From Connectivity Vault
1.B"A.2.11.1.5
Mon 3/1110
Wed 8/31111
393 days?
218 !
Conduits - Individual Platform Components.......
tB.A2.t 1.1.6
Mon 3/1/10
Wed 8/31/11
_ _ - `
, ........ -.....-... . ..
393 days? "."
219
_.... _:
Sound Equipment
1.B.A.2.11.1.7
Mon 3/1110
Wed 8/31/11
393 days?'.
not
220 '
Video Security Equipment
1.B.A.2.11.1.8
Mon 3/1110
Wed 8131111
393 days? .!......._ ---".......
221
Connectivity to City Data Network
1.BA2.11.2
Mon 3/1/10
Wed 8/31111
393 days?
222
Cisco Switch
1.B.A.2.11.2.1
Mon 311/10
Wed 8131/11
._....__.. _.; _. _......__....... _...... ..
393 days?!
223
Fiber Optic Terminal Modules
1.B.A.2.112.2
Mon 3/l/10
Wed 8/31/11
393 days?
224
Sound and Paging System
1.B.A.2.11.3
Mon 3/1110
Wed 8131111
393 days?
Task �
�
Rolled Up Task
�
_ _ External Tasks
Project: MASONBRTWBS081108 Progress
Rolled Up Milestone
Project
Summary
Date: Mon 8/11/08
Milestone ♦
Rolled Up Progress
Group By Summary
Summary
Split
.....
Deadline _
City of Fort Collins
REVIEW AND ASSESSMENT
Professional firms will be evaluated on the following criteria. These criteria will be the basis for
review of the written proposals and interview session.
The rating scale shall be from 1 to 5, with 1 being a poor rating, 3 being an average rating, and
5 being an outstanding rating.
WEIGHTING
FACTOR
QUALIFICATION
STANDARD
2.0
Scope of Proposal
Does the proposal show an understanding of the
project objective, methodology to be used and
results that are desired from the project?
2.0
Assigned Personnel
Do the persons who will be working on the project
have the necessary skills? Are sufficient people of
the requisite skills assigned to the project?
1.0
Availability
Can the work be completed in the necessary time?
Can the target start and completion dates be met?
Are other qualified personnel available to assist in
meeting the project schedule if required? Is the
project team available to attend meetings as
required by the Scope of Work?
1.0
Motivation
Is the firm interested and are they capable of doing
the work in the required time frame?
2.0
Cost and
Do the proposed cost and work hours compare
Work Hours
favorably with the project Manager's estimate? Are
the work hours presented reasonable for the effort
required in each project task or phase?
2.0
Firm Capability
Does the firm have the support capabilities the
assigned personnel require? Has the firm done
previous projects of this type and scope?
9
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID Task Name WBS Start Fmieh n.�r,,,., onno —�
zm i
Auto Announcement System
1.B.A.2.11.3.2
—�
227
Platform Amplifier
1.B.A.2.11.3.3
22$
Video Security System
CB.A.2.11.4
229
IF Cameras
7.B.A.2.11.4.1
230
Analog Cameras With Encoders
1.B.A.2.11.4.2
231
Mini-DVR
1.B.A.2.11.4.3
232
Wayside Signs
1.B.A.2.11.5
233
LED Panels
1.B.A.2.11.5.1
234
LCD Panels
1.B.A.2.11.5.2
235
Investigate Revenue Generation Through
Adve ! 1.B.A.2.11.5.3
23fi
Investigate Corporate Sponsorship
-: 1.B.A.2.11.5.4
237
GPS Based Clock System
1.B.A2.11.5.5
238
Primary
B.A.2.11.5.5.1
239
Secondary
B.A.2.11.5.5.2
240
Fare Collection
1.B.A.2.11.6
24~
Ticket Vending Machines
1.BA.2.11.6.1
242
Ticket Validation Machines
1.BA.2.11.6.2
243
Change Machines
l.B.A.2.11.6.3
Structures
Soil Boring Logs
Retaining Wail Layouts
Troutman Underpass
Sviallow Bridge Replacement
Larimer County No. 2 Enclosure
Sherwood Lateral Box Culvert Extension
Spring Creek Box Culvert Extension
Lighting
Task
Project: MASONBRTWBS081108 Progress
Date: Mon 8/11/08 Milestone
Summary
1.B.A2.12
1.B.A.2.12.1
1.B.A.2.12.2
1.B.A.2.12.3
1.B.A.2.12.4
1.B.A.2.12.5
1.B.A.2.12.6
1.B.A.2.12.7
1.B.A2.13
Mon 3/1l10
Wed 8/31111
393 days?'.
Mon 3/1/10
Wed 8/31111
393 days?
Mon 311110
Wed 8/31/11
393 days?
Mon 3/1l10
Wed 8/31/11
393 days?
Mon 3/1/10
Wed 8/31/11
393 days?
Mon 311110
Wed 8/31/11
393 days?
Mon 311/14
Wed 8/31/11
393 days?
Mon 3/1/10
Wed 8/31/11
393 days?'
Mon 311/10
Wed 8/31/11
393 days?;
Mon 3/1110
Wed 8/31/11
393 days?
Mon 3/1/10
Wed 8/31/11
393 days?:
Mon 311/10
Wed 8131111
393 days?'
Mon 3/1l10
Wed 8l31/17
._.... _...:_............_.
393 days? _._...__....
Mon 3f1/10
Wed 8/31/11
393 days?
Mon 311/10
Wed 8/31111
393 days? '..
Mon 311/10
Wed 8131111
393 days?'
Mon 3/1/10
Wed 8/31/11
393 days?'', - - ------ -
Mon 3/1/10
Wed 8/31111
393 days?!
Mon 311110
Wed 8131/11
393 days?':
Mon 3/1/70
Wed 8/31/11
393 days?
Mon 3/1110
Wed 8/31/11
393 days?
Mon 3/1/10
Wed 8/31/11
393 days?
Mon 3/1/10
Wed 8131/11
393 days?......'........__..._ .................. _............
Mon 311/10
Wed 8131/11
393 days?;
Mon 3/1/10
Wed 8131/11
393 days?
Mon 311/10
Wed 8131/11
393 days?'
Mon 311110
Wed 8/31/11
393 days? .
Rolled Up Task (`
Rolled Up Milestone v
Rolled Up Progress
Split
City of Fort Collins
External Tasks
Project Summary
Group By Summary
Deadline
Guideway _
Stations\Stops\Lots
Landscaping
Guideway
Stations\Stops\Lots
Operations Equipment
ITS
Passenger Information Systems
Fare Vending Machines
Shelters
STC Building Plans
Maintenance Facility Upgrades
Site & Building Upgrade Plan
Construction Documents
60 % Design Review
90% Design Review
Final Construction Documents
Construction
Mason\Howes Street Two -Way Conversion
BRT (Guideway�Stations\StopslLots)
Building Demolition\Relocation
Utility Relocation
Miscellaneous Demolition & Clearing
Erosion Control
Drainage Pipe & Inlets
Deep Utilities (Water\Sanitary Sewer)
Earthwork
Structures (Retaining Wails)
Task
Project: MASONBRTWBS081108 Progress
Date: Mon 8111/08 Milestone
Summary
Mason Corridor MAX BRT
Project Schedule
August ll, 2008
WBS Start
1.B.A.2.73.2
Mon 3!1/70
Wed 8/31/11
393 days?'. - --
1.B.A2.14
Mon 3/1/10
Wed 8/31111
393 days?
1.B.A.2.14.1
Mon 311110
Wed 8131/11
393 days? - - - - - -- - - - ---
1.B.A.2.14.2
Mon 3/1/10
Wed 8/31/11
393 days?I,
1.B.A.2.15
Mon 311110
Wed 8131111
393 days?..'-. ..... ". _.:.__.... _., _..... .._..__... _. _.__
1.B.A.2.15.1
Mon 3/1110
Wed 8/31/11
393 days?
1"B.A.2.15.2
Mon 3/1110
Wed 8/31111
393 days?:*
t.B.A.2.15.3
Mon 311/10
Wed 8131111
. 393 days?
t.B.A.2.15.4
Mon 3/1/70
Wed 8/31/11
393 days?i-
1"B.A.2.15.5
Mon 3/1/10
Wed 8/31111
393 days?
1.6.A2.16
Mon 3!1110
Wed 8/31111
393 days?
1.B.A.2.16.1
Mon 3/1/10
Wed 8/31111
393 days? .
1.B.A2.17
Mon 311/10
Wed 8l31111
393 days?
1.B.A.2.17.1
Mon 3/l/10
Wed 8/31/11
393 days?';
1.B.A.2.17.2
Mon 3/1110
Wed 8/31111
393 days?!
1.13.A.2.17.3
Mon 3/1/10
Thu 3110111
269 days?
1.6.6
Mon 3/1/10
Wed 8/31111
.....__........._._."...._._.._..j
393 days?!
L6.8.1
Mon 3/1/10
Wed 8/31111
393 days?
1-B.B.2
Mon 311/10
Wed 8131111
393 days?' - - --- '- "-- --" ---- ----- -�
1.B.B.2.1
Mon 3/1110
Wed 8131/11
393 days?:;
1.B.B.2.2
Mon 3/1/10
Wed 8/31111
............:"....__._..__ ........... ...... _..
393 days?
1.B.B.2.3
Mon 311/10
Wed 8/31111
393 days?';
1.13.8.2.4
Mon 311/10
Wed 8/31/11
393 days?j
l.B.B.2.5
Mon 3/1110
Wed 8/31/11
393 days?;
1.6.6.2.E
Mon 3/7110
Wed 8/31/11
393 days?'. ---
1.6.8.2.7
Mon 3/1110
Wed 8/31/11
393 days? -'
1.8.6.2.8
Mon 3/1/10
Wed 8/31/17
393 days?
Rolled Up Task E
Rolled Up Milestone O
Rolled Up Progress
Split
City of Fort Collins
External Tasks Ij
Project Summary
Group By Summary
Deadline
Mason Corridor MAX BRT
- Project
Schedule
August 11, 2008
ID
.Task Name
WBS
Start
Finish
Duration - _ 2008 2009
281
Shallow Utilities (ITS\Communication\Gas\Electric)
Foundations (Signal &Lighting)
Conduit Crossings (Irrigation & Communication)
Curb &Gutter Fixed Guideway)
( Y)
1.B.B.2.9
1.B.B.2.10
l.B.B.2.11
-
7.6.6.2.12
Monn 3/1/10
Mon 3l1I10
Mon 3/1/10
Mon 3/1/10
Wed 8/31/11
Wed 8/31/11
Wed 8/31111
Wed 8f31/11
_ Qt 02 ! Q3__ Q4I Q1 Q2__ 03 Q4
393 days?
._.""_. _........_...:,
393 days?
393 days? '.
_...__......._..._.. _................. ....... _...
393 days? j I
282
283
..284. _
Curb & Gutter (Stations)
Paving (Fixed Guiedway)
1.B.B.2.13
t.B.B.2.14
Mon 311/10
Mon 3/1/10
Wed 8131111
Wed 8131111
393 days?
393 days?
286
287
Station Platforms
Paving (Stations)
1.B.B.2.15
1.B.B216
Mon 311110
Mon 3/1/10
Wed 8131111
Wed 8/31l11
393 days?
393 days?---"""""-"----�
288
289
Sidewalk (Stations & Street Crossings)
Landscaping & Irrigation
Signing &Striping
Traffic Signal Equipment -
Lighting Poles &Luminaires
1.B.B.2.17
1 -6.6.2.18
1.B.B.2.19
1.B.B.2.20
1.8.8.2.21
Mon 311110
Mon 3/1/10
Mon 3/1110
Mon 311/10
Mon 3/1110
Wed 8/31/11
Wed 8!31f11
Wed 8/31Ill
Wed 8/31/11
Wed 8/31/11
393 days?
393 days? -
393 days?',
393 days?-
393 days?
290
291
292
293
294
Passenger Information Systems
7.6.6.2.22
Mon 3/1/10
Wed 8/31/11
393 days?';
295 �i
-----'
Fare Vending Machines
1.B.6.2.23
Mon 3/1/10
Wed 8131111
393 days?
296
Shelters
South Transit Center
1.B.B.2.24
t.B.6.3
Mon 3/1110
Mon 3/1/10
Wed 8/31/11
Wed 8/31/11
_..... . .........___........ _.. .__...
393 days? I"
393 days?,'.
297 j
298
Maintenance Facility Upgrades
Vehicle Ac wsnion - -- --"-- -- � �---
9
1.6.6.4
_;----1211106--
I 1.B.0
Mon 3/1/10
Mon
Wed 8/31f11
Fri 9/30/11
393 days?'-
_;
740 days?
299 I
300
Procurement
Inspection (Pre -Revenue)
1.B.C.1
1.B.C.2
Mon 1211/08
Mon 113/11
Fri 12/31/10
Thu 3/31111
545 days?
64 days?' -
301
302
Testing 8 Startup
Hire Trainer -
Hire Drivers
Train Drivers
� 1.B.C.3
� 1.B.C.3.1
1.B.C.3.2
1.B.C.3.3
Mon 10/4/10
Mon 10/4110
Tue 3!1 /11
Fri 7/1111
Fri 9/30/1 t
Mon 1014/10
Thu 6130/11
Wed 8/31/11
260 days?'.-
0 days
88 days?
44 days?
303
304
305
306 �
. .._"..
Test Buses on Guideway
Hire Dispatch "_-- _ __
O erations ..
P
Task
......._.
1.B.C.3.4
_ 1.B.C.3.5
1.B.D
i
Rolled Up Task
Thu 9/1/11
Fri 9/30111
Mon 3/1110
y .""... _. _. _... .___..._....__.
Fri 9/30H 1 22 da sv - - -
Fri 9/30/11 Oda s
...._— _.......
Wed 8/31/11 393 days?!". ___ .
.
External Tasks
307
308
Project:
MASONBRTWBS081108 Progress
Rolled Up Milestone �,�
Project Summary
Date: Mon
8/11/08 Milestone ®
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
City of Fort Collins
309
MasonlHowes Two -Way Street Conversion
310
Equipment Procurement
311
Installation
312
Street Conversion -
313
BRT (Guideway,StationslStopslLots)
314 i
Procurement
315
ITS Equipment
316
Passenger Information Systems
317
Traffic Signals
318
Fare Vending Machines
319
Shelters
320
Fuel
321J
Inspection
322
Passenger Information Systems
3323
Traffic Signals
324 _'.
Fare Vending Machines
325
Shelters
32326 t
Testing
_
32�7 ',
Traffic Signal Systems
328
Fare Vending Equipment
329
ITS Equipment
330
AVLiGPS
337
Passenger Information Systems
332 !
ITS
Data Cabinet
Mobile Video Security System
DVR
Cameras
Task
Project: MASONBRTWBS081108 Progress
Date: Mon 8/11/08 Milestone
Summary
Mason Corridor MAX BRT
Project
Schedule
August
t t, 2008
WBS
Start I
Finish
Duration 200- _ 2009
-
L
-
_..__i_Q1 i_Q2 Q3 Q7_._Q2 Q3_
1.B.D.1
Mon 3/1/10
Wed 8/31111
— - _.Q4
393 days?
1.B.D.1.1
Mon 311/10
Wed 8131/11
393 days? --- - ' - -- --- - -
1.B.D.1.2
Mon 3/1110
Wed 8131111
393 days?
t.B.D.1.3 -
Mon 3!1/10
Wed 8/31/17
393 days? j
1.5.0.2
Mon 3/1110
Wed W31/11
393 days?
1.B.D.2.1
Mon 3/1l10
Wed 8/31111
:.__...__.... . _..__....... _._.. _..
393 days? _......
1.B.D.2.1.1
Mon 311/10
Wed 8/31111
393 days? -
1.B.D.2.12
Mon 311110
__...... ...__...... -
393 days?
- 1.B.D.2.1.3
Mon 3/1110
Wed 8/31111
393 days?
1.8.D.2.1.4
Mon 3/1/10
Wed 8/31/11
393 days?: - -
1.B.D.2.1.5
Mon 311110
Wed 8/31/11
393 days?!
1.B.D.2.1.6
Mon 311I10
Wed 8131/11
393 days?!
1.B.D.2.2
Mon W1/10
Wed 8/31111
393 days? -
1.8.D.2.2.1
Mon 3/1/10
Wed 8l31/17
....... _._.....:.. _. ___. _.. _...
393 days. ........_
1.B.D.2.2.2
Mon 3/1110
Wed 8131/11
393 days?'
t.B.D.2.2.3
Mon 3/1/10
Wed 8/31/11
L...__.__.......:.........___..__.._.__..
393 days?!
1.B.D.2.2.4
Mon 3/1/10
Wed 8/31/11
393 days?
1.B.D.2.3
Mon 311/10
Wed 8/31/11
393 days?: - - -
1.B.D.2.3.1
Mon 3/1110
Wed 8131/11
393 days? !
1.B.D.2.3.2
Mon 3/1/10
Wed 8131/11
393 days?
1.B.D.2.3.3
Mon 3/1110
Wed 8/31/11
393 days?
1.B.D.2.3.4
Mon 3/1/10
Wed 8/31/11
393 days? I -
1.B.D.2.3.5
Mon 3/1110
Wed 8131/11
393 days? `.
1.B.D.3
Mon 3/1/10
Wed 8131/11
393 days?'
1.B.D.3.1
Mon 3/1/10
Wed 8131/11
393 days?
1.B.D.3.2
Mon 311/10
Wed 8/31/11
- --_.........:...—...... _..... .......
393 days? '.
1.B.D.3.2.1
Mon 3/1/10
Wed 8/31/11
393 days?,
i.B.D.3.2.2
Mon 3/1/10
Wed 8131/11
393 days?' - - -
Rolled Up Task
External Tasks
Rolled Up Milestone
Project Summary
Rolled Up Progress
Group By Summary
Split
Deadline-
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID (Task Name WBS Start Finish Duration 2008 I 9nno
338 I
Automatic Announcement System
1.B.D.3.3
Mon 3/1110
Wed 8131/11
339 1
Audio Announcement
1.B.D.3.3.1
Mon 311/10
Wed 8/31/11
340
J'
Visual Display
1.13.0.3.3.2
Mon 3/1/10
Wed 8/31/11
341
Fare Collection System
1.B.D.3.4
Mon 3/1110
Wed 8/31/11
342—�
On Board Server
1.B.D.3.5
Mon 3/1/10
Wed 8131/11
i
343
CPS Input
1.B.D.3.5.1
Mon 3/1110
Wed 8/31/11
344
Discrete Inputs
1.B.D.3.5.2
Mon 3/1110
Wed 8/31/11
345
Driver Console Integration
1.B.D.3.5.3
Mon 3/1/10
Wed 8/31111
346
Headway Signs Integration
1.B.D.3.5.4
Mon 3/1/10
Wed 8/31/11
347
Fare Collection System Integration
1.B.D.3.5.5
Mon 3/1/10
Wed 8/31111
348 i
Automatic Announcement Integration
1.B.D.3.5.6
Mon 3/1l10
Wed 8/31/11
349
Rear Camera Integration
1.B.D.3.5.7
Mon 3/1/10
Wed 8/31111
350
Dispatch
1.B.D.3.6
Mon 3/1110
Wed 8131/11
351 --
ITS Software for Dispatchers
1.B.D.3.6.1
Mon 3/1110
Wed 8/31111
352 i
Large Screeens
1.B.D.3.6.2
Mon 3/1110
Wed 8/31/11
353
Automatic Vehicle Location System
1.B.D.3.6.3
Mon 3/1/10
Wed 8/31/11
354 !
Route Schedule Adherence -
1.B.D.3.6.4
Mon 3/1/10
Wed 8/31/11
355
Mobile Video Security
1.B.D.3.6.5
Mon 3/1/10
Wed 8/31111
35>�
Platform Videc Security
�� �7.B.D.3.6.6
Mon 3/1/10
Wed 8/31/11
357
Sout1hTransit Center Video Secudty
1 1.B.D.3.6.7
Mon 3/l/10
Wed 8/31/11
358
Communications
1.B.E
Mon 311110
Fri 9130/11
Shan=.tl Data Website
1.B.E.1
Mon 3/1/10
Fri 9130/11
_35
360 (
Public Website
1.B.E.2
Mon 3/1/10
Fri 9/30/11
361
Community Outreach
1.B.E.3
Mon 311110
Fri 9/30/11
362
Media -
� 1.B.E.4
Mon 311/10
Fri 9/30l11
363
Government
I 1.B.E.5
Mon 3/1/10
Fri 9/30111
364
Public Art
1.6.E.6
Mon 3/1/10
Fri 9/30l11
Task
Project: MASONBRTWBS081108 I Progress
Date: Mon 8111/08 Milestone
Summary
Rolled Up Task
Rolled Up Milestone O
® Rolled Up Progress
Split .„1
City of Fort Collins
393 days? ._.......__ __.__,
393 days?
393 days?i I
393days?
I
393 days? __...__..............
393 days?
393days?I
393 days?
393 days?! _...__......_. _..1
393 days?;
393 days?
393 days?
393 days?
393 days?
393days,;-
393 daW'
393 (Jays?
.......__ ...._..__..-..
393 days?',,
393 da
.—
ys?�
...-------
415 days? l
415 days?
415 days?I
415 days?
415 days?
415 days?'
415 days?
External Tasks
Project Summary "
Group By Summary
Deadline
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID Task Name
I
WBS Start
Finisuration 2009
365
_—___ ___.._.._
Public Meetings
I 1.B.E.7 Mon 3/1PI0
_____2008
Ot O2 Q3 '_ Q4 Qt_Q2 O3 Q4_.
Fri 9/30/11 4 �5 -days -'-
366
Public s & Hearin s
1.B.E.8 Mon 311/10
Fr9/30/11 -
415 days-
367
Public Participation Record -
1.B.E.9 Mon 31V10
Fri 9/30/11 415 days?
368
Public Involvement ActivityTimeline
tB.E.10 Mon 3/t/70
...— --- - . . .. .............
Fri 9l30/11 415 days?I
i
Task
Rolled Up Task
External Tasks
Project: MASONBRTWBS081108
Progress
Rolled Up Milestone
Project Summary
Date: Mon 8/11/08
Milestone ®
Rolled Up Progress
Group By Summary
Summary
Split ..
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11. 2008
ID
Task Name
WBS Start
Finish
�2010 2011 j
Corridor MBT Project
-
I
Qt 2QQ3 4 QtMason Q2
Q31
u— /Oili
2
Planning &Preliminary Design
1.A Tue 5/6/08
Wed 6130/10
l- - -------- - ----- - -' .------"-
3
Environmental Assessment
1.A.A Tue 5/6108
Fri 8/29/08
f
4
Final Document Revisions
1.A.A.1 Tue 5/6108
Fri 5/30/08
---"----------- ---------
5
Final Review
1.A.A.2 Mon 6/2/08
Mon 6/16108
6
Public Comment Period
1.A.A.3 Mon 6116108
Wed 7130108
--------"""""---""-_.--';
"--"-
7
EA Public Meeting
1.A.A.4 Wed 7/9108
Wed 719/08
8
Compile Comments
t.A.A.S Fri B/1 /08
Tue 8/5/OS
------------"""--... .!
9
Final Revisions
1.A.A.6 Tue 8/5/08
Fri 8/8/08
10
FTA Submittal - FinalAPProval
1.A.A.7 Mon 8/11/08
Fri 8/151O8
f - -
11
Route for Signatures
1.A.A.8 Mon 8/18108
Fri 8/29/08
i
12
FONSI
- Fri 8/29/08
1.A.A.9
Fri 8/29/08
:_..__......___ _......_.._._.._ _. _..__.. _._...'
' - -
13
Project Management Plan (PMP)
1.A6 Tue 5/61O8
Thu 10/16/08
14
Project Initiation Meeting
f 9
1.A.B.t Tue 5/6/08
Tue 5/6/08
-----
15
Research PMP Content
1.A.B.2 Wed 5/7/08
Thu 5/22108
16
Team Meeting - Identify Sub-Teams\Scoping Discussion
1.A.8.3 Fri 5/23/08
Fri 5/23lO8
- - "" - ' -
17
Collect Existing PMP Information
1.A.B.4 Mon 5/26/08
Fri 6/20l08
I 18
EMT Meeting Draft Charter
9'
1.A.6.5 Mon 6/23/08
Mon 6/23/08
__.._........ _...... _. _...._... _.. _....._J
-
19
Collect Additional Existing PMP Information
_.- ..._.
, 1.A.8 6 Tue 6724/08
.__
Mon 7p/OS
20
Draft Base WBS- ------
1.A67 Tue 6/24/08"----Mon
7/7108
- ""-----""-.---...'.. '
21
Sub -Team Meetings - WBS & Task Assistance
1.A.8.8 Fri 7/111O8
Fn 7/11/08
22
Complete ChapteASubection Work Tasks --
- -
1.A.B.9 Mon 7/14/08
-
Fri 7/25/08
-- - ..-.-.._. _............... ... ._=
23
Compile & Publish Dmft PMP Update -- - -
1.A.6.10 Mon 7/28/08
Thu 7131/08
24
Review Draft PMPU date
P
I 1.A.8.11 Fri 8fl/08 �
Mon 8/4/08
--"- ------""------"----
25
Draft Review Sub -Team Meetings -
1.A.6.72 Mon 8/4/08
Mon 8/4/08
26
Final Revisions -PMPU date
P
1 A.B 13 Tue 8/5108 "
-_
Fr,B/8108
-------------"----"--
27
FTA Submittal -PMPU-1/0
P
1.A.6 14 Mon 8117l08
Mon 8/1l8
28
___...__. __...-__....____
FTA Review &Comments
r .__ _..
t. A.6.15 Tue 8/12/08
Fr, 9/5/08
..... _...... ...... _... _......:
- - - ,
Task
Rolletl Up Task
External Tasks ----_---
Project
MASONBRTWBS081108
Progress
Rolled Up Milestone
Project Summary
Date: Mon 8/11/08
Milestone O
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID Task Name
WSS
Start
Finish
2010 2011
Q1 02 63 04�_Q2 Q3___Q4j__01
—_- __ ._._ ____ 1..._ .-.___._ _
29 PMP Final Revisions
&Schedule Cost Loading
1.A.8.16 Mon 918108
Thu 10/16/08
30
PMP Final FTA Submittal
1.A.B.17 Thu 10/16/08
Thu 10/16/08
-
31 RAMP & Agency Coordination
1.A.0 Tue 516/08
Wed 6/30110
32
Real Estate Acquisition Management Plan (RAMP)
1.A.C.1 Tue 6/6108
Thu 10/16l08
1
33
34
35
Consultant Draft RAMP
City Review
Revisions.
1.A.C.1.1 Tue 516/08
1.A.C.1.2 Mon 7/28/08
Fri 7125108
Fri 8/1/08
_.........------ _
.--.._.. ... .. _........ _. _. ...
_ _.._. ....
36
37
Initial FTA Submittal -RAMP
FTA Review &Comments
1.A.C.1.3 Mon 8/4108
1.A.C.1.4 Mon 8/11/08
1.A.C.L5 Tue 8/12/08
Fri 818/08
Mon 8/11/08
Fri 9/5/08
..............__._--.....:___....-....---......
-
_.:..:... j.
38
Final Revisions
tA.C.1.6 Mon 9/8l08
Thu 10/16/08
------------------- ---.___...--- ...---
39
Final FTA Submittal
1.A.C.1.7 Thu 10/76/08
Thu 70/16/08
40
Property Acquisition
1....___.-.-_--------------__-------.....-
AC.2 Fri 8/1 /08
Wed 6/30/10
.__..__....1
41
Title Commitments
1.A.C.2.1 Fri 8/1/08
Thu 8128/08
42
Review Commitments
1.A.C.2.2 Fri 818108
Thu 914108
43
Form Approval
1.A.C.2.3 Fri 8/1/08
Thu 8114/08
44
License to Enter Procurement
1.A.C.2.4 Wed 8113108
Tue 9/23/08
---.._----_.-...._..._...... _. _..........__..
--------
45
Final Legal Description Deadline
1.A.C.2.5 Mon 6/1109
Mon 611/09
46
Pre -Condemnation Property Ownership
1.A.C.2.6 Tue 6/2/09
Mon 6/29/09
---------- ----------------- - _ .._ ..........
_ ..'
47
Council Condemnation Authorization
1.A,C 2 7 Tue 6/16/09
Mon 8110/09
48
Bid Process "--- - - -__
i -_ i.A.0 2 8 Wed 8/13/08-
__..
Tue 9123i08
_ .....-- ....-__--_......_.__..
;
49
Submit NO[ letter
1.A.C.2.9 Tue 8111/09
Mon 8124109
50
Appraisal
1.A.C.2.10 Thu 8/7108
Mon 2/15/10
___.-._.............._.__...--....... _.
EW
51
Railroad
1.A.C.2.10.1 Thu 8/7/08
Wed 10/15/08
52
Phase I
1.A.C.2.10.2 Thu 817108
Wed 10/15/08
...._--_..._._...__.-....__-__.......................j
53
RR
1.A.C.2.10.3 Thu 10/16/08
Thu 11127/08
54
. ._.._..___.__
Phase II
_..
1 A.C.2.10.4 Tue 8/25/09
-..___. -
Mon ii11/10
- -------- --------- --_----- -----..—..
-
'..
55
Phase III -- -" " - ----. - - ___._._-_.__.___!__._..--
1.A.C.2.10.5 Tue 10/20/09
Mon 2l8/10
56
Final
1.A.C.2.10.6 Tue 10/27/09
Mon 2/15/10
--------------_.......-.-...______-....-._........
_....
Task..; =
j Rolled Up Task,.,
..... External Tasks
Project: MASONBRTWBS081108
Progress
I �
Rolled U Milestones
P �
t'�`T`'
Project Summary .;��
Date: Mon 8/11108
Milestone ®
Rolled Up Progress
Group By Summary
Summary
Split
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID
(Task Name
WBS Start
Finish
2010 _ 2011
01.. O2 ! Q3 Q4 Of IQ3yQ4 Of
57 Submit BNSF Offer Letter 1.AC.2.71 Fri 12%26%08
Fri 12/26/08
58
FMV -
__. __T_.---_._..
tA.C.212 ue 11/3/09-
Mon 2/22/70
..-.._...._ -
59
Negotiation
t.AC.2.13 Tue 11t0/09
Mon 3/29/-7--0-
60
First Offer
_..__
1AC2.131""-Tue 11/10/09
Mon 3/1/10::�—�
-------- _.".._- ."_.""_.........- ....
---�
61
Final Offer
tA.C.2.13.2 Tue 12/8/09
Mon 3/29/10
62
Condemnation
1AC.2.74 Tue 4/20/10
Wed 6/30/10
-:....._------------------ ....---------------- _...."
-
63
Petition Filing Date
1.A.C.2.14.1 Tue 4/20/10
Tue 4120110
*,4/20
64
Court Date
1.A.C.2.14.2 Wed 4121110
Tue 6115110
--"" "-�" - --""- - -"." ""--"""-"----- -�
65
Posession Date
1.A.C.214.3 Wed 6/30/10
Wed 6/30/10
6130
66
Closing
t.A.C.2.15 Tue 11/10/09
Mon 6/2l/10
------------ ----"""------ -"-""""---"- "-- '
67
BNSF Railway --
1.AC.3 Mon 6/2/08
Fri 7/31109
68
Confirm ROW Square Footage Desired-
1.A.C.3.1 Tue 7/1108
Thu 7/31/08
---- ----"-----------------"---"' "
69
City Obtains Certified Appraisal of ROW Area
1.A.C.3.2 Thu 8/7108
Wed 10/15/08
-
70
Hire Railroad Negotiator
1.A.C.3.3 Fri 8/8/08
Fri 8/29108
--"---"-- "- --- ---- "---- -- ------------ - -
71
City Finalizes Draft Request Letter to BNSF
1.A.C.3.4 Mon 6/2/08
Thu 12/25/OS
72
Legal Negotiations
', 1.A.C.3.5 Mon 12/29%08
Fri 3/13J09
�
73
Final Offer
1.A.C.3.6 Mon 3/16,09
Tue 3/31/0974
.
Final Agreement Signature Routing
1.A.C.3.7 Wed 4/1/09
Wed 4/29/09
75
Final Land Transfer & Pa ment
Y
----�
1.A.0 3 8 Fri 5lV09
" Fri MV69
-
76
New Mercer Ditch
.... __. _"_..
1.A.0 4 Mon 11/3/08
Fri 2/26/10
_ - _......__.... ..... _... _.__. .__.... "....
': 1
77
Sherwood Lateral Ditch
- 1.A.C.5 Mon 11068
Fri 2/26/10
::--
78
Emi hLateral Ditch
9
._ -
1.A.C.6 Mon 11/3108
Tue 1/26110
"..-- .... _..__..._... ..__.... _...__...._ _......;
79
Larimer County No. 2
1.A.C.7 Mon 11/3/08
Fri,
:::
1.A.C.B Mon 1713/08
Fri 2/26/10
:?
87
Park-n-Rides
1.A.C.9 Mon 11/3/08
Fri 2/26/1082
Preliminary Design
1.A0 Tue 5/6106
Mon 1112109
83
Preliminary Engineering (PE) Plans - 30%
1.A.D.1 Tue 5i6/08
Fri 5/30/08
84
Supplemental Data Collection
tA.D.2 Mon 6!2/08
Fri 10/31/08
....-_-_...-..------ .""_...__ ......
_...:_...... .. _... _:
Task
Rolled Up Task
External Tasks —
Project:
MASONBRTWBS081108
_ Progress
Rolled Up Milestone 0
Project Summary
Date: Mon 8/11/08
Milestone
Rolled Up Progress
Group By Summary
Summary
Split
Deadline; ;
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August l 1, 2008
ID
Task Name I
WBS
Start
Finish
2010 _ 2011 !
85
Utilities Coordination S PE Plan D/B RFP Development
1.A.D.3
Fri 8f1/08
_ _
Mon 1112109
Qt Q2 I 03 Q4 01 .__Q2 01
86
Supplemental Data Collection
PP
-.
1.A.D.3A
Fri 8/1/08
Fri Z13109
-__..._-_.--....-_-.......___.. !
- - ------------
87
Survey
1.A.D.3.1.1
Mon 9/1108
Fri 2/73/09
88
Existing Drainage System Configuration
1.A.D.3.1.2
Fri 8/1/O8
Fri 10131/O8
89
Soil Borings
1.A.D.3.1.3
Mon 9/1/08
Fri 10/31/08
90
Potholing__-...
1.A.D.3.1.4
Mon 9/tlOB
Fri 10/31/08
_.... _...._..-_- _....__...__. __.............'
- -
91
Utilities/ITSfTraffic Signal Coordination
1.A.D.3.2
Mon 911108
Mon 1112109
I. 92
Identification
1.A.D.3.2.1
Wed 10/1108
Fri 10/31/08
i - '
'.. 93
Relocations
1.A.D.3.2.2
Mon 11/3108
Tue 3/31/09
94
Wet Utilities (Water\Sanitary Sewer\Stonnwater) -
1.A.D.3.2.3
Mon 12/1/08
Thu 4/30/09-
95
Dry Utilities (ITS\Communications\Gas\Electric)
1.A.D.3.2.4
Thu 1/1109
Fri
96
Primary Electric Trunk Line -
1.A.D.3.2.5
Mon 11/3/08
Fri 5/29/09
r_------- .___....-
• - ......-
97
Floodplain Management
1.A.D.3.2,6
Mon 1113/08
Fri 5/29109
98
PUC Submittal -Mason/Howes
1.A.D.3.2.7
Mon 11f3/08
Thu 4/30/09
... _.....___... _. _. _.._.. _.. _......... +.
- ---- -.--- .
99
Signal Priority System Implementation Planning
1.A.D.3.Z8
Mon 911109
Mon 11/2109
-
100
PE Plan D/8 RFP Development
1.A.D.3.3
Mon 11/3/08
Mon 11/2/09
101
Final D/B Package RFP Plans
1.A.D.3.3.1
Mon 11/3/08
Fri 5/29/09
102
D/B Package RFP Development
1.A.D.3.3.2
Thu 1/1 /09
Fri 10/30/09
-
103
Final D/B RFP Package � �
1.A.D.3.3.3
Mon 1112/09
Mon 11/2109
12
104
Finance - �
.._
1 AE
Tue 5/6/08
Thu 4/30109
-............... _... _. .. _. .1,
105
Finance Management Plan (FMP) - - ..t.
- 1 AEA
Tue 5/6/08
Fri 10/17/08
106
_... _. ..-.-__._._
Draft FMP
� -- 1.A.E.1.1
Tue 5161O8
Thu 9/4108
...._... .. ........_ .-_.... _- ...._.-
- - -
707
Initial FTA Submittal
1.A.E.1.2
Fri 9/5l08
Fri 9/5/08
108
..
FTA Review 8 Comments
1.A.E.1.3
Mon 9!8l08
Fri 9/26/O8
_.___.-..._..___... ....................
_........
-, -
109
Final Revisions I
1A-E.t.4
Mon 9/29/08
Thu 10/16/08
110
BNSF Appraisal Update
t.A.E.1.5
Thu 10/16/08
Fri 10/17/08
171
Final FTA Submittal - �
1.A.E.1.6
Fri 10/17/O8
Fri 10/17108
112
Secure State Funds CDO7- I
( )
1.A.E.2
Tue 5/6/08
Tue
------- -----
Task (: `. .; i(j Rolled Up Task I External Tasks
Project: MASONBRTWProgress BS081108 � Rolled Up Milestone Project Summary
Date: Mon 8/11/08 Milestone ® Rolled Up Progress Group By Summary
Summary Split Deadline -
City of Fort Collins
Reference evaluation (Top Ranked Firm)
The project Manager will check references using the following criteria. The evaluation rankings
will be labeled Satisfactory/Unsatisfactory.
QUALIFICATION
STANDARD
Overall Performance
Would you hire this Professional again? Did
they show the skills required by this project?
Timetable
Was the original Scope of Work completed
within the specified time? Were interim
deadlines met in a timely manner?
Completeness
Was the Professional responsive to client
needs; did the Professional anticipate
problems? Were problems solved quickly and
effectively?
Budget
Was the original Scope of Work completed
within the project budget?
Job Knowledge
a) If a study, did it meet the Scope of Work?
b) If Professional administered a construction
contract, was the project functional upon
completion and did it operate properly?
Were problems corrected quickly and
effectively?
10
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
Name
114
Secure Local Funds
1.A.E.4
Fri 10i31108
Fri 10131108
115
Secure Federal Funds (FTA Small Starts PCGA)
1.A.E.5
Thu 4/30/09
Thu 4/30109
116
Final Design 8 Construction
1.B
Mon 1231108
Fri 9130111
117
Final Design
1.B.A
Mon 311110
Wed 8131111
118
Mason\Howes Street Two -Way Conversion
1.B.A.1
Mon 3/l/10
Wed 8/31111
119
BRT(Guideway�StationsiStopslLotsISTC)
1.B.A2
Mon 311110
Wed 8131111
120
Value Engineering
1.B.A.2.1
Mon 3/l/10
Wed 8131111 j
121
Typical Section
S.B.A.2.2
Mon 311110
Wed 8/31/11
122
Pavement Thickness (Geotechnicap
1.B.A.2.2.1
Mon 3/1/10
Wed 8/31il1
123
Guideway
1.B.A.2.2.2
Mon 3/1/10
Wed 8131111
124
Station Platforms
_ 1.B.A.2.2.3
Mon 3/1110
Wed 6/31/11 j
125
Park-n-Ride Lots
t.B.A.2.2.4
Mon 3/1/10
Wed 8/31111
126
South Transit Center
1.B.A.2.2.5
Mon 3/1110
Wed 8/31111
127
Mason Trail
1.B.A.2.2.6
Mon 311110
Wed 8131111
128
Demolition and Removals
1.B.A.2.3
Mon 311/10
Wed 8131111 1 1
129
PSCO Building Demolition
1.BA.2.3.1
Mon 311110
Wed 8131/11 j
130
Miscellaneous Removals
1.B.A.2.3.2
Mon 3/1/10
Wed 8131/11
131
Horizontal Alignment
1.B.A.2.4
Mon 311110
Wed 8/31/11 '
132
Guideway Control Line AlignmenhLayout
1.B.A.2.4.1
Mon 311110
Wed 8131/11
133
Mason Trail
1.B.A.2.4.2
Mon 3/1110
Wed 8131/11
134
Crossing Alignments
1.B.A.2.4.3
Mon 311/10
Wed 8131/11
135
South Transit Centerr
1.B.A.2.4.4
Mon 311/10
Wed 8/31Ill
136
Vertical Profiles
1.BA2.5
Mon 311110
Wed 8131111
137
Guideway Control Line Profile
1.B.A.2.5.1
Mon 311110
Wed 8/31/11
138
Curb & Gutter Profiles -
-
1.B.A.2.5.2
Mon 311/10
Wed 8/31/11 j
139
Mason Trail -
1.B.A.2-5.3
Mon 3/l/10
Wed 8/31/11
140
Intersection Details
1.B.A.2.5.4
Mon 3/1/10
Wed 8131111
Task {
Rolled Up Task
External Tasks
Project: NIASONBRTWBS081108
Progress
Rolled Up Milestone C`
Project Summary
Data: Mon 8/111O11
Milestone ♦
Rolled Up Progress ®
Group By Summary ^ '
Summary
Split ..
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August l 1, 2008
I 142
South Transit Center
'. 1.B.A.2.5.6
Mon 3/1l10
i
Wed 8/31111 ---"---
14"s
Facilities Layout
1.B.A.2.6
Mon 311110
Wed 8131/11
144
Stations & Stops
1.B.A.2.6.1
Mon 3/1110
Wed 8/31/111-
r
145
Park-n-Ride lots
1.B.A.2.6.2
Mon 311/10
Wed 8/31/11I
146
j
Maintenance Facility
tY
1.B.A.2.6.3
Mon 3/1110
Wed 8131111
147
South Transit Center
1.B.A.2.6.4
Mon 311/10
_ - " `------a
Wed 8/31/11
148
Signing & Striping
1.B.A.2.7
Mon 311110
r
Wed 8131111 - . --- -- "
149
BRT Guideway
1.B.A.2.7.1
Mon 3/1110
Wed 8131111
156
"
Stations ._... _
1.13.A.2.7.2
Mon 311110
t a .. :�:-..:... ".....:......
Wed 8131111
151
--
Stops - -
- tB.A.2.7.3
Mon 3/l/10
Wed 8131111 -
152
Park-n-Ride Lots
1.8.A.2.7.4 -
Mon 3/1110
Wed Bl31(11i!
153
South Transit Center
1.B.A.2.7.5
Mon 311/10
Wed 8131/11
154
Drainage
1.B.A.2.8
Mon 3/1/10
Wed 8131/11
155
Fixed Guideway
1.B.A.2.8.1
Mon 3/1110
Wed 8/31111
156
Basin Layout
tB.A.2.8.1.1
Mon 311/10
Wed 8/31/71 '� z----"""
757
Inlet Spacing
I.B.A.2.8.1.2
Mon 311/10
Wed 8131/11 ::
158
Trunk Line Profile
1.B.A.2.8.1.3
Man 3/1/10
- - --- '-"-"--
Wed 8/31111 .-"
',, 159
Lateral Profiles
1.B.A2.8.1.4
Mon 3/1110
Wed 8/31111
160
Inlet & Manhole Elevations
1.B.A.2.8.1.5
Mon 311/10
.:
Wed 8/31/11
161
Details
, 1.B.A.2-8.1.6
Mon 3/1110
Wed 8/31111 :3
162
StationsiStopslLots\STC
1.B.A.2.8.2
Mon 311110
Wed 8131111 ----
163
Site Drainage PlantLayout
1.B.A.2.8.2.1
Mon 311/10
Wed 8/31/11 i-
164
Profiles
t.B.A.2.8.2.2
Mon 311/10
Wed 8/31/11
165
Inlet & Manhole Elevations
1.B.A.2.8.2.3
Mon 3/1110
Wed 8/31/11
166
Details
- - 1.13.A.2.8.2.4
Mon 311/10
Wed
167
South Transit Center
1.B.A.2.8.2.5
Mon 311110
Wed 8/31/11 -
168
Mercer Ditch\Mail Creek Crossings
1.B.A.2.8.3
Mon 311/10
..:
Wed 8/31/11
Task—
Rolled Up Task`"—,
' ;� External Tasks
Project: MASONBRTWBS081108
Progress
Rolled Up Milestone
Project Summary
Date: Mon 8/11108
Milestone ♦
Rolled Up Progress ®
Group By Summary
Summary
Split
... ,
Deadline ; r
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID Task Name
WBS Start
Finish 2p10 2011
Stormwater Management &Erosion Control
7.B.A.2.8.4 Mon 3/1l70
_
Wed 8/31/11
170
Drainage Report (ENTIRE PROJECT)
1.B.A.2.8.5 Mon 3/1/10
E
Wed 8/31/11-
171
Traffic Signals
1.B.A.2.9 Mon 311/10
Wed 8/31/11 i
172
Guideway Street Crossings
1,B.A.2.9.1 Mon 311/10
Wed 8/31/17."--
173
Industry Track Crossing
t.B.A.2.9.2 Mon 3/1110
Wed 8/31/11
174
Park-n-Ride Lots
1.S.A.2.93 Mon 311110
Wed 8/31/11r _.....'---.._
175
South Transit Center"
.9.4 Mon 3!1/10
Wed 8r3ll11
176
Fixed Guideway Communication Intfrastructure
y
1.BA2.10 Mon 3/1/10
Wed 8/31N1
177
Ensure Transit Bandwidth Priority Usage
1.B.A.2.10.1 Mon 3/1110
Wed 8/31/11
178
Investigate Partnerships With Other Departments
1.B.A270.2 Mon 311/10
Wed 8/31/17
179
Investigate Partnerships With Other Agencies
1.B.A.2.10.3 Mon 311/10
Wed 8/31/11 _: ...,
180
Fiber Optic Connectivity
1-BA2.10.4 Mon 3/1/10
Wed B131/11t a-- - '
181
Connecting to Existing City Data Network
1.B.A.2.10.4.1 Mon 311110
Wed 8/31111 !
782
Selecting Appropriate Fiber Optic Cable
1.B.A.2.10.4.2 Mon 3/1/10
Wed 8131/11 1-
183
New Guideway Installation
1.BA2.10.4.3 Mon 311110
Wed 8131111
184
ontluits
B.A.2.10.43.1 Mon 311/10
-
Wed 8/31111 I .. _...-
185
Junction Points
B.A.2.10.4.3.2 Mon 311110
j
Wed 8/31/11
187
Ter
�— —_.:
18E
Testingtination
B.A.2.10.4.3.4 Mon 3/1/10
Wed 8/31/11 1
188
Existing Roadway Installation
1.B.A2.10.4.4 Mon 311110
.i
Wed 8/31111
189
s Borin
g
B .A.2.10.4.4.1 Mon 311/70
Wed 8/31/11 ..",j '..
Traffic Fiber Versus New Fiber Plant
B A.2.10,4,4.2 Mon 3/1/10
Wed 8l31/71_-,
i190
191
Connectivity - STC to Transfort
t B.A.2.10.5 Mon 311/10
Wed 8131111
192
COSN3enefit Analysis
1.B.A.2.10.5.1 Mon 3/1110
Wed 8/31/11 T-
193
Partnerships Analysis'.
1.B.A.2.10.5.2 Mon 3/1110
Wed 8/31111
194
New Utilities Power System - South West Annex
1.B.A.2.10.5.3 Mon 3/1flo
Wed 8131111,
195
Wireless Infrastructure
1.B.A2.10.6 Mon 311110
Wed 8/31111
196
Analyze ProtocoRTechnology to Use
1.BA2.10.6.1 Mon 311110
;.__...... _.....--_....-- ... _......
Wed 8131111
Task �
�
Rolled U Task
P ��
External Tasks I <,
Project: MASONBRTWBS081108 Progress
Rolled Up Milestone O
Project Summary
Date: Mon 8111/08
I Milestone
Rolled Up Progress ®
Group By Summary
Summary
Split
Deadline -
City of Fort Collins
Name
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
EVDO
802.11
WIMAX
Public Safety
Analyze Security Encription to Use
Current Encription Methods
Newly Adopted at Build Out
Connect to Existing City Data Network
Investigate Public Wireless Possibility
Communication Equipment
Cisco Switches
POE
Standard
Conduit Cabling Ground Vault to Platforms
Platforms Communications Infrastructure
Environmental Enclosure
Communication Equipment
Transfort Schedule Information
Ticket Vending Equipment
Electrical Needs Analysis
Conduits From Connectivity Vault
Conduits - Individual Platform Components
Sound Equipment
Video Security Equipment
Connectivity to City Data Network
Cisco Switch
Fiber Optic Terminal Modules
Sound and Paging System
Mason Corridor MAX BRT
Project Schedule
August 11, 20D8
WBS
Start
Finish _
'
—
,I-G
B A.2.10,6-A.1
Mon 3%1110---
Wed 8l31/17
B.A.2.10.6.1.2
Mon 3A/10
Wed 8/31111
B.A.2.10.6.1.3
Mon 3/1/10
Wed 8131/11 '.
B.A.2.10.6.1.4
Mon 311/10
Wed 8131/11
t.B.A2.10.6.2
Mon 311110
Wed 8131/11
j BA.2.10.6.2.1
Mon 311/10
Wed 8/31/11 r
B.A.2.10.6.2.2
Mon 311110
Wed 8/31/17 j
j B.A.2.10.6.2.3
Mon 3/1/10
Wed 8131/11
B.A.2.10.6.2.4
Mon 3/1/10
Wed 8/31111
1.B.A.2.40.7
Mon 3/1110
Wed 8131111
1.BA2.10.7.1
Mon 311110
Wed 8/31111
B.A.2.10.7.1.1
Mon 311110
Wed 8/31111 ' -
B.A.2.10.7.t2
Mon 311MO
Wed 8/31/11
1.B.A.2.10.8
Mon 311/10
Wed 8/31111 '.
1.B.A.2.11
Mon 311/10
Wed 8131/11
1.B.A.2.11.1
Mon 311110
Wed 8t31111
1.B.A.2.11.1.1
Mon 311/10
Wed 8131111
1.B.A.2.11.1.2
Mon 3/1/10
Wed 8/31111
1.B.A.2.11.1.3 -
Mon 3/1110
Wed 8/31M1
1.B.A.2.11.1.4
Mon 311/10
Wed 8/31/11
1.B.A.2.11.1.5
Mon 311/10
Wed 8/31/11 '.
1.B.A.2.11.1.6
Mon 3/1110
Wed 8/31/11
t.B.A.2.11A.7
Mon 3/1110
Wed 8/31/11.
1.B.A211.1.8
Mon 3/11/10
Wed &31111
1.S.A2.11.2
Mon 311110
Wed 8/31111 ! 1
1.13A.2.11.2.1
Mon 311/10
Wed 8/31/11
1.B.A.2.11.2.2
Mon 3/1/10
Wed 8131111
1.B.A2.11.3
Mon 3/1/10
Wed 8/31/11
Task
Rolled Up Task
External Tasks
Project: MASONBRTWBS081108
Progress
Rolled Up Milestone ^
Project Summary
Date: Mon 8/11/08
Milestone .
Rolled Up Progress i
Group By Summary WNWOMMIP
Summary
Split
Deadline ! "
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID (Task Name WBS Start Finish 2n1D in-,i
226
Auto Announcement System
1.B.A.2.11.3.2 -
Mon 3/1110
Wed 8131111
227
Platform Amplifier
: 1.B.A.2A 1.3.3
Mon 311/10
Wed 8131/111
228
Video Security System
1.BA2.11.4
Mon 311/10
Wed 8131111 I
229
IP Cameras
1-B.A.2.11.4.1
Mon 3/1/10
Wed 8131111
230
Analog Cameras With Encoders
1.B.A.2.11.4.2
Mon 311110
Wed 8131111 j
231
Mini-DVR
1.B.A.2.11.4.3
Mon 3/1110
Wed 82111
232
Wayside Signs
1.B.A2.11.5
Mon 311/10
Wed 8131111 1
233
LED Panels
1.BA.2.11.5.1
Mon 3/l/10
Wed 8/31/11
234
LCD Panels
1.B.A.2.11.5.2
Mon 3/1/10
Wed 8/31/11
235
Investigate Revenue Generation Through Advei
1.B.A.2.11.5.3
Mon 3/1110
Wed 8/31/11
236
Investigate Corporate Sponsorship -
'I.B.A.2.11.5.4
Mon 311110
Wed 8/31/11 '
237
GPS Based Clock System
1.B.A.2.11.5.5
Mon 311110
Wed 8131t11
238
Primary
B.A.2.11.5.5.1
Mon 311110
Wed 8f31/11
239
Secondary
B.A.2.11.5.5.2
Mon 3/l/10
Wed 8/31/11
240
Fare Collection
1.B.A.2.11.6
Mon 3/1110
Wed 8131/11 r
241
Ticket Vending Machines
I.B.A.211.6.1
Mon 3/1110
Wed 8/31/11
242
Ticket Validation Machines - -
1.B.A.2.11.6.2
Mon 311/10
Wed 8131/11
243
Change Machines - ,'
tB.A.2.11.6.3
Mon 3/l/10
Wed 8/31/11
244
Structures _
- 1.BA2.12
Mon 311110
Wed 8131111
245
Soil Bodng Logs j.
1.B.A.2.12.1
Mon 3/1/10
Wed 8131111
246
Retaining Wall Layouts
1.B.A.212.2
Mon 311/10
Wed 8/31/11
247
Troutman Underpass
1.8.A.2.12.3
Mon 311/10
Wed 8/31111
248
Swallow Bridge Replacement
1.B.A.2.12.4
Mon 311110
Wed 8131111
249
Larimer County No. 2 Enclosure
1.B.A.2.12.5
Mon 3/1/10
Wed 8/31111
250
Sherwood Lateral Box Culvert Extension
1.B.A.2.12.6
Mon 311/10
Wed 8/31/11 ':-
251
Spring Creek Box Culvert Extension
1.B.A.2.12.7
Mon 3/1/10
Wed 8/31111
252
Lighting
1.B.A2.13
Mon 3/1/10
Wed 8/31111 1
Task
Rolled Up Task
External Tasks F
Project: MASONBRTWBS081108
Progress
Rolled Up Milestone ^
Project Summary
Date: Mon 8/11108
Milestone
® Rolled Up Progress ®
Group By Summary
Summary
Split
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11. 2008
I. 10 Task Name
WBS Start
Finish 1010 2011 I—- --AV _Ju___
_Q2
1 253
Q1 Q3 , I _94 Of Q2 Q3 Q_4_; Q1
Wed 8131111
I.B.A.2.13.1 Mon 311110
254
Stabons\StopskLots
1.B.A.2.13.2 Mon 3/1 /10
Wed 8/31111
255
Landscaping
I.B.A.2.14 Mon 311/10
Wed 8/31111
256
Guideway
I.B.A.2.14-1 Mon 3/1110
Wed 8131/11
257
StabonsNStops\Lots
I.B.A.2.14.2 Mon 3/1/10
Wed 8131f1I
13
258
Operations Equipment
I.B.A.2.15 Mon 3/1110
Wed 8l31111
259
ITS
I.B.A.2-15.1 Mon 3/1110
Wed 8131111
260
Passenger Information Systems
I.B.A.2.15.2 Mon 311/10
Wed 8131111 ......
261
Fare Vending Machines
I.B.A.2.15.3 Mon 3/1110
Wed 8131/11
262
Shelters
1.B.A2.15.4 Mon 311/10
Wed 8/31111 . . ........
263
STC Building Plans
1.13.A.2.15.5 Mon 3/1/10
..........
Wed 8/31111
ZIA
Maintenance Facility Upgrades
1.BA2.16 Mon 311110
Wed 8131111 ;1
265
Site & Building Upgrade Plan
I.B,A.2.16.1 Mon 311/10
Wed 8/31/11
266
Construction Documents
I.B.A2.17 Mon 3/1110
Wed 8131111
267
60% Design Review
1.B.A.2-17.1 Mon 3,11110
Wed 8Y31111
268
90% Design Review
16.A2-17.2 Mon 3/1/10
269
Final Construction Documents
I.S.A.2.17.3 Mon 3/1110
....
Thu 3110111 a ...-----------
270 Construction
1.6.6 Mon 311110
Wed 8/31111 ......
1W
271
Mason\Howes Street Two -Way Conversion
I-B-8.1 Mon 311/10
Wed 8/31111'
........... ......... ..
272
BRT (Guide%,aykStations\Stops\Lots)
I.8.6.2 Mon 311110
Wed 8131111 1
273
Building DemolitiomRelocation
I.S.B.2-1 Mon 3/1/10
i
Wed 8/31111 I
274
Utility Relocation
1.S.B.2.2 Mon 311110
Wed wo 11 7I
275
Miscellaneous Demolition & Clearing
1.8.6.2.3 Mon 311110
Wed 8/31/11
E-=-
276
Erosion Control
1.B.B.2.4 Mon 3/1/10
......
Wed 8/31/11
277
Drainage Pipe & Inlets
I.B.B.2.5 Mon 3/1110
Wed 8131111
278
Deep Utilities (WaterkSanitary Sewer)
1-B.B.2-6 Mon 3/1/10
Wed 8/31/11
279
Earthwork
1.B3.2.7 Mon 311/10
Wed 8131111;
280
Structures (Retaining Walls)
1.B.B.2.8 Mon 311110
Wed 8131 /11,
Task
Rolled Up Task
External Tasks
Project: MASONBRTWBS081108
Progress
Rolled Up Milestone
Project Summary
Date: Mon Bit 1108
Milestone ♦
Rolled Up Progress
Group By Summary
Summary
split
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID ,Task Name WBS ; Start1 Finish 2010 ! 9m1 !—1
282
Foundations (Signal & Lighting)
1.B.B2.10
Mon 3/1110
Wed 8/31/11;- - "".
283
Conduit Crossings (Irrigation & Communication)
1.B.B.2.11
Mon 3/1110
Wed 8/31/11
284
Curb &Gutter (Fixed Guideway)
- 1.B.S.2.12
Mon 3/1110
Wed 8131111 "
285
Curb & Gutter (Stations)
1.B.8.2.13
Mon 311/10
Wed 8/31/11
286
Paving (Fixed GuiedwaY)
1.B.B.2.14
Mon 311110
Wed a/31/11
287
Station Platforms
1.8.8.2.15
Mon 3/1110
Wed 8/31111
288
Paving (Stations)
1.B.B.2.16
Mon 311110
Wed 8/31111' i --�
289
Sidewalk (Stations & Street Crossings)
1.8.62.17
Mon 3/1l10
Wed 8/31/11 ,
290
Landscaping &Irrigation _
1.B.B.2.18
Mon 3/1110
Wed 8131/11-
291
Signing & Striping
1.B.B.2.19
Mon 3/1110
Wed 8/31/11
292
Traffic Signal Equipment
1.B.B.2.20
Mon 311110
Wed 8/31/11
293
Lighting Poles & Luminaires
tB.B.2.21
Mon 3/1/10
Wed 8/31111;
i
294
Passenger Information Systems
1.8.6.2.22
Mon 311/10
-- ... :! '.. ......
Wed 8/31/11
295
Fare Vending Machines
1.B.B.2.23
Mon 3/1110
Wed 8131111
296
Shelters
1.6.8.2.24
Mon 3/1l10
r
Wed 8/31/11
297
South Transit Center
1.B.B.3
Mon 311/10
Wed 8131111
298
Maintenance FacilityUP9rades
7.B.B.4
Mon 3J1/10
Wed 8r31l11 --
299
Vehicle Acquisition
1.B.0
Mon 1211/08
Fri 9130/11 "
300
Procurement
1,B.C.1
Mon 12i1/G8
Fri 12/31710
301
Inspection (Pre -Revenue)
1.B.C.2
Mon 1!3/11
_.
Thu 3131/11 :;:::: _«.
302
Testing &Startup
1.B.C.3
Mon 1014110
.. ..... .. _..-.....
Fri 9130111 -
If 303
Hire Trainer
i.B.C.3.1
Mon 10.-4r10
Mon 1014 10 j ♦ t0i4
304
Hire Drivers
tB.C.3.2
Tue 311;11
Thu 6r30111 -
305
Train Drivers
1.B.C.3.3
Fri 711;11
Wed 8.131111 0
306
Test Buses on Guideway
1.B.C.3.4
Thu 9/1,11
- - ;
Fn 9l30l11 ! El
307
-
Hire Dispatch
1.B.C.3.5
Fri 9/30l11
Fn 9130/11i . 9130
308
_
Operations
1.B.D
Mon 311/10
Wed 8131/11
i
Task
Rolled Up Task
T. M I External Tasks
MASONBRTWBS081108
P
Progress
Roiled U P Milestone U
Project Summary
Date: Mon 8111108
Milestone ♦
Rolled Up Progress ®
Group By Summary
Summary
Split
............
Deadline
City of Fort Collins
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
ID (Task Name WBS Start Finish 9010
310
Equipment Procurement -
1.B.D.1.1
Mon 3/1110
Wed 8/31111 i
311
Installation
- 1.B.D.1.2
Mon 3/1/10
Wed 8131/11
312
Street Conversion
1.B.D.1.3
Mon 311110
Wed 8/31/11 j
313
BRT (GuidewaylStationslStops4Lots)
1.B.D.2
Mon 311110
Wed a/31/11
314
Procurement
1.B.O.2.1
Mon 3/1110
Wed 8/31111
315
ITS Equipment
1.B.D.2.1.1
Mon 3/1110
Wed 8/31111
316
Passenger Information Systems
1.&D.2.12
Mon 3/1110
Wed 8131111 1
317
Traffic Signals
7.6.0.2.1.3
Mon 3/1l10
Wed 8131/11
318
Fare Vending Machines
t.B.D.2.1.4
Mon 311110
Wed 8131111
319
Shelters
1.B.D.2.1.5
Mon 311110
Wed 8/31/11
320
Fuel
- 1.B.D.2.1.6
Mon 3/1/10
Wed 8131/11
321
Inspection
1.B.D.2.2
Mon 311110
Wed &31111
322
Passenger Information Systems
1.13.13.2.2.1
Mon 3/1/10
Wed 8/31/11
323
Traffic Signals
1.B.D.2.2.2
Mon 3/1110
Wed 8131/11
324
Fare Vending Machines
I.B.D.2.2.3
Mon 3l1/10
Wed 8131111
325
Shelters
1.B.D.2.2.4
Mon 311110
Wed 8/31111 !
326
Testing
1.B.D.2.3
Mon 311110
Wed 81'31111
327
Traffic Signal Systems
1.B.D.2.3.1
Mon 3/1110
Wed 8131/11
328
Fare Vending Equipment
1.B.D.2.3.2
Mon 311/10
Wed B/31/11 I
329
ITS Equipment
1.6.0.2.3.3
Mon 3/1/10
Wed &31/11
330
AVL\GPS
1.S.0.2.3.4
Mon 311110
Wed 8/31111
331
Passenger Information Systems
1.B.D.2.3.5
Mon 3/1110
Wed &31/11
332
ITS
1.B.D.3
Mon 3/1/10
Wed 8131111 IF '
333
Data Cabinet
1.B.D.3.1
Mon 3/1/10
Wed 8/31/11
334
Mobile Video Security System
1.B.D.3.2
Mon 3/1110
Wed 8131/11
335
DVR
1.B.D.3.2.1
Mon 3/1/10
Wed 8/31111
336
- Cameras -
1.13.D.3.22
Mon 3/1110
Wed 8/31/11
Task Rolled Up Task External Tasks
Project: MASONBRTWBS081108 Progress Rolled Up Milestone O Project Summary
i Date: Mon 8111108 Milestone ♦ Rolled Up Progress Group By Summary
Summary Split Deadline
City of Fort Collins
Mason Comdor MAX BRT
Project Schedule
August 11, 2008
337
1.B.D.323
Mon 3/V10
338
Automatic Announcement System
1.B.D.3.3
Mon 311110
339
Audio Announcement
1.13.13.3.3.1
Mon 3/1110
340
Visual Display
1.B.D.3.3.2
Mon 3/1110
341
Fare Collection System
1.B.D.3.4
Mon 3/1110
342
On Board Server
1.B.D.3.5
Mon 3/t/10
343
GPS Input
1.B.D.3.5.1
Mon 311/10
344
Discrete Inputs
1.S.D.3A2
Mon 311/10
345
Driver Console Integration
1.B.D.3.5.3
Mon 311110
346
Headway Signs Integration
1.B.D.3.5.4
Mon 3/1!10
347
Fare Collection System Integration
1.8.0.3.5.5
Mon 311/10
348
Automatic Announcement Integration
1.B.D.3.5.6
Mon 311110
349
Rear Camera Integration
S.B.D.3.5.7
Mon 3/1/10
350
Dispatch
1.B.D.3.6
Mon 311110
351
ITS Software for Dispatchers
1.B.D.3.6.1
Mon 3/1110
352
Large Screeens
1.B.D.3.6.2
Mon 3/1/10
353
Automatic Vehicle Location System
1.B.D.3.6.3
Mon 3/1110
354
Route Schedule Adherence
- 1.B.D.3.6.4
Mon 311110
355
Mobile Video Security
1.B.D.3.6.5
Mon 3/1l10
356
Platform Video Security
1.B.D.3.6.6
Mon 3/1/10
357
South Transit Center Video Security
1.B.D.3.6.7
Mon 3/1110
358
Communications
1.B.E
Mon 311/10
359
Shared Data Website
1.S.E.1
Mon 311110
360
Public Website
1.B.E.2
Mon 3/1/10
361
Community Outreach
1.B.E.3
Mon 3/1110
362
Media -
1.6.E.4
Mon 3/U1ti
363
Government
1.B.E.5
Mon 3/1i10
364
Public Art
1.13.E.6
Mon 3/1 il0
Task
Project: MASONBRTWBS081108 Progress
Date: Mon 8/11108 Milestone
Summary
Finish 2010 2011
Rolled Up Task
Rolled Up Milestone 0
♦ Rolled Up Progress
Split .,,.,.��•. •.•„�..�
City of Fort Collins
External Tasks
Project Summary `'"'ems"="'�"
Group By Summary
Deadline
Task Name
366
367
368
Public Meetings & Hearings
Public ParticipaEcn Record
Public Involvement Activity Timeline
Task
Project: MASONBRTWBS081108 Progress
Date: Mon 8/11/OS Milestone
Summary
Mason Corridor MAX BRT
Project Schedule
August 11, 2008
4SS Start
Finish
t-.B.E7 Mon 33!1il0
Fri 9130i1?
1.B.E.8 Mon 31L10
Fr 9130/11
1.B.E.9 Mon 311,10
Fri 930/11
1.8. E.10 Mon 311110
Fri 91;30111
Rolled Up Task
Rolled Up Milestone O
Rolled Up Progress
Split
City of Fort Collins
External Tasks ( _�
Project Summary
Group By Summary
Deadline -
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT made and entered into the day and year set forth below, by and
between THE CITY OF FORT COLLINS, COLORADO, a Municipal Corporation, hereinafter
referred to as the "City' and , [insert either a corporation, a partnership or an
individual,doing business as , hereinafter referred to as "Professional".
WITNESSETH:
In consideration of the mutual covenants and obligations herein expressed, it is agreed
by and between the parties hereto as follows:
1. Scope of Services. The Professional agrees to provide services in accordance
with the scope of services attached hereto as Exhibit "A", consisting of ( ) pages, and
incorporated herein by this reference.
2. The Work Schedule. [Optional] The services to be performed pursuant to this
Agreement shall be performed in accordance with the Work Schedule attached hereto as
Exhibit "B", consisting of ( ) pages, and incorporated herein by this reference.
3. Contract Period. This Agreement shall commence 200 and shall
continue in full force and effect until 200 , unless sooner terminated as herein
provided. In addition, at the option of the City, the Agreement may be extended for additional
one year periods not to exceed four (4) additional one year periods. Renewals and pricing
changes shall be negotiated by and agreed to by both parties. The Denver Boulder Greeley
CPIU published by the Colorado State Planning and Budget Office will be used as a guide. .
Written notice of renewal shall be provided to the Professional and mailed no later than ninety
(90) days prior to contract end.
4. Early Termination by City. Notwithstanding the time periods contained herein,
the City may terminate this Agreement at any time without cause by providing written notice of
11
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
EXHIBIT E
BNSF RAILWAY
COORDINATION LOG
Event
Date
Discussion
Action
FHU emailed project
September 28,
FHU informed BNSF that project
FHU follow up; FHU to
status to BNSF
2006
is now in position to receive
keep BNSF informed of
Manager Public
funding; identified that every
project progress
Projects (MPP)
effort will be made to keep the
alignment outside BNSF right-
of-way; requested meeting when
BNSF MPP is in Denver
FHU meeting with
November 8, 2006
FHU informed BNSF that City
MPP provided comments
BNSF MPP at
Council will meet November 21,
and questions; requested
Globeville Yard,
2006 to decide on funding the
that alignment be outside
Denver, CO
30% design effort; reviewed
BNSF ROW as much as
aerial concept alignment from
possible; maintain 25' clear
previous effort and requested
distance from center -line of
BNSF input regarding design
track; asked about the
when inside BNSF right-of-way
status of replacing
pavement around tracks
downtown with concrete;
asked for refined alignment
to be emailed to MPP for
circulation within BNSF
FHU discussions
December 2006
City would like to meet with
FHU to pursue setting
with City regarding
BNSF to discuss the project and
meeting between BNSF
BNSF coordination
their concerns
and City
FHU multiple phone
January 2006
FHU requested meeting with
MPP indicated others
conversations with
BNSF to discuss project
within BNSF would need to
BNSF MPP
be included; MPP needs to
coordination internally;
FHU to continue to follow
u
FHU phone
February 7, 2007
FHU/BNSF discussed
FHU to produce memo
conversation with
refinement of alignment
addressing BNSF
BNSF MPP
elements and information
concerns regarding safety;
needed by MPP to share
refine alignment to pull
internally prior to meeting with
stations outside right -of -
the City
way and alignment out
where possible
FHU generated draft
February 14, 2007
Memo outlines project
FHU forwarded draft memo
BNSF project memo
background, funding, project
to the City for review and
for City review
elements, traffic control/safety,
comment and worked
improvements of interest to
through revisions of the
BNSF and the City's request for
draft
additional coordination with the
BNSF
Exhibit E
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11 2008
Event
Date
Discussion
Action
FHU received all
March 2007
City staff is comfortable with
FHU to prepare final memo
City comments to
memo
with refined alignment on
BNSF project memo
aerials to send to BNSF for
and revised final
circulation and review
draft
FHU emailed BNSF
March 28, 2007
FHU email identifies
FHU to follow up with
Project Memo and
attachments and following
BNSF regarding receipt of
refined alignment to
BNSF review, requested a
transmittal and any
BNSF MPP
meeting to discuss the memo
immediate
and design. Email also informed
comments/questions
BNSF of Agency Scoping
Meeting to be held April 12,
2007 and extended invitation to
BNSF.
FHU email follow-up
April 5, 2007
FHU email offered breakdown of
FHU to continue to follow
to BNSF
project costs and some of the
up with BNSF
important project elements as a
follow up to the BNSF Project
Memo and to provide more
detail for their consideration
BNSF email
April 5, 2007
BNSF Fort Worth sent email to
FHU to prepare for phone
response to FHU
FHU indicating that BNSF would
conversation
contact FHU in the next week to
discuss the subject at hand
City email setting
April 16, 2007
Meeting will be at the City
FHU to prepare documents
meeting among City
offices on April 30, 2007 at 2:30
for City Staff to help
Staff and FHU to
for a brief discussion in
discussion regarding BNSF
prepare for
preparation for meeting with
position
discussions with
BNSF
BNSF
FHU email follow up
April 20, 2007
FHU sent email indicating
FHU to continue to follow
to BNSF
project plans are progressing
up with BNSF
and that the City and FHU are
meeting on April 30, 2007;
requested any project input prior
to April 30 to share with City
Staff
BNSF email from
April 20, 2007
BNSF DPP indicated that MPP
FHU to await details of
BNSF Director
will be setting up a conference
conference call and
Public Projects
call with FHU to discuss the
compile documents
(DPP) to FHU
BNSF Project Memo and
attached refined design
Exhibit E
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
Event
Date
Discussion
Action
FHU Conference
April 23, 2007
BNSF stated their position as
FHU to forward this
Call with BNSF DPP
follows:
information on to the City
and MPP
Senate Bill 07-219 has been
and research the status of
introduced which would limit the
Senate Bill 07-219
liability of railroads that make
their property available for
(` Note: Senate Bill 07-219
commuter or light rail. BNSF
to take effect July 1, 2007
would like to take some time to
unless opposed)
better understand that bill and
await its conclusion. Therefore,
BNSF defers comment on this
project until such time as Senate
Bill 07-219 has reached its
conclusion.
FHU Meeting with
April 30, 2007
Discussion of possible City
FHU to continue to discuss
City Staff
participation in indemnification
the issue with BNSF and
of BNSF Railway for BRT; to be
follow the progress of SB
discussed further following July
07-219
1, 2007 conclusion of Senate
Bill 07-219; City would like to
meet with BNSF after July 1,
2007
FHU Phone
June 19, 2007
FHU indicated to BNSF that
BNSF indicates they have
Conversation with
FTA was asking for a log
no official position on the
BNSF MPP
showing BNSF coordination;
project pending the
FHU was preparing it.
passing of SB 07-219 and
how the City will address
the indemnification issue
FHU web search of
July 2, 2007
FHU researched the status of
FHU notified the City of the
status of SB 07-219
SB 07-219; the bill passed
passing of SB 07-219 and
initiated discussion of next
steps with BNSF
FHU phone
August 30, 2007
FHU provided status of multiple
BNSF defers comment on
conversation with
projects to BNSF; indicated to
the project until the City
BNSF re: passing of
BNSF that SB 07-219 had
identifies how they will
SB 07-219
passed
address the
indemnification issue
FHU phone
November 1, 2007
FHU indicated to BNSF that the
BNSF still defers comment
conversation with
City was addressing the issue of
on the project until the City
BNSF MPP re:
indemnification after which the
identifies how they will
status of multiple
City would be in contact with the
address the
projects
BNSF
indemnification issue
FHU emailed and
January 25, 2008
Memo indicated latest update on
BNSF indicated they would
hand delivered
the project: FTA notification in
need more detail on this
BNSF Project Status
December 2007; possible
information in order to
Memo to BNSF MPP
scenarios for City use of BNSF
discuss the project; still
ROW; ways in which City can
concerned about the
address the indemnification
indemnification
issue
Exhibit E
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 __
Event
Date
Discussion
Action
FHU coordinated
April 2, 2008
No additional information was
FHU generated a
with Staubach
given other than what is
conservative timeline flow
(BNSF Real Estate
available on the BNSF website
chart for property purchase
Services Rep)
vs. property license
regarding process
agreement
and timeline of
property urchase
FHU forwarded
April 16, 2008
FHU indicated the BNSF is
City determining how to
BNSF ROW
awaiting more detail regarding
address the
Coordination Flow
the indemnification before
indemnification issue with
Chart to City via
offering further comment on the
their insurance
email for review
project
FHU emailed BNSF
April 30, 2008
Memo indicated City is
BNSF indicated they would
Project Status Memo
addressing the insurance issue;
need more detail on this
to BNSF MPP
would like to pursue a purchase
information in order to
of the property; and asked if
discuss the project; still
there are others at BNSF that
concerned about the
need to be involved
indemnification
FHU generated a
May 30, 2008
City indicated they would review
City reviewing the offer
draft offer letter to
the flowchart and offer letter and
letter
BNSF for purchase
determine what they could move
of the BNSF
forward with regarding an offer
property for the
project; this was
NOT sent to the
BNSF; it was sent to
the City for review
and consideration
FHU phone
July 15, 2008
BNSF asked of the status of
City to finalize information
conversation with
Mason BRT; FHU indicated City
regarding indemnification
BNSF MPP re:
is working on indemnification
and finalize review of offer
status of multiple
issue and offer letter
letter for transmittal to
projects
BNSF
Exhibit E
termination to the Professional. Such notice shall be delivered at least fifteen (15) days prior to
the termination date contained in said notice unless otherwise agreed in writing by the parties.
All notices provided under this Agreement shall be effective when mailed, postage prepaid and
sent to the following addresses:
Professional:
City:
With Copy to:
City of Fort Collins, Purchasing
PO Box 580
Fort Collins, CO 80522
In the event of any such early termination by the City, the Professional shall be paid for services
rendered prior to the date of termination, subject only to the satisfactory performance of the
Professional's obligations under this Agreement. Such payment shall be the Professional's sole
right and remedy for such termination.
5. Design, Project Indemnity and Insurance Responsibility. The Professional shall
be responsible for the professional quality, technical accuracy, timely completion and the
coordination of all services rendered by the Professional, including but not limited to designs,
plans, reports, specifications, and drawings and shall, without additional compensation,
promptly remedy and correct any errors, omissions, or other deficiencies. The Professional
shall indemnify, save and hold harmless the City, its officers and employees in accordance with
Colorado law, from all damages whatsoever claimed by third parties against the City; and for the
City's costs and reasonable attorneys fees, arising directly or indirectly out of the Professional's
negligent performance of any of the services furnished under this Agreement. The Professional
shall maintain commercial general liability insurance in the amount of $500,000 combined single
limits and errors and omissions insurance in the amount of $
6. Compensation. [Use this paragraph or Option 1 below.] In consideration of
the services to be performed pursuant to this Agreement, the City agrees to pay Professional a
fixed fee in the amount of ($ ) plus reimbursable direct costs. All such fees and
12
costs shall not exceed ($ ). Monthly partial payments based upon the Professional's
billings and itemized statements are permissible. The amounts of all such partial payments
shall be based upon the Professional's City -verified progress in completing the services to be
performed pursuant hereto and upon the City's approval of the Professional's actual
reimbursable expenses. [Optional] Insert Subcontractor ClauseFinal payment shall be made
following acceptance of the work by the City. Upon final payment, all designs, plans, reports,
specifications, drawings, and other services rendered by the Professional shall become the sole
property of the City.
6. Compensation. [Option 1] In consideration of the services to be performed
pursuant to this Agreement, the City agrees to pay Professional on a time and reimbursable
direct cost basis according to the following schedule:
Hourly billing rates:
Reimbursable direct costs:
with maximum compensation (for both Professional's time and reimbursable direct costs) not to
exceed ($ ). Monthly partial payments based upon the Professional's billings and
itemized statements of reimbursable direct costs are permissible. The amounts of all such
partial payments shall be based upon the Professional's City -verified progress in completing the
services to be performed pursuant hereto and upon the City's approval of the Professional's
reimbursable direct costs. Final payment shall be made following acceptance of the work by the
City. Upon final payment, all designs, plans, reports, specifications, drawings and other
services rendered by the Professional shall become the sole property of the City.
7. City Representative. The City will designate, prior to commencement of work, its
project representative who shall make, within the scope of his or her authority, all necessary and
proper decisions with reference to the project. All requests for contract interpretations, change
orders, and other clarification or instruction shall be directed to the City Representative.
13
8. Project Drawings. [Optional]Upon conclusion of the project and before final
payment, the Professional shall provide the City with reproducible drawings of the project
containing accurate information on the project as constructed. Drawings shall be of archival,
prepared on stable mylar base material using a non -fading process to provide for long storage
and high quality reproduction. "CD" disc of the as -built drawings shall also be submitted to the
owner in and AutoCAD version no older then the established city standard.
9. Monthly Report. Commencing thirty (30) days after the date of execution of this
Agreement and every thirty (30) days thereafter, Professional is required to provide the City
Representative with a written report of the status of the work with respect to the Scope of
Services, Work Schedule, and other material information. Failure to provide any required
monthly report may, at the option of the City, suspend the processing of any partial payment
request.
10. Independent Contractor. The services to be performed by Professional are those
of an independent contractor and not of an employee of the City of Fort Collins. The City shall
not be responsible for withholding any portion of Professional's compensation hereunder for the
payment of FICA, Workers' Compensation, other taxes or benefits or for any other purpose.
11. Personal Services. It is understood that the City enters into this Agreement
based on the special abilities of the Professional and that this Agreement shall be considered as
an agreement for personal services. Accordingly, the Professional shall neither assign any
responsibilities nor delegate any duties arising under this Agreement without the prior written
consent of the City.
12. Acceptance Not Waiver. The City's approval of drawings, designs, plans,
specifications, reports, and incidental work or materials furnished hereunder shall not in any way
relieve the Professional of responsibility for the quality or technical accuracy of the work. The
City's approval or acceptance of, or payment for, any of the services shall not be construed to
operate as a waiver of any rights or benefits provided to the City under this Agreement.
14
13. Default. Each and every term and condition hereof shall be deemed to be a
material element of this Agreement. In the event either party should fail or refuse to perform
according to the terms of this agreement, such party may be declared in default.
14. Remedies. In the event a party has been declared in default, such defaulting
party shall be allowed a period of ten (10) days within which to cure said default. In the event
the default remains uncorrected, the party declaring default may elect to (a) terminate the
Agreement and seek damages; (b) treat the Agreement as continuing and require specific
performance; or (c) avail himself of any other remedy at law or equity. If the non -defaulting
party commences legal or equitable actions against the defaulting party, the defaulting party
shall be liable to the non -defaulting party for the non -defaulting party's reasonable attorney fees
and costs incurred because of the default.
15. Binding Effect. This writing, together with the exhibits hereto, constitutes the
entire agreement between the parties and shall be binding upon said parties, their officers,
employees, agents and assigns and shall inure to the benefit of the respective survivors, heirs,
personal representatives, successors and assigns of said parties.
16. Law/Severability. The laws of the State of Colorado shall govern the
construction, interpretation, execution and enforcement of this Agreement. In the event any
provision of this Agreement shall be held invalid or unenforceable by any court of competent
jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this
Agreement.
17. Prohibition Against Employing Illegal Aliens. Prohibition Against Employing
Illegal Aliens. Pursuant to Section 8-17.5-101, C.R.S., et. seq., Professional represents and
agrees that:
a. As of the date of this Agreement:
1. Professional does not knowingly employ or contract with an illegal alien
who will perform work under this Agreement; and
15
A4. The RAMP is complete and an electronic copy is being provided. Additional ROW -
related services will required of the PM and included in the future design/construction
contracting processes.
05. Has the consultant been hired for the Burlington Northern Santa Fe (BNSF)
negotiations? If so, who is it? If not, will there be one hired or is it part of this scope?
A5. Yes - we have our railroad consultants hired. Mr. Lonny Blaydes is under contract for
BNSF negotiations.
Q6. Can the Construction Quality Assurance services be included in this contract or
will they be let out separately?
A6. The Construction Quality Assurance services will be contracted out separately in the
future.
07. Has the delivery method for construction been decided upon? What involvement will
the Project Management Team have in the development of the design process
procurement documents?
AT The Project Management Plan (PMP) was prepared on the basis of a design -build
delivery method. This is the current method selected by the City of Fort Collins; however,
if necessary, this decision can be reevaluated as the project progresses. The Project
Management Team would have direct involvement in the development of this method as
well as the procurement process.
Q8. Will the Project Management Team have any involvement in the development of the
Risk Management Plan?
A8. Yes
09. Will the Project Management Team have any involvement in the development of the
Quality Assurance Procedures, Schedule procedures, etc.?
A9. Yes
010. Will the Project Management Team have any involvement in the procurement of
vehicles or will that be the City's responsibility?
A10. The City will take the lead on the vehicle procurement process. The Project
Management Team will need to be familiar with the vehicle requirements as it relates to
the various design elements of the project as well as scheduling concerns.
011. What role will the Project Management Team play in public relations since the City has
an internal team for public relations identified?
A11. Overall involvement in events/outreach opportunities will be required.
Q12. Is there a ballpark budget identified for this contract? Would funding for this contract
come from the overall project budget?
2. Professional will participate in either the e-Verify program created in
Public Law 208, 104th Congress, as amended, and expanded in Public Law 156,
108th Congress, as amended, administered by the United States Department of
Homeland Security (the "e-Verify Program") or the Department Program (the
"Department Program"), an employment verification program established
pursuant to Section 8-17.5-102(5)(c) C.R.S. in order to confirm the employment
eligibility of all newly hired employees to perform work under this Agreement.
b. Professional shall not knowingly employ or contract with an illegal alien to
perform work under this Agreement or knowingly enter into a contract with a
subcontractor that knowingly employs or contracts with an illegal alien to perform work
under this Agreement.
C. Professional is prohibited from using the e-Verify Program or Department
Program procedures to undertake pre -employment screening of job applicants while this
Agreement is being performed.
d. If Professional obtains actual knowledge that a subcontractor performing work
under this Agreement knowingly employs or contracts with an illegal alien, Professional
shall:
1. Notify such subcontractor and the City within three days that Professional
has actual knowledge that the subcontractor is employing or contracting with an
illegal alien; and
2. Terminate the subcontract with the subcontractor if within three days of
receiving the notice required pursuant to this section the subcontractor does not
cease employing or contracting with the illegal alien; except that Professional
shall not terminate the contract with the subcontractor if during such three days
the subcontractor provides information to establish that the subcontractor has not
knowingly employed or contracted with an illegal alien.
e. Professional shall comply with any reasonable request by the Colorado
Department of Labor and Employment (the "Department") made in the course of an
investigation that the Department undertakes or is undertaking pursuant to the authority
established in Subsection 8-17.5-102 (5), C.R.S.
I. If Professional violates any provision of this Agreement pertaining to the duties
imposed by Subsection 8-17.5-102, C.R.S. the City may terminate this Agreement. If this
Agreement is so terminated, Professional shall be liable for actual and consequential
16
damages to the City arising out of Professional's violation of Subsection 8-17.5-102,
C.R.S.
g. The City will notify the Office of the Secretary of State if Professional violates this
provision of this Agreement and the City terminates the Agreement for such breach.
18. Special Provisions. [Optional] Special provisions or conditions relating to the
services to be performed pursuant to this Agreement are set forth in Exhibit " ", consisting
of ( ) pages, attached hereto and incorporated herein by this reference.
17
THE CITY OF FORT COLLINS, COLORADO
By:
James B. O'Neill II, CPPO, FNIGP
Director of Purchasing & Risk Management
DATE:
ATTEST:
City Clerk
APPROVED AS TO FORM:
Assistant City Attorney
[Insert Professional's name] or
[Insert Partnership Name] or
[Insert individual's name] or
Doing business as [insert name of business]
M
Title:
CORPORATE PRESIDENT OR VICE PRESIDENT
Date:
ATTEST:
(Corporate Seal)
Corporate Secretary
18
EXHIBIT" "
INSURANCE REQUIREMENTS
The Professional will provide, from insurance companies acceptable to the City, the
insurance coverage designated hereinafter and pay all costs. Before commencing work
under this bid, the Professional shall furnish the City with certificates of insurance showing
the type, amount, class of operations covered, effective dates and date of expiration of
policies, and containing substantially the following statement:
"The insurance evidenced by this Certificate will not be cancelled or materially altered,
except after ten (10) days written notice has been received by the City of Fort Collins."
In case of the breach of any provision of the Insurance Requirements, the City, at its option,
may take out and maintain, at the expense of the Professional, such insurance as the City
may deem proper and may deduct the cost of such insurance from any monies which may
be due or become due the Professional under this Agreement. The City, its officers, agents
and employees shall be named as additional insureds on the Professional's general liability
and automobile liability insurance policies for any claims arising out of work performed under
this Agreement.
2. Insurance coverages shall be as follows:
A. Workers' Compensation & Employer's Liability. The Professional shall maintain
during the life of this Agreement for all of the Professional's employees engaged in
work performed under this agreement:
1) Workers' Compensation insurance with statutory limits as required by
Colorado law.
2) Employer's Liability insurance with limits of $100,000 per accident, $500,000
disease aggregate, and $100,000 disease each employee.
B. Commercial General & Vehicle Liability. The Professional shall maintain during
the life of this Agreement such commercial general liability and automobile
liability insurance as will provide coverage for damage claims of personal injury,
including accidental death, as well as for claims for property damage, which may
arise directly or indirectly from the performance of work under this Agreement.
Coverage for property damage shall be on a "broad form" basis. The amount of
insurance for each coverage, Commercial General and Vehicle, shall not be less
than $500,000 combined single limits for bodily injury and property damage.
In the event any work is performed by a subcontractor, the Professional shall be responsible for
any liability directly or indirectly arising out of the work performed under this Agreement by a
subcontractor, which liability is not covered by the subcontractor's insurance.
19
City of Fc
Mason Cc
MAX Bus
z�
` a V5
A SERVICE
August11,
]IOLT &'
No Text
City of Fort Collins
Mason Corridor
MAX Bus Rapid Transit Project
Project Management Plan
C Htyc f
m
f� _'
August 11, 2008
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
TABLE OF CONTENTS
Paqe
TABLEOF ACRONYMS-------------------------------------------------------------------------------------------- I
PREFACE--------------------------------------------------------------------------------------------------------- ii
PROJECT DESCRIPTION-----------------------------------------------------------------------------------------III
1.0 PROJECT OVERVIEW ---------------------------------------------------------------------------------- 1.1
1.1 Project Background ----------------------------------------------------------------------------- 1-1
1.2 Stakeholders -------------------------------------------------------------------------------------- 1-2
1.3 Project Summary -------------------------------------------------------------------- -----------1-2
1.4 Delivery Strategy -------------------------------------------------------------------------------- 1-5
2.0 ORGANIZATION AND STAFFING ------------------------------------------------------------------- 2-1
2.1 Position within Owner Organization--------------------------------------------------------2-1
2.2 Project Organization ---------------------------------------------------------------------------- 2-1
2.3 Key Personnel Job Functions ---------------------------------------------------------------- 2-3
2.4 Other Participants ------------------------------------------------------------------------------- 2-3
2.5 Agency Involvement ---------------------------------------------------------------------------- 2-4
2.6 Project Partner Staffing Assistance --------------------------------------------------------- 2-6
2.7 Consultant/Contractor Services -------------------------------------------------------------- 2-6
2.8 Training Plan-------------------------------------------------------------------------------------2-6
3.0 PROJECT MANAGEMENT AND CONTROLS---------------------------------------------------3-1
3.1 Work Breakdown Structure-------------------------------------------------------------------3-1
3.2 Schedule Control--------------------------------------------------------------------------------3-2
3.3 Cost Control--------------------------------------------------------------------------------------3-5
3.4 Configuration Management ------------------------------------------------------------------- 3-7
3.5 Project Accounting------------------------------------------------------------------------------3-8
3.6 Records Management -------------------------------------------------------------------------- 3-8
3.7 Estimating-----------------------------------------------------------------------------------------3-8
3.8 Change Order Control -------------------------------------------------------------------------- 3-9
3.9 Internal Reporting-------------------------------------------------------------------------------3-9
4.0 PLANNING AND PRELIMINARY DESIGN PHASE MANAGEMENT ---------------------- 4-1
4.1 Planning Studies --------------------------------------------------------------------------------- 4-1
4.2 Site Investigations ------------------------------------------------------------------------------- 4-1
4.3 Environmental Clearance---------------------------------------------------------------------4-2
4.4 Agency Agreements----------------------------------------------------------------------------4-2
4.5 Permits --------------------------------------------------------------------------------------------- 4-4
4.6 Financing ------------------------------------------------------------------------------------------ 4-5
4.7 Acquisition Plan Overview--------------------------------------------------------------------4-6
4.8 Acquisition Program Approach --------------------------------------------------------------- 4-7
4.9 Acquisition and Relocation Process--------------------------------------------------------4-8
4.10 Acquisition Program Controls----------------------------------------------------------------4-9
4.11 Utilities Management --------------------------------------------------------------------------- 4-9
4.12 Intelligent Transportation Systems (ITS)------------------------------------------------4-10
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (8
TABLE OF CONTENTS (Continued)
5.0 FINAL DESIGN PHASE MANAGEMENT
7.0
8.0
9.0
Paqe
5.1 Roles and Responsibilities -------------------------------------------------------------------- 5-1
5.2 Design Criteria----------------------------------------------------------------------------------5-3
5.3 Design Scope/Status--------------------------------------------------------------------------5-4
5.4 Design Submissions/Review ---------------------------------------------------------- ------- 5-4
5.5 Value Engineering/Constructability Reviews --------------------------------------------- 5-4
5.6 Quality Assurance/Quality Control----------------------------------------------------------5-4
5.7 Procurement Packages ------------------------------------------------------------------------ 5-5
CONSTRUCTION PHASE MANAGEMENT ------------------------------------------------------- 6.1
6.1 Organization--------------------------------------------------------------------------------------6-1
6.2 Pre -Construction Conferences --------------------------------------------------------------- 6-1
6.3 Quality Assurance/Quality Control----------------------------------------------------------6-1
6.4 Safety ----------------------------------------------------------------------------------------------- 6-1
6.5 Owner -Controlled Insurance Program ------------------------------------------- =--------- 6-2
6.6 Schedule Control -------------------------------------------------------------------------------- 6-2
6.7 Contractor Payments --------------------------------------------------------------------------- 6-2
6'.8 Record Documentation------------------------------------------------------------------------6-2
6.9 Field Inspection ---------------------------------------------------------------------------------- 6-3
6.10 Third Party Construction ----------------------------------------------------------------------- 6-3
6.11 Change Order Management ------------------------------------------------------------------ 6-3
6.12 Disputes & Claims ------------------------------------------------------------------------------- 6-3
6.13 System Testing & Startup---------------------------------------------------------------------6-3
CLOSEOUT PHASE MANAGEMENT--------------------------------------------------------------7-1
7.1 Operational Testing and Start Up
7.2 Operator Training ---------------------
7.3 Vehicle Maintenance Program----
7.4 Contract Closeout --------------------
QUALITY MANAGEMENT------------------
7-1
7-2
7-2
7-3
8-1
8.1 General-------------------------------------------------------------------------------------------8-1
8.2 FTA QA/QC Guidelines ------------------------------------------------------------------------ 8-1
8.3 Management Responsibility ------------------------------------------------------------------ 8-2
8.4 Documented Quality System ------------------------------------------------- ---------------- 8-2
8.5 Design Control-----------------------------------------------------------------------------------8-2
8.6 Document Control ----------------------------------------------------------------------------- --8-2
8.7 Purchasing----------------------------------------------------------------------------------------8-2
8.8 Product Identification ------------------------------------------------------------------------ ---8-2
8.9 Process Control------------------------------------------------------------------------- -------- 8-3
8.10 Inspection and Testing ------------------------------------------------------------------------- 8-3
8.11 Non -Conformance - Corrective Action----------------------------------------------------8-3
8.12 Quality Records/Quality Audits--------------------------------------------------------------8-4
RISK MANAGEMENT, SAFETY AND SECURITY----------------------------------------------9-1
9.1 Risk Management------------------------------------------------------------------------------9-1
9.2 Safety and Security Management Plan(SSMP) ----------------------------------------- 9-1
Al2. The City is not releasing the ballpark budget given the federal processes/protocols but,
yes, it would come from the overall project budget.
Q13. Will the design team develop the Intelligent Transport System (ITS) program and
Project Management Team just oversee these efforts?
At 3. Yes. The Project Management Team will be expected to integrate the ITS into the
overall project and project schedule.
Q14. What role will the Project Management Team play in the actual testing and initiation of
service.
At 4. Oversight & Coordination
Q15. 1 understand the roles and responsibilities of City staff in the PMP, but how do you see
that functioning in reality? Meaning that City Staff already have daily responsibilities and
this will just add to their already busy schedules.
A15. It will be challenging and that is why we need to secure a strong, experienced Project
Management Team. This is a top -priority project for the City of Fort Collins and
resources are being directed to see it successfully completed.
Q16. Is there a required DBE or SBE usage?
At 6. The City encourages participation of all firms and the usage of DBE and SBE firms as
sub -consultants or prime consultants. However, there is not a set goal for participation.
Q17. What type of communication by the Project Management Team is expected?
At 7. The Project Management Team will have a variety of reporting requirements including
daily, weekly, monthly and quarterly communications with various individual, committees
and outside agencies. There is an established monthly reporting requirement for FTA
that would be a responsibility of the Project Management Plan. The Project Management
Team would report directly to Mark Jackson, Transportation Group Director for the City
of Fort Collins.
Q18. How much design has been completed on the project and who completed it? Is that
preliminary design consultant eligible for final design?
A18. Thirty percent (30%) design has been completed by Felsburg Holt Ullevig (FHU) and,
yes, FHU is eligible for the final design contract..
Q19. What type of records management has been established for the project and what are the
future expectations?
A19. Currently, the City has been using an internal system of data management. However,
the City is looking at a share point system and the FTA has requested the use of
Primevera for tracking the project.
Q20. Are you planning to use version P3 or P6 of the Primavera Software?
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 __
TABLE OF CONTENTS (Continued)
Pace
10.0 PROCUREMENT AND CONTRACT ADMINISTRATION ------------------------------------ 10-1
10.1 Design Services-------------------------------------------------------------------------------10-1
10.2 Design Contract Administration ------------------------------------------------------------ 10-1
10.3 Construction-----------------------------------------------------------------------------------10-1
10.4 Construction Contract Administration----------------------------------------------------10-1
10.5 Vehicle Acquisition ---------------------------------------------------------------------------- 10-1
11.0 COMMUNICATONS ------------------------------------------------------------------------------------ 11-1
11.1 Vision and Strategy --------------------------------------------------------------------------- 11-1
11.2 Project Team-----------------------------------------------------------------------------------11-1
11.3 Public Information Activities----------------------------------------------------------------11-2
11.4 Community Engagement Activities-------------------------------------------------------11-2
11.5 Media --------------------------------------------------------------------------------------------- 11-2
11.6 Government ------------------------------------------------------------------------------------- 11-3
11.7 Public Art----------------------------------------------------------------------------------------11-3
11.8 Public Meetings and Public Hearings----------------------------------------------------11-4
11.9 Public Participation Record-----------------------------------------------------------------11-4
11.10 Communications and Public Involvement Activity Timeline------------------------11-4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11 2008 (a
LIST OF FIGURES
Page
FigurePD-1 Project Area Map.................................................................................................. iv
Figure 1-1 Project Summary Schedule................................................................................1-3
Figure 2-1 MAX BRT Project Delivery Organization Chart ........................ .......................... 2-2
LIST OF TABLES
Table 1-1 Project Budget, Year of Expenditure (Millions of Dollars) ....... ............................... 1-4
Table 4-1 Sources of Capital Funds, Year of Expenditure Dollars (Millions)..........................4-6
Table5-1 Design Criteria ............................................... ......................................................... 5-3
EXHIBITS
Exhibit A
Project Charter
Exhibit B
Project Organization Chart
Exhibit C
�EA Executive Summary
Exhibit D
Project Schedule/Work Breakdown Structure
Exhibit E
BNSF Railway Coordination Log
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
TABLE OF ACRONYMS
ADA
Americans with Disabilities Act
AASHTO
American Association of State Highway and Transportation Officials
BNSF
Burlington Northern Santa Fe Railway
BRT
Bus Rapid Transit
CDOT
Colorado Department of Transportation
CBD
Central Business District
CIVIC
Construction Management Consultant
CMAQ
Congestion Mitigation Air Quality
CO
Change Order
CPM
Consultant Project Manager
CSU
Colorado State University
CSURF
Colorado State University Research Foundation
DBE
Disadvantaged Business Enterprise
DCCT
Design Consultant -Contractor Team
DDA
Downtown Development Authority
EA
Environmental Assessment
EEO
Equal Employment Opportunity
EMT
Executive Management Team
FMP
Finance Management Plan
FONSI
Finding of No Significant Impact
FRA
Federal Railroad Administration
FTA
Federal Transit Administration
M
Million
MAX
Mason Express BRT
MPO
Metropolitan Planning Organization
NEPA
National Environmental Policy Act
NFR
North Front Range
NRRC
Natural Resources Research Center
OPCC
Opinion of Probable Construction Cost
PE/EA
Preliminary Engineering/Environmental Assessment
PM
Program Manager
PMP
Project Management Plan
PRM
Public Relations Manager
QA/QC
Quality Assurance/Quality Control
RAMP
Real Estate (or ROW) Acquisition Management Plan
ROD
Record of Decision
ROW
Right of Way
RTP
Regional Transportation Plan
STIP
Statewide Transportation Improvement Program
TIP
Transportation Improvement Program
WBS
Work Breakdown Structure
Pagel
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (a
PREFACE
A Project Management Plan (PMP) is required by the Federal Transit Administration (FTA) for
certain "Small Starts" funded projects. This PMP was prepared in conformance with FTA's
Project and Construction Management Guidelines: 2003 Update, and in conjunction with the
requirements identified in Section 49 USC 5327 and 49 CFR 633 Project Management
Oversight. Modifications to the PMP are undertaken in response to comments received from
FTA and as required during the life of the project.
Apart from meeting the obligations of FTA, the PMP update process has aided the Mason
Corridor MAX Bus Rapid Transit (MAX BRT) project team in identifying the task requirements
for successful project implementation, the resources needed and the communications
necessary to complete the tasks. The PMP also serves as a tool to communicate the project
purpose as well as the roles, responsibilities and authorities assigned to each member of the
project team.
This organizational plan is also validated in the project Charter, attached as Exhibit A. The
Charter memorializes the commitment of the City of Fort Collins Executive Management Team
to successful implementation of the MAX BRT project. The City of Fort Collins is also committed
to maintaining the PMP, thus ensuring that it is updated to reflect significant changes in the
project organization, administrative policies and procedures, contracting conditions, budget,
scope and schedule, as well as other significant matters affecting management of the MAX BRT
project.
Page ii
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11 ,2008 (8
PROJECT DESCRIPTION
The MAX BRT project is a $74.2M bus rapid transit project in the City of Fort Collins, Colorado.
The primary components for the project are a five mile, primarily fixed guideway for the BRT,
seven park-n-ride lots, eight BRT stations with pedestrian and bicycle access, eight BRT curb-
side stops, a transit center at the southern and northern termini and off-line upgrades to an
existing transit maintenance facility to provide MAX service.
As shown in Figure PD-1, the MAX BRT project is a proposed north -south BRT system in the
central core of the City of Fort Collins, Colorado. The MAX BRT is located just west of and
parallel to College Avenue (US 287), one of the busiest arterials within the City and the entire
North Front Range region. The project corridor extends from Cherry Street on the north, to
approximately % mile south of Harmony Road with a total length of five miles. The BRT System
is proposed within an exclusive guideway for 3.6 miles, with the remaining 1.4 miles intermixed
with street traffic on portions of McClelland Drive and Mason Street.
Along the entire length of the corridor, the BRT runs parallel to existing Burlington Northern and
Santa Fe (BNSF) Railway tracks. At varying locations, the BRT system is proposed within a
combination of properties owned by the BNSF, the City of Fort Collins, Colorado State
University (CSU), and private land owners.
The project has completed Preliminary Engineering (PE) and the Environmental Assessment
(EA). The City of Fort Collins anticipates a finding on the EA by September 2008. Negotiations
with the BNSF are currently on -going. Right-of-way acquisition will occur in 2009 and 2010,
with a design build process to complete construction in 2010 and 2011. The MAX BRT service
would begin operation later in 2011.
PROJECT GOALS
The following goals have been identified for the project:
► Address traffic congestion along the parallel College Avenue corridor
► Improve transit ridership along the corridor
► Address a lack of transit facilities in the corridor
► Promote economic growth opportunities
► Support local and regional land use plans
► Address safety concerns
► Address inadequate inter -modal activity
Page iii
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
Aggust 11, 2008
Figure PD-1 Project Area Map
/�� i0,96'Yllm
�
11A1 4
Fl-
l
Il
CVINE`DR_--t_._—_........
�L
LAPORTE AVE P;.�\
m i ♦ _, I
? f ♦ \`_ i._.•-.._
VJ MOUNTAIN AYtl
qU <
6 ♦E•f,
W MULBERRY ST,J,
\OF ULBERRY ST
WLAUREL STI§�3_
Project LOCahOnJ
it
_
�L ee, m n-
WPROSPECT RD ,��
EPROSPECTP.
I �
I
I
Fort Collins
LL
P L,I
--- ',.
W DRAKE RD x
E DRAKE RD m.
oM
P
o;
o,
r
_L
Pft-w
z'i
�wl
'oi
_
wl
E I10RSETOOTH RD z `A
J
p,,,o
V1I
a
Z l0 W
1��
_
Legend
MAX BRT
". MAX Station
MAX Stop
'_i Transit Center
P Park & Ride
of
pt m N
i W HARMONY Ej'S�IARtAONY RD_.
Pt� 1 �� 0 2.5 s
_. II
—�� f� 1, Miles
;,Ecotu�ry Ro D 36 City of Fort Collins
FMaintenance Facility]—,
it
I
d
Page iv
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (0
1.0 PROJECT OVERVIEW
1.1 Project Background
The City of Fort Collins has been actively working on the Mason Corridor project since the late -
1990's when the original idea for the concept was envisioned by citizens working on transit,
pedestrian and cyclist elements of the Fort Collins long-range Transportation Master Plan.
The concept of a preferred transportation corridor to serve the demand for north -south
movement in the central City area began in 1996 as a city-wide effort to identify needed
transportation improvements. The idea of the MAX BRT emerged from that endeavor and in
response to the existing and projected congestion along College Avenue. Additionally, the
project was proposed in response to the lack of a direct, continuous, and safe route for people
choosing to use alternate modes of travel to the automobile. In addition to offering an option to
the congestion on College Avenue, the MAX BRT project is intended to enhance opportunities
for transit riders, bicyclists and pedestrians along its length; to encourage development of
compact, transit -related land uses; and to support adopted community economic and
environmental sustainability goals for the future.
Since that time, the Fort Collins City Council has approved the City's comprehensive land -use
City Plan and the Transportation Master Plan (original plans approved in 1997 and updated in
2004) as well as the Mason Street Transportation Corridor Master Plan (2000). Each of these
adopted plans supports and recommends the proposed MAX BRT system improvements.
Over the years, numerous updates and action items have been approved by the City Council as
well as regional and state agencies, confirming the support for the MAX BRT project. The MAX
BRT project is included in the North Front Range Metropolitan Planning Organization's Regional
Transportation Plan, Unified Planning Work Program, Transportation Improvement Program, as
well as in the Colorado Department of Transportation (CDOT) Statewide Transportation
Improvement Program.
These formal, public decision -making actions, as well as on -going updates and dialogue with
key City Executive -level staff, have provided the previous project authorization for implementing
the MAX BRT project. The City of Fort Collins considers the MAX BRT project to be the number
one priority public works project for all departments at the City.
Page 1-1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
_August 11, 2008 __ ___
1.2 Stakeholders
The stakeholders for the MAX BRT project include a wide variety of active interests. The
primary stakeholder is the City of Fort Collins' organization, including staff from almost every
City department/division, Executive Management, and the City Council. The City organization
includes Transfort, the local public transit operator.
Other stakeholders include:
► Burlington Northern Santa Fe
Railway (BNSF)
BNSF is the primary property owner
along the corridor, and provides freight
rail service along the existing corridor
track.
► North Front Range Metropolitan NFRMPO is the planning organization
Planning Organization (NFRMPO) responsible for oversight of transportation
planning in northern Colorado.
► Larimer County
The City of Fort Collins is located in
Larimer County, Colorado.
► Colorado State University (CSU) CSU is a primary property owner along
the corridor, the location for three of the
BRT stations/stops, and a primary source
for MAX BRT transit ridership.
► Downtown Development Authority
(DDA)
1.3 Project Summary
Project Scope
A consortium of business owners from
the Fort Collins central business district.
The MAX BRT project is a five mile, primarily fixed guideway for the BRT with seven park-n-ride
lots, eight BRT stations with pedestrian and bicycle access, eight BRT curb -side stops, a transit
center at the southern and northern termini and off-line upgrades to an existing transit
maintenance facility to provide MAX BRT service.
As shown in Figure PD-1, the MAX BRT project is a proposed north -south BRT system in the
central core of the City of Fort Collins. The MAX BRT is located just west of and parallel to
College Avenue (US 287), one of the busiest arterials within the City and the entire North Front
Range region. The project corridor extends from Cherry Street on the north, to approximately'/
mile south of Harmony Road with a total length of five miles. The BRT System is proposed with
an exclusive guideway for 3.6 miles, with the remaining 1.4 miles intermixed with street traffic on
portions of McClellan Drive and Mason Street.
The MAX BRT system includes high -quality design treatments for vehicles, permanent
architecturally -inviting stations and transit centers, easy to use park-n-rides, and sophisticated
Advanced Traffic Management Systems (ATMS)/Intelligent Transportation Systems (ITS)
technologies to maintain efficient and effective operations and information.
Page 1.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (V
The primary components of the project can be summarized as follows:
► Mason/Howes Two -Way Street Conversion
► BRT Fixed Guideway
► BRT Stations and Curb -Side Stops
► BRT Park-n-Ride Lots
► BRT Vehicles
► South Transit Center
► Maintenance Facility Upgrades
Project Schedule
Environmental clearance for the project is expected in August, 2008. The critical path item for
the remainder of 2008 is the on -going negotiations with the BNSF Railway in order to execute
an agreement by April, 2009. The City desires to enter into a Construction Grant Agreement
with FTA in April, 2009. Right-of-way acquisition will occur in 2009 and 2010, with a design
build process to complete construction in 2010 and 2011. The MAX BRT service would begin
operation in the 41h Quarter, 2011. The Project Summary Schedule is depicted in Figure 1-1.
Figure 1-1 Project Summary Schedule
EA/FONSI^
Q RFP I PROJECT MANAGEMENT
i
RAMP
FLEET/OPERATIONS Now
DESIGN/GUILD ,
BEGIN OPERATION
LEGEND _.. _......
= RR Negotiation Consultant Hired
= Critical Path
A
-
ARRIVE i004
- UESIGN&CONSTNUC'TION
-
2011
Page 1-3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
Au ug st11 2008
Project Budget
The total capital cost of the MAX BRT project is estimated at $74.19 million in Year of
Expend iture/201 0 dollars ($69.39 million in 2007 dollars). To clarify previous concerns from FTA
staff, this cost estimate does not include any costs associated with the Mason
bicycle/pedestrian trail elements of the corridor, the Troutman Parkway bicycle/pedestrian
grade -separation, nor does it include any transit service operating outside of the MAX BRT
corridor.
The following discussion about capital requirements is based on the completed Preliminary
Engineering work to the 30 percent level (July 2007). This cost estimate information will be
refined at each design review level. Detailed financial information is also provided in the 2007 8
2008 Finance Management Plan updates (the 2008 updated Finance Management Plan will be
submitted to FTA on September 5, 2008 as requested).
The schedule for implementation of the MAX BRT will be confirmed in the Development
Agreement\Construction Grant Agreement between the City and FTA. The costs in Table 1-1
are based upon updated cost estimates resulting from the completion of preliminary engineering
in 2007 and include a 30% contingency level.
Table 1-1 Project Budget, Year of Expenditure (Millions of Dollars)
MAX BRT
Project Cost
2008
2009
2010
Total
Final Design
$3.27
$6.08
$9.35
Real Estate
Acquisition, Permitting
$32.21
$26.95
$59.16
& Construction
Rolling Stock
$5.68
$5.68
Total Cost
$8.95
$38.29
$26.95
$74.19
19 Page 1.4
A20. That decision will be made with the FTA, the City, and the Project Management Team.
Q21. Who would be responsible for the state and federal permitting requirements prior to
construction?
A21. Responsibility for coordination and assurance of completion would that of the Project
Management Team with the help of City Staff and the future design team.
Q22. Have any construction phasing decisions been made as of yet?
A22. No.
Q23. Is there any thought to extending the submittal date?
A23. The date is not being extended.
024. Is there any concern over funding the project?
A24. The City will be financing the project and will have the ability to proceed with the
complete project.
OTHER ITEMS NOW POSTED ON THE WEB SITE:
Pre -Proposal Attendance Record
RAMP Plan
Federal Requirements
Please contact James B. O'Neill, II, CPPO, FNIGP at (970) 221-6779 with any questions
regarding this addendum.
RECEIPT OF THIS ADDENDUM MUST BE ACKNOWLEDGED BY A WRITTEN STATEMENT
ENCLOSED WITH THE BID/QUOTE STATING THAT THIS ADDENDUM HAS BEEN
RECEIVED.
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
1.4 Delivery Strategy
As detailed in Chapter 2, the City Transportation Director and Program Manager will be
responsible for consultants and contractors that have been or will be hired as well as all City
staff assignments necessary to complete the project.
The City has developed a recommended delivery strategy to complete the following primary
components of the project:
► Mason/Howes Two -Way Street Conversion
► BRT Fixed Guideway
► BRT Stations and Stops
► BRT Park-n-Ride Lots
► BRT Vehicles
► South Transit Center
► Maintenance Facility Upgrades
Currently, the public comment period for the EA has concluded. A Finding of No Significant
Impact (FONSI) is anticipated by September 2008. Final design, agency coordination, right-of-
way acquisition and construction are to be completed after the FONSI and are detailed in later
sections of this Project Management Plan.
The City of Fort Collins will implement the project through five service delivery packages:
First, the City has submitted and will execute a Real Estate Acquisition Management Plan
(RAMP). In conjunction with execution of the RAMP, the City has retained a consultant to
facilitate negotiations with the BNSF for a purchase agreement. Details of the ongoing railroad
negotiation process are provided in Section 2.5 of this PMP. The City will also issue a RFP and
hire a consultant to assist in execution of the RAMP in its entirety.
Second, the City will issue an RFP and contract with a consultant to provide project
management services. The Consultant Project Manager (CPM) will maintain an office at the
City of Fort Collins to provide day-to-day management of all project control measures as well as
Real Estate Acquisition, Vehicle Acquisition, Final Design\Construction, Operations, Public
Involvement and initiation of BRT service operations. A complete description of project
organization and staffing is provided in Chapter 2.
Third, the City will issue an RFP and contract with a Design Consultant -Contractor Team
(DCCT) to complete a design/build process for the following project components:
► Mason/Howes Two -Way Street Conversion
► BRT Fixed Guideway
► BRT Stations and Stops
► BRT Park-n-Ride Lots
► South Transit Center
► Maintenance Facility Upgrades
Page 1.5
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
Fourth, the City of Fort Collins/Transfort will procure the BRT vehicles. Procurement of transit
vehicles will be completed in accordance with the City's standard procurement process for
Transfort. The City/Transfort anticipates "piggybacking" on another transit agency's contract to
procure the vehicles to save both time and money.
Fifth, the City of Fort Collins will either assign City staff or issue an RFP and contract with a
consultant to provide Construction Quality Assurance services under the direction of the CPM.
While this delivery strategy does call for a single construction package for the bulk of the project
components, the City has an interest in retaining some flexibility in controlling the phasing and
scope of three of the design/build components:
First, the Mason/Howes Two -Way Street Conversion must be completed as an early phase of
the construction process. The City has met with business interests in the project area and they
agree that public understanding and acceptance of this operational change prior to
implementation of MAX BRT operations will lead to overall project success. Consequently, the
scope of services for the DCCT will reflect this project phasing requirement.
Second, the City may enter into an agreement with a private partner for development of the
South Transit Center. The scope of services for the DCCT will include a provision wherein the
City would limit the scope of services to only transit -related facilities at this site and disclose that
a possible third party may be involved in the site development process.
Third, Transfort may seek additional funds from other sources to complete more extensive and
comprehensive improvements to the existing maintenance facility beyond those required to
support MAX BRT services included herein. Consequently, the City may consider qualifications
requirements in the RFP to address this potential service need. However, these services are
not part of the project to be delivered under this PMP.
Deliverables
The following project deliverables are anticipated to implement the project components:
RAMP & Railroad Negotiations
RAMP Consultants
Project Management
Consultant Project Manager (CPM)
Mason/Howes Two -Way Street Conversion
BRT Fixed Guideway
BRT Stations and Stops
Design Consultant — Contractor Team
BRT Park-n-Ride Lots
Design\Build Package
South Transit Center
Maintenance Facility Upgrades
BRT Vehicles
Standard City/Transfort Fleet Order
Contract by Cit 's Purchasing Dept.
Construction QA Services
TBD (City Staff or Consultant)
Page 1.6
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11 2008
2.0 ORGANIZATION AND STAFFING
2.1 Position within Owner Organization
The MAX BRT project is being managed by the Transportation Planning Department in the City
of Fort Collins with additional technical and administrative support from other City departments.
The Consultant Project Manager (CPM) will be a full-time consultant' whose only responsibilities
are to the MAX BRT project. All City staff with project responsibilities will maintain other duties
and responsibilities on behalf of the City. The City Project Team includes representatives from
almost every City department/division, including Transportation Planning, Transfort,
Engineering, Traffic Operations, Advance Planning, Current Planning, Real Estate Services,
Utilities, Parks, Natural Resources, Poudre Fire Authority/Emergency Services, City Managers
Office, Finance, Public Information Office, etc.
2.2 Project Organization
Per the description provided in FTA's Construction Project Management Handbook, the MAX
BRT project is considered a small to mid -size capital project, meaning that it does not require
full-time staff in every function, and this type of project lends itself well to a matrix form of project
organization. The City Project Team is organized as a matrix; staff reports to the Project
Management through the project chain of command to receive direction on project work
assignments (what work has to be done) and to their functional supervisors for direction on their
technical performance (how their work is done).
A project delivery organization chart is provided in Figure 2-1. The Executive Management
Team (EMT) provides project oversight and reports to the City Council as necessary in
conjunction with project progress. The EMT is comprised of the City Manager, Service Area
Directors, City Engineer, City Attorney and Staff General Managers. The Project Director and
Project Manager will meet monthly with the Transportation Group Director and the Planning,
Development & Transportation Director and quarterly with the EMT to report project progress
and receive guidance from the executive leadership of the City to implement the project.
In addition to the EMT, the City project staff is organized in "sub -teams' according to the major
work efforts for the project:
► Finance
► Real Estate Acquisition
► Agency Coordination
► Design and Construction
► Vehicles and Operations
► Public Relations
' Project management services will be provided by a consultant (or consulting firm) due to the extensive
responsibilities for this role. These include management of all project control measures as well as Real Estate
Acquisition, Vehicle Acquisition, Final Design\Construction, Operations, Public Involvement and initiation of BRT
service operations.
Page 2.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
At this time, MAX BRT project team members will not all be co -located into a single project
office due to the existing close proximity of the City staff offices and the frequent, on -going
interaction of most of the project team members. During the construction phase of the project,
the City may opt to co -locate all or some of the City staff and contractors into one location for
the duration of construction.
Figure 2-1 MAX BRT Project Delivery Organization Chart
Page 2.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
2.3 Key Personnel Job Functions
In addition to the EMT, project organization includes the following key personnel job functions.
Planning, Development, & Transportation Director
Jeff Scheick serves as the City's Director of Planning, Development & Transportation and he is
responsible for executive level oversight of the MAX BRT project, including the MAX BRT
Project Team. Mr. Scheick will provide leadership to the Project Team, serve as a liaison to all
City Department Directors whose staffs are involved with the MAX BRT project, and serve as a
member of the Executive Management Team,
Transportation Group Director
Mark Jackson serves as the Transportation Group Director, which is comparable to a Public
Works Director role, for the City of Fort Collins. Mr. Jackson will be responsible for direct
oversight of the MAX BRT Project Management Team, including the Project
Manager/Management Team (consultants). Mr. Jackson will assure effective collaboration and
resources are available throughout the various Transportation departments involved with
delivering the MAX BRT project, and serve as the liaison to the Executive Management Team.
Program Manager
Kathleen Bracke serves as the Program Manager (PM) for oversight of the development of the
MAX BRT project, including the Preliminary Design and Environmental Assessment phases as
well as providing guidance for future phases of the project. Ms. Bracke is responsible for project
leadership and direction, including administration of schedules and budgets, coordinating with
other agencies on management and policy issues, representing the City at public outreach
activities for the project, coordinating with the Project Manager, and serving as the liaison to the
Transportation Group Director and Planning, Development, & Transportation Director.
Project Manager
The Project Manager is responsible for all project control measures and the full implementation
of the MAX BRT project, including Real Estate Acquisition, Vehicle Acquisition and Operations,
Design and Construction, Public Relations and initiation of BRT service operations. The Project
Manager is responsible for direct management and operation of the project, including
compliance with schedules and budgets, coordinating with other agencies on management and
technical issues, establishing and coordinating public outreach activities for the project,
managing project consultants, compiling & distributing project technical and financial reports per
City, State, and Federal requirements, and directing all activities for successful completion of
the project. The Program and Project Managers shall have full authority to engage City Staff
and the consultants/contractors as needed to successfully complete the project according to the
scope, budget and schedule for the project, identified herein and as amended.
2.4 Other Participants
A complete project staff organization chart is included in Exhibit B. All project sub -teams
include representation from the appropriate City departments as well as the Project
Management Team and the design consultants/contractors. In addition, sub -teams will include
representatives from project stakeholders such as FTA, CDOT, CSU, DDA, and other agencies
as appropriate.
Page 2.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
___ (a
2.5 Agency Involvement
Several federal, state, and local agencies are involved in developing the MAX BRT project,
including the agencies listed below:
1. Federal Transit Administration (FTA) -
FTA is an agency of the U.S. Department of Transportation. FTA has the responsibility for
granting and overseeing the expenditure of federal funds for mass transit projects. The City is
seeking project approval and funding assistance from FTA's new Small Starts program for the
MAX BRT project.
2. Federal Railroad Administration (FRA)
FRA is an agency of the U.S. Department of Transportation. FRA has the responsibility for
administering operations and infrastructure of the country's rail carriers.
3. Colorado Public Utilities Commission (PUC)
The project involves modification of several at -grade crossings of the BNSF tracks. The PUC, a
state entity, must approve any changed/new/upgraded railroad crossings, including pedestrian
and vehicle crossings. The City must obtain permits from the PUC for new or modified railroad
crossings.
4. Colorado Department of Transportation (CDOT)
CDOT is a department in the state government that is responsible for coordinating the state
roads and highways in Colorado, as well as administers state transit funding. The MAX BRT
project runs parallel to and helps enhance mobility along US287/College Avenue. In addition,
CDOT is a project partner with the City for the state -funded elements of the MAX BRT project —
particularly the Downtown to CSU segment of the MAX BRT service as well as the new South
Transit Center. The MAX BRT project is included in the Statewide Transportation Improvement
Program (STIP).
5. North Front Range Transportation Metropolitan Planning Organization (NFR MPO)
The NFR MPO is an association of local governments formed in 1987 to address transportation
and air quality planning issues in Colorado's North Front Range. NFR MPO membership
consists of one representative from each of twelve local governments and two state agencies.
The NFR MPO is assisted by a Technical Advisory Committee, and a Transit Advisory Group,
which are composed of staff from each of the member entities. The NFR MPO is responsible for
preparing a long-range Regional Transportation Plan (RTP) every three years. This document
contains a financially constrained plan that looks at all federal and state resources expected to
be received over the next 20 years, and lists projects that could be completed using the
anticipated funding. The NFR MPO also prepares annually a Transportation Improvement
Program (TIP). This document contains a six -year program of projects, with a three-year action
component. The Mason Corridor project is included in both the RTP and TIP.
Page 2.4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
Other Participants
(a]
1. Burlington Northern Santa Fe Railway (BNSF)
The BNSF is a key participant in the project, since the MAX BRT parallels its tracks and the
improvements will be built largely on BNSF property. The BNSF participated in developing the
Master Plan and reviewing the preliminary design concepts as part of the initial PE and EA
phases of the MAX BRT project. The City is currently working with the BNSF to develop an
agreement to formally establish terms and conditions under which the City will be able to
develop the MAX BRT within the BNSF right-of-way.
2. Colorado State University (CSU)
CSU is the largest single landholder abutting the MAX BRT corridor, and students, staff, and
faculty at the University comprise a significant proportion of current riders on the Transfort
system. For these reasons, CSU administration has been actively involved in the development
of the MAX BRT project from the beginning, and the City will continue to involve CSU
throughout the project.
The MAX BRT project is an integral element of the University's Master Plans for both the Main
Campus and the South Campus/Veterinarian Teaching Hospital to ensure compatibility and
cohesion with land use and planned transportation improvements. Corridor features to serve the
CSU campus include three transit stations (at the Natural Resources Research Center/South
Campus, at Prospect Road, and at University Avenue) and a downtown MAX BRT stop at
Laurel Street.
3. Colorado State University Research Foundation (CSURF)
CSURF is a private, not -for -profit Colorado corporation established to aid and assist CSU and
two other universities governed by the State Board of Agriculture in their research and
educational efforts. CSURF's functions include land acquisition, development and management.
CSURF owns more than 200 acres south of the CSU Main campus, the east edge of which
borders the MAX BRT corridor, including land on which a six -building campus (Natural
Resources Research Center, or NRRC) of federal natural resource agencies has been
constructed. The NRRC will be a significant employment center, with over 5,000 employees on -
site, located directly adjacent to the MAX BRT corridor. A MAX BRT station is planned to jointly
serve the NRRC, as well as the world -renown CSU Veterinary Teaching Hospital and the
University shopping mall. CSURF representatives have been actively involved with the
development of the MAX BRT project, particularly during the PE/EA phases.
4. Downtown Development Authority (DDA)
The DDA is appointed by the City Council and serves as the primary planning and development
advisor for downtown Fort Collins. The DDA is quasi -autonomous, has certain powers and
duties granted to it by Colorado Statute, has authority to levy a property tax up to 5 mills for its
operations, and has the ability to issue tax increment bonds to provide public services within its
boundaries. The Downtown segment of the MAX BRT project is within the DDA district; the DDA
has been involved with the development of the MAX BRT project and has committed substantial
funding to the project.
Page 2.5
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
5. Ditch Companies
Several irrigation ditches cross the Corridor, which require the City to coordinate with the ditch
companies to obtain Agreements for constructing bridges and/or crossings, and use of any
needed right-of-way for building the MAX BRT project.
6. Land and Business Owners
The MAX BRT project represents a new neighbor for many land and business owners along its
route. Several land and business owners served as Lead Team members and participated in
developing the Mason Street Transportation Corridor Master Plan and are continuing to be
involved throughout the on -going design development for the MAX BRT project. The project
also requires acquisition or temporary construction easements from individual owners. The City
will continue to involve land and business owners throughout the development of the MAX BRT
project.
2.6 Project Partner Staffing Assistance
No additional project partners have been identified for this project beyond the previously
mentioned agencies at this time. All work will be completed by City forces and outside
consultants and contractors.
2.7 Consultant/Contractor Services
In addition to the experienced in-house staff, the City acknowledges the need to establish
contractual relationships with qualified consultants and contractors to successfully implement
the MAX BRT project. The City Project Director and Project Manager will oversee the
consultants and contractors that participate in the project. From final design to project
implementation, outside consultants will be solicited to perform in the following capacities:
1. Railroad Negotiations Consultant
2 RAMP Consultant
3. Project Management Consultant
4. Design Consultant — Contractor (Design/Build) Team
5. Quality Assurance Consultant (To Be Determined)
At this time, no additional consultants are anticipated to be utilized. However, as the project
progresses, the project needs may be reevaluated and the current plan modified.
In addition to the consultants listed above, the successful completion of the MAX BRT project
will require awarding contracts for vehicle acquisition and construction. The project delivery
strategy is detailed in Section 1.4.
2.8 Training Plan
The City will be developing a Training Plan for all aspects of the project from design through
construction and for operations of the new BRT service. This Training Plan will be developed
jointly by the City and the consultants/contractors during the Final Design phase and continually
updated and applied throughout the life of the project.
Page 2.6
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
3.0 PROJECT MANAGEMENT AND CONTROLS
3.1 Work Breakdown Structure
All project information will be integrated through the use of a Work Breakdown Structure (WBS).
The WBS will provide a systematic framework for defining and organizing the entire project into
manageable elements in terms of scope, schedule and budget. The WBS is explained in the
following text and graphically depicted in the Exhibit D.
The WBS for the MAX BRT Project provides a common language to be used by all project
members so that information is shared in an orderly, organized fashion at each level of the
project implementation process. The WBS will allow for orderly collection and retrieval of
project information. The WBS for the project is composed of 6 levels as described below:
Level One represents the total capital project. At this summary level, information from all lower
levels can be combined and used to track the progress and cost of the entire project. This would
be a single alpha or numeric code common to all tasks at all levels of the project (i.e. 1).
Level Two defines the major phases of the project. Items at this level are identified as a single
alpha -code in the second position of the WBS code structure.
1.A Planning and Preliminary Design
1.13 Final Design and Construction
Level Three identifies the major project delivery packages. Items at this level are identified as a
single alpha -code in the third position of the WBS code structure. These items represent the
major summary schedule milestones in the process of project completion (similar to the items
presented in Figure 1-1, Project Summary Schedule):
1.A.A
Environmental Assessment
1.A.B
Project Management Plan (PMP)
I .A.C.
RAMP & Agency Coordination
1.A.D.
Preliminary Design
1.A.E.
Finance
1.13.A
Design\Build Package
1.B.B
Vehicle Acquisition
1.B.0
Operations
1.13.D
Communications (Public Relations)
Level Four divides each package into the task groups associated with each package. Items at
this level are identified as a single digit -code in the fourth position of the WBS code structure.
For example, Vehicle Acquisition is divided into the following task groups:
1.B.C.1 Procurement
1.B.C.2 Inspection
1.B.C.3 Testing & Startup
Level Five of the WBS contains the activities or tasks that together create the previously
described task groups, packages and major phases of the project. Items at this level are
Page 3.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
(a
identified by a one or two digit -code in the fifth and sixth positions of the WBS code structure
For example, Vehicle Acquisition — Testing & Startup has the following tasks:
1.B.B.3.1 Hire Drivers
1.13.6.3.2 Train Drivers
1.B.B.3.3 Test Buses on Guideway
Level Six of the WBS contains the sub -tasks that together create the previously described
tasks, groups, packages and major phases of the project. Items at this level are identified by a
one or two digit -code in the sixth position of the WBS code structure.
For example, Vehicle Acquisition — Testing & Startup has the following tasks:
1.B.C.3.1.1 Advertisement
1.B.C.3.1.2 Interviews & Selection
3.2 Schedule Control
Schedule control is the process of recording and updating progress, evaluating actual progress
with the baseline schedule, identification of high priority activities, as well as planning and
implementation of corrective actions. The Baseline Schedule for the MAX BRT project was
developed during the PE phase and is the foundation for the Project Master Schedule.
The Project Master Schedule encompasses all components and work efforts of the project and
is a compilation of numerous sub -projects, sub -schedules and milestones into a single critical
path network. The Consultant Project Manager (CPM) will maintain the Project Master Schedule
during the design and construction phases of the project.
All proposed changes that may affect the Project Master Schedule are subject to analysis and
recommendation by the CPM. Schedule status reports will be prepared by the CPM and
submitted to the Program Manager, Transportation Director and EMT. Executive project
milestones have been established and require approval of the EMT prior to official modification
of these milestones. The executive project milestones established to date are identified in
Figure 1-1. Upon approval of executive milestone changes by the EMT, a new baseline
schedule will be adopted and become the basis of analysis for progress evaluation.
This section of the Project Management Plan describes the processes and procedures
necessary to meet project objectives by the utilization of sound methods of monitoring, reporting
and schedule control.
Scheduling System
The City of Fort Collins Microsoft Project scheduling software tools. The CPM will be tasked
with transferring the Microsoft Project WBS included herein to Primavera Project Planner (P3).
This software meets the specific control -level requirements of the project, and provides the
capabilities necessary to control, monitor and report schedule progress of the work. All
scheduling prepared by consultants and contractors to complete the project will be done in P3
unless use of a compatible software is previously approved by the CPM.
In an effort to ensure smooth coordination during schedule preparation and updating, the
construction contract specifications will provide contractors with detailed requirements for
Page 3.2
City ®�
Financial Services
Purchasing Division
215 N. Mason St. 2itl Floor
F6rt
COMIns
PO Box 580
Fort Collins, CO 80522
970.221.6775
��._
P u rrcha
970.221.6707
y
g
fcgov.comlpurchasing
REQUEST FOR PROPOSAL
P1144 Mason Corridor Project Management Services
Written proposals, eight (8) will be received at the City of Fort Collins' Purchasing Division, 215
North Mason St., 2nd floor, Fort Collins, Colorado 80524. Proposals will be received before 3:00
p.m. (our clock), September 5, 2008. Proposal No. P1144. If delivered, they are to be sent to
215 North Mason Street, 2nd Floor, Fort Collins, Colorado 80524. If mailed, the address is P.O.
Box 580, Fort Collins, 80522-0580.
A Pre -Proposal conference will be held at 215 N Mason St., 2nd floor, Fort Collins, Colorado
conference room 2A, on August 28, 2008 at 1:30 p.m. Attendance at this pre -proposal
meeting is highly advised.
The City of Fort Collins is soliciting proposals from qualified consultants for project management
services to implement the Mason Corridor Bus Rapid Transit project. The use of these services
will be to assist City staff and direct the management of the overall project design\engineering,
public outreach, right-of-way acquisition, coordination with the BNSF railroad, Colorado State
University, and other major stakeholders as well as to manage the construction and oversight of
the initial phases of operation for the Mason Corridor/MAX BRT system.
Questions concerning the scope of the project should be directed to Project Manager Kathleen
Bracke, Transportation Planning and Special Projects Director (970) 224-6140, or
kbrackeafcgov.com.
Questions regarding proposals submittal or process should be directed to
James B. O'Neill II, CPPO, FNIGP (970) 221-6779, or joneill@cgov.com.
A copy of the Proposal may be obtained as follows:
1. Download the Proposal/Bid from the BuySpeed Webpage,
www.fcqov.coin/eprocurement
2. Come by Purchasing at 215 North Mason St., 2"d floor, Fort Collins, and request
a copy of the Bid.
The City of Fort Collins is subject to public information laws, which permit access to most
records and documents. Proprietary information in your response must be clearly identified and
will be protected to the extent legally permissible. Proposals may not be marked 'Proprietary' in
their entirety. Information considered proprietary is limited to material treated as confidential in
the normal conduct of business, trade secrets, discount information, and individual product or
service pricing. Summary price information may not be designated as proprietary as such
information may be carried forward into other public documents. All provisions of any contract
resulting from this request for proposal will be public information.
Sales Prohibited/Conflict of Interest: No officer, employee, or member of City Council, shall have
a financial interest in the sale to the City of any real or personal property, equipment, material,
supplies or services where such officer or employee exercises directly or indirectly any decision -
making authority concerning such sale or any supervisory authority over the services to be
;r�c�srei�
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008 (a
Critical Path Method (CPM) schedule preparation. These specifications will ensure compatibility
with the WBS in addition to delineating the information needed to maintain project control.
The Baseline Schedule is the foundation of the MAX BRT project and is the means by which
past performance, current progress and future projections are monitored. The existing Baseline
Schedule was presented to the EMT by the Program Manager in June 2008, and the current
version has been revised & updated per direction from the EMT members, City Staff and
previous meetings with FTA representatives.
The Baseline Schedule is the basis for establishment of major milestones and the project
completion date. The Baseline Schedule is used as a target for progress evaluation and
schedule control. As previously mentioned, Executive Milestones, within the Baseline
Schedule, have been developed as primary interim indicators, to the project team, of slippage
and possible project delays. Executive Milestones can only be officially changed after approval
by the Transportation Group Director, the Planning, Development & Transportation Director, and
the EMT. Executive Milestone changes are initiated by the Program Manager and CPM. The
Program Manager and CPM will evaluate the need for changes based upon a recommendation
by the Design Consultant - Contractor Team (DCCT) or the CA Construction Management
Consultant. The Program Manager and CPM will present the recommended Executive
Milestone change(s) to the Transportation Group Director and to the Planning, Development, &
Transportation Director for review & approval. Prior to the submission of a recommendation to
change Executive Milestones, alternatives must be investigated and evaluated to achieve the
most cost effective and timely solution.
The following are the Executive Milestones that require the Transportation Group Director's,
Planning, Development & Transportation Director's and/or EMT's approval to modify and their
current status:
Executive Milestone
Preliminary Design
Environmental Assessment
BNSF RR Agency Coordination
RAMP
Vehicle Acquisition
Final Design & Construction
Begin Service Operations
Status
100% Complete
FONSI anticipated 3rd Quarter 2008 - 95% Complete
On -going through 1st Quarter 2009-40% Complete
3rd Quarter 2008 through 2"d Quarter 2010 — 5% Complete
4`" Quarter 2008 through 3rd Quarter 2011 — 0% Complete
4th Quarter 2008 through 3rd Quarter 2011 — 0% Complete
Begin 4`" Quarter 2011
The Baseline Schedule is represented in two levels of schedule detail:
Level One — Project Summary Schedule (Figure 1-1) - The Level One schedule is the highest
level of schedule in bar -chart format and contains only the most important summary information.
The Project Summary Schedule contains major design, construction, system integration, testing
and startup, vehicle acquisition, procurement and revenue operation milestones as well as
programmatic events.
Level Two — Project Master Schedule Exhibit D — This Exhibit D provides a recent example
of the type of schedule being used for the project. The most up-to-date schedule can be
obtained from the Program Manager or CPM.
Page 3.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (a
The Project Master Schedule encompasses all elements and phases of the project into a single
critical -path network. It integrates and encapsulates all other schedules, reflects all program
elements, and includes all known or anticipated ties, constraints between project elements, and
major milestones. The Project Master Schedule includes sub -schedules for work performed by
City staff, design and project management consultants, outside agencies, vendors and
construction contractors. The CPM will maintain the Project Master Schedule during the design
phase and the CMC will assume the responsibility once they have been hired and join the
project team. The Project Master Schedule will be updated at least once a month or as
frequently as necessary due to project activity.
Other Schedules
Prime consultants and contractors will prepare, maintain and update monthly a detailed Critical
Path Method (CPM) cost -loaded contract schedule (hereinafter "CPM Schedule"), The CPM
Schedule will permit the orderly planning, organization, and execution of the work, and shall
include sufficient detail to accurately depict all the work required by the contract. Prime
consultant and contractor schedules shall permit efficient incorporation in the Project Master
Schedule.
The following additional schedules will be prepared and maintained as the project progresses.
► Administrative Support Schedule
► Consultant Schedules
► Construction Schedules
► Construction/Contractor Interface Schedule
Schedule Progress Monitoring and Reporting
Schedule monitoring will be performed to ensure that the project team meets the design and
construction requirements, budget and schedule. The Master Project Schedule will be updated
at least once a month or as frequently as necessary due to project activity. The monitoring
process will consist of the following two major elements:
Schedule Updates — Schedule updates and evaluations will be conducted on two levels. The
first level consists of monitoring project sub -team schedules by the appropriate task manager.
Task managers, managing consultants and contractors will be required to submit a baseline
schedule for approval. The baseline schedule must outline the consultant or contractor plan to
perform the work specified in the contract documents. The baseline schedule will be reviewed
by the appropriate task manager and evaluated for compliance with the contract documents.
Each CPM Schedule shall represent a practical plan to complete the work within the required
time(s) for completion, as defined in the contract documents.
A schedule found to be impractical due to non-conformance with the contract documents or any
other reason shall be revised and resubmitted. Once the baseline schedule has been approved,
the schedule will be forwarded to the Consultant Project Manager and/or the CIA CIVIC. The
approved baseline sub -schedule then becomes an integral part of the Project Master Schedule.
The second level of schedule updates and evaluation examines the Project Master Schedule.
The Project Master Schedule will be maintained by incorporating approved, updated sub -
schedules. The Baseline Schedule for the project has been established and can only be
Page 3.4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
modified upon the approval of the Transportation Group Director, the Planning, Development, &
Transportation Director and the EMT in accordance with the procedure stated herein. The
individual task managers will provide a monthly schedule update to the Consultant Project
Manager and/or the CA CIVIC for review. Failure of a consultant or contractor to submit a
schedule update will result in a recommendation from the Consultant Project Manager to
withhold payment until the consultant or contractor becomes compliant with the contract
documents.
A critical element of the schedule control process is the tracking of actual performance against
the Baseline Schedule. Reports will be identified and used by the Consultant Project Manager.
The evaluation of current progress to the Baseline Schedule allows for detection of any adverse
trends and changes in activity constraint in the major work areas which may delay the project or
increase cost.
Upon completion of the baseline schedule for the construction phase of the project, schedule -to -
complete reports will be prepared and submitted to the FTA for review. The schedule -to -
complete reports will be generated every quarter and be coordinated with cost -to -complete
reports.
In the event that sub -schedule updates are found to be inconsistent with the performance time
stated in the contract documents, the consultant or contractor will be required to identify the
reasons for the deviations. Additionally, the consultant or contractor will be required to prepare
and submit a corrective action plan. The corrective action plan will be reviewed and upon
acceptance, be incorporated into the Project Master Schedule.
Sub -Team Technical Meetings — These will be conducted routinely during the Final Design
and Construction phases. The meetings will involve all members of the Design and Construction
Sub -Team as well as meetings with the Operations, Public Involvement, RAMP and Agency
Coordination Sub -Teams . The meetings provide a forum for project staff to discuss and inform
each other of the progress of their respective activities relevant to the project. Generally,
activities discussed cover those that are ongoing or will be performed in the next quarter. Action
items are identified and monitored to ensure completion.
3.3 Cost Control
Cost Control is the system that provides a mechanism for managing project budgets, cost
estimates, expenditures and cost trends. Controlling capital costs in addition to quarterly
budgeting and tracking of expenditures for non -capital items is also very important in
maintaining an up to date project cost status.
Cost Tracking
The Current Working Estimate (CWE) is a continuously maintained forecast of the project cost
at completion. The CWE will be utilized as the primary cost management tool within an on -going
cost control process. The CWE is continuously updated to give the Consultant Project Manager,
Program Manager, Transportation Group Director, and Planning, Development & Transportation
Director as well as the EMT a forecast of the project's financial status. The CWE will be the
basis for all project cost estimates that are issued.
Page 3.5
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
C
The Baseline Cost Estimate (BCE) is a project management tool that is used to compare actual
and anticipated costs to the initial target costs of the project. The current BCE is based on the
project Opinion of Probable Construction Cost (OPCC) from the Preliminary Engineering Plans.
A Value Engineering Study will be conducted as part of the continued pursuit of improving
project cost effectiveness. This BCE will not be modified without the approval of the City
Manager/City Council.
The CWE will be utilized as a cost management tool within an on -going cost control process
that involves three basic steps:
Step One entails forecasting cost -at -completion by continuously updating the CWE. During
design, the Consultant Project Manager will be responsible for organizing cost distributions
contained in the consultant or contractor cost loaded CPM. The QA Construction Management
Consultant will assume these responsibilities during the construction phase of the project.
Step Two involves the detailed comparison of the CWE to the BCE, the identification of
variances (positive and negative), and the description of the contributing cause of the variances.
On a monthly basis, this information will be reported by the Consultant Project Manager to the
Project Director and summarized in a standard report format for appropriate distribution.
Step Three involves the evaluation of variances and development of corrective actions required
to bring the CWE in conformance with the BCE. These corrective actions are proposed by the
representative team members and are summarized by the Consultant Project Manager for joint
analysis by the appropriate team members. Certain changes developed during this analysis
may be subject to the project's change control procedure.
Cost Performance Evaluation
Schedule and cost elements are combined to form a base that is used in Cost Performance
Evaluation. This measures actual performance against planned performance to not only create
a snapshot of the current status, but also provide insight as to the cost -at -completion and the
final completion date.
Requirements of consultant and construction contracts specify that a cost -loaded CPM will be
submitted and maintained throughout the project.
The comparison of actual performance to plan is a critical and recurring step in the control
process. Actual performance must be compared to planned performance on a task -by -task
basis. The effectiveness of the cost control system is a direct function of the level of detail
established and the frequency, accuracy and realistic approach of reviews. The earned value
concept will be utilized to determine whether the project is over or under budget, as well as
ahead or behind schedule. Earned value is a measure of the value of work actually performed to
date. Earned value is equal to the percent complete of a task multiplied by the budget for the
same task.
The evaluation of budget in terms of percent complete is conducted by comparing the budgeted
work cost to actual work cost. The method of determining the percentage complete will be
calculated by dividing the scheduled value by the value that has been completed to date.
Page 3.6
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
3.4 Configuration Management
C
The monitoring and documentation of significant changes to the project configuration is the
systematic control process known as Configuration Management. The objective of configuration
management is to ensure that the overall configuration of the project is baselined at a pre-
determined point in the project development process and, thereafter, is not changed without a
systematic review to assess the impact of the proposed change on all other aspects of the
project. If a configuration change requires modification to an existing contract, change order
policies and procedures will be followed.
Project Configuration
A description of the project configuration is provided in Chapter 1. The baseline scope and costs
for the project were developed during the PE phase and will be refined during the design review
process. Modifications made during completion of the Final Design/Build phase will be
processed in accordance with the configuration management system herein.
To ensure that the interfaces between all project sub -teams (real estate acquisition, design,
construction, vehicles, operations, etc.) are properly integrated, all project related plans and
specifications are subject to review and concurrence by the Consultant Project Manager (CPM)
prior to solicitation of bids or proposals for construction, installation or acquisition.
Project Configuration Changes
This section outlines the general procedures and methods for identifying, analyzing, approving
and processing proposed configuration changes. Changes may affect the project design,
funding and agency agreements, as well as the environmental documents. Formal recognition
of the previously stated changes must be followed by an appropriate schedule and cost impact
analysis. The CPM will recommend the appropriateness of the modification for configuration
management review. The CPM will also establish a course of action and personnel assignments
required for the submission of the change request.
Configuration Change Control Procedures
Changes that are in conflict with the project design criteria and that affect the design documents
will be processed and evaluated by the EMT, which is comprised of City executive and senior
management staff. The standard procedure for changes to the baseline scope is as follows:
1. CPM recommends change to the Program Manager, the Transportation Group Director, as
well as the Planning Development & Transportation Director, and are reported to the EMT.
2. EMT recommends to City Manager/City Council.
3. City Manager/City Council authorizes and signs change.
Configuration Changes During Design
The following steps will be taken to address changes during Final Design:
1. Identification by the CPM of a need to alter the baseline documents.
2. Preparation and presentation of a change request to the Program Manager, the
Transportation Group Director, as well as the Planning, Development & Transportation
Director, and are reported to the EMT.
3. Review and approval of the change request by the EMT.
Page 3.7
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
Configuration Changes During Construction
Configuration changes during construction will be managed by the CPM following procedures
documented in the City's Capital Projects Procedures Manual.
3.5 Project Accounting
The financial accounting system for the project is managed by the Financial Coordinator for the
City's Transportation Planning department, with participation from Transfort staff and the City's
Finance department staff. The City uses the J.D. Edwards system for municipal governments.
The accounting system allows individual project tracking and reporting to meet City, State, and
Federal requirements. Transfort's Financial Coordinator will be responsible for entering all of the
project's financial data into FTA's database. The Financial Coordinators from Transportation
Planning and Transfort recently attended FTA's financial training course in Denver and are
aware of the FTA financial reporting/tracking requirements and procedures.
3.6 Records Management
The City currently controls project documents and maintains the record -keeping system with a
well -established system which includes procedures for labeling, storing, cataloging and
distributing documents, records, drawings, reports, and other written and electronic materials.
The City will prepare a Quality Assurance Plan (QAP) for the MAX BRT project for FTA
approval. The QAP will include a project -specific plan for document control and records
management.
Control of drawings and specifications will be primarily the responsibility of the Design
Consultant — Contractor Team (DCCT), under the direction of the CPM. Internal procedures
must be addressed in the DCCT Quality Control Plan for the project, which must be submitted to
and approved by the CPM.
Documents related to procurement are retained in the City Purchasing Department records.
Real estate documents are retained in the City Real Estate Services Department records. Any
legal documents and/or documents requiring City Council approval are retained by the City
Clerk's Office.
At the completion of the MAX BRT project, consultant and contractor records will be turned over
to the CPM as required in the contracts. These records, along with the City generated records,
will be retained in accordance with a records retention schedule, which, at minimum, shall
comply with applicable laws and City, State, and Federal/FTA requirements.
3.7 Estimating
Estimates are prepared by determining construction packages, units of measurement,
construction quantities and unit costs. The construction quantities are calculated from the
construction plans, and the units are standard units for that particular item generally used in the
industry. The unit costs are estimated from Colorado Department of Transportation (CDOT) bid
tabulation data, Means Construction Cost Data, City cost data, consultation and input from local
contractors, the DCCT and the CPM.
The current Opinion of Probable Construction Cost (OPCC) is based on the existing PE plans.
The construction unit costs used in the current OPCC were developed by the consultant design
Page 3-8
Mason Corridor MAX Bus Rapid Transit
Project Management Plan --
August 11, 2008
team that prepared the PE plans. The unit costs that were used for the current OPCC are based
on input from the consultant design team using CDOT and City data. Consultation and input
from other sources as noted above will be included in determining the appropriate unit costs for
the Final Design/Build phase.
The unit costs applied for this project reflect the adjustments that are appropriate due to
magnitude of quantity and relative complexity of construction. The current OPCC is based on a
single construction package as well as a vehicle acquisition package, and include all of the
primary project components identified in Sections 1.3, 1.4 and 1.5 of this PMP. An annual cost
estimate increase of approximately 3.25% was applied to establish the construction year (2010)
cost estimate.
The OPCC will be updated to reflect changes and increased level of detail during the Final
Design\Build process. At the 60%, 90% and final completion milestones of the Design/Build
phase, all package construction units will be assessed or remeasured and the applied unit costs
will be reassessed as well to develop an updated OPCC at each of these Final Design/Build
milestones. The DCCT will prepare and submit to the CPM, Project Opinion of Probable
Construction Cost estimates at the 60%, 90% and final design\build completion milestones. An
independent review of the OPCC will occur at each design level. These estimates will also be
reviewed by the Program Manager, Transportation Group Director, Planning, Development &
Transportation Director, and EMT, as well as other appropriate project staff at each submission,
with comments forwarded to the CPM. Also, assistance from the DCCT will be obtained,
whenever necessary, while reviewing the OPCC. The DCCT revises the OPCC based on the
comments received from the Project Manager, Project Director and EMT, and updates the same
before proceeding further in the Final Design/Build process.
3.8 Change Order Control
Policies and procedures for change order control are provided in Section 6.11 of this Project
Management Plan.
3.9 Internal Reporting
For a project of this magnitude, the City requires monthly reports, status reports, and exception
reports as identified in the Capital Projects Procedures Manual. The CPM is responsible for
developing the content of the reports and distributing them to the proper recipients, as agreed
upon between the CPM, Program Manager and the DCCT. In addition, periodic conference call
meetings are held between City and FTA staff, and the CPM will submit monthly and annual
reports as required by the Federal Transit Administration's New Starts/Small Starts program.
We anticipate monthly reporting will begin in November, 2008.
For the Final Design/Build phase, analysis and internal reporting of budget and schedule
information will be the responsibility of the CPM.
Work progress, budget and schedule information will be captured and monitored using project
and construction management software. Deviations from established budgets and schedules
will be highlighted in the reports. Detailed monthly reports will be presented to the MAX BRT
Program Manager, Transportation Group Director, and Planning, Development & Transportation
Director, and summary reports will be presented on a quarterly basis to the Executive
Management Team.
Page 3.9
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
Whenever the CPM detects a potential budget or schedule problem, the CPM is required to
simultaneously notify the Program Manager, Transportation Director, and the Manager in
charge of the issue. The CPM is then required to convene a scope/budget/schedule resolution
meeting. Minutes of this meeting are to be distributed to all meeting participants and must
include a list of action items and a resolution summary.
Page 3.10
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
4.0 PLANNING AND PRELIMINARY DESIGN PHASE
MANAGEMENT
The City of Fort Collins has worked extensively over the last several years to thoroughly identify
and evaluate the short- and long-term transportation needs of the community as well as to
identify a comprehensive set of improvements to address those needs.
The City's focus on the central core area of the community, the area that will be served by the
MAX BRT project, has been the subject of numerous functional studies to define and document
our residents transportation requirements as well as the alternatives analysis process used to
evaluate the feasibility of potential solutions. Extensive site selection analysis and technical
investigations have been conducted to explore the various opportunities and constraints for
providing north/south mobility to, from, and through this core area of the City. The findings from
all of the studies confirm that the proposed MAX BRT improvements are the most effective and
sustainable transportation choice for the Fort Collins' community — both in the short-term as well
as for future generations.
4.1 Planning Studies
The City of Fort Collins has been actively working on the Mason Corridor project since the late -
1990's when the original idea for the concept was envisioned by citizens working on transit and
pedestrian/cyclist elements of the Fort Collins long-range Transportation Master Plan.
In accordance with the Federal Transit Administration's Small Starts program guidelines, the
City of Fort Collins completed the Alternative Analysis phase for this project corridor in 2000,
and the City Council approved the Locally Preferred Alternative for the MAX BRT system
improvements in October, 2001. Over the years, numerous updates and action items have been
approved by the City Council as well as regional and state agencies, confirming the support for
the MAX BRT project. The Mason Corridor is included in the North Front Range Metropolitan
Planning Organization Regional Transportation Plan, Unified Planning Work Program,
Transportation Improvement Program, as well as in the Colorado Department of Transportation
(CDOT) Statewide Transportation Improvement Program.
These formal, public decision -making actions, as well as on -going updates and dialogue with
key City Executive -level staff, have provided the project authorization for implementing the MAX
BRT project.
4.2 Site Investigations
The City and the Preliminary Engineering (PE) consultant team have conducted extensive site
investigations along the MAX BRT alignment as part of the PE and Environmental Assessment
(EA) phase of the project. Additional data collection relative to survey, utility potholing and soil
borings is necessary to supplement existing data based on the outcomes of the PE design
phase, and this data collection is currently being initiated by the City.
City surveyors have documented the corridor and station areas and have worked closely with
the MAX BRT project team, including the City's Real Estate Services and Natural Resources
staff, to thoroughly investigate and record all findings.
Page 4.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (V
This extensive field information identified existing utilities, drainages/waterways, property
boundaries, topography constraints/opportunities, significant resources (natural and man-
made), and other important information to thoroughly consider the ramifications of design of the
MAX BRT transportation -related improvements.
4.3 Environmental Clearance
During the initial planning & conceptual design phases of this project, FTA determined that the
appropriate environmental action for the MAX BRT project is an EA in accordance with the
National Environmental Policy Act (NEPA) process specifications. The purpose of an EA is to
determine if certain aspects of the proposed project have the potential for significant adverse
social, economic, or environmental impact. The EA process facilitates identification of
alternatives and measures which might mitigate adverse environmental impacts.
The City has developed the EA for the MAX BRT project in collaboration with the conceptual
design and PE phases of the project to best facilitate design modifications that are compatible
and supportive of the NEPA objectives to avoid and/or mitigate any adverse impacts to the
environment. It is important that the City comply with federal and state environmental
requirements before proceeding to real estate acquisition and final design/build for the MAX
BRT project.
Based on these important environmental requirements, the City and the Mason Team are
continuing to actively work on completion of the EA; the EA was released by FTA for public
review on June 16, 2008 and a Public Hearing was held on July 9, 2008. The EA Executive
Summary is included as Exhibit D of this PMP. The public comment period concluded on July
30, 2008. The City anticipates receiving a signed FONSI in the Third Quarter of 2008. With the
completion of the FONSI, the City is ready to begin the Real Estate Acquisition Phase and Final
Design/Build phases in accordance with FTA direction.
4.4 Agency Agreements
The City of Fort Collins will be the lead Agency responsible for acquiring the necessary agency
agreements for the MAX BRT project. The following are agreements that are being established
or will be established by the City for the MAX BRT project.
Burlington Northern & Santa Fe Railway Company (BNSF)
An agreement must be established between the City and BNSF for permanent use and
construction of the MAX BRT guideway within the BNSF right-of-way. The BNSF has worked
with the City throughout the development of the Mason Corridor Master Plan, Alternatives
Analysis report, as well as the PE and EA work for the project. The City established a license
agreement for the recently constructed Mason Trail bicycle/pedestrian facility that parallels the
future MAX BRT alignment. The City intends to use elements of the license agreement as
elements of the draft request letter to the BNSF for the MAX BRT project. Exhibit E is a
summary of BNSF coordination activities completed to date.
Page 4.2
rendered. This rule also applies to subcontracts with the City. Soliciting or accepting any gift,
gratuity favor, entertainment, kickback or any items of monetary value from any person who has
or is seeking to do business with the City of Fort Collins is prohibited.
Collusive or sham proposals: Any proposal deemed to be collusive or a sham proposal will be
rejected and reported to authorities as such. Your authorized signature of this proposal assures
that such proposal is genuine and is not a collusive or sham proposal.
The City of Fort Collins reserves the right to reject any and all proposals and to waive any
irregularities or informalities.
Sincerely,
James B. O'Neill II, CPPO, FNIGP
Director of Purchasing & Risk Management
where renewal is a way of lift
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
c
The BNSF has agreed to continue meeting and working with the City to negotiate the
agreement for the MAX BRT project. The City has continued periodic conversation with the
BNSF to inform them of the project status and continue to express interest in using a portion of
the BNSF right-of-way for the MAX BRT corridor. At this time, the City is pursuing the outright
purchase of the necessary BNSF property.
The current PE plans reflect safety measures and design elements resulting from early
conversations with the BNSF representatives. The City of Fort Collins has established a draft
plan to address indemnification issues and limitations on liability for use of railroad right-of-way
for public transit on this project that is similar to the Mason Trail License Agreement.
The City intends to continue through a course of negotiations with the BNSF based on the
previously discussed project philosophy of mutually beneficial safety improvement measures
along the corridor and proper, appropriate compensation for the purchase of BNSF property. In
preparing the following action plan, the City has included only the measures that will be
undertaken as necessary in order to expedite the process according to the schedule
requirements of this project. The following is a summary of the steps to needed execute this
agreement, which must be executed before the Construction Grant Agreement (CGA) may be
executed.
Since the cost of the anticipated property acquisition will be in excess of $250,000, the
City has undertaken the task of completing a certified appraisal and review appraisal of
the railroad right-of-way property. This certified appraisal is expected to be completed in
October, 2008, and the review appraisal is expected to be completed in November,
2008. The certified appraisal will provide an increased level of validation for the property
cost element of the updated Finance Management Plan to be delivered to FTA in
September, 2008. As such, the FMP will immediately be updated to reflect the appraisal
results.
2. The City has drafted a letter to BNSF requesting purchase of right-of-way from the BNSF
for the project. The offer terms will include a reasonable purchase offer that reflects the
results of the City certified appraisal, review appraisal, and FTA concurrence of the
appraised value. The request letter will also address indemnification considerations as
well as safety considerations of benefit to both parties. These include the Mason/Howes
Two -Way Street Conversion, proposed grade -separated crossings for pedestrians and
bikes as well as replacement of railroad crossing material at all downtown street
crossings. Finally, the letter will also include as a condition of the purchase offer a
schedule for entering into such an agreement in order for the City to enter into the
Construction Grant Agreement (CGA)with FTA, currently anticipated in April, 2009.
The City will reconcile the final terms for indemnification and the final draft offer amount
as well all other terms of the offer letter for delivery to BNSF in December, 2008.
3. To facilitate the negotiation process, the City will contract the services of an
outside consultant with experience in property acquisition negotiations with
BNSF. The City will engage the services of this outside consultant in conjunction
with final preparation of the final draft offer letter to BNSF. The City expects to
have the negotiation consultant under contract in August, 2008.
4. The City recognizes that BNSF will conduct an independent appraisal of the property,
which is expected to be completed by the end of January, 2009.
Page 4.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
(0
5. The City anticipates entering into negotiations with BNSF for final terms of the
acquisition agreement by January, 2009. The first preference of the City is to continue
negotiations with the BNSF based on the purchase request and the recognized safety
improvements of the project that are mutually beneficial to both parties. If, through the
course of this process it becomes apparent that the timeline or terms for negotiations will
not meet the project requirements, the City will entertain the option to pursue a license
agreement with BNSF in lieu of purchase. FTA requirements of such a license
agreement will be set out in a letter from FTA to the City.
6. The intent of this proposed action plan is to provide an adequate period of time for
negotiations to progress between the City and BNSF from August, 2008 to March, 2009
to accomplish execution of the agreement before anticipated execution of the CGA in
April, 2009. This must include preparation of the draft agreement language, final
reviews, and document routing for signatures.
7. Final land transfer documentation and payment would occur in up to a three month
period immediately thereafter (with the schedule being subject to BNSF approval).
The timeline for these activities is reflected in the overall project schedule included as an
Exhibit D to the PMP.
Public Utility Commission (PUC)
The City must obtain permits from the PUC for any new or modified railroad crossings. The only
permits identified at this time relate to the interconnection of the MAX BRT traffic signals to the
BNSF bungalows where the MAX BRT crosses major arterials. Additionally, the PUC has
indicated that a formal public review process may be required for approval of the Mason/Howes
Two -Way Street Conversion.
Colorado State University (CSU) & Colorado State University Research Foundation
CSURF
Because the MAX BRT alignment crosses the CSU campus, the City will establish an
agreement with CSU/CSURF regarding use of campus streets, parking areas, and walkways for
the MAX BRT improvements. This agreement will also address compensation for lost parking
spaces and maintenance of the MAX BRT facilities. CSU/CSURF representatives continue to be
actively involved in the project and are instrumental in developing all aspects of the MAX BRT
project to best serve the schools Main and South campuses.
Ditch Companies
The City must establish agreements with existing ditch companies (Larimer County No. 2 Canal,
Sherwood Lateral, Emigh Ditch, and the New Mercer Ditch) to obtain their concurrence for
crossings, enclosures or right-of-way encroachment or use.
4.5 Permits
City staff and the project team have designed the project to avoid and/or minimize
environmental and other land/utility impacts to the extent practicable. However, the City realizes
that several common federal, state, and/or local permits will be required for the project.
Page 4.4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11 2008
4.6 Financing
Details of project financing can be found in the City of Fort Collins MAX BRT Finance
Management Plan (July 24, 2007). Per FTA direction, the City will submit an updated FMP by
September 5, 2008 to reflect any project changes since 2007.The City is seeking capital funding
for the project from several sources. Non-federal sponsors will provide 20 percent of capital
funds for the project; the City is seeking the remaining 80 percent from FTA's new Small Starts
transit funding program. Capital funding sources are described below and shown in Table 4-1,
below.
1. Non -Federal Sources
It is important to note that the City of Fort Collins has already funded significant local monies for
the Mason Corridor from local Building Community Choices capital improvements funds. This
funding has been used to develop the Master Plan vision for the Mason Corridor, as well as the
Alternative Analysis report for the FTA New Starts/Small Starts program application process,
and to complete the PE phase of the project to the 30 percent level as requested by FTA.
The City is also using this existing local funding to develop the EA document for the MAX BRT
project. A portion of this local funding has also been used to purchase the land for the future
South Transit Center for the MAX BRT service. In addition, these local funds have been
leveraged with funds from the Colorado Department of Transportation and Great Outdoors
Colorado, to construct the new Mason bicycle/pedestrian trail — however, we are not including
the funds spent on the bicycle/pedestrian trail as part of this PMP or Small Starts application to
FTA; all of the costs provided in this PMP report are solely related to the BRT functions
of the Mason Corridor project. This information is simply included as background information
to demonstrate the City's long-standing financial commitment to the Mason Corridor.
The financial information included in this updated PMP report demonstrates that the local
matching dollars needed for the MAX BRT project will be provided by the City as well as by
committed funding from the Fort Collins' Downtown Development Authority. The City will fund
the completion of the MAX BRT utilizing one of two options:
1. The City will identify a short-term re -purchasing agreement within it's internal investment
portfolio that will not fall beneath the outstanding balance of the project.
2. The City will fund a flexible repurchasing agreement with a third party financial institution
that will not fall below the outstanding balance of the project.
The City intends to supplement these existing local funds with state capital transit funding
approved by the Colorado Transportation Commission from Senate Bill 97-1 (SB-1) specifically
for the MAX BRT project.
The combination of the local (City & DDA) and state funding provides the necessary 20% non-
federal share of funding for the MAX BRT project.
2. Federal Government Sources
To supplement local sources, the City is seeking funding from the Federal Transit
Administration's new Small Starts transit program to implement the MAX BRT project, which is
the subject of this PMP as part of the City's formal request to FTA to enter "Project
Development".
Page 4.5
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
Table 4-1 Sources of Capital Funds, Year of Expenditure Dollars (Millions)
Funding Sources
Funding Amount
Funding Share
FTA Small Starts
$59.35
80%
State SB-1 Transit Funds
$ 8.56
11.5%
Local Funds (City& DDA
$ 6.28
8.5%
Total
$74.19
100%
The State S13-1 and local funds are committed to the MAX BRT project, thereby confirming the
full 20% local funding requirement.
Funding sources for operations will remain unchanged from current funding sources, and will
consist of fares and fees, City General funds, and FTA formula funding. The operating ratio
(proportion of total operating and maintenance costs covered by fare revenues) will increase
from 45.3% in 2007 to 53.2% when the new MAX BRT system opens in late 2011.
4.7 Acquisition Plan Overview
The Real Estate Acquisition Management Plan (RAMP) outlines the policies and procedures
that the City must adopt in order to comply with federal and state requirement for right-of-way-
appraisal/appraisal review, land acquisition, relocation and property management activities for
all construction activities for the MAX BRT project. The RAMP must demonstrate that the City
has done sufficient planning to show that it has technical capacity and capability to successfully
implement the project. The City project will utilize federal funds requiring that all land
acquisitions and relocations be in compliance with policies and procedures that conform to the
Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 as amended
and 49 CFR Part 24 implementing regulations (collectively "the Uniform Act"), and FTA Circular
5010.1 C and applicable implementation guidelines. These policies and procedures also
incorporate compliance requirements of state statutes and guidelines.
The RAMP is identified as a requirement in the PMP. The RAMP's intent is to:
► Provide an overview of the acquisition process
► Define roles for the City, project personnel, consultants, or sub -consultants involved in
title reports, appraisals and appraisal review, acquisition, condemnation and/or
relocation services, property management services, and environmental assessment
services;
► Outline acquisition strategies and decision -making processes;
► Identify coordination requirements and processes;
► Define task and assign responsibility for those tasks;
► Establish project controls and monitor the acquisition schedule, costs, and quality
controls, and
► Monitor progress for completion and adherence to laws, regulations, and procedures.
The RAMP discusses the following policies and procedures that the City proposed to utilize in
order to comply with federal and state requirements.
RE 'El
Page 4.6
Mason Corridor MAX Bus Rapid Transit
Project Management Plan_
_August 11,.2008 __
► Federal and state legislation that controls public acquisition and relocation activities and
regulations that control public acquisition.
► City real estate process and procedures.
► Acquisition, relocation and property management policies and procedures that have
consolidated and integrated federal laws and regulations and provide the basic
parameters for the RAMP's development and operation.
The intent of these sections of the PMP is to provide a general overview and understanding of
the RAMP that has been developed specifically for the MAX BRT project. In order to obtain a
more comprehensive understanding of the real estate acquisition process, refer to the RAMP
(submitted accompanying the PMP).
The project real estate needs are comprised of partial acquisitions, permanent easements and
construction easements. There are approximately 41 properties adjacent to the project that will
be affected through acquisitions. Property owners include the BNSF Railway Company, City of
Fort Collins, Colorado State University/Colorado State University Research Foundation, and
miscellaneous private business owners. The Preliminary ROW plans identify 14 fee takings,
and all are partial takings. The PE plans identify 49 permanent easements and 54 temporary
easements.
The most significant real estate impact of the project involves the BNSF since the bulk of the
MAX BRT project improvements will be located within existing BNSF right-of-way. The status of
the agency agreement process with the BNSF that will be the basis for the real estate
acquisition process in this case is summarized in Section 4.4.
4.8 Acquisition Program Approach
The City may acquire real property in several different ways depending on project or program
needs and the interest or desires of property owners. It is possible that more than one method
or mode of acquisition may be used on a single project. Acquisition methods are listed below
and a brief description of these methods can be found in the RAMP.
► Negotiated Settlement based on Approved Valuation
► Administrative Settlement
► Possession and Use Agreement
► Leasing
► Acquisition by Exchange
► Donation/Dedication
► Mediation or Arbitration
► Advanced Acquisition
► Condemnation
► Voluntary Transactions
Page 4.7
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 gym.
__(
4.9 Acquisition and Relocation Process
The current EA and Project design do not identify any acquisitions that would result in
displacements. If during the final design process the City identifies any land acquisition that
would result in displacement, the City would update the RAMP to identify the affected property
owners and tenants. A displaced person is any person who moves from the real property or
moves his or her personal property from the real property. All relocation activities will be in
compliance with the Uniform Act and its implementing regulations.
The timely delivery of right-of-way will be critical to successful implementation of the Project.
The City's real estate procedures and project -specific procedures are being developed to allow
for adequate and realistic projections of real estate availability. Complex or unusual acquisition
and relocation parcels will be identified early, to allow adequate time for an accelerated real
estate process delivery. All land acquisition and relocations will be implemented in compliance
with the Uniform Relocation and Real Property Acquisition Policies Act of 1970 as amended, 49
CRF Part 24 implementing regulations and applicable state laws.
Rights of Entry will be obtained from property owners to access parcels to perform the following
activities: soil borings, utility investigation, surveying, real estate appraisal, or other data. Right -
of -Entry documents give the City the right to enter the owner's property or remaining lands. The
City will restore any disturbed property to a safe and sanitary condition after it has used the
property for the necessary task.
The RAMP Project Manager will be responsible for tracking and monitoring the ROW schedule.
A parcel -by -parcel schedule will be developed as the right-of-way engineering plans for the
project progress. Design changes will be tracked and monitored for impact to the right-of-way
schedule. Development of the right-of-way schedule will include evaluation of specific tasks
required and the expected durations.
The City intends to utilize right of way consultants to conduct property acquisition negotiations.
The City's criteria for selecting a right-of-way consultant will include requirements to ensure
sufficient experience with the Uniform Act to successfully implement the project.
The City, through its consultants, shall make all reasonable efforts to contact owners or owners'
representatives and discuss its offer to purchase property. This will include explaining the basis
for the Offer of Just Compensation and its acquisition policies and procedures, including
payment of incidental expenses in accordance with 49 CRF Section 24.106. Owners shall be
given reasonable opportunity to consider offers, present materials they believe are relevant to
determining property value, and suggest modifications in the proposed terms and conditions of
the purchase. All negotiations will be in accordance with 49 CFR Sections 24.101 and 24.102.
The person acting as negotiator will maintain adequate records of negotiations on a parcel basis
with sufficient detail to demonstrate compliance with the Federal laws and to show good faith
negotiations. These records shall be retained for at least three years from the date of
acceptance of the final voucher for the project but may generally follow the requirements of the
State or City.
The records are to be typed or written in ink and completed within a reasonable time after each
contact with the property owner. The information for each contact should include, but is not
limited to, the date and place of contact, parties of interest contacted, offers made (dollar
Page 4.8
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
.-Aug 2008
amounts), counteroffers, reasons settlement could not be reached or any other pertinent data.
The records shall be signed and dated by negotiators.
If negotiations with the owner are not successful, the RAMP Manager, in consultation with the
CPM, Program Manager, and City Attorney's office, will approve proceeding to condemnation.
4.10 Acquisition Program Controls
The Real Estate Consultant will develop controls for the acquisition program. They will
coordinate information provided by the project team members and provide regular updates on
schedule, budget, acquisition and contract status as appropriate. Specific aspects of the
acquisition program controls are addressed below.
Progress and Schedule Reports
Monthly progress reports will be prepared by the Real Estate Consultant to present the status of
the acquisition program and provide measures of progress. CPM will gather progress reports
from the Real Estate Consultant and submit to the Program Manager, Project Management
Team, and EMT with an overall monthly summary report.
The current Real Estate Consultant, with input from the CPM & Director and City Staff, will
prepare a schedule for the acquisition program as a whole (included in the RAMP). The Real
Estate Consultant will track progress against that schedule and, relative to the Project Baseline
Schedule, develop a schedule for each individual acquisition.
The Real Estate Consultant will also be responsible for developing and maintaining a schedule
of property acquisitions based on the needs of the various parcels. It will identify projected dates
for various stages of the acquisition process that will be updated as necessary.
The updated real estate schedule will be submitted to the CPM each month. Schedule updates
will be provided at least monthly or as significant milestones are achieved.
MAX BRT project summary monthly reports to the FTA will contain a section summarizing the
status of the real estate acquisition program.
4.11 Utilities Management
These are formal written agreements between the City and public or private utilities that may or
may not involve reimbursement or exchange of funds. All Contracts for the project will be
maintained on file by the City of Fort Collins.
The City recognizes that utility coordination, design, relocation and new construction
requirements for the project are critical steps for schedule adherence and successful project
implementation. The CPM will take the PE plans and begin coordination with each of the
affected utilities to determine impacts, relocation requirements, permit requirements, agency
clearance requirements, new utility construction requirements and cost agreements.
This utilities coordination process will include the following services:
► Floodplain Management
► Water
► Sanitary Sewer
Page 4.9
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008 (V
► Electric
► Telephone and Fiber Optic
► Gas
► Ditch Companies
Existing utility information has been obtained from the local public and private utility companies
along the MAX BRT alignment. The City of Fort Collins provided water, stormwater, and sanitary
sewer data as well as traffic communication fiber-optic cable data for city -owned facilities; the
City of Fort Collins Light & Power provided the electric facility information. Telephone, CATV,
water, and fiber-optic data were obtained from local private companies.
These data were used to compile a base map of utility data for the MAX BRT alignment. Utility
data was referenced to existing surveyed data of manholes, switch cabinets, transformers, etc.
to prepare a composite database of existing utility data to the extent possible during the PE
design phase. It is anticipated that a formal utility location process will occur for each public and
private utility during the initial stages of the Final Design/Build phase of the project.
There are a few utility coordination issues that will require extra efforts during this phase:
► In the northwest corner of the existing Horsetooth Road/McClelland Drive intersection,
there are two electric/fiber-optic utility vaults that will need to be adjusted (lowered
approximately 6 inches) or moved.
► An existing bank of six electric transmission conduits parallel the MAX BRT alignment
between Drake Road and Lake Street. This bank of conduits may need to be moved.
► Several utility vaults/switch cabinets exist at the approximate northwest corner of the
Jack Christianson running track on the CSU campus (south of University Street). These
facilities will require relocation.
Other utility adjustments will likely be necessary, i.e., the relocation of fire hydrants, etc. to
facilitate the construction of the MAX BRT. A preliminary summary of these adjustments are
included in the PE construction plans and will be confirmed early in the Final Design/Build
phase.
Additionally, coordination will occur with the New Mercer Ditch Company and the Larimer
County No. 2 Canal Company relative to the proposed modifications to their irrigation facilities.
4.12 Intelligent Transportation Systems (ITS)
The Transfort Senior Network Specialist and the City's Management Information Systems (MIS)
Department Director and the Traffic Operations Engineer are currently evaluating all of the ITS
elements required for the successful construction and operation of the MAX BRT system. ITS
devices will be used to provide communication capability between the central Transfort office
and the MAX BRT Station and Stops, for conveying information to the system users, for security
purposes, for traffic signal priority across the major east/west arterial cross -streets and for
directing patrons to the MAX BRT Stations and Stops.
A summary of the basic ITS communication and operational devices will be focused at the
following static locations and on the MAX BRT buses as noted:
Page 4.10
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
(0
South Transit Center
► Data/telecom room
► Video security system
► Digital signage
► Television and phone systems
► Sound and paging systems
► GPS-based clock system
► Fare collection system
► Advanced Traveler Information System
► 2-way radio communication
Stations and Stops
► Fare collection system
► Video security system
► Sound system
► Advanced Traveler Information System
► Wayfinding signing
► Public telephone
Maintenance Center
► Video security system
► Dispatch software and devices
► Fare collection system
Vehicles
► 2-Way radio communication
► Mobile video security system
► Automatic announcement system
► Fare collection system integration
► Automatic Vehicle Location / GPS systems
► Traffic signal priority devices
Connectivity to the City's fiber-optic communication system will be provided to facilitate
communication between the central office, the maintenance center, the South Transit Center,
and Stations and Stops. Connectivity to the existing Transit Centers will be enabled as well
since they have existing connection the City Data Network.
Page 4.11
No Text
REQUEST FOR PROPOSAL
P1144 — Mason Corridor Project Management Services
Purpose
The City of Fort Collins is soliciting proposals from qualified individual(s) and/or firms for project
management services to implement the Mason Corridor/MAX Bus Rapid Transit (BRT) project.
The use of these services will be to assist City staff and direct the management of the overall
project design\engineering, public outreach, right-of-way acquisition, coordination with the BNSF
railroad, Colorado State University, and other major stakeholders as well as to manage the
construction and oversight of the initial phases of operation for the Mason Corridor/MAX BRT
system.
Implementation of the Mason Corridor BRT project, also referred to as "Mason Express or
MAX", will be guided by the following documents and resources:
1. Environmental Assessment, including the Finding of No Significant Impact (FONSI)
approved by the Federal Transit Administration (FTA) — August 2008;
2. Project Management Plan — August 2008;
3. Real Estate Acquisition Management Plan — August 2008;
4. Finance Management Plan — July 2007 & update 2008;
5. Preliminary Engineering documents July 2007;
6. Federal Transit Administration Small Starts program requirements & reports — 2007;
7. Colorado Department of Transportation State Transit Funding Program Senate Bill (SB)
97-1 program requirements - 2006-08;
8. City of Fort Collins Capital Projects Procedure Manual - 2005.
Il. Scope of Services
The services will generally consist of overall project management of the Mason Corridor/MAX
Bus Rapid Transit (BRT) project as described in the Project Management Plan (2008), including
completion of final planning stages; assistance with solicitation and selection of engineering
design consultants; oversight of engineering design efforts through final design; oversight of the
development of the extensive Intelligent Transportation Systems (ITS) communication network,
assistance with solicitation and selection of construction contractors; construction contract
administration; oversight of land acquisition efforts; project scheduling and task management;
financial oversight and budget management; project reporting to various governmental agencies
including the City of Fort Collins, Federal Transit Administration, Colorado Department of
Transportation, coordination and collaboration with local businesses/property owners,
community stakeholders, local organizations and authorities including Colorado State
University, Downtown Development Authority, and the Burlington Northern Santa Fe Railway
Company (BNSF); oversight of project close-out activities, start-up and initial phases of
operation.
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
_August11 2008 (0
5.0 FINAL DESIGN PHASE MANAGEMENT
The Final Design phase of the MAX BRT project will be conducted in accordance with the City's
Capital Project Procedures Manual, the Larimer County Urban Area Street Standards
(LCUASS), and the requirements of FTA's Small Starts program, including the
recommendations from the FTA's Construction Management Handbook (2006) for Final Design.
Practices are designed to address compliance with schedules and budgets, and to meet design
requirements and project specifications.
The culmination of the Final Design phase will be the development of a construction build
package and updated assessment of the final capital costs and construction schedule. The final
plans and specifications will include plans and profiles, sections, schedules, and detailed
specifications. The final plans will also include detailed rights-of-way/easements needed to
accommodate the project and descriptions of work required by third parties and coordination
efforts thereof.
5.1 Roles and Responsibilities
The design of the construction plans can be divided into four main design disciplines for the
project:
1. Civil Engineering Design — BRT guideway, pavement, drainage, structure, traffic signals,
railroad crossing equipment, floodplain impact mitigation; and signing & striping
2. Station/Maintenance Facility Design — Station platforms, aesthetic features, wayfinding
signing, South Transit Station, information systems, urban design elements, shelters,
ADA accessibility, lighting and landscaping
3. Utility Design — Confirmation of all existing public and private utilities, identification of
conflicts, development of modification/adjustment alternatives, and design of new
facilities
4. Communication/ITS Network Development — Information conveyance to the public,
integrated fiber-optic communications, AVL, transit signal priority, security systems, and
system dispatch.
The CPM will be responsible for oversight of all of the design aspects of the project. The CPM
will oversee the selected DCCT and City staff relative to the preparation, coordination,
facilitation and completion of the construction documents. Specific tasks can be summarized as
follows:
► Management of the Final Engineering activities
► Review of engineering studies, reports, drawings, and other design documents
► Review and approval of project schedules
► Participation in project progress meetings
► Monitor safety and environmental compliance
► Review and approval of Final Engineering progress reports and opinions of probable
construction costs
Page 5.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (8
► Review and approval of supplemental agreements
► Management of MAX BRT construction
The DCCT will be responsible for the preparation of the final engineering plans, specifications
and estimates following City of Fort Collins and FTA guidelines. Specific duties will include:
Guideway Design
► Design of horizontal and vertical layout including toe -of -slope calculations
► Retaining wall and Larimer County No. 2 enclosure
► Stormsewer facilities
► Floodplain impact mitigation
► Coordination with utility and ditch companies
► Erosion control and water quality management
Station/Stop Design
► Design of the South Transit Center
• Design of building structure including adequate public facilities
• Design of drainage, parking, lighting and other civil design elements
• Building and site amenities including artwork and wayfinding
• Urban design elements such as water fountains, trash receptacles, benches,
shelters, information kiosks, etc.
► Design of station platform/roof structure
► Station wayfinding and signing design
► ADA facility compliance including access ramp, handrailing and tactile warning devices
► Approach beacon design
► Urban design features such as trash receptacles or bench design
► Lighting design
► Landscaping design
► Design of the Maintenance Center
• Vehicle lifts
• Tool storage areas
• Restrooms/employee showers
• Tire replacement
• Dispatch/Operations area enlargement
Page 5.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
C=
Utility Design
► Confirmation of all existing public and private utility horizontal locations and vertical depths
► Identification of utility conflicts relative to MAX BRT design
► Coordination with both public and private utility companies
► Development of modification/adjustment alternatives
► Design of new utilities
Communication/ITS Design
► Coordination with City departments relative to the implementation of information
technology devices at stations/stops
► Design of fiber-optic wiring diagrams/routing data
► Coordination with traffic signal system vendor relative to transit vehicle priority software
revisions and other operating parameters
5.2 Design Criteria
Table 5-1 summarizes the civil design elements of the BRT Guideway and Stations. These
criteria are in general compliance with the LCUASS.
Table 5-1 Design Criteria
Design Element
I Criteria
GUIDEWAY
Design Speed
40 mph
Stopping Sight Distance
305 ft
Minimum Centerline Radius
700 ft
Maximum Centerline Grade
5%
Minimum Flowline Grade
0.5%
Maximum Grade at Intersection
4.0% for 200 ft
Minimum K Value Crest
44
Minimum K Value(Sag)
64
Number of Lanes
2 1 each direction — no center median
Lane Width
11.5 ft—each lane
Cross -Sloe
0.2 ft/ft west to east, no crown
Pavement Section
11.5"
Curb & Gutter Vertical
Height = 6 inches, 15 inches at Stations/Stops
Intersection Curb Return Radii
25 ft at face -of -curb
Total Guideway Width
23 ft (face -of -curb to face -of -curb)
24 ft (back -of -curb to back -of -curb)
Widened where s ace is available -
STATIONS
Platform Length
60 ft cr to cr
Platform Width
14 ft face -of -curb to face -of -curb
Platform Hei ht
15 inches match bus floor hei ht
Bus Lane Width
15 ft face -of -curb to face -of -curb
Page 5.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11 ,2008
5.3 Design Scope/Status
The DCCT will provide technical and professional engineering service, including preparation of
plans, specifications and cost estimates to be used by the City for construction of the facilities
and systems for the MAX BRT project.
The DCCT will hold regular design status meetings (throughout the final design phase) and
other status meetings with technical staff from the City and other stakeholders as necessary.
Design progress, as well as all relevant design issues will be reviewed during these technical
update meetings.
For all status meetings, the DCCT will prepare draft minutes of the meeting, draft an action item
log of all issues that arise and require further action, and draft an agenda for the next meeting to
be forwarded to the CPM for review. After review and approval from the CPM, the DCCT will
forward the agenda, meeting minutes and action item log to all participants. The action item log
will clearly reflect all actions required and taken as well as any information pertinent to such
actions.
5.4 Design Submissions/Review
The current PE plans have been prepared to an approximate 30% level. It is planned to have
the selected DCCT submit design plans, project specifications and cost estimates to the City
and FTA for formal review at the 60%, 90% and 100% design levels. The plans and
specifications will be submitted for a review period that will culminate with review meetings
where plan/specification reviewers will be invited to attend to provide written and verbal
comments in a more formalized review and discussion setting.
At the 60% design level, it may still be necessary to discuss design issues that could affect
other design disciplines, i.e., could a utility issue affect a retaining wall location? At the 90%
design level, final design details and specification content would be reviewed for consistency;
minor design changes would be expected at this review level. The 100% review level would be
used to assure that previous design and specification comments have been addressed and that
the project plans and specifications reflect the construction phase of the project.
5.5 Value Engineering/Constructability Reviews
The City's preferred method of project delivery, a design/build process creates a
design/construction partnership between the design team and the project contractor. This
method of project delivery creates an on -going Value Engineering/constructability review
process in which the consultant, contractor and City are equal partners to the creation of the
final construction documents. This process will ensure the successful completion of the
construction documents by engaging the designers, constructors, and inspectors throughout the
design process. As such, no separate value engineering process is anticipated for this project.
5.6 Quality Assurance/Quality Control
The DCCT will submit all design plans and documents in accordance with the City of Fort
Collins Capital Projects Procedures Manual. The DCCT is responsible for conducting regular
reviews to ensure adherence to City standards. In addition, the City's staff and the CPM will
perform informal, unannounced quality assurance audits of the design plans and the internal
operations of the DCCT.
Page 5.4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
5.7 Procurement Packages
The City of Fort Collins Purchasing Division will be responsible for management of the
procurement package advertisement and consultant selection process. The procurement
package will include the PE plan and project specifications, the appropriate City contracting
documents, DBE and EEO compliance forms, contractor instructions and soils or hazardous
materials reports that are available.
The City's Purchasing Division uses several methods to advertise the project and to allow for
consultant/contractor viewing or purchase of the contract documents. These methods include:
► Advertisement of the project in local newspapers and the Denver Business Journal
► Providing an area at the Purchasing Division for contractors to review the documents
► Providing an opportunity to review and/or purchase the contract documents on-line
through several on-line services
The City may opt to use an RFQ process to short-list the DCCT candidates prior to the RFP
process for the design/build package.
For the RFP, prospective consultants/contractors will be given ample opportunity to review the
advertised plans and specifications before bid opening. A pre -bid meeting will be held with
prospective consultants/contractors at the approximate mid -point of the advertisement review
period. Negotiations will then begin with the DCCT whose bid provides the best overall value to
the City.
Page 5.5
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan .
August 11, 2008 V
6.0 CONSTRUCTION PHASE MANAGEMENT
Day-to-day management of the construction phase quality assurance of the MAX BRT project
may be provided by a full-time Construction Management Consultant (CMC) or City Staff. Exact
details of management roles and responsibilities will be determined by the CPM and City Staff
during the RFQ and RFP phases of the DCCT selection process. Quality Assurance for the
project will be completed in accordance with adopted and proven City and FTA practices &
policies to safely and successfully complete the project.
6.1 Organization
As noted in Chapter 2, the City may hire a full-time Construction Management Consultant
(CMC) to provide full-time quality assurance management of the final design and construction of
the MAX BRT project. City staff will also be involved or may be solely responsible for these
services. It is anticipated that the consultant (if hired) will be responsible for:
► Day-to-day quality assurance during final design
► Day-to-day quality assurance during construction activities
6.2 Pre -Construction Conferences
The CMC will be responsible for scheduling and conducting a pre -construction conference. The
CMC will conduct the meeting following guidelines of the Pre -construction Conference Checklist
in the City's Capital Projects Procedures Manual, Section 5.6. All City construction staff, the
contractor and sub -consultants will be required to attend this meeting.
6.3 Quality Assurance/Quality Control
The Contractors will complete all work in accordance with the plans and specifications, the City
of Fort Collins Capital Projects Procedures Manual (revised January, 2005), and the LCUASS.
6.4 Safety
Contractors are responsible for initiating, supervising, observing and complying with all safety
precautions and programs in connection with the work performed in accordance with all
applicable federal, state and local laws, regulations, ordinances and railroad safety .
requirements.
Railroad Safety
The successful contractor will be required to comply with BNSF Standard Railroad
Requirements, which are made part of the specification package of the project and require
Contractor signature. These specifications identify (generally) the following for the contractor:
1. Required insurance, indemnification and assignment of liability
2. Railroad flagging (protocol and process for requesting flagging from BNSF)
3. Contractor safety training - mandatory
4. Clearance distances from the track that are to be maintained
5. Compliance with Local, State and Federal Laws
6. Contractor development and enforcement of a Safety Action Plan during construction
Page 6.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
(a
7. Protection of railway facilities during construction
8. Requirements with regard to equipment, excavation, hazardous waste, substances,
materials reporting, and personal injury reporting
These requirements are provided to the consultants/contractors as part of the plan and
specification RFP package so only those that can comply with these requirements will bid on the
project. The terms are not negotiable.
6.5 Owner -Controlled Insurance Program
The City of Fort Collins has evaluated the possibility of using an Owner Controlled Insurance
Program (OCIP) as a cost effective way to limit risk to the City. As a result of this evaluation, it
has been determined that the MAX BRT project does not meet the criteria for implementation of
this program. Consequently, an OCIP will not be used for this project.
6.6 Schedule Control
Schedule Control activities for the MAX BRT project are explained in Section 3.2 of this Project
Management Plan
6.7 Contractor Payments
Contractor payments will be processed on a monthly basis. These payments will be based on
completed work and on percent payments on non -unit specific pay items. The City of Fort
Collins has an Application and Certificate for Payment form which must be completed by the
selected contractor and submitted with other documentation with their monthly invoices. The
City will make every effort to secure payment to the contractor within 30 days of receipt of the
monthly invoice. A 10% retainage will be held from each contractor payment until 50% of the
work is complete (5% thereafter) to assure project completion to the satisfaction of the City.
6.8 Record Documentation
The City of Fort Collins will require that the selected DCCT provide record documents of the
constructed project. This information shall be provided in an electronic format and will include all
construction changes and modifications to the contract construction plans. This information
typically includes:
► Final MAX BRT horizontal alignment
► Final profile grade lines
► Final locations of all drainage structures including rim and invert elevations
► Final locations of all retaining walls including horizontal alignment changes and top -of -
wall elevations
► Final locations of all traffic signalization equipment
► BRT Station/Stop platform locations and elevations
► Final locations of all new, moved or modified utilities, including manhole rim and invert
elevations
► All other record documentation as requested by the CPM
Page 6.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan :
August 11, 2008
6.9 Field Inspection
The CMC will be responsible for quality assurance. The DCCT will be responsible for the daily
observation of construction activities and documentation thereof of constructed facilities,
material types, and pay quantities. The City will provide competent, experienced staff that will
ensure that contract work is constructed in accordance with the plans and specifications.
Procedures outlined in the City's Capital Projects Procedures Manual, Section 5. B., will be
followed.
6.10 Third Party Construction
The City of Fort Collins anticipates that certain construction elements will be constructed by third
parties; these efforts will be on a limited basis. An example of a third party construction element
would be the modification, relocation or new construction of a private utility.
6.11 Change Order Management
The City of Fort Collins will follow the City procedures outlined in Section 8.C. of the Capital
Projects Procedures Manual for the processing of project change orders.
6.12 Disputes & Claims
The City of Fort Collins will follow the City procedures provided in the Engineers Joint Contract
Documents Committee General Conditions 1910-8 (1990 Edition) with City of Fort Collins
Modifications (REV 9/99) for the settlement of any contract disputes or claims that arise
throughout the construction of the MAX BRT project.
6.13 System Testing & Startup
The basic "system" included in the MAX BRT project relates to the operation of the BRT vehicle
priority system of crossing the major east/west arterial cross -streets. This system will include
detection devices that will permit the BRT vehicles to obtain priority for crossing of these streets.
The PE plans include the installation of in -ground vehicle loop detection to provide
acknowledgment of approaching buses to the local intersection traffic signal controller.
Proposed traffic signal installations will be interconnected both to nearby signalized
intersections as well as to the BNSF bungalows.
The system testing will include two basic parts:
1. Electrical Testing — this process will follow a normal testing procedure that informs the
traveling public of the upcoming activation and use of a new traffic signal. The procedure
will include several days of "flashing" operation whereas the east/west arterial cross -
streets will flash in the yellow color as included in any normal traffic signal. The
north/south exclusive BRT alignment will flash in the "stop' (white) bar mode.
Page 6.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
c
2. Priority Testing — There will be a pre -revenue testing period of the priority bus
operation system before the MAX BRT system is placed on-line for customer use. This
process would include the traveling of BRT vehicles along the BRT system as they
would during normal passenger operation. This period of testing not only allows bus
drivers an opportunity to become familiar with the BRT system, but allows time for City
staff to make modifications to the minimum/maximum allowable priority times to not only
assure that BRT vehicles have sufficient time to cross each arterial, but to also assure
that these priority periods are not so long that normal east/west traffic flow is hindered.
Page 6.4
General Project Description
The Mason Corridor/MAX BRT Project is a north -south Bus Rapid Transit system, in the
central area of Fort Collins. The project corridor extends from Cherry Street on the
North, to approximately 1/4 mile south of Harmony Road, with a total length of
approximately five miles. The BRT system will be located within an exclusive guideway
for the length of 3.6 miles with the remaining 1.4 miles intermixed with street traffic on
portions of McClelland Drive and Mason Street. Along the entire length of the corridor
the BRT system runs parallel to the existing Burlington Northern Santa Fe (BNSF)
railroad tracks. At varying locations, the BRT system will be located within a combination
of property owned by the BNSF, City of Fort Collins', Colorado State University, and
private land owners.
The Mason Corridor/MAX BRT project includes a dedicated guideway from the proposed
South Transit Center, approximately 1/4 mile south of Harmony Road, north to the
existing Downtown Transit Center. The guideway includes one new transit center,
seven Park-N-Ride lots, eight stations, eight curb -side stops, expansion of the existing
Transfort maintenance facility, and the development of an extensive Intelligent
Transportation Systems communication network. Beginning at the South Transit Center,
an exclusive BRT guideway will connect north to University Avenue. Between University
and the existing Downtown Transit Center, BRT operation will join vehicular traffic on
Mason Street.
The Mason Corridor/MAX BRT project includes the following improvements:
• New South Transit Center including a Park-N-Ride lot
• Bus -only guideway between the South Transit Center and University Avenue
• Two-way conversion of N. Mason Street and Howes Street
• Shared Park-N-Ride lot at Troutman Parkway
• Shared Park-N-Ride lot at Horsetooth Road
• Shared Park-N-Ride lot at Swallow Road
• Shared Park-N-Ride lot at Drake Road
• Shared Park-N-Ride lot at University Mall
• Park-N-Ride lot at the existing Downtown Transit Center
• Downtown BRT stops at these street intersections: Laurel, Mulberry, Olive, and
Mountain
• Modifications to the Downtown Transit Center to accommodate BRT vehicles
• Expansion of existing Transfort maintenance facility on Portner Road
• Extensive Intelligent Transportation Systems (ITS) communication system
development.
The Mason Corridor/MAX BRT system will use low -floor, rubber -tire, 60' articulated
transit vehicles. The BRT vehicles would be clearly differentiated from conventional
buses and the stations/stops will be designed to emulate light rail stations.
The Mason Corridor/MAX BRT project is funded through several sources. The non-
federal sources include the CDOT State Transit Funding Program Senate Bill (SB) 97-1
Transit Funds, the Downtown Development Authority (DDA), and local funding from the
City of Fort Collins. The primary Federal funding for the Mason Corridor/MAX BRT
Project is Section 5309 New Starts/Small Starts Funds.
IS
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11 ,2008 _ (8
7.0 CLOSEOUT PHASE MANAGEMENT
The closeout plan will consist of the requirements to provide a coordinated transition from
construction to operation. This will include the roles and responsibilities of various agencies and
offices.
The Closeout Phase for the MAX BRT project will be determined by the CPM, CMC and City
Staff during the RFQ/RFP process for the selection of the DCCT. Closeout of the project will be
completed in accordance with adopted and proven City and FTA practices & policies.
7.1 Operational Testing and Start Up
The City will develop a testing program to ensure the project systems and materials comply with
design standards and will be ready to perform properly upon completion. The objectives,
methodology, control systems, milestones, and staff responsibilities to verify completion and
readiness of the MAX BRT for full operations will be developed during the RFQ/RFP process for
selection of the DCCT and finalized during the Final Design/Build phase.
MaintenancgMepair Facilities
Maintenance and repair activities for the MAX BRT will occur at Transfort's existing facility
located at the northeast corner of Trilby Road and Fortner Road. General improvements to the
maintenance facility have been identified in the EA. Specifics will be refined during the Final
Design/Build phase of the project. Once these improvements are identified, appropriate
operational testing and start-up activities for the maintenance facility will be defined in this
section.
Vehicle and Fixed -Guideway
Vehicle and system testing will consist of running full service for a period prior to opening day.
This period is referred to as the pre -revenue testing period. Tests will be conducted without
passengers to determine if the vehicles operate properly and have adequate clearance from
fixed objects and each other and that all equipment on the guideway operates properly.
Traffic Signal Systems
City staff will evaluate operation of new signals and integration with the adjacent signals
(including the BNSF) along the corridor. Detectors will be placed in the new pavement to detect
an approaching BRT vehicle and modify the signal phasing to accommodate bus travel with
minimal delay to either the bus or arterial street traffic. During the RFQ\RFP process for
selection of the DCCT, a decision will be made about using preemption or priority type signal
operation.
Each traffic signal will be tested by City staff as part of their standard installation testing
process. In addition, the system will be tested during the pre -revenue testing period when the
BRT line is fully operational but not carrying passengers to ensure that the entire MAX BRT
operating system is functioning properly and that it is a cohesive part of the City's overall traffic
signal operating system.
Page 7.1
Mason Corridor MAX Bus Rapid Transit f .
Project Management Plan
August 11, 2008
Coordination with the Public Utilities Commission will be required to ensure that signals
integrated with the adjacent BNSF railway are operational and ready for testing during the
pre -revenue testing period.
Intelligent Transportation Systems
AV L/GPS/Announcement
Each of the new buses will be equipped with AVL, GPS and an announcement system. This
equipment will be installed at the factory and inspected as each BRT vehicle arrives. Testing of
the equipment will occur during the pre -revenue testing period.
Video
Video surveillance cameras installed at the station platforms will be tested as part of the
installation process as well as during the pre -revenue testing period.
Fare Collection Systems
A final decision will be made during Final Design regarding the selected fare collection
technology. It is anticipated that off -board fare collection systems will be provided at each of the
MAX BRT stops. Each machine will be tested after installation and during the pre -revenue
testing period.
Emergency Response Systems
Operator and staff training will include emergency response and recovery in accordance with
the City of Fort Collins Safety and Health Program Manual (August 31, 2006). This training will
occur prior to the pre -revenue testing period, during operator training.
Program Administration
Administration of the pre -revenue test program will be overseen by Transfort in conjunction with
traffic operations staff of Fort Collins.
7.2 Operator Training
Vehicle operators will be trained in accordance with the latest TransforUDial-A-Ride Operator
Training Manual. The most recent version was completed July 1, 2008, and includes training on
radio procedures, railroad crossings, fare collection, pre -trip inspections, defensive driving,
driving maneuvers, and customer treatment.
A driver trainer will be hired and trained one year prior to MAX BRT revenue operation. A
dispatcher will be hired and trained six months prior to revenue operation and drivers will be
hired 10 weeks prior to revenue operation. It is anticipated that experienced drivers from other
Transfort routes will have the first opportunity at MAX BRT driver positions.
7.3 Vehicle Maintenance Program
See the Transfort Vehicle Fleet Management Plan for the Operating Maintenance and Heavy
Vehicle Maintenance Programs.
Page 7.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
7.4 Contract Closeout
Contract closeout will be the responsibility of the MAX BRT CPM and Contract Administrator.
The CPM will be responsible for oversight and assistance required in evaluation of issues
relevant to completion of all construction work and satisfaction of all contractual obligations. The
CPM will:
► Tabulate contract work that is either incomplete or requires remedial action for final
acceptance
► Collect and organize records of material testing, inspection, certifications
► Assist with resolution of change orders
► Establish dates of substantial completion and final completion
► Participate in assessing liquidated damages, back charges or similar adjustment to the
final contract value
► Review and approve final progress payment with required documentation
► Enforce manufacturers warranties
► Ensure as -built drawings are created and properly stored
Page 7.3
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
8.0 QUALITY MANAGEMENT
8.1 General
(a
The CPM is responsible for overseeing the in-house design quality assurance system for the
MAX BRT project. The project delivery method assures that City staff, design consultants and
the contractor are continuously involved in delivering a quality product as the project progresses
through Final Design/Construction. This is imperative since the City wants to assure FTA , and
all project funding partners, that their capital funds are spent wisely.
The City has prepared procedures in the Capital Projects Procurements Manual that will be
followed for design changes, including sign -off and documentation, design reviews, and
verification against the project scope and conducted by qualified personnel. In the future phases
of the project, constructability reviews will be conducted to make sure the project includes the
application of sound construction principles consistent with operating and maintenance
requirements and accepted engineering practices for safe, efficient, and economic construction.
8.2 FTA QA/QC Guidelines
The City has reviewed FTA's Quality Assurance and Quality Control Guidelines technical report
and the City of Fort Collins commits its organization to providing the highest quality product for
the MAX BRT project. The City wants to assure its design and construction success so that the
use of the BRT system is also successful.
Controls necessary for preserving the integrity of quality -related activities and the required
documentation of the results are identified in the FTA guidelines and categorized in the following
areas:
► Management Responsibility
► Documented Quality System
► Design Control
► Purchasing
► Product ID and Traceability
► Process Control
► Inspection and Testing
► Inspection, Measuring and Test Equipment
► Inspection and Test Status
► Nonconformance
► Corrective Action
► Quality Records
► Quality Audits
► Training
Page 8.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
8.3 Management Responsibility
City management at its highest levels commits to the purchase of quality products and
materials, and the inspection and testing of constructed facilities. The City Project Charter
confirms the City management commitment to the MAX BRT project.
8.4 Documented Quality System
The City of Fort Collins developed the Capital Projects Procurements Manual to summarize
standards for the construction of capital projects within the City. This document provides
guidance on design, construction and project close-out relative to material requirements,
construction practices, and material testing procedures for capital improvement projects.
8.5 Design Control
The MAX BRT system will be completed by the DCCT in coordination with the CPM and City
Engineering Department. The CPM and City Engineer will establish an organizational structure
that assigns quality assurance responsibilities to certain City staff for certain design elements. A
Design Review/QA program will be implemented to assure that specific design criteria are met
for individual design elements while organization of processes that allow for cross -element
reviews will be developed.
An internal design verification procedure will be developed by the DCCT that would provide
independent checks of design calculations, specifications, drawings and contract documents.
8.6 Document Control
The CPM will prepare procedures for document control that will ensure that relevant documents
are current and available for use by those people who need them. Typically, this process would
include having available the PE plans for all personnel, following by each level of review
documents. Outdated plan sheets or specifications would be eliminated or identified as
superseded. The same personnel who review and approve design plans should remain
consistent throughout the entire Final Design/Build phase.
8.7 Purchasing
The City of Fort Collins will follow its standard purchasing procedures as outlined in the City of
Fort Collins Purchasing Manual and FTA's Best Practices Procurement Manual. The purchasing
department will identify lists of appropriate manufacturers/vendors for the purchase of products
such as fare machines or the BRT vehicles. The purchasing requirements will clearly specify the
expectations of the product relative to the drawings and product specifications.
An inspection and testing procedure will be identified for authorized representatives to carry out
to verify that the products meet the design intent and specifications of the product. The City will
also define the means and methods of handling, storing and delivery of the product as well as
the procedures to receive, inspect, store and maintain the procured equipment.
8.8 Product Identification
The City will make every effort possible to identify products used on the project to assure that
incorrect or defective items are not used.
Page 8.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008
8.9 Process Control
The timing of construction sequences are typically left to the contractor as long as they are
meeting the project intent. It will be the responsibility of the CPM and CIVIC to ensure that
contractors and suppliers install and construct project components in the proper order, i.e., to
make sure that earthwork is properly compacted before the placement of concrete or that utility
modifications are complete before construction of above -ground facilities.
8.10 Inspection and Testing
The City Engineering Department will oversee and may participate in quality assurance for the
inspection and testing of all project products and materials. Chapter 23 of the LCUASS
summarizes general quality assurance processes while also including details on the inspection
and testing requirements for numerous construction components including:
► soil testing
► erosion control
► utility trenching (including backfilling)
► structural concrete
► structural steel
► non-structural concrete
► concrete pavement
► hot mix asphalt
► utility components such as manhole or valve box adjustments
► traffic signals
► traffic signaling and striping
The LCUASS often site the Colorado Department of Transportation's Standard Specifications
for Road and Bridge Construction.
8.11 Non -Conformance - Corrective Action
Disposition of nonconforming work must be documented using the procedures set forth in the
City of Fort Collins Capital Projects Procedures Manual. Rework or repair work must be re-
inspected in accordance with documented procedures. All non-conformance items must be
resolved prior to final completion of the project.
The City of Fort Collins Capital Projects Procedures Manual describes procedures to assure
that the cause of non -conforming work is identified and recorded, and that the corrective action
needed to prevent recurrence is implemented and recorded.
The City Engineering staff in coordination with the CPM/CMC will oversee the investigation of
the nonconforming product or work and will take the necessary action to correct the work and
prevent recurrence. City Engineering staff in coordination with the CPM/CMC will be responsible
for issuing, maintaining, updating and recording disposition of nonconformance reports.
Page 8.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 1l 2008 (a
City Engineering staff is responsible for recording and implementing changes in procedures
resulting from corrective action.
The CPM, through audits of the project files, will verify that these procedures are being followed.
8.12 Quality Records/Quality Audits
The CPM shall be responsible for managing the documentation of quality for purchased
products, construction materials, construction methods and practices, and the inspection of
constructed products. The DCCT and CPM/CMC will keep records of daily inspections of these
items and will provide all record documentation to the City Engineering Department at
completion of the project.
An audit of the CPM and DCCT files will be conducted to closeout the project. This audit shall
serve to verify that the records of constructed materials are accounted for. Special attention is
required to assure that all records of deviations and deficiencies are identified, tracked, and the
records of the resolutions are included in the files.
A checklist of contract deliverables shall be generated by the CPM to include warranties, record
drawings, operation and maintenance manuals, spatter parts lists, keys and keying schedules,
certificates of compliance, and all other items deemed necessary to close-out the project.
Page S-4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan f aTF.
August 11, 2008 _
9.0 RISK MANAGEMENT, SAFETY AND SECURITY
9.1 Risk Management
The City of Fort Collins will have a Risk Management Plan completed by the end of 2008.
In carrying out the MAX BRT project, it is important for the City and project partners to reduce
potential liability and loss by exercising risk management. Risk management measures range
from reducing known risks (e.g., through early & on -going collaboration with project partners &
third parties, advance purchase of materials with volatile prices) to preparing for unknown risks
with insurance coverage and project contingency budget. Risk management requires the City to
identify potential risks, measure the potential for and consequences of risk elements, and
controlling losses. Risk management activities for the MAX BRT project have been incorporated
throughout the PE phase of the project specially targeting both design/construction risks as well
as financial risks. Additional risk management -related duties will be carried out by the CPM and
DCCT, including the City's Purchasing Manager and Risk Management staff, as the project
moves forward through Final Design/Construction.
Risk Identification & Analvsis
The initial phase of risk management is critical for its foundational role in subsequent steps. The
City continues to identify potential project risks and to plan for their control. Sources of risk
include scope and design changes, economic/financial changes, and productivity changes.
Risk Monitoring & Response
After sources of risk are identified, the City will evaluate the uncertainty for, and outcome of, risk
events. This helps determine controls necessary to bring the City's project risk exposure to
acceptable levels by considering contingency plans, insurance, and bonding.
Risk management involves strategies to control risk such as prevention (eliminate a high risk
process or practice), reduction (adopt lower -risk approach), transfer (shift risk to another
participant or insurance provider), and acceptance (tolerate normal or unavoidable events).
The revised capital cost estimate includes a 25% contingency level for each element, as well as
an additional 5% unallocated contingency line item. This contingency funding is intended to
cover future and/or unforeseen costs associated with the project.
In addition, the City's standard contract documents require consultants, contractors and
subcontractors to carry adequate insurance coverage for their role in the project. In addition, the
BNSF will require additional insurance to be carried by the contractor working within their right-
of-way.
9.2 Safety and Security Management Plan (SSMP)
The City and its DCCT will develop a safety program for construction and operation to protect
system users, City employees, and contractors. The City's Safety and Health Program Manual
and Transfort's Training Manual are reference guides. Individual contractors will be responsible
for the safety of their staff and city staff and residents for their element of the project. The City
will be responsible for the safety of staff and users of the system when it is operational.
Page 9-1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
(V
Management Commitment and Philosophy
This section will include a signed statement issued by the recipient's management, a description
of the purpose of the plan, applicability and scope and the goal of the SSMP.
Integration of Safety and Security into Project Development
To date, safety and security measures have been incorporated into the design of the project and
will continue to be an important aspect through final design. Measures incorporated to maximize
the safety and security for the public, passengers and employees include:
Clearance set backs from guideway
Station area lighting
High visibility and open layouts
Video surveillance at all platforms
Grade -separated pedestrian crossings
Guardrail to separate heavy rail from BRT operation
Pedestrian crosswalks
Real-time messaging system
Emergency response personnel will participate in and review development of final design.
Additional safety and security measures are expected to include:
Raised platform for visually impaired
Emergency phone
Preparation of an emergency preparedness plan
Assignment of Safety and Security Responsibilities
Integration of safety and security measures into the Final Design/Construction will be the
responsibility of the City of Fort Collins Emergency Response and Transfort personnel. Safety
and security during construction will be the responsibility of the contractor. Safety and security
when the MAX BRT is in operation, including the pre -revenue test period, will be the
responsibility of Transfort.
Safety and Security Analysis
Per the City's Safety and Health Program Manual, the City of Fort Collins may utilize the
professional skills of a safety consultant to identify hazards and vulnerabilities, categorize their
severity and probability, analyze their potential impact and provide recommendations on how to
resolve them by design, engineering or warning devices.
Safety and Securi , Design Criteria
Design codes and regulations adopted by the City of Fort Collins for building, fire, electrical and
plumbing, etc. will be adhered to as a minimum design requirement. Other design requirements
include:
Page 9.2
Project Requirements
1. The selected consultant or consultant team will be expected to maintain a local office
near the project site.
2. The selected consultant or consultant team will be required to be separate and
independent from the final engineering design consultant team or design/build team.
3. The selected consultant project manager must be a registered Professional Engineer
in the State of Colorado.
4. The project manager must have a minimum of 10 years of capital improvement
project management experience working with or for a governmental agency,
including direct experience managing federally funded capital projects such as
Federal Transit Administration New Starts/Small Starts projects and/or Federal
Highway Administration projects.
5. The project manager must have a minimum of 5 years of experience with right-of-
way acquisition under Uniform Relocation Act requirements.
6. The project manager must have a minimum of 10 years of project delivery
experience using design/build or alternative delivery models.
7. The project manager must have a minimum of 10 years of construction
administration experience.
8. The project management consultant or team must have experience with complex
urban retrofit projects including railroads, utilities, road and bridge construction. The
consultant shall also demonstrate experience working with ditch companies and
various private utility providers within public right-of-way. This may include
telecommunications, fiber optics, natural gas, electric power, water, sewer, steam,
condensate and chilled water utilities.
9. The project management consultant or team must have demonstrated experience
managing vertical building projects and collaborating with architect teams.
10. The project manager or consultant team must have experience with project
management/document management systems based on local, state, and federal
practices and policies.
11. The project manager or consultant team must have experience managing multiple
budget sources on multi -million dollar projects.
12. The project management team must be experienced with scheduling tools utilizing
standardized method of scheduling and task assignment as used by the City, CDOT,
and FTA.
13. The project management team must have experience working inside railroad rights -
of -way and with railroad companies, Federal Railroad Administration, and Colorado
Public Utilities Commission.
Mason Corridor MAX Bus Rapid Transit
Project Management Plan - -
August11,2008
ADA Regulations
American Association of State and Highway Transportation Officials
American Public Transportation Association
National Fire Protection Association
American Society for Testing and Materials
Federal Rail Administration
Process for Ensuring Qualified Operations and Maintenance Personnel
Operations and maintenance personnel will be trained in accordance with the latest
TransforUDial-A-Ride Operator Training Manual. The most recent version was completed July 1,
2008, and includes training on radio procedures, railroad crossings, fare collection, pre -trip
inspections, defensive driving, driving maneuvers, and customer treatment.
Per Section 7.2, a driver trainer will be hired and trained one year prior to MAX BRT revenue
operation. A dispatcher will be hired and trained six months prior to revenue operation and
drivers will be hired 10 weeks prior to revenue operation. It is anticipated that experienced
drivers from other Transfort routes will have the first opportunity at MAX BRT driver positions.
Training of all personnel will include a review of the Safety and Health Program Manual and an
Emergency Preparedness Plan that is to be developed by Transfort.
Construction Safety and Security
Contractors are responsible for initiating, supervising, observing and complying with all safety
precautions and programs in connection with the work performed in accordance with all
applicable federal, state and local laws, regulations, ordinances and railroad safety
requirements.
Page 9.3
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (V
10.0 PROCUREMENT AND CONTRACT
ADMINISTRATION
The City of Fort Collins has been certified to receive FTA funding and implement FTA projects
such as the proposed MAX BRT project. Procurements and contracts for the MAX BRT project
will be awarded in accordance with Title 23 and 49 Code of Federal Regulations, FTA's Best
Practices Procurement Manual, and with the City's existing purchasing ordinances, Purchasing
Manual and Capital Projects Procurement Manual. The City's manuals were written to comply
with all federal, state, and local requirements.
10.1 Design Services
The City requires contract awards greater than $60,000 for consulting services, including
engineering and environmental analysis, be made through competitive proposals process.
Selection of architect and engineering services in conjunction with a design/build RFP is based
on applicants' qualifications as a part of the best overall value determination for the City in
selecting a DCCT.
10.2 Design Contract Administration
For the design component of the Design/Build phase, the Contract Administrator (CA) will attend
meetings with the DCCT and address any changes orders that may arise. The change order
process is similar to that described for construction and is detailed in Section 3.8. The CA is
responsible for all file documentation in accordance with City procurement policies.
All invoices will be processed in accordance with City procedure. The CA will ensure that the
DCCT has met DBE participation requirements before payment. The CA is responsible for all
contractual issues and related correspondence, as well as closeout and audit, if necessary, of
completed contracts and the release of any retainage. The CA is also responsible, with
assistance from the City's legal department, for resolution of any contractual claims or disputes.
10.3 Construction
Construction of the MAX BRT system will utilize an RFQ/RFP process to select the DCCT on a
best value basis, similar to the process described in Section 10.1.
10.4 Construction Contract Administration
The Construction Contract Administration for the project has not been finalized at this time, but it
will be developed during the next phase of the project.
10.5 Vehicle Acquisition
Procurement of transit vehicles will be completed in accordance with the City's standard
procurement process for Transfort. The City/Transfort anticipates "piggybacking" on another
transit agency's contract to procure the vehicles to save both time and money.
Page 10.1
No Text
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11 2008 (a
11.0 COMMUNICATONS
11.1 Vision and Strategy
Effective communications is the key ingredient to a successful project. The City of Fort Collins
takes great pride in the extensive, on -going communication techniques that are employed for
strategic initiatives such as the MAX BRT project.
It is the overall vision of the City to brand the MAX BRT project as "Linking Community,
Lifestyle, & Business". MAX is the catalyst behind Fort Collins' continuing transformation from a
small city to a progressive metropolitan center, successfully channeling growth into positive
community development, and a community where multiple modes of travel conveniently link
vibrant activity centers within Fort Collins and the North Front Range region.
From 2006 through 2007, the City Communication and Public Involvement Office created a
communication strategy to "brand" the Mason Corridor project as the "Mason Express" or
"MAX". Using updated materials, graphics, logos, brochures, key messages and other tools, this
new communication campaign has been a huge success among multiple audiences including
the Fort Collins community and surrounding North Front Range region.
The City Communications and Public Involvement Office's goal is to maintain and implement the
Communications Plan to generate excitement, understanding and support for the MAX BRT
project through each phase of the project: design, construction and operations startup. Once
MAX service begins, communication and marketing responsibilities will be absorbed by
Transfort.
The Communication Plan will be multi -faceted and designed to reach a variety of audiences
including the general public, the business community, City of Fort Collins employees, and
others. Tactics will include web -based information, public meetings and hearings as necessary,
print and media advertising, newsletters, video, and media relations.
The Communications Plan will remain flexible in order to respond to project needs and public
interest and will be revisited on a quarterly basis.
11.2 Project Team
The Communications Plan will be the responsibility of the Public Relations Manager (FIRM) who
will be designated from City staff. The FIRM will lead the MAX BRT Communications Team
consisting of City staff from the Communication and Public Involvement Office, Transfort, and
Transportation Planning.
Effective communication and internal reporting among project participants is also an essential
element to successful completion of the project. The City will continue to deploy established &
proven means for communicating reporting requirements and responsibilities, including
archiving of formal communications, major decisions, and project changes.
Page 11.1
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 (a
11.3 Public Information Activities
The Communications Team has already begun implementation of the Communications Plan.
Information regarding the MAX BRT service and the vision of the Corridor has been distributed
through web sites, brochures, videos, local government television, public events, press
releases, news stories, and presentations. The City has developed and continues to maintain a
regular and electronic mailing list of parties interested in the project. These lists are used for
project announcements, meeting notices, and similar purposes and include thousands of
community members, neighbors, property owners, elected officials, transit users, and other
groups.
Future information activities will also use the MAX brand and leverage existing support and
awareness of the project. The remarkable vehicles, time -sensitive operations, permanent
stations, convenient park & rides, quality customer amenities, extensive community outreach
efforts and marketing materials are all designed with this unique branded message in mind.
11.4 Community Engagement Activities
Sharing information and gathering input & feedback from local City residents, business/property
owners, and a wide variety of stakeholders continues to be one of the most important
cornerstones of the MAX BRT project. This two-way information sharing process is critical to
maintaining community interest and support, particularly over the long length of time this project
has been active and the several years remaining before construction makes progress visible.
The Mason Corridor Master Plan and subsequent work on the Alternatives Analysis report and
initial phases of the PE/EA, included extensive, on -going community involvement. During these
last several years (1998-2007), hundreds of community and individual meetings and public open
house events have been hosted by the City. In addition, many presentations have been made
by project staff to various City Boards, Commissions, community organizations, civic groups,
business organizations, and City Council.
Different types of meetings are held periodically during the various stages of the project to share
project concepts and features as well as to gain feedback and input from the community.
Meetings include working groups or committees, neighborhood or special interest groups, as
well as general public open house events. These events are held in popular community meeting
places and are featured in local media, including newspapers, radio broadcasts and other local
media outlets.
The City is committed to continuing this spirit of on -going public involvement throughout the
remaining phases of the MAX BRT project life cycle. Once the MAX BRT service is operational,
the City/Transfort will continue to engage the public to learn how well the service is working and
identify areas for continual improvement.
11.5 Media
The City uses various communication media to inform residents and technical participants about
the MAX BRT project. Written products include newsletters and brochures, posters, press
releases, and newspaper advertisements. Visual products include television advertisements,
postings on the City website (www.fcgov.com), and CD-ROMs with downloadable information
targeted to a specific audience. Audio products include radio public service announcements.
Page 11.2
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August11,2008
The City has released the new 3-D video simulation DVD that visually shows the MAX BRT
project. This is the most widely requested and informative communication tool that the City has
ever developed for this project — or any other. It is very effective in providing people with quick,
thorough, and entertaining information about the entire scope of the Mason Corridor project.
DVDs are distributed via the updated MAX BRT brochures, shown on the City's cable television
station, as well as a link to the video is on the City's project webpage. The City continues to find
new and innovative means to best communicate with all of our various stakeholders and project
participants using all available media outlets.
11.6 Government
The MAX BRT project is an ideal candidate for FTA's new Small Starts program given the
innovative and cost-effective benefits it provides, particularly in a mid -size western community.
The MAX BRT is an excellent opportunity to champion the purpose and spirit of FTA's "Small
Starts" program to encourage successful transit initiatives in middle America that will serve as
pioneering and pragmatic role models for thousands of communities like Fort Collins around the
Country.
The City is actively working with United States Senators Allard and Salazar as well as United
States Representative Musgrave to ensure this project moves forward through the appropriate
government channels to obtain the FTA funding necessary to complete the MAX BRT project.
The City recognizes that all levels of local government staff and elected officials must receive
accurate and timely information to maintain consensus for and successfully complete the MAX
BRT project.
11.7 Public Art
Mass transit systems around the world use the power of art to transform utilitarian spaces into
places that enrich the everyday lives of transit customers. The Art in Transit project highlights
our commitment to provide a unique, attractive, high -quality transportation corridor that fosters
community and neighborhood identity and pride.
The City Vision is to incorporate are components that support goals of the MAX BRT project.
The art components can include wayfinding elements, benches, railings, shelter designs, etc., in
the corridor urban design.
The Art in Public Places (APP) program will use the city's purchasing process to acquire artist(s)
for the project. APP staff will coordinate the artists' involvement throughout the process of
design to installation.
Project concepts will be developed with the project team. Final designs will be approved using
the city's Art in Public Places Process.
t Page11.3
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11,2008 T
11.8 Public Meetings and Public Hearings
Public meetings and public hearings held during the environmental clearance phase of the
project were completed in accordance with the National Environmental Policy Act (NEPA);
however, the overall public involvement plan exceeds NEPA requirements and will continue until
operational start-up.
11.9 Public Participation Record
All comments received from hearings, meetings, events, telephone calls and e-mails will be
gathered and logged for document control to record public participation and inquiries.
11.10 Communications and Public Involvement Activity Timeline
A Communication and Public Involvement Activity Timeline will illustrate the extent of all efforts
to inform and engage the public. The timeline details all interactions that have and will occur
from Planning to Operational startup. This timeline will also include all milestone events such as
public hearings, meetings, community events, media briefings, advertising campaigns and
outreach activities. This timeline will be maintained by the PRM and will be submitted quarterly
to the CPM.
Page 11.4
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
August 11, 2008 _
EXHIBIT A
DRAFT
CHARTER MASON CORRIDOR
MAX BUS RAPID TRANSIT PROJECT
August 11, 2008
INTRODUCTION
The City of Fort Collins has been actively working on the Mason Corridor project since the late -
1990's when the original idea for the concept was envisioned by citizens working on transit,
pedestrian and cyclist elements of the Fort Collins long-range Transportation Master Plan.
Since that time, the Fort Collins City Council has approved the City's comprehensive land -use
"City Plan" and the "Transportation Master Plan" (original plans approved in 1997 and updated
in 2004) as well as the "Mason Street Transportation Corridor Master Plan" (2000). Each of
these adopted plans supports and recommends the proposed Mason Corridor Bus Rapid
Transit (BRT) system improvements.
Over the years, numerous updates and action items have been approved by the City Council as
well as regional and state agencies, confirming the support for the Mason Corridor/MAX project.
The Mason Corridor is included in the North Front Range Metropolitan Planning Organization's
"Regional Transportation Plan", "Unified Planning Work Program", "Transportation Improvement
Program", as well as in the Colorado Department of Transportation (CDOT) "Statewide
Transportation Improvement Program".
These formal, public decision -making actions, as well as on -going updates and dialogue with
key City Executive -level staff, have provided the previous project authorization for implementing
the Mason Corridor/MAX project. The City of Fort Collins considers the Mason Corridor Bus
Rapid Transit Project to be the number one priority public works project for all departments at
the City.
PURPOSE
The concept of a preferred transportation corridor to serve the demand for north -south
movement in the central City area began in 1996 as a city-wide effort to identify needed
transportation improvements. The idea of the MAX BRT emerged from that endeavor and in
response to the existing and projected congestion along College Avenue. Additionally, the
project was proposed in response to the lack of a direct, continuous, and safe route for people
choosing to use alternate modes of travel to the automobile. In addition to offering an option to
the congestion on College Avenue, the MAX BRT project is intended to enhance opportunities
for transit riders, bicyclists and pedestrians along its length; to encourage development of
compact, transit -related land uses; and to support adopted community economic and
environmental sustainability goals for the future.
Exhibit A
Mason Corridor MAX Bus Rapid Transit
Project Management Plan
Through this Project Charter, the Mason Corridor/MAX BRT Executive Management Team
(EMT) commits the staff and outside consultant resources necessary to implement the
project as well as secure the financing for the City's share of the Mason Corridor/MAX
BRT project costs. Further, the EMT, hereby authorizes the Planning, Development &
Transportation Director, City Transportation Director, Program Manager and Project
Manager to exercise the powers set forth by the EMT herein to implement the Mason
Corridor/MAX project according to the scope, schedule and budget set forth for the
project.
PROJECT SCOPE
The Locally Preferred Alternative for the Mason Corridor, based on the Council -adopted Master
Plan and subsequent planning studies & reports, calls for the corridor's transit improvements to
consist of an at -grade rubber -tired Bus Rapid Transit (BRT) fixed guideway with high -frequency
transit service operations (10 minute headways) parallel to the BNSF railroad tracks (see
Figure 1 - Project Area Map).
As shown on Figure 1, the MAX BRT project is a proposed north -south BRT system in the
central core of the City of Fort Collins. The MAX BRT is located just west of and parallel to
College Avenue (US 287), one of the busiest arterials within the City and the entire North Front
Range region. The project corridor extends from Cherry Street on the north, to approximately '/>
mile south of Harmony Road with a total length of five miles. The BRT System is proposed
within an exclusive guideway for 3.6 miles with the remaining 1.4 miles intermixed with street
traffic on portions of McClelland Drive and Mason Street.
The MAX BRT system includes high -quality design treatments for vehicles, permanent
architecturally -inviting stations & transit centers, easy to use park-n-rides, and sophisticated
Advanced Traffic Management Systems (ATMS)/Intelligent Transportation Systems (ITS)
technologies to maintain efficient operations and effective passenger information systems.
The intent of the Mason Corridor's innovative MAX BRT service is to offer the Fort Collins
community and North Front Range region a truly new and exciting form of high -quality transit
service targeting the "choice" rider and integrating into a system -wide set of existing and future
transportation linkages to serve the local community as well as connect to and from the
emerging regional transit system improvements to other communities throughout Northern
Colorado and to the Denver & Boulder metropolitan areas.
Exhibit A