HomeMy WebLinkAboutRESPONSE - BID - 7073 MASON CORRIDOR MAX BRT FINAL DESIGN* �
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Submitted. by
Baker and
Aqua Engineering, Inc.
October 2, 2009 BSF, Inc.
The Gault Company
In .association with: Jim Sell Design, Inc.
IBI Group, Inc: Northern Engineering, Inc.
Hartwig & Associates, Inc. Sage Marketing Group, Inc.
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Roadway Design Lead, Craig Friesen, PE has more than 19 years experience designing
and managing major roadway projects across Colorado. He has managed local multi -
modal transportation improvements for the communities of Boulder, Louisville, Thornton,
Westminster, Adams County, and Boulder County. He has also managed a wide range of
projects from major interstate highways to low volume mountain roads for clients such as
CDOT and FHWA. Craig's engineering expertise focuses on highway, street, and trail design,
site design, bridge design, quality assurance/quality control, and plan review.
His recent work on intersection improvements at State Highway 52 and North 95th Street in
Boulder County was completed under budget in both design and construction due largely
to Craig's ability to eliminate the need for any costly ROW acquisitions in final design. As
Roadway Design Lead, Craig will manage a multi -disciplinary team to implement Max
■ November and complete the 65%, 90%, and construction bid packages.
Roadway Design Lead, Dave Stevenson, PE is a senior project manager with 33 years of
transportation project management and roadway design experience. This includes 20 years
with CDOT in the fields of construction survey and inspection, design and planning, and more
than 10 years with a national Denver -based consulting firm managing more than 70 designers
involved in numerous Rocky Mountain region transportation projects. Dave served as the
Design Oversight Manager for the $1.67 billion T-REX design/build project from 2000 to 2006
■ and recently completed preliminary design work with Baker on the RTD FasTracks 1-225
Corridor project. He brings a wealth of Colorado transportation project experience to the
team and will lead roadway design for the City with an eye for constructability and identifying
potential roadblocks before they can impact the project. As Roadway Design Lead, Dave will
manage a multi -disciplinary team to implement Max November and complete the 65%, 90%,
and construction bid packages.
BRT Station and Stops and Urban Design Lead, Peter Zurawel, AIA/IA is a professional
Architect and Urban Designer with more than 30 years experience managing and designing
for large-scale urban, government, corporate and institutional projects across North America.
Peter has been the lead designer for more than 30 intermodal facilities, which include,
LRT, BRT, local bus, airport express, and shuttle bus operations in the past five years, and
numerous more in his career. Peter has an impressive BRT history, and is well -versed in
the unique challenges of planning and implementing BRT systems, stations, and stops. Like
Dwight, Peter has been an integral part of shaping BRT across North America since the late
1970s, beginning with the Ottawa Transitway System, the second operational BRT system in
North America. He recently completed work on the RTD FasTracks West Corridor and 1-225
Corridor projects, and continues work on the award -winning York, Ontario VIVA BRT system as
an expert advisor. He knows the intricacies of BRT and will use his past successes to design
aesthetically pleasing and sustainable stations and stops for existing and future City needs.
MAX November: 100%
Remainder: 90%
MAX November: 100%
Remainder: 80%
IBI
GROUP
MAX November: 100%
Remainder: 40%
MAX BRT _.
Roy Gault
Branding
Roy has more than 25 years experience providing transit and bus fleet branding and
advertising alternatives for transit agencies along the Front Range and across the
nation. His fleet experience includes school busses, Metro Transit Systems, Paratransit,
and shuttle/express fleets. Roy has an extensive background in strategic business
planning, marketing and branding, and serves as President of Gault Transit Company,
which was founded by his father in the Pikes Peak Region in 1954. Roy's long-standing
relationships with national bus manufacturers, distributors, and vinyl wrapping installation
professionals allows him to provide customized solutions that maximize marketing and
vehicle procurement dollars. He works with transit agencies to assess vehicle budget
against agency branding and advertising space standards and make appropriate
recommendations to meet agency procedures and budget.
Springs Transit, Colorado Springs, Colorado. Roy provided bus fleet procurement,
branding, and advertising services to the City of Colorado Springs transit agency, Springs
Transit, beginning in 1996. Roy worked with a local public relations and advertising
agency to develop brand identity and vinyl wrap design for the entire Springs Transit
fleet. This included vinyl wrap design specifications, production cost and installation
estimates, and vendor coordination. Roy has held the advertising contract since 1996,
and continues to support their ridership growth through re -branding efforts.
Mountain Metropolitan Transit, Colorado Springs, Colorado. Roy assisted the
former Springs Transit agency with re -branding the agency and the bus fleet and assisted
with additional vehicle procurement and advertising placement. In 2006, Springs Transit
agency was renamed Mountain Metropolitan Transit. Roy continued his long-standing
support of the agency and worked with a local public relations and advertising firm to
re -brand the agency and a fleet of more than 80 buses and 56 para-transit vehicles.
He worked with the local design team to design vinyl wrapping appropriate to agency
standards, adhering to PUC placement guidance, and allowing for optimized revenue -
generating advertising space. The re -branding effort took into consideration the vehicle
type, vehicle length, floor height, and door and window placement, and exterior and
interior aesthetics. Roy's efforts included assistance with all aspects of re -branding,
including brochures, signs, public announcements and public meetings and an open
house. His work on the Mountain Metropolitan Transit re -branding efforts is estimated
to have saved the agency more than $45,000 overall on vinyl wrap and installation fees,
and increased ridership from 15K to over 25K per month just four months following
launch. Roy continues to support branding and advertising efforts and is currently
working in support of the "Rethink Your Ride" sustainability initiative.
Front Range Express (FREX), Colorado. Roy assisted the Mountain Metropolitan
Transit agency with the Front Range Express (FREX) branding launch in 2004. This
was an important sustainable alternative to Colorado Springs to Denver daily commuters
and strategic branding resulted in increased ridership from 600 to more than 20K per
month ridership since 2004. Roy continues to work with FREX on various branding and
advertising initiatives.
Ute Pass Express, Colorado. Roy provided vehicle procurement and branding
services to the Ute Pass Express service line, which runs from Colorado Springs to the
mountain town of Woodland Park. This service line represents another sustainability and
connectivity project provided by the Mountain Metropolitan Transit agency.
■
. Gary Gilliland, PLS
ROW Plans
For both municipal and private sector clients, Gary provides surveying services that
include: boundary retracement surveys, construction staking, roadway development,
utility alignment and layout, rights -of -way surveys, drainage certifications, ALTA surveys,
■ subdivision plats, easement exhibits, and legal description preparations. Gary has
worked as a survey and office personnel manager for over 26 years. He also has QA/
QC experience and is qualified to sign legal survey documents and plats.
Foothills Campus Property Exchange, Fort Collins, Colorado. Gary served as a
Land Surveyor, who was in charge of developing a 265-acre tract of land from a larger
parcel owned by Colorado State University Research Foundation. He established new
boundary lines and identified existing easements on the property. A boundary survey
was prepared to show all easements, boundary lines, and a new legal description for the
property.
■ Centerra Project Area, Loveland, Colorado. As a licensed Land Surveyor, Gary was in
charge of multiple surveys for the development of Centerra in Loveland. These surveys
■ included establishing a control network; conducting ALTA surveys; platting; preparing
easements; drafting property descriptions; mapping districts; conducting rights -of -way
surveys; and staking for construction of roads, shopping centers, and parks. He was also
in charge of preparing and maintaining the descriptions for the Urban Renewal Area, the
Metropolitan District Maps, and the General Development Plan area.
Metropolitan District Mapping, Front Range of Colorado. Gary was in charge
■ of reviewing the boundary of district maps that have been prepared by Northern.
Northern has created approximately six district maps that have been filed with the
State of Colorado. This work involved preparing legal descriptions for the districts and
■ the director's parcels and preparing depictions of each area. Constant review and
coordination with the district manager and attorney is required each year.
Platte River Power Authority, Fort Collins, Colorado. Gary maintained a working
relationship with Platte River Power Authority for over 20 years by providing various
surveys along the Front Range of Colorado. These surveys included locating boundary
■ lines for the Authority's substations, identifying aerial photography control points for
over 100 miles of transmission line, conducting topographic surveys for new power line
alignments, and laying out transmission towers. He also was responsible for the section
. breakdown surveys that were carried out north of Wellington at the Rawhide Plant.
Gary Hartnett, AIA, NCARB
BRT Stations & Stops
Gary has over 35 years of professional experience as an Architect. His project
experience includes transit related structures, urban and suburban office/retail/parking
complexes, housing complexes, recreational centers, and manufacturing complexes. He
has been involved with designing more than 50 transit stations for light and heavy rail
and ten bus transit centers. Gary possesses specialized experience managing design
professionals on large, complex, urban transportation projects throughout the US. He
has coordinated work produced by large teams of architects, artists, and engineers;
monitored costs for constructability; implemented ADA compliance; performed systems
integration; conducted QA/QC; facilitated value engineering; and provided design team
direction and technical expertise. Gary's experience also includes development and
coordination of public art programs for transportation projects.
Central Phoenix/East Valley LRT, Phoenix, Tempe and Mesa, Arizona. Valley Metro.
Senior Designer/ Architect. Gary worked on the team primarily responsible for Section
5 of this project. This New Starts -funded Light Rail project connects the cities of Phoenix,
Tempe, and Mesa, Arizona. The 20.3-mile starter segment includes 28 stations, six
park and ride facilities, and three BRT centers to serve various neighborhoods and key
destinations in each city. In collaboration with artists, architects, and engineers, Valley
Metro developed a station art program to incorporate distinctive art projects at each
station.
City of Tempe Transit Center, Tempe, Arizona. City of Tempe. Project Manager/
Architect. Gary lead the team to develop design concepts for the new City of Tempe
Transit Center as a part of the larger Central Phoenix/ East Valley Light Rail Project. The
transit center will become the front door to Arizona State University's Sun Devil Stadium,
which is located near Hayden Butte in the heart of downtown Tempe. The project
includes a Light Rail Events Station; a 15 bus bay transit center with unique shelters; two
acres of urban plaza; and a three-story, 30,000-square feet state-of-the-art transportation
office complex that incorporates a variety of mixed uses. The building will house the City
of Tempe's Transportation Department and Operations Center, a bicycle center, retail
space, and a new community -meeting place.
King Street Station Platforms and Canopies, Sounder Commuter Rail, Seattle,
Washington. Washington State Department of Transportation. Project Manager,
Lead Design Architect and Urban Designer. Gary's responsibilities included project
management, program development, urban design, and station design for the $5 Million
Commuter Rail and Amtrak Platforms and Canopies project. The project received an
American Institute of Architects (AIA) Commendation Award for 2001.
Central Link Light Rail Stations and Urban Design, Seattle, Washington. Sound
Transit Link. Urban Design and Architectural Design Leader. Gary led the design team
and contributed in the complex, conceptual design of the Beacon Hill Subway Station
and the McClellan Elevated Station and Guideway. The Beacon Hill Station is a deep
tunnel station that includes two portal structures. The McClellan Station is an elevated
station that is surrounded by public plazas.
■
i Nate Herman, El
Structures
Nate is a structural engineer with over five years of design experience in all phases of
preliminary and final design. He predominatly supports transportation projects through
design, plan preparation, construction design support, construction oversight, plan
review, and quality control. He has designed retaining walls; sign structures; pedestrian
structures; concrete box culverts; and structural components for arterial streets,
highways, railroads, light rail track, and stations. Nate is accustomed to working on
multiple projects at once while working in a team based environment.
Preliminary Engineering and Environmental Documentation, FasTracks 1-225
LRT Corridor Project, Aurora, Colorado. RTD. Structural Designer. Nate was
responsible for preliminary design of the major structures on the project including nine
bridges and 20,000 feet of retaining walls. He also designed modifications to three
existing structures including a concrete box culvert. Baker was the prime consultant for
the 10.5 mile light rail extension in Aurora, Colorado. This FasTracks project includes a
NEPA-like environmental evaluation and preliminary engineering. The project required
extensive coordination with CDOT, City of Aurora, City and County of Denver, and other
■ local stakeholders and agencies.
Denver Union Station Redevelopment, Denver, Colorado. RTD. Structural
Designer. Nate completed 30% design of the structural components for the project. The
Denver Union Station project is a design/build project that will provide a hub for future
FasTracks development. The project consists of an underground bus terminal, light rail
station, and commuter rail station in downtown Denver.
1-76 Fort Morgan to Brush Safety Improvements, Fort Morgan, Colorado. CDOT
Region 4. Structural Designer. Nate completed final design for the structural
components of the project. The 1-76 project was a safety improvement project for a 12-
mile corridor including 12 twin highway bridges and several concrete box culverts.
Austin Bluff/Union Boulevard Interchange, Colorado Springs, Colorado. El Paso
County and Pikes Peak Rural Transportation Authority. Structural Designer. Nate
completed final design for the structural components of the project. The Austin Bluffs
■ Project was an intersection improvement project consisting of two ramp bridges, a
mainline bridge, and several mechanically stabilized earth walls.
Martin Hull
BRT Operations
Martin has over 20 years experience in transportation and land use planning and
design, including: IBI Group, where he is leading the transportation planning practice in
Philadelphia; Kise Straw & Kolodner, Inc., where as Director of Transportation he was
responsible for business development and project management; Michael Baker Jr. Inc,
where he led complex technical projects in Philadelphia, Salt Lake City, and Hartford; the
Capital District Transportation Authority (CDTA) in Albany, New York, where --as Senior
Planner --he acted as Project Manager for the Commuter Rail Demonstration Project
and the BRT project along Route 5; BRW, Inc., in Portland, Oregon, where he managed
projects including commuter rail feasibility studies and regional transit plans and
contributed to rapid transit and other transit planning studies; BC Transit in Vancouver,
British Columbia, Canada, where he managed BRT planning, worked on LRT studies,
and coordinated with municipalities on transit and land use issues; Tri-Met in Portland,
Oregon, where he was responsible for a variety of short-term transit planning activities
and for integrating transit service with more sustainable land use planning; and the
Massachusetts Bay Transportation Authority in Boston, where he worked on commuter
rail service and capital planning.
98 B Line — BC Transit — British Columbia. Martin developed System Policies
(conceptual planning) for the "Rapid Bus" BRT service between Richmond and
Vancouver, British Columbia. These policies serve as a concept plan for the project and
describe the vehicles, stations, facilities, urban design, and operational procedures.
Coquitlam BRT — BC Transit — British Columbia. Martin provided BRT service
planning expertise on operations, route alternatives analysis, scheduling, fare collection,
physical facilities, and other topics for study of a BRT line between Coquitlam and New
Westminster, British Columbia. This route was implemented as an interim transit service
in anticipation of rail rapid transit construction as part of the Vancouver Region's rapid
transit development plan.
Colorado Springs Transit Feasibility Study and Master Plan — Colorado Springs
Transit — Colorado. As a subconsultant to Baker, Martin was Technical Lead for
identifying and evaluating corridor alternatives, assessing ridership potential, and
selecting transit modes as part of Colorado Spring's Transit Master Plan. He directed
evaluation of BRT and other modal alternatives (light rail, modern street car, and
commuter rail).
FastLink BRT — Tri-Met — Oregon. Martin developed the FastLink BRT concept to
improve the quality and attractiveness of bus transit services in terms of frequency,
speed, infrastructure, and urban design. He managed the interdepartmental effort to
review Tri-Met's bus specifications, which resulted in Tri-Met's first purchase of low floor
buses with enhanced passenger amenities. To gauge public interest and incorporate
customer feedback into FastLink's planning process, Martin organized focus groups and
presentations at public forums. He collaborated with project stakeholders to develop a
regional network of FastLink lines for Portland's Long Range Regional Transportation
Plan. He also arranged international study tours to examine BRT, transit priority
measures, and low floor buses in Calgary, Victoria; Vancouver, Canada; and London,
England.
■
. June Jerger
Brand Development
June has extensive experience in media relations, retail sales, and marketing. As the
previous Promotions Director for Clear Channel of Northern Colorado, June knows what
it takes to get the community's attention in a positive way. She also brings valuable
survey, polling, and customer relations/retention experience to her projects.
Marketing
• Developed annual marketing plans and budgets
• Facilitated brainstorming sessions and focus groups
• Placed media buys and created ad campaigns
Communications
• Wrote and distributed news releases, correspondence, newsletters, and presentation
materials
• Coordinated news conferences and public relations appearances
Administration
• Coordinated projects for executives and direct mail marketing teams
• Executed multiple, simultaneous projects and met tight deadlines
• Organized and versed extremely well in standard business practices
Management / Team Building
• Hired and dismissed, supervised, trained, and scheduled staff of 1-5 professionals
■ Demonstrated effective leadership and encouraged team concepts
Event Coordination
eConceptualized, mapped, planned and facilitated events and promotions such
as client appreciation functions, trade shows, fairs, music concerts, cultural and
■ charitable fund raisers, and special community events
Work Experience
Sage Marketing Group, Fort Collins, Colorado. 2008 to present. Marketing
Assistant. June was responsible for marketing and advertising duties for this full service
firm.
■ Standard Pacific Homes, Denver, Colorado. 2003-2007. Sales Assistant and Sales
Counselor. June performed sales of new single family and townhomes in northern
■ Colorado. _
EagleDirect Broadcast Marketing, Fort Collins, Colorado. 2001-2002. Senior
Account Manager / Office Manager. June was responsible for office management and
■ project coordination for direct mail marketing campaigns and broadcast media clients.
Eagle Marketing, Fort Collins, Colorado. 2000-2001. Project Coordinator. June
. provided project coordination for this direct mail design and brokering firm.
Clear Channel Communications, Fort Collins, Colorado. 1998 — 2000. Promotions
Director / Public Relations. June coordinated all promotions, marketing, and special
events for four radio stations.
Tracy Broadcasting, Scottsbluff, Nebraska. 1990-1994 and 1996 — 1998.
■ Promotions and Marketing Director. June was responsible for marketing and
promotions for four radio stations and a paging company.
Larry Johnson, EIT
MIS Coordination & Plans
Larry was hired by IBI Group immediately after graduating from Colorado School of
Mines to verify Year 2000 compliance of AT&T's key electrical hardware and components
He also played key roles in coordinating and managing Technical Infrastructure design
of several AT&T telecommunications hubs. After pursuing other opportunities in the
Denver -metro area, Larry has recently re -joined IBI Group to help coordinate work on
RTD's West Corridor project (Light Rail Expansion from Denver, Colorado to Golden,
Colorado). He is also assisting with projects in IBI Group's Systems Technology/
Telecommuncations area of practice.
Rogers Cablesystems Headend Engineering, Toronto, Ontario. As Project
Manager, Larry completed technical design for two $60K Rogers Cable Primary
Telecommunications Hubs in Kitchener, Ontario and Saint John, New Brunswick. Larry's
responsibilities included code compliance coordination with the lead architect and other
sub -consultants, specification writing and review, site plan and on -site inspections, and
QA/QC. IBI Group was tasked with providing engineering and design services to Rogers
Cablesystems for headend systems and facilities across Rogers' network.
AT&T Broadband NW, Regional Signal Transportation Network Upgrade, Denver,
Colorado. Larry assisted with IBI Group's inside plant design and project management
efforts. He acted as liaison between telecommunications technical infrastructure (TI)
staff, other engineering disciplines (electrical and structural), and subcontractors and
clients. Larry's responsibilities as TI coordinator involved reviewing preliminary and final
drawings, aiding in design integration, and prioritizing workload for TI engineers. He was
also responsible for designing and managing technical infrastructures, including -48 VDC
power plants for several AT&T sites across the Northwest.
AT&T Broadband Year 2000 Headend Equipment Assessment. Larry was part
of a dedicated team who collaborated with AT&T Broadband's Denver -based senior
management to evaluate AT&T's Year 2000 readiness. Larry's extensive, high-
level expertise was valuable in identifying, inventorying, assessing, and determining
remediation work for each item of equipment in every one of AT&T Broadband's 1300
Headend facilities in the United States. The overall project was successful with AT&T
Broadband suffering no service outages as a result of Year 2000 functionality issues.
Boston Central Artery/Tunnel Project: Traffic Surveillance and Control System
Design, Boston, Massachusetts. Larry coordinated with several system integrators in
the specification of hardware/software equipment for a video wall in the Massachusetts
Highway Department's (MHD) Regional Traffic Operations Center. He compared specific
vendor equipment (including large screen projection cubes, professional -grade monitors,
and audio/video controllers) with equipment outlines in MHD's specifications. IBI Group
had overall responsibility for designing the traffic surveillance and control system of the
Central Artery/Tunnel Project, which included system architecture, field communications
systems, central computer system hardware and software specifications, advanced
traffic detection systems, and field equipment layout. Through this process, the team also
coordinated with structural and facilities/systems engineers.
■
■ James Katsafanas, PE, PTOE
Traffic
James serves as a traffic engineering technical manager who oversees preparation of
traffic related design, analysis, and studies. He has served as project engineer or task
manager for numerous traffic design engineering and planning projects. His technical
design experience encompasses traffic signals, ITS, signing, pavement marking, and
traffic control for limited access highways, complex intersections and interchanges, HOV
lanes, transit facilities, and urban streets. James also has experience with many types of
transportation planning studies including traffic impact studies, corridor location studies,
interchange justification reports, feasibility studies, and safety studies.
West Busway, Pittsburgh, Pennsylvania. Port Authority of Allegheny County.
■ Assistant Traffic Engineer. James conducted various studies and prepared final
signing and signal plans for the West Busway, which is a five -mile, two-lane dedicated
BRT corridor that traverses from Carnegie to downtown Pittsburgh, Pennsylvania. Baker
served as the General Architectural and Engineering Consultant and provided program
management, design services, and construction phase services. The West Busway
includes an interchange with Parkway West (1-376), a rehabilitated and widened railroad
tunnel, six stations, and four park and ride lots adjacent to the facility. The total project
budget was $326 million.
East Busway Pavement Rehabilitation, Pittsburgh, Pennsylvania. Port Authority of
Allegheny County. Traffic Engineer. James prepared traffic control plans to rehabilitate
concrete pavement along the East Busway. His duties included field inspections of
existing conditions, prioritization of repair areas, and development of repair details. The
work also included maintenance and protection of traffic design to allow repair work to be
performed while operations continued.
Piestewa Freeway (SR 51) Design/Build Preliminary/Final Design, Phoenix,
Arizona. Arizona Department of Transportation (ADOT). Traffic Engineer. James
was responsible for developing traffic control during construction for this design -
build reconstruction and widening project. He designed construction sequencing and
maintenance of traffic plans for the project and coordinated with the owner and contractor
■ during both design and construction. Baker was one of two lead designers on a one-
year design -build renovation for 10-miles of Arizona State Route 51 between McDowell
Road and Shea Boulevard. The project included new HOV lanes, enhanced noise walls,
drainage, and pavement improvements. Pavement surface was changed from concrete
to rubberized asphalt. Baker's involvement included design management, bridge and
noise wall design, construction sequencing, maintenance of traffic, utility relocation
. design and coordination, and construction management services.
US 60 Grand Avenue Intersection Improvements at 43rd Avenue and 51st Avenue,
Phoenix and Glendale, Arizona. ADOT. Traffic Engineer. James developed traffic
. control plans for construction of two separate overpasses. Each location consisted of an
existing six -leg intersection that was comprised of three multi -lane major arterials. Baker
designed two overpasses at two six -legged intersections along Grand Avenue. The work
included roadways, bridges, storm drains, detention/retention basins, lighting, signals,
landscape, aesthetic treatments, environmental services, utility relocation, and right-of-
way acquisition. The design was based on ADOT and the City of Glendale's standards
■ and requirements.
■
Cullin Kinoshita
Irrigation Design Engineer
Cullen is an irrigation and hydraulic engineer with more than six years experience as
project manager and engineer for projects in Colorado, Arkansas, Nebraska, Nevada,
Texas, and Washington. He has experience with irrigation design, water management,
hydraulic analysis, irrigation scheduling, central control system programming, and pump
station design. In addition, he has experience with field staking, construction observation,
and record drawing preparation. Cullin has worked in a variety of settings, including
public parks, sports field complexes, streetscapes, highways, private business parks,
college and university campuses, commercial sites, private development, golf courses,
cemeteries, and various agricultural projects.
Meridian Ranch Streetscapes, Falcon, Colorado. Cullin served as an irrigation design
engineer and contributed to preparing irrigation construction documents for streetscape
right-of-way areas, entry areas, common open space areas, parks, and an 18-hole
golf course. Meridian Ranch is a 2,500-acre development east of Colorado Springs,
Colorado. The streetscape irrigation systems include VFD booster pumps on select
points -of -connection, spray and rotor irrigation to turf areas, drip irrigation to shrub
plantings, and bubblers to native trees. A central control system for the streetscape
irrigation system was implemented for this project.
Colorado State University, Fort Collins, Colorado. As an irrigation design engineer
Cullin has contributed to construction drawings and specifications for many of the 30
irrigation projects that Aqua Engineering has managed for CSU. These projects have
included preparing campus and irrigation system documents and conducting renovation
and replacement projects. Specifically, an irrigation schedule was completed for the
University's Motorola IrriNET/Scorpio central control system. Approximately 95 satellites
and 1,200 remote control valves were included in this schedule, which optimizes the
sequencing of valves in order to minimize the irrigation window. Additionally, a deferred
maintenance plan was completed to assist the University in developing a replacement
strategy for their existing irrigation systems on campus.
State Highway 82, Glenwood Springs, Colorado. Cullin contributed irrigation design in
support of this project. One of the unique elements of this system included use of hauled
water and solar powered pumps for the drip irrigation system. Water that is hauled to
the higher areas of a revegetation site is delivered to the planting site using the solar
powered pumps to pressurize the drip irrigation system. A second innovation was the
use of bridge crossings to carry pipes transporting water. One material specified by Aqua
Engineering for the bridge crossing system is a durable, flexible pipe. This pipe can be
salvaged and re -used as the project moves down its fifty -mile stretch.
t Anne McDaniel, PE
Drainage / Irrigation Ditch Coordination
■ Anne has 12 years experience in water resources and roadway drainage engineering.
Her experience with drainage design along highways and urban roadways includes
storm drain inlet and pipe layout, pond design, ditch design, water treatment systems
. design, and development of construction plans. Her background also includes analysis
of riverine hydraulics and watershed hydrology, hydraulic and hydrologic modeling, and
floodplain delineations.
M Preliminary Engineering and Environmental Documentation, FasTracks 1-225
Corridor Project, Aurora, Colorado. RTD. Drainage Engineer. Anne was responsible
for preliminary drainage design. She attended meetings with RTD, City of Aurora, and
CDOT to discuss potential drainage issues. Baker was the prime consultant for the 10.5
mile light rail extension in Aurora, Colorado. This FasTracks project includes a NEPA-like
environmental evaluation and preliminary engineering. The project required extensive
■ coordination with CDOT, City of Aurora, City and County of Denver, and other local
stakeholders and agencies.
■ 1-15 NOW, Design -Build, Riverdale, Utah. UDOT, Region 1. Drainage Engineer.
Anne performed hydrologic analysis including basin delineation, field visits, and
detention pond routing. She designed storm drain systems, ditch alignments, and liners;
analyzed potential scour at new bridge crossings over the Weber River; and designed
bridge abutment scour protection. Anne also coordinated with contractors for potential
constructability issues. Baker was the prime design -build engineer for a 9.5-mile
■ interstate reconstruction and widening project in and near Ogden, Utah. The project
included mainline interstate widening by one lane in each direction (north and south),
24 bridge replacements, five interchanges, a UPRR bridge crossing, a UTA Commuter
■ Rail bridge crossing, culvert and siphon extensions / replacements, extensive roadway
drainage, noise walls, bike / pedestrian trails, maintenance of traffic during construction,
and local roadway modifications.
. SR 26 (Riverdale Road), 1-15 to Washington Boulevard, Roy to Ogden, Utah. UDOT,
Region 1. Drainage Engineer. Anne performed hydrologic analysis including basin
delineation, field visits, and detention pond routing. She designed storm drain systems
and water treatment structures to treat surface water runoff. Anne also evaluated
potential utility conflicts and existing offsite drainage entering the new drainage system.
This project involves roadway reconstruction and bridge design for four miles of roadway
and two interchanges. Baker's responsibilities included public involvement; pavement
design; roadway design; drainage design; striping design; signal construction; highway
lighting; ATMS; bridge design; and preparation of plans, specifications, and estimates.
Flood Hydrology Assessments, Colorado Water Conservation Board (CWCB),
Denver, Colorado. State of Colorado Department of Personnel. Task Manager. Anne
provided guidance to project engineers for the development of flood insurance studies
for multiple counties within Colorado. Baker provided flood hydrology assessments for
CWCB on an as -needed basis.
IBI
GROUP
MAX November: 80%
Remainder: 80%
J&
MAX November: 60%
Remainder: 50%
MAX November: 100%
Remainder: 70%
BRT Station and Stops and Urban Design, Sal Birritteri is an urban designer with
extensive experience working on a broad base of multi -disciplinary projects, including BRT
and transit -related projects. Sal is a leader with the ability to work effectively with diverse
groups and project stakeholders to reach consensus on station and urban design and has
successfully coordinated work across many disciplines during large, complex projects.
His experience includes the design of facilities such as passenger shelters, stations and
intermodal terminals —from conceptual design to construction supervision. His experience on
past projects has given him a strong background in architectural building science. His design
and project management skills enable him to effectively see a project from visioning through
to construction. His recent work on the RTD FasTracks 1-225 and West Corridor projects and
his continuing leadership role on the York, Ontario VIVA BRT project will frame Sal's approach
to design for the MAX BRT project. He will take best practices and lessons learned and
incorporate the very best into sustainable and advancing solutions for the City.
Landscape Architecture Lead, Jim Sell, ASLA founded his landscape architecture practice
in Greeley, Colorado in 1975 and relocated to Fort Collins, Colorado in 1989. A long-
standing Fort Collins resident and business owner, Jim has helped shaped the progressive
and inviting look and feel of Fort Collins, through his work on more than a dozen significant
streetscape projects for the City of Fort Collins from 1991 to 2000. Jim is currently working on
the planning, civil engineering and landscape architecture for the Choice Center and Penny
Flats projects, both located along the Mason Street Corridor. In addition, Jim has worked
extensively with CSU and will help both the City and CSU retain the right level of autonomy
and continuity in design. Jim understands the diverse neighborhoods and communities
within the City of Fort Collins and the City's desire to enhance multi -modal connectivity for its
residents and visitors. He will use his past experiences with the City and CSU to help achieve
sustainable and forward -thinking solutions in landscape design.
Public Involvement Lead, Mary Keith Floyd, AICP has more than 13 years planning and
environmental leadership experience related to multi -modal feasibility, planning, community
impact, and transit projects. She has led and supported numerous public involvement
programs and has worked successfully to create enthusiasm and channel public and
stakeholder feedback in a positive and meaningful direction. She will work with the City to
create renewed enthusiasm around the MAX BRT project and to build community awareness
and consent. Mary Keith's goal is to identify and address community concerns through small
group meetings and workshops in advance of the public open house.
MAX BRT
Trevor McIntyre, P.Eng.
Urban Design & Station Area Planning
Trevor is a leading planner, landscape architect, and urban designer with over 20 years
experience in Canada, United States, Europe, the Middle East, and Asia. He currently
leads the IBI Group design practice in community planning and design, master planning,
and landscape architecture. Trevor has extensive experience in public consultation and
design of transit -oriented development, design visioning, and resort development.
Trevor's work has been recognized by a number of organizations including:
• City of Toronto Urban Design Awards
• City of North York Urban Design Awards
• City of Mississauga Urban Design Awards
• Ontario Professional Planners Institute (OPPI) Design Awards
• Canadian Urban Institute (CUI) Brownie Awards
Regional BRT Implementation, Pitkin, Garfield and Eagle Counties, Colorado.
Roaring Fork Transportation Authority. Urban Designer. Trevor facilitated development
of operating concepts and facility conceptual design for the 40-mile BRT corridor leading
to Aspen along 1-70. BRT facilities will include stations and park and rides, bus priority
treatments, and maintenance and support facilities. The project will be submitted for
Federal Transit Administration (FTA) funding under the Small Starts program.
RTD FasTracks West Corridor Light Rail Expansion, Denver, Colorado. RTD.
Architecture and Planning Manager. To support final design, Trevor provided design
direction on corridor elements including station area planning, architecture, and urban
design. He designed materials and presentations for public outreach, managed the
design team, provided design oversight, and coordinated with engineering disciplines.
Trevor is responsible for maintaining schedule and budget for stations, station areas,
park and rides, parking structures, and overall corridor aesthetics.
VIVA, Toronto, Ontario. York Rapid Transit. Master and Strategic Planner. VIVA is a
BRT-based system extending across the northern region of the City of Toronto. Trevor's
planning and design focus included station areas, intermodal stations, and a designated
bus route within the central median. Public consultation and education have been an
integral component of the project.
King -Liberty Village, Toronto, Ontario. CanA/fa. Urban Designer and Strategic
Planner. Trevor led the urban design analysis for this live/work community located
west of the downtown core. He successfully integrated this project into the surrounding
neighborhoods, which are comprised of a combination of industrial, residential, and
recreational lands.
0
t James Paral, PE
MIS Coordination & Plans
■ James has more than 23 years of progressive, specialized experience in transportation
engineering, traffic management, and ITS. He worked in the public sector for various
transportation agencies and also as an engineering and project management consultant
■ for a variety of projects.
Euclid Corridor Transit Signal System. James served as Technical Lead for ITS
elements of the Euclid Corridor Transit Signal Priority System. He designed a new traffic
■ signal system and a transportation management center (TMC) for the City of Cleveland.
RTD Radio & CAD/AVL Replacement. James provided technical support to RTD
■ for replacement of its computer aided dispatch/automatic vehicle location (CAD/AVL)
system. His tasks included: inventory analysis, concepts of operations, enterprise
architecture, system requirements, vendor procurement, and system acceptance
support.
Minnesota Department of Transportation 1-394 Integrated Corridor Management
■ Program. After gathering input from various transit and highway agency stakeholders,
James supported development of an operational concept and conducted architectural
review of the 1-394 Corridor.
Glacier National Park ITS. James served as Project Manager for the design and
installation of ITS in Glacier National Park. The system included transit management with
a radio and CAD/AVL, a conditions information system, a highway advisory radio; and
■ vehicle traffic sensors.
Statewide Traffic Operations for New Jersey Department of Transportation. As
■ the Director of traffic operations in New Jersey, James oversaw regional TMCs, ITS
engineering, traffic engineering, and safety management systems. In this role he served
NJ Transit and other transit agencies in region.
City of Anaheim, Department of Public Works. James was responsible for approving
all traffic signal designs and handling operations and maintenance of signal systems. He
oversaw design of a TMC and integration of a traffic signal system with ITS elements.
■ James was a key task force member for joint highway -transit ITS projects in Orange
County.
Illinois DOT Traffic Surveillance Center. As a Civil Engineer, James provided
operations support services and planned and designed ITS field elements. One
assignment included developing alternate routes for transit around a major reconstruction
■ project.
Champaign -Urbana Mass Transit District. As a student intern, James received direct
transit operations experience working directly for dispatch, maintenance, and customer
■ service units.
Doug Parker, P.Eng.
Fare Collection Feasibility
Doug has more than 20 years of transporation systems engineering and ITS experience
that span all public transit modes, including rail, fixed route bus, BRT, ferries, demand
responsive transit, and rural transit. His multi -disciplined experience creates value for
his clients in the areas of planning, operations management, public information, revenue
management, and business intelligence. Doug has extensive practical work with transit
agencies in program development, funding, design, procurement, implementation
assistance, and operations/maintenance. He has been involved with numerous
planning, research, and evaluation efforts related to statewide ITS planning, ITS regional
architecture, federally -sponsored ITS evaluations, and transit cooperative research
program projects.
Capital Metropolitan Transportation Authority, Austin, Texas, Transit ITS Program.
Doug provided program planning and design to support preparation of a staged
deployment plan. He developed specifications, provided procurement assistance, and
implemented the initial stages for paratransit and commuter rail. The project includes
fixed route, BRT, passenger rail, and paratransit operations and fleetwide implementation
of an integrated operations management and traveler information system.This system
incorporates and/or integrates ACS TMS (formerly Orbital TMS), MDTs, CAD/AVL, real-
time traveler information signs, Trapeze FX, PASS and OPS software.
Grand River Transit, Waterloo Region, Ontario, iXpress BRT Transit ITS Program.
Doug developed in -vehicle equipment specifications, provided peer review services for
the overall specifications, supported the procurement assistance and design review
efforts, and supported acceptance testing. This project implemented an integrated CAD/
AVL software, on -board systems and traveler information systems provided by Init to
support the new iXpress BRT service.
Central Ohio Transit Authority, Columbus, Ohio, Transit ITS Program. Doug
supported a COTA initiative to extend the existing ITS Program and to replace the
current CAD/AVL system with a system that incorporates paratransit operations support,
vehicle component monitoring, and real-time customer information. The project included
planning, design, specifications, procurement support, and initial assistance with
implementation.
Chattanooga Area Regional Transportation Authority (CARTA), Chattanooga,
Tennessee, Transit ITS Program. The overall CARTA transit ITS program includes
fleetwide implementation for fixed route and paratransit service, including operations
management, traveler information, and revenue management systems. Doug developed
a successful ITS Integration Program funding grant application; completed the program
planning effort; and provided design, specifications, procurement assistance, and
implementation management. As a result, he deployed Fare Logistics Ticket Vending
Machines on the Incline Railway, paratransit scheduling and dispatch management
software, fixed route scheduling software from Trapeze, CAD/AVL on -board systems,
real-time traveler information (by Clever Devices), new fareboxes, and a revenue
management system (by GFI Genfare).
-
0
■
■ Chris Prentice
Vehicle Specialist
■ Chris is an experienced Consultant, Project Manager, and Strategic Planning Specialist
with extensive background in public transportation operations and general management.
He is actively involved domestically and internationally in systems planning, operations,
■ management, and marketing including transit operations and maintenance assignments
in cities across the US, Canada, and internationally. He also specializes in organizational
assessments and fleet and facility planning.
■ Irvine Guideway Demonstration Project, Irvine, California. City of Irvine.
Transportation Planner. Chris reviewed and assessed various bus technologies for
■ the Guideway and prepared a comprehensive report on the technology options and key
features. This project was an integral part of a new development plan within the City of
Irvine emphasizing sustainability and green technologies. The public transit mode choice
. is to feature low environmental impact through low or zero emissions and low noise.
Vehicle Design Specifications, York Rapid Transit Project, Greater Toronto Area,
Ontario. York Region Rapid Transit Corporation. Transportation Planner. Chris
■ prepared vehicle design specifications for fleets of advanced design standard (40 feet)
and articulated buses for the New York Region BRT project. Preparation of specifications
included conducting a world-wide survey of bus manufacturers, design features, and
technologies, and the preparation of final design specifications in consultation with the
client.
® Vehicle Procurement Process, York Rapid Transit Project, Greater Toronto Area,
Ontario. York Region Rapid Transit Corporation. Transportation Planner. Chris
prepared and participated in the vehicle procurement process for the acquisition of a fleet
® of 85 advanced design 40 feet and 60 feet rapid transit buses for the York Region Rapid
Transit project. The process included conducting a Request for Qualifications (RFQ),
developing evaluation criteria, short -listing qualified suppliers, preparing a Request for
® Proposals (RFP), and reviewing, evaluating, and recommending the successful vehicle
supplier.
Evaluation of Potential Midibus Vehicles, Vancouver, British Columbia. Translink.
Transportation Planner. Chris' purpose of study was to identify potential mid -size (30
ft — 35 ft) buses for use on inner-city routes within Vancouver. Extensive research of
available products worldwide was conducted, key features and specifications obtained,
and a short-list of products were prepared. These were investigated in more detail
including operating and maintenance experience and a set of design and performance
features were prepared to guide Translink in the future acquisition of mid -size buses.
. European Transit Bus Market Assessment. New Flyer Industries. Transportation
Planner. Chris conducted major assessments of public transit industry and bus markets
. in Europe for leading Canadian bus manufacturers. Survey included site visits to 12
countries in Western Europe and interviews with over 70 industry officials from the
manufacturing, public transit operation, and government sectors. Chris also provided
. assistance to bus manufacturers to review production methods, plant capacity, and
prepare plans for expanding European market penetration.
Darren Salvador, PE
Landscape Architecture
Darren has more than 15 years of irrigation engineering experience. He has experience
as project manager and engineer for projects in Arizona, Colorado, Kansas, Nebraska,
Nevada, Texas, Utah, and Wyoming. Darren has extensive experience with irrigation
design, water management, hydraulic analysis, irrigation scheduling, central control
system programming, and pump station design. He has experience with field staking,
construction observation, and record drawing preparation. Darren has collaborated on
projects related to public parks, sports field complexes, resort hotels, streetscapes and
highways, private business parks, college and university campuses, commercial sites,
private development, golf courses, cemeteries, and correctional institutions.
Darren has worked on the following projects:
• East Prospect Roadway Expansion, Fort Collins, Colorado
• Downtown Sherwood Beautification Project, Sherwood, Oregon
• CDOT Broadway to Yale, Denver, Colorado
• CDOT Interstate 25 & Speer Interchange, Denver, Colorado
• CDOT South Santa Fe/Belleview Interchange, Littleton, Colorado
• CDOT Cuerno Verde Rest Area, Colorado City, Colorado
• UDOT Legacy Parkway, Salt Lake City, Utah
• Desert Ridge Development, Phoenix, Arizona
• Rio Salado Parkway Median, Phoenix, Arizona
• City of Tempe Median Improvements, Tempe, Arizona
• Briargate Crossing West, Colorado Springs, Colorado
• Red Mountain Park Phase 2, Mesa, Arizona
Kevin Schroeder
Environmental Permitting & Mitigation
As a Technical Manager, Kevin's responsibilities include leading and documenting field
studies for various environmental reports as required under NEPA, Section 404 of the
Clean Water Act, FHWA requirements, and local and state regulatory requirements.
As an experienced wetland scientist, Kevin applies his aquatic biology background in
wetland and stream studies. He is proficient in wetland identification, wetland delineation,
wetland design, functional assessment, monitoring, permitting, and remote sensing. He
has expertise in creating and restoring both wetlands and streams.
West Busway, Pittsburgh, Pennsylvania. Port Authority of Allegheny County. Task
Manager. Kevin provided QA/QC review of environmental documentation. Baker
served as the General Architectural and Engineering Consultant and provided program
management, design services, and construction phase services for the West Busway, a
five -mile, two-lane buses only roadway. The busway runs from Carnegie to downtown
Pittsburgh and includes an interchange with the Parkway West (Interstate 376), a
rehabilitated and widened railroad tunnel, six stations, and four park and ride lots
adjacent to the facility. The total project budget was $326 million.
■ Airport Multimodal Major Investment Study, Pittsburgh, Pennsylvania. Port
Authority of Allegheny County. GIS Analyst. Kevin assisted in GIS analysis of various
potential corridors and in conducting the major investment study to select both transit
and highway improvements. This project analyzed the Pittsburgh Airport Corridor, which
connects downtown Pittsburgh with the Pittsburgh International Airport. The study,
. including numerous partnerships with local and regional entities, evolved around an
intense public involvement program and evaluated LRT, BRT, highway improvements,
and toll alternatives. The resulting investment program includes a light rail connection to
the airport, BRT improvements, existing highway upgrades, and two new tunnels. The
locally preferred alternative also included TOD and redevelopment plans for distressed
communities in the Ohio River Valley. The study was built upon prior work conducted for
the Southwestern Pennsylvania Commission and Allegheny County and included special
financial recommendations from the team.
Ironton -Russell Bridge Replacement, Ironton, OH and Russell, Kentucky. Ohio
■ Department of Transportation (ODOT), District 9. Task Manager. Kevin investigated
the full range of environmental, social, and economic issues necessary for NEPA
documentation. He obtained the following permits: Section 10/404 Permit (federal),
Section 401 Water Quality Certification (Ohio), U.S. Coast Guard Section 9 Bridge
Permit, and the Kentucky Division of Water Floodplain Construction Permit. Baker was
selected by ODOT to manage and design reconstruction of an Ohio River crossing
between Ironton, Ohio and Russell, Kentucky. Baker also performed bridge type studies
for replacing the main span over the navigable portion of the Ohio River. Final design of
■ the cable -stayed structure included a 400-foot tower, steel edge girder superstructure,
approach structure, roadway, and lighting and electrical components.
SR 0028, Section 570, Beechton Road Intersection Preliminary and Final Design,
■ Beechton, Pennsylvania. Pennsylvania Department of Transportation, District 10-0.
Task Manager. Kevin performed wetland identification and delineations. He prepared
an Environmental Assessment to support a Joint Permit application for a Pennsylvania
Water Obstruction and Encroachment Permit and a Section 404 Permit. He also
prepared a Wetland Delineation Report and co-authored the approved Categorical
Exclusion Evaluation. Kevin was responsible for gaining Section 404/Chapter 105 permit
submission and approval. This project consisted of realigning approximately 2,000 feet
of SR 0028 at the intersection with SR 1011 in Jefferson County, Pennsylvania. The
realignment improved the horizontal alignment of SR 0028, its intersection with SR 1011,
and sight distances at this dangerous intersection.
Todd Silvernail
BRT Stations & Stops
Todd has been with IBI Group for three years where he has been involved in a variety
of transit related projects that include LRT, BRT and TOD planning. Todd has extensive
knowledge with various types of software including Adobe Photoshop, Adobe InDesign,
Bentley, and AutoDesk software that are utilized in the preparation of conceptual design
and final construction documents. Todd is also responsible for managing IBI's graphic
standard library.
Regional BRT Implementation, Pitkin, Garfield and Eagle Counties, Colorado.
Roaring Fork Transportation Authority. Graphic Designer. Todd is responsible
for preparing graphics in both two dimensions and three dimensions that illustrate
conceptual plans for various stations. IBI Group is part of a team engaged by the Roaring
Fork Transportation Authority to bring BRT to a 70-mile corridor downriver of Aspen,
Colorado. The BRT corridor will extend through Glenwood Springs to at least Rifle,
Colorado. This corridor represents unique challenges because it is largely rural in nature
and contains long distances between urban locations. In this area, seasonal demands
and high concentrations of service -related employment have created opportunities for
a strong local transit service to evolve. IBI is responsible for developing station site
preliminary designs, identifying opportunities for TOD, and providing advice on near -term
service and vehicle issues to facilitate the transition to BRT.
FasTracks Local Optimization Study, Boulder, Colorado. City of Boulder and RTD.
Graphic Designer. Todd assisted in preparing various concept plans and helped
to prepare presentation boards that were used for public involvement meetings. The
FasTracks Local Optimization Study is an important effort by the City of Boulder and
partner organizations to maximize the benefits of the RTD FasTracks Program for the
Boulder Community. The intent of the study was to address critical bus facility needs that
will arise from the start of new BRT service in 2014 and Commuter Rail service in 2016.
The two facilities examined as part of this study included transit stops at the main entry to
the University of Colorado and the Downtown Transit Center in Boulder. IBI contributed
to the study by providing several station area plan options for improved transit facilities at
both locations.
RTD FasTracks 1225 Corridor Light Rail Expansion, Denver, Colorado. RTD.
Graphic Designer. Todd is part of the design team responsible for preparing preliminary
engineering documents for station architecture. The 1-225 Corridor project is a 10.5-mile
proposed light rail line that connects the Southeast Corridor light rail station at Parker
Road and 1-225 and the East Corridor at Smith Road and Peoria. The 1-225 Corridor
will serve the City of Aurora in provide a key regional rail linkage between the East and
Southeast rail lines. IBI is responsible for station area planning and urban design for this
corridor.
RTD FasTracks West Corridor Final Design, Denver, Colorado. RTD. Graphic
Designer. Todd is part of the design team that prepared final design documents for
station architecture. He also assisted in the multidisciplinary coordination by managing
the digital files through use of software such as Projectwise. The West Corridor is a
12.1- mile LRT project for RTD. The corridor will operate along the former Associated
Railroad right-of-way (near 12th and 13th Avenues) from downtown Denver to the
Lakewood Industrial Park and then continue west to the Jefferson County Government
Center in Golden, Colorado.
■
■ Jeb Sloan, PE
Roadway Design & Construction Phasing
■ Jeb is a transportation engineer whose experience includes arterial and local roadway
design and large highway design projects in Colorado, Illinois, Missouri, Kansas, and
Pennsylvania. Jeb's project experience in Colorado has enabled him to broaden his
. drainage, erosion control, and utility design expertise.
Preliminary Engineering and Environmental Documentation, FasTracks 1-225
Corridor Project, Aurora, Colorado. RTD. Engineer. Jeb was responsible for cost
■ estimating and preliminary drainage design for the project. The drainage design required
close coordination with RTD, CDOT, City of Aurora, and the Flood Control District. The
preliminary drainage design outlined historic and proposed drainage patterns, storm
■ sewer design, and water quality and detention design. The preliminary drainage design
will allow RTD to proceed with right-of-way acquisition and enable them to keep on
■ schedule for their completion date goal. The cost estimate was used to set future
budgets and helped RTD make decisions about the FasTracks Program.
349 Inverness Drive South, Douglas County, Colorado. Opus Inc. Project Manager.
■ Jeb led the design effort of a three-story office building with an associated underground
parking structure. He provided client, survey, and inspector coordination; site design
including drainage, grading, erosion control, and utility design; plan production; and
. construction assistance. Jeb's engineering efforts and responsiveness to arising issues
and changes enabled Opus Inc. to meet their aggressive construction timeline.
■ The West End, Edwards, Colorado. Midtown Development LLC. Project Engineer.
Jeb designed three -mixed use buildings with associated underground parking structures
and improvements to Highway 6 including a new two-lane roundabout. Tasks included
■ client and survey coordination, platting, drainage, grading, erosion control, utility design,
and plan production. Jeb's efforts enabled Midtown Development to maximize developed
area on a challenging site and obtain approval by Eagle County.
■ Prairie Star Parkway, Lenexa, Kansas. City of Lenexa. Jeb provided roadway design
of a new four -lane arterial, including seven roundabout intersections and bioretention
facilities. Tasks included developing horizontal and vertical geometry, intersection
. design, cross sections, and quantity/cost estimates. Jeb's efforts allowed for seamless
integration of the project with ongoing adjacent development and helped provide a much
needed arterial through western Lenexa.
West Lenexa Roadways, Lenexa, Kansas. City of Shawnee. Jeb provided roadway
design to upgrade a network of roadways in a developing area of Lenexa. Tasks
■ included development of horizontal and vertical geometry, drainage design, intersection
design, cross sections, and quantity/cost estimates. As a result of this project, the City
of Lenexa was able to upgrade a portion of their street network while minimizing right-of-
way acquisitions and inconveniences to residents.
Shawnee Mission Parkway, Shawnee, Kansas. City of Shawnee. Jeb was
responsible for realigning and upgrading two intersections to prepare for future
■ development. Tasks included development of horizontal and vertical geometry, cross
sections, right-of-way documentation, drainage design, traffic control, quantity/cost
. estimates, and final plan production. The project increased safety and minimized delays
at a busy intersection in the City of Shawnee.
1-435 and US-69 Interchange Improvements, Overland Park, Kansas. Kansas
. Department of Transportation (KDOT). Design Engineer. Jeb provided final design
to upgrade the 1-435/US-69/Antioch Road interchange. The project marked the most
expensive project in the history of KDOT. Jeb's efforts allowed the design to be
■ completed on time and provided the models necessary to get the project approved.
Danielle Smith, PE
Roadway Design & Construction Phasing
Danielle is a civil engineer with 14 years experience in the highway design, light rail
design, and traffic -related projects. Her experience includes geometric design, utility
coordination, traffic design and control, drainage design, cost estimating, and project
coordination.
Denver Union Station, Denver, Colorado. RTD. Civil Engineer. Danielle provided
roadway design for the Denver Union Station project, as part of the DMJM Harris Team.
The roadway system includes street networks surrounding Union Station, shuttle bus
platforms, and transit and roadway connections. For this project, street design includes
complete reconstruction and regarding of the area to compliment the light rail platform,
the underground bus box, numerous garage entrances, and the pedestrian plaza.
1-225 LRT Nine Mile to Iliff Station, Aurora, Colorado. Michael Baker, Jr. Inc. Civil
Engineer. At present, Danielle is contributing to final design of the LRT system from the
Nine Mile tie-in to the Iliff Station. This work also includes the alternatives for turn around
tracks at Iliff as an interim solution for the FasTracks 1-225 system.
1-225 Fastracks Corridor (EE/EA), Light Rail Track Design, Denver, Colorado. RTD
Danielle provided light rail design services as part of the Michael Baker Jr. Team. The
1-225 Corridor project is a 10.5-mile proposed light rail line that connects the Southeast
Corridor light rail station at Parker Road and 1-225 and the East Corridor at Smith Road
and Peoria Street.
Southeast Corridor EIS/PE, Denver, Colorado. RTD/CDOT. Civil Engineer. Danielle
was responsible for preliminary engineering of a 20-mile extension of LRT system and
highway widening. She performed highway and LRT design, which included geometric
design, civil site work, and cost estimates.
T-REX Project, Denver, Colorado. CDOT/RTD. Design Engineer Coordinator. As
part of the project oversight team on the $1.67 billion design -build highway and light
rail project, Danielle worked in the field to coordinate communication of design changes
to construction auditors and to communicate field changes back to the designers.
She performed audits on the construction activities and design elements and QA/QC
procedures.
North 1-25 Front Range EIS, Loveland, Colorado. CDOT Region 4. Civil Engineer.
Danielle provided conceptual transit design for the North 1-25 project from Denver Union
Station to Fort Collins. She provided coordination between the transit elements and the
highway elements for the project.
■
Jodie Snyder, LEED®AP
Environmental Permitting & Mitigation
■ Jodie has more than five years experience supporting transportation and planning
projects as an environmental and sustainability planner and Geographic Information
Systems (GIS) specialist. Jodie works closely with Baker's West region transportation
■ group coordinating and conducting spatial analysis and developing reports, maps, and
other deliverables that comply with NEPA, the Endangered Species Act (ESA), the
Clean Water Act, and other related legislation. Based on her successful coordination
■ of federal permitting and mitigation, she will work efficiently to ensure that appropriate
environmental permits are obtained and that mitigation commitments are executed
according to the MAX BRT Project's FONSI. In addition, Jodie is a LEED®Accredited
■ Professional with a passion for creating sustainable communities. She serves as the
lead for Baker's local Green Team and as the sustainability committee chair for the
Women's Transportation Seminar's Colorado Chapter.
■ Preliminary Engineering and Environmental Documentation, FasTracks 1-225
Corridor Project, Aurora, Colorado. RTD. Environmental Planner. Jodie was
a key member of the team that evaluated 10.5 miles of light rail track, eight station
■ platforms, and five park and rides. She assessed a gamut of social, community, natural,
and environmental resources and conducted right-of-way analysis for the project. In
accordance with federal, state, and local statutes, Jodie contributed analysis, findings,
. and graphics for the NEPA-like Environmental Evaluation document and technical
reports that were prepared on behalf of RTD. In contribution to the project's robust
public involvement program, she provided graphic support and engaged the public
■ during meetings. In addition, she held the unique role of facilitating and mentoring in a
two-year, Baker -sponsored program to engage high school and middle school students
and their families in the project. This program received high marks from RTD and local
■ school administrators. Jodie was also involved in the extensive coordination process
with the City of Aurora, the City and County of Denver, RTD, CDOT, and numerous other
stakeholders.
■ 1-69 Tier 2 Section 5 - EIS and Engineering Services, Bloomington, Indiana.
Indiana Department of Transportation (InDOT). Environmental Planner. Using ArcGIS
9 and data from various local, state, regional, and federal entities, Jodie contributed
in analyzing impacts of socioeconomic, community, environmental justice, wetlands,
managed lands, wildlife habitat, forest, floodplain, farmland, and watershed resources for
development of approximately 25 miles of proposed mainline, interchange, and arterial
roadway. She also estimated right-of-way needs and costs for numerous permutations
of the two main alternatives. Jodie presently supports the project as the GIS lead by
■ providing graphics and analysis in response to requests from InDOT and members of the
public. This project is ongoing as Baker continues to provide Tier 2 environmental and
engineering services to InDOT for one of six sections of the planned 1-69 corridor.
. Endangered Species Act Compliance, Multi -Hazard Flood Map Mod, Washington
State. FEMA. Environmental Associate. Jodie was responsible for coordinating
ESA compliance between FEMA and Letters of Map Change (LOMC) applicants in
.
Washington State. ESA compliance is necessary when the LOMC stems from a physical
modification to the floodplain that could jeopardize threatened and endangered species.
Specifically, Jodie supported FEMA through its Section 7 Consultation process with
■ National Marine Fisheries Service (NMFS). She coordinated with LOMC applicants
over their impacts, conservation measures, and mitigation measures and reviewed all
biological assessments on behalf of FEMA. She also arranged informal consultation
.
between NMFS and LOMC applicants (as non -Federal representatives of FEMA).
L
Brand Development Lead, Doug Larson has more than 16 years experience in strategic
marketing, brand development, marketing communications, and public relations. A resident
of Fort Collins since 1988, Doug has a deep commitment to the community and a vested
interest in capturing the "voice" of City residents in the MAX BRT brand. Doug is an engaged
Fort Collins resident and business owner. He was a former member of the CSU University
Relations Committee, and retains professional relationships with many CSU and community
partners, such as UniverCity Executive Director, Doug Johnson. In addition, he is a board
member for the Larimer County Child Advocacy Center, SKYhill of Northern Colorado, and
founding member of the NoCO Active 20/30 Foundation. He will work closely with Mary
Keith to capture the input of City residents and stakeholders and incorporate into MAX brand
development, and will coordinate CSU and CSURF relations throughout the life of the project.
OSAGE
MARKETING
GRO V ENC.
Wisdom Guides Success
MAX November: 100%
Remainder: 70%
QA/QC, Steve Wilson, PE, PMP designed our project management process "The Baker
Way," including the development of Baker's company -wide Quality Management Plan.
"nr
Over the course of his 30 year career at Baker, he has been responsible for sharing and
coordinating technical knowledge, quality systems, management experience, and resources
throughout Baker's entire roadway and transit design practice. From a technical aspect, Steve
has been responsible for the development of contract specifications, documents, bid forms,
engineering and construction cost estimates, as well as producing design and construction
drawings. Steve has provided program leadership on both the Port Authority of Allegheny
County's West Busway project and New Britain -Hartford BRT project and is a national expert in
risk based cost.
MAX November: 10%
Remainder: 30%
E
Federal Transportation Administration (FTA) Advisor, Pete Hankovszky, PE has more
than 17 years of professional experience in design, construction, and project management
throughout the transportation industry. He has worked with more than 10 transit and
■ transportation agencies, including the FTA in program management and PMO consultant
roles. Pete will be available to the City and the PMC for questions related to FTA Small
Starts application requirements and will draw upon his experience monitoring all project
■ management aspects of federally funded transit projects, including budget, schedule, design,
procurement, and quality standards to ease the process as -needed.
MAX November: 30%
Remainder: 20%
■
MAX BRT
Ron Stewart, P.Eng.
Traffic
Ron is a Director with IBI Group, has worked in the field of transportation engineering
for more than 25 years with extensive experience in traffic engineering, road safety,
transit systems, and Intelligent Transportation Systems. At IBI Group, Ron has
managed projects at the federal, provincial, and municipal levels across Canada.
Ron is currently the Project Manager for the Eglinton Crosstown Light Rail Transit
Environmental Assessment (Toronto Transit Commission), and played a major role in
the VIVA BRT system (York Region). Prior to joining IBI Group, Ron worked for Metro
/ City of Toronto where as Senior Manager, Traffic Systems, he was responsible for the
overall management of the Traffic Signal Control Section, Road Emergency Services
Communication Unit, and the Traffic Data Centre.
York Region Rapid Transit Plan, Toronto, Ontario. Regional Municipality of York.
Project Manager. This is a private -public partnership to deliver rapid transit systems to
York Region, located north of the City of Toronto, over the next 15 years. The first step
is to implement BRT service to four key corridors. Ron is the Team Leader assessing
and dealing with all Intelligent Transportation Systems, and with traffic operations issues
at terminals, stops and routes. As part of the overall work plan, a "Quick Start" project is
being implemented to demonstrate the benefits of deploying elements of a BRT within a
limited time and budget. The ITS elements include:
• ATraveller Information subsystem to provide access to traveller information
schedules, arrival at signals, traffic conditions through passenger information signs or
kiosks installed at transit stations and through telephone or Internet connections.
• A Transit Vehicle subsystem to equip all Quick Start vehicles with automatic vehicle
locators, traffic signal priority emitters, mobile data terminals, and automated stop
announcements.
• A Revenue Management subsystem, which provides off -board fare collection through
the installation of ticket vending machines and ticket validators, at all stations and
terminals; linked to the interim transit management centre.
Region of Waterloo, Grand River Transit, BRT Transit Technology. Regional
Municipality of Waterloo. Project Manager. The Region of Waterloo is implementing
a 34-kilometre Central Transit Corridor Express service as a BRT system. Key project
initiatives that are part of this assignment include: GPS-based Location System, Real -
Time Information Displays, Automatic Passenger Counters (APC), Transit Signal Priority
(TSP), and Traveller Information (ATIS). IBI Group is also responsible for conducting
VISSIM simulation at key signalized intersections, to estimate the benefits of TSP, and
develop a TSP design for implementation.
Halifax Regional Municipality (HRM) BRT Corridors. Transit Priority. Project
Manager. The objective of this project is to implement two BRT corridors that will
maximize the use of existing infrastructure to provide a higher order of bus transit. The
BRT project will support alternative travel modes to access the BRT service such as
carpooling, walking, and cycling. IBI Group is responsible for implementing two types of
transit priority measures on the BRT corridors, namely: Transit Signal Priority (TSP), and
queue jump lanes.
■
■ Steven Stuart, PE, PTOE
Traffic
Steven has performed and directed transportation planning studies and traffic
engineering design services for numerous projects. His planning experience includes
traffic impact studies, multimodal mobility studies, highway and intersection capacity
■ analyses, deficiency analyses, accident analyses, and investigation of pedestrian and
bikeway safety improvement studies. His technical design expertise includes traffic
signals, signal systems, and traffic control plan development. He is knowledgeable in
■ the use of a variety of traffic engineering software programs, including Highway Capacity
Software, Synchro, SimTraffic, and CORSIM. Steven is also skilled in lighting design
and highway noise analysis. He has developed lighting plans for urban collectors and
■ arterials, pedestrian walkways, office parks, and parking lots. His lighting tasks include
determining light levels, electrical distribution, fixture placement, and utility coordination.
He is proficient in highway noise analysis and abatement design using FHWA's Traffic
Noise Model.
New Britain -Hartford BRT New Britain and Hartford, Connecticut. Connecticut
Department of Transportation (ConnDOT). Traffic Engineer. Steven's responsibilities
included projecting traffic volume, analyzing capacity and queuing, developing
recommended improvements and a summary report, and conducting preliminary design
of proposed traffic signals. The New Britain -Hartford Busway will connect New Britain,
Newington, West Hartford, and Hartford, Connecticut. The 9.4 mile -long busway, which
includes 16 new or rehabilitated bridges, will run along inactive and active railroad
■ corridors. It will consist of a two-lane bus -only roadway and 10 stations with sheltered
platforms and other amenities.
North Carolina Turnpike Authority (NCTA) 2007, North Carolina. NCTA. Traffic
Engineer. Steven's responsibilities included developing conceptual designs to add a
mainline barrier toll plaza to an existing roadway facility and conducting traffic analysis
to determine sufficient operation of the plaza weaves, merges, and diverges. He was
also responsible for investigating possible toll plaza locations, determining the effects on
adjacent interchanges and roadways, and providing general operational support to the
Turnpike Group. NCTA was created in 2002 by the state General Assembly in response
■ to concerns about rapid growth, heavy congestion, and dwindling resources. Baker has
an on -call environmental services contract to assist NCTA as they implement the first toll
roads in the state. Two projects have been completed: the Northern Wake Expressway
■ and the Yadkin River Bridge 1-85 project.
SR 19, Section A13, Wexford Flats Traffic Signalization, Pine Township and Town
of McCandless, Allegheny County, Pennsylvania. PennDOT, District 11-0. Task
Manager. Steven supervised the design and plan preparation for the traffic control
plans, pavement marking and signage plans, and traffic signal plans. This section of
. U.S. Route 19 (SR 19), which is also called Perry Highway, travels through the town of
McCandless and Pine Township. SR 19 is a four -lane undivided roadway with seven
existing signalized intersections and several high crash rate locations. The primary
■ purpose of this project was to improve safety and relieve congestion along the business
district of Wexford.
■ SR 82 / West 130th Intersection Improvements, Strongville and North Royalton,
Ohio. Cuyahoga County. Traffic Engineer. Steven was responsible for designing
temporary traffic signals and a traffic signal replacement. The project involved
. intersection improvements of SR 82 (Royalton Road) and Edgerton Road with West
130th Street for the Cuyahoga County Engineer. The project included roadway
reconstruction, widening, and reconfiguration and sidewalk replacements. The project
team worked diligently to minimize design impacts to right-of-way, stormwater drainage,
and existing utilities.
Jonathan Sweet, PE, LEEDO AP
Roadway Design & Construction Phasing
Jonathan has seven years of design and project management experience with Jim Sell
Design. He focuses on project management and the development of engineering plans/
reports that consider overall layout, street design, storm water conditions, and utility
design for land development projects. Jonathan has successfully managed projects from
small office parks and subdivisions to high profile urban redevelopment projects and
1400-acre exclusive mountain communities.
Penny Flats - Block 33. Project Manager. This mixed -use commercial/residential
urban redevelopment in downtown Fort Collins contains roughly 147 residential units and
30,000 square feet of commercial space over 2.6 acres.
Bella Vira. Project Manager. This 35-acre single family/multi-family community in Fort
Collins has 60 single family lots and roughly four acres of multi -family housing.
Larimer Professional Park. Project Manager. This 2.5-acre office complex is located
in the 25/34 Business Park in Johnstown, Colorado.
E. Hach Scientific Foundation. Project Manager. This 1.5-acre office complex is
located within the Stanton Creek Subdivision, Fort Collins.
Alta Vista. This is a 1400-acre rural subdivision in Crested Butte, Colorado. The
projects involved road and driveway layout/grading, retaining wall implementation, pond
design/grading, and overall project cost estimation for a 23-lot mountain community.
Nearly 1 million yards of material was moved in the creation of berms, ponds, and
roughly ten miles of roads/driveways.
Additional select projects as manager or key team member:
• Harmony Ridge, Filing 2, Fort Collins
• Kechter Crossing, Fort Collins
• Jif Storage, Fort Collins
• Water's Edge, Frederick
• Knowledge Quest Academy, Milliken
• Gunnison River Banks Ranch, Crested Butte
Charles Varela
BRT Stations & Stops
Charles is specialized in AutoCAD, Sketch -Up 3D software, Microstation, surveying, and
. construction management with a background and education in construction technology.
He joined IBI group in 1999 where he continues to work on projects that require the
ability to foresee AutoCAD management duties over numerous projects and project team
coordination. Most recent projects are transit related, and include the design of facilities,
passenger shelters, stations and intermodal terminals. His AutoCAD management skills
■ enable him to effectively see a project from visioning through to construction.
Regional BRT Implementation; Pitkin, Garfield and Eagle Counties, Colorado.
Roaring Fork Transportation Authority. AutoCAD Manager. Charles was responsible
■ for the development of facility conceptual designs for the implementation of BRT in the
rapidly growing 40-mile corridor leading to Aspen from 1-70. BRT facilities will include
stations and park and rides, bus priority treatments, and maintenance and support
■ facilities. The project will be submitted for Federal Transit Adminstration (FTA) funding
under the Small Starts program in SAFETEA-LU.
■ FasTracks Local Optimization Study, Boulder, Colorado. City of Boulder and
Regional Transportation District (RTD). AutoCAD Manager. Charles assisted in
preparation in various concept plans as well as helped to prepare presentation boards
. that were used for public involvement meetings. The FasTracks Local Optimization (FLO)
study is an important effort by the City of Boulder and partner organizations to maximize
the benefits of the RTD FasTracks program for the Boulder Community. The intent of the
study was to address critical bus facility needs that will arise from the start of new BRT
service in 2014 and Commuter Rail service in 2016. The two facilities examined as part
of this study included transit stops at the main entry to the University of Colorado and the
■ Downtown Transit Center in Boulder. IBI contributed to the study by providing several
station area plan options for improved transit facilities at both locations.
RTD FasTracks 1-225 Corridor Light Rail Expansion, Denver, Colorado. RTD.
■ AutoCAD Manager. Charles is part of the design team responsible for preparation of
preliminary engineering documents for station architecture. The 1-225 Corridor project is
a 10.5-mile proposed light rail line that connects the Southeast Corridor light rail station
■ at Parker Road and 1-225 and the East Corridor at Smith Road and Peoria. The 1-225
Corridor will serve the city of Aurora in addition to providing a key regional rail linkage
■ between the East and Southeast rail lines. IBI is responsible for station area planning
and urban design for this corridor.
RTD FasTracks West Corridor Final Design, Denver, Colorado. RTD. AutoCAD
. Manager. Charles is part of the design team that prepared final design documents for
station architecture. He also assisted in the multidisciplinary coordination by managing
the digital files with the use of software such as Projectwise. The West Corridor is a 12.1-
. mile LRT project for RTD. The twin track line will operate along the former Associated
Railroad right-of-way (near 12th and 13th Avenues) from downtown Denver to the
Lakewood Industrial park, and continue west to the Jefferson County Government Center
■ in Golden Colorado.
Jacob Watson, PE, SE
Urban Design & Station Area Planning
Jacob is an experienced project manager and engineer that has successfully delivered a
variety of projects throughout the western United States and Canada. His project scopes
range from hand rails up to a constructed cost of nearly $300 million. This diversity
allows for unique solutions to many challenging situations. His ability to work with a
diverse client base and his technical experience demonstrates an ability to solve both
political and technical challenges.
New DASH Bus Maintenance Facility, Alexandria, Virginia. City of Alexandria,
Virginia. Structural Engineer. Jacob was responsible for overall design and drawing
production. He was also responsible for structural system selection during the design
build proposal. Baker is providing planning, architectural, interior design, and structural
engineering services for a new, $35 million, 156,500-square-foot, design -build bus
maintenance facility. The facility provides administrative, operations, maintenance, and
covered and heated bus storage space for up to 130 buses (with future addition), and
features 10 bus maintenance bays with two bus fueling and washing lanes; driver spaces
with locker rooms, quiet room, and an exercise facility; and a 99,800-square-foot rooftop
parking deck. The design is ADA-compliant and designed to achieve LEED Silver
Certification.
Preliminary Design, Parley's Creek Corridor Trail (PRATT Trail), Phase IV, Salt Lake
City, Utah. Stanley Consultants, Inc. Structural Engineer. Jacob was responsible
for the design of a void -slab post -tensioned concrete bridge. Baker was responsible for
preparing preliminary plans for a new trail crossing under 1300 East in Salt Lake City.
This project was a partnership between local governments, Salt Lake City, Salt Lake
County, and the Utah Department of Transportation (UDOT), with UDOT providing design
and construction oversight.
Special Ops Forces (SOF) Support Battalion Complex, Battalion Headquarters
(HQ), Fort Carson, Colorado. U.S. Army Corps of Engineers (USACE), Omaha
District. Structural Engineer. Jacob was responsible for designing a deep foundation
system (drilled piers) and a light -gage roof system over modular buildings. Baker
provided architectural and engineering design services for the new 14,500 SF, one-
story SOF Battalion HQ Building for the 10th Special Forces Group (Airborne) 10th SFG
(A) in support of the Combat Service Support Transformation (CSST) of Army Special
Operations Forces. The SOF includes administrative areas, classrooms, conference
room support areas and a mechanical room.
Architectural and Engineering Services for Red River Army Depot Building 407,
Texarkana, Texas. USACE, Little Rock District. Structural Engineer. Jacob was
responsible for the design of a deep foundation system and prepared construction
documents. Baker is providing architectural and engineering services for two additions
and modifications of an existing south canopy on Building 407 at Red River Army Depot
to support the Bradley Vehicle Program.
SR 26 (Riverdale Road), 1-15 to Washington Boulevard, Roy to Ogden, Utah. Utah
Department of Transportation, Region 1. Structural Engineer. Jacob was responsible
for connection and individual element design on both the 1-15 and 1-84 bridges. He
assisted with the development of conceptual models to improve accelerated bridge
construction techniques. SR-126, Riverdale Road is a roadway reconstruction and
bridge design project that consisted of four miles of roadway and two interchanges.
Baker's responsibilities included public involvement, pavement design, roadway,
drainage, striping, signal construction, highway lighting, ATMS, bridge design, and
preparation of plans, specifications, and estimates.
■
r
Ray Whitchurch
Urban Design & Station Area Planning
■ Ray is a Project Manager, Landscape Architect, and Planner, for large-scale federal,
state, municipal, institutional, mixed use villages, commercial, and residential projects.
Ray has 22 years experience in a variety of project types. His projects have included
■ landscape, architectural design, land planning and re -zoning, municipality general
plans, subdivision development, public reviews and outreach; and negotiations with
Neighborhood groups, government agencies, and commissions. Ray has been involved
■ in all phases of projects, inception to build -out.
Salt Lake City Intermodal Hub Station Area Plan, Salt Lake City, Utah. The Salt Lake
City Redevelopment Agency. Project Manager/Designer. Ray coordinated with Salt
Lake City Redevelopment Agency, Planning Department, Mayors office and Utah Transit
Authority on the area study surrounding the Intermodal Hub. The study incorporated a
16 block area in the industrial district and located three transit platforms. Urban design
■ principles were used to show scenarios on how to develop the area into a transit oriented
development district. The plan included specific methods and implementations strategies
to allow for mixed -use and a pedestrian friendly environment consistent with existing
■ codes.
Salt Lake City Capitol Hill Neighborhood Commercial Center, Salt Lake City,
■ Utah. The Salt Lake City Redevelopment Agency. Project Manager/Designer. Ray
coordinated and managed an extensive public outreach to redevelop a mixed use
urban in -fill center near downtown Salt Lake City in the Capitol Hill Historic District for
■ the Salt Lake Redevelopment Agencies. The process successfully created consensus
in a controversial area. Using public workshops and presentations the Capitol Hill
Neighborhood Center established a residential and commercial area that was
■ unanimously accepted by the City Council.
Kimball Junction Town Center Master Plan, Summit County, Utah. Property
. Reserves Inc. Project Manager/Principal Designer. Ray re -zoned areas; oversaw
the development of design guidelines; and implemented commercial districts, parks and
roadways into the plan. This project includes the creation of a 600-acre Town Center
■ near Park City, Utah with residential, commercial ,and institutional components.
Holladay City Comprehensive Plan, Located on the East Side of the Salt Lake
Valley. Holladay City. Project Manager. Ray was the project manager for the creation
. of a new master plan for the City of Holladay. He coordinated with local organizations,
he oversaw comprehensive plan development, led public involvement meetings, and
coordinated transportation master plan with utilities and land -use.
Redstone Village Design Guidelines, Summit County, Utah. Boyer Company.
Project Manager. The guidelines specified typical plant layouts, entry features,
■ landscaping, signs, building heights paving patterns and building finishes for the Village
Center at Kimball Junction in Summit County.
Utah Winter Olympic Sports Park Master Plan home of the 2002 Salt Lake City
. Winter Olympics, Salt Lake City, Utah. Salt Lake City 2002 Olympic Organizing
Committee. Project Manager/Designer. Ray designed the Olympic Sports Park
Master Plan and was responsible for the coordination with agencies and the alignment
■ of the new main entry. Coordination of venue and site layouts for sports federations and
guest venues as well as access was critical factors in the process.
■
L
Catherine Wilkinson, LEED® AP
BRT Stations & Stops
Catherine is a graduate of University of Kansas with a Masters Degree in Architecture.
She joined IBI Group as an Intern Architect in 2009. Catherine has been involved in
primarily transit related projects since joining IBI Group.
Denver Federal Center Intermodal Station, Lakewood, Colorado. RTD. Intern
Architect. Catherine's responsibilities include assisting with conceptual design and
drawing construction documents. IBI Group is the design lead for the intermodal station.
The station design accommodates RTD's largest bus bay facility (16 bays), a light rail
station, and a park and ride facility for 1000 vehicles. The facility is in the heart of the
Denver Federal Center Masterplan area. IBI also developed concepts for transit oriented
development incorporating a mix of uses for potential future phases on the 14 acre site.
FasTracks West Corridor LRT — Jefferson County Government Center Parking
Structure, Golden, Colorado. RTD. Intern Architect. Catherine assisted in the
conceptual development and construction drawing production of this parking structure.
The Jefferson County Parking Structure is part of the design for the Jefferson County
intermodal station along the West Corridor. It will accommodate approximately 830 cars
in a three story parking structure with a tunnel portion adjacent to it. The station serves
this government center's employees.
Residence Halls Renovation and Addition. Hudson, Gillett, and Rollins, University
of Missouri Columbia. Intern Architect. Catherine assisted in the design and
production of all of the drawings from preliminary design through completed construction
documents. Treanor Architects designed the renovation of two residence hall towers
and the renovation and addition to the two story support building for those residence
hall towers at the University of Missouri Columbia. The two residence towers are seven
floors tall and accommodate about 1000 students total. The supporting building includes
a cafeteria, computer lab, and offices and residences for the heads of the halls. Treanor
redesigned the layout of the supporting building to facilitate communication and access
as well as promote the safety of the residents.
I
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Craig Friesen, PE (Lead)
Dave Stevenson, PE (Lead)
Jeb Sloan, PE
Danielle Smith, PE
Jonathan F. Sweet, PE,
LEEDO APo
Tim Buntrock, PE
Anne McDaniel, PE
Kevin 5cnroeaer
Jodie Snyder, LEEDO AP
Richard Bonelli, PG, PMP
James Deschenes, PE
Gary Gilliland, PLS
City of I
Fort Collins
PROJECT MANAGEMENT
CONSULTANT
Steve McQuilkin, PE
Dwight S io i, All P
Galina Leiphart, PE
_--. - - 1 -- ---- --
Galina Leiphart, PE
Lee Felzein, PE
Nate Herman, El
Brian Gattshall
James Katsafanas, PE, PTOE
Steven Stuart, PE, PTOE
Ron Stewart, P.Erig. o
Mike Corby, P.Eng. o
David Dyer, CET-,
Kevin Doyle, PE, C;
Patrick Butler OF
James Paral, PE- o
Larry Johnson, Elo
Steve Wilson, PE
Peter Zuramwel, AIA/IA (Lead)6'
Salvatore Birritteri o
Gary Hartnett, AIA, NCARB o
Roxanne Dobens o
Todd Silvernail o
Bill Clifford, LEEDO APo
;atherine Wilkinson, LEEDO AP o
Charles Varela o
Trevor McIntyre, P.Eng. o
Ray Whitchurch o
Jake Watson, PE, SE
Jim Sell, ASLA
Matthew J. Blakely, ASLA
LEEDO APO
Cullin Kinoshita
Mary Keith Floyd,'
AICP (Lead)
Doug Larson o
(CSU Coordination)
Doug Larson (Lead)
June Jergero
Roy Gault
Baker
IBI o
Hartwig
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Sage Marketing o
Jim Sell Design o
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Morm cspshoHogy
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Baker has selected a team of qualified and experienced partners to work
together and with the City of Fort Collins and PMC Steve McQuilkin, PE as a fully
integrated team. Team members were selected for their outstanding reputation of
quality work in Fort Collins and other Front Range communities, and their shared
commitment to providing comprehensive and responsive client service.
Each subconsultant partner has the capacity and resources to successfully deliver
MAX ON TIME!
DBE Goals
We are committed to meaningful DBE participation on this project. Our DBE
partner, Hartwig & Associates, Inc., will provide design support and leadership.
We anticipate Hartwig's participation to easily meet and exceed the 10% DBE
goal set by the City. Many of our smaller teaming partners have also expressed
an interest and willingness to apply for DBE status following selection.
IBI Group is a multi -disciplinary consulting and design firm that offers service in
four areas of practice: Urban Land, Facilities, Transportation, and Systems. These
four areas represent the core physical elements of a sustainable, functioning city.
IBI integrates these areas of practice in their offices, the analytical and evaluation
tools they use, and their ability to bring together public and private sector clients
to meld a shared vision and create sustainable environments. They.,promote
smart solutions today that create better housing, transportation, economic
opportunity, and environmental preservation for tomorrow.
IBI Group has over 2,300 professionals located in 60 offices
IBIglobally. With 500 urban planners, architects, landscape architects,
GROUP civil engineers, infrastructure planners, and systems engineers
in the United States, they have the resources to handle projects
of all scales that require a multidisciplinary approach. While IBI will utilize the
experience and expertise of their Denver staff for the MAX BRT Final Design
project, they have the capability to tap into an international network of specialists
and experience using computer networks and digital video conferencing
capabilities. IBI Group is an ISO 9001:2000 registered company and has firmly
established Quality Management mechanisms built into their daily regimen for all
technical discipline deliverables and management processes.
Hartwig & Associates, Inc. was established in 2001
and has extensive experience in a wide range of small
and large transportation and transit engineering projects.
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File Name: 8RT_DES_PlanBI0.dgn
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Comments
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File Name: BRT_DES_PlanBll.dgn
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Comments
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Horiz. Scale: 1:40 Vert. Scale: As Noted
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Sheet Revisions
MASON CORRIDOR BRT
City of
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As Constructed
PLAN AND PROFILE
Project No./Code
File Name: BRT_DES_PlanC06.dgn
Date:
Comments
Init.
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No Revisions:
Project Number
Unit Information Unit Leader Initials
Revised:
Designer: CMF
Structure
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Detoiler: NJM
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Sheet Number C-6
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Sheet Revisions
MASON CORRIDOR BRT
City of
Fort Collins
���
As Constructed
PLAN AND PROFILE
Project No./Code
File Name: BRT_DES_PlanC09.dgn
Date:
Comments
Init.
Horiz. Scale: 1:40 Vert. Scale: 1:4
No Revisions:
project Number
Unit Information Unit Leader Initials
Revised:
Designer: CMF
Structure
X-XX-XX
Code
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Numbers
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ISheet Subset: XXXXXXX
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Print Date: 9/30/2009
Sheet Revisions
As Constructed
Project No./Code
File Name: BRT_DES_PlanC10.dgn
Date:
Comments
Init.
MASON CORRIDOR BRT
PLAN AND PROFILE
Horiz. Scale: 1:40
Vert. Scale: 1:4
No Revisions:
Project Number
Unit Information
Unit Leader Initials
Q
City of A'
F� rt Collins
Revised:
Designer: CMF
Structure
X-XX-XX
Detailer: NJM
I Numbers
X-XX-XX
Q
Code
�1
Void:
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Sheet Number C-10
Statement of Work
� �
r �
Michael Baker Jr. Incorporated
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
General
The work consists of professional engineering services required to support the City of Fort Collins (CITY)
and the City's Consultant Project Manager (CPM) in completing Final Design, Construction Bid
Documents, and Bid Phase Services for the Fort Collins Mason Corridor MAX BRT Final Design. The
services consist of approximately 5.0 miles (3.6 miles fixed guideway and 1.4 miles mixed street traffic)
of detailed BRT roadway design and plan preparation, agency coordination (including FTA coordination
support), public involvement, BRT stations and stops, fare collection feasibility, brand development,
utility coordination, drainage design, ditch coordination, hydrologic and hydraulic evaluations, right-of-
way plans, traffic engineering, BRT MIS plan preparation, structure design, construction phasing,
environmental [permitting, report preparation, identification of required additional ROW and
easements, cost estimates, and construction bid phase services. Engineering Support Services during
Construction is not included at this time.
The CITY has completed and will provide survey data and geotechnical engineering; supplemental survey
and borings will be completed by the CITY.
Key Schedule Milestones:
• October, 2009 - NTP Commence Final Design
• November 30, 2009 — complete design decision making with City as part of BRT November
• March, 2010 - 65% Final Plan Submittal/Review
• May, 2010 - 90% Final Plan Submittal/Review
• June, 2010 - Submit Construction Bid Documents
• June through July, 2010 - Construction Bid Phase
• August, 2010 through December, 2011 - Construction Phase
Work Description
The work Michael Baker Jr. Incorporated (CONSULTANT) will perform is as follows:
1. Proiect Management and Coordination
a. The CONSULTANT will coordinate all the work tasks to keep the project engineering and
ancillary tasks on schedule.
b. The CONSULTANT shall coordinate with other projects currently underway including South
Transit Center, Transfort maintenance facility extension, Troutman Underpass and NRCC
Pedestrian Bridge.
c. Attend progress meetings once per week at City offices (BRT Tuesdays). Prepare agenda
and meeting minutes for meetings.
d. Coordinate and facilitate technical working group meetings during MAX November.
e. Prepare monthly progress reports.
f. Prepare monthly invoices with percent complete per task category.
g. Identify and prepare design criteria.
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
2. Proiect Initiation
a. The CONSULTANT shall gather and review all available project data including: preliminary
design plans, environmental assessment, FONSI, utility plans, survey data, drainage reports,
Spring Creek floodplain data, key stakeholder mailing addresses, and traffic studies.
b. Schedule and conduct kick-off meeting with agency representatives including, including
City departments.
c. Prepare project schedule and assign tasks.
3. Agency Coordination
a. The CONSULTANT shall Coordinate with all affected agencies along the corridor including:
City Departments, CDOT, FTA, utility companies, ditch companies, property/business
owners, Downtown Development Authority, Downtown Business Association, Colorado
State University and Colorado State University Research Foundation.
b. Agency Coordination includes the project kick-off meeting and subsequent meetings as
addressed under Task 4. Public Involvement.
4. Public Involvement
a. The CITY shall provide a data base of mailing addresses, maintain the Mason Project
website, and release advertisements and press releases.
b. CONSULTANT will establish and maintain a computerized list of all appropriate interested
parties for the communication process. The list will be used for notices regarding public
meetings, mailings, newsletters, or other communication as appropriate.
1) The information on the list shall include as a minimum:
i. Name
ii. Firm/organization (if any)
iii. Mailing/E-mail address
iv. Phone/Fax number
2) The contacts will be compiled from the list below and as supplemented by the
Project Team, and the attendees at public meetings.
i. Public Agencies
H. Elected/Appointed Officials
Hi. Neighborhood Groups
iv. Property Owners/Tenants
v. Business Interests
vi. Special Interests
vii. Railroads
viii. Media Contacts
c. Meetings - The types and number of meetings shall be flexible and determined by an
interactive process as approved by the CITY/CPM. Minutes of these meetings shall be
provided to the CITY/CPM and all participants.
1) Conduct BRT November with the CITY, CPM, and key stakeholders (determined
from the contact list). BRT November's goal will be to agree upon design
decisions that will allow the project's elements to proceed into final design. This
will be accomplished via technical work groups focused on finalizing key design
decision about stations, structural elements, traffic and intersections, urban
2
For clients such as the Colorado Department of Transportation, the Regional Transportation District, and various
Colorado cities and counties, they have successfully carried out projects that involve highway, interchange, and
arterial design; bridge and wall design; traffic engineering; transportation planning; utilities; signing and striping;
construction traffic control; and construction management.
Hartwig & Associates concentrates on managing project constraints and providing clients with the highest quality
products that address their goals and exceed their expectations. Hartwig includes 19 engineering and construction
management staff, which consist of four professional engineers, six construction observers, one project engineer,
three senior technicians, a computer -aided design and drafting (CADD)/computer specialist, and four support staff.
17 Aqua Engineering, Inc. began with irrigation systems design for commercial projects and
small parks. Within five years, the firm was using its expertise and practical, down-to-earth
Aqua Engineering, Inc. understanding to design irrigation systems in Colorado, California, and Texas and places as
1v trm water soru om
far away as Kuwait, Saudi Arabia, and Qatar. Today, Aqua Engineering continues to provide
innovative water solutions to a diverse clientele. Their approach to excellence in solving irrigation challenges has
earned them a reputation for pioneering innovations within the irrigation industry. Aqua provides their clients with a
competitive advantage by applying state-of-the-art technologies to their designs.
The value of Aqua Engineering is not only measured in their contribution to the design team, it is also measured by
their contribution to the environment. Aqua's founders have a keen understanding of the value of water. This respect
and knowledge of the environment can be seen today through the innovative water solutions that their engineers
apply to each and every project.
p_ BSF, Inc. was founded in May 2003 as an engineering design and solutions company that
specializes in meeting the engineering needs of the Rocky Mountain Region. Their team has ■
provided local, state, and federal clients with civil engineering, CADD, and information technology
services. More specifically, BSF designs highways, streets, trails, and sites and provide plan review and quality ■
assurance/quality control. We also provide CADD support, standardization, and training and general technology
support services. They have worked in Colorado, New Mexico, Arizona, Oklahoma, and Oregon. BSF Inc.'s ■
extensive transportation design and technology consulting experience brings a real world approach to projects that
meets our client's needs and surpasses their expectations.
Firmly rooted on the shoulder of the Rocky Mountain Front Range, Jim Sell Design, Inc. is
based in Fort Collins, Colorado. Since 1975, their team has been providing innovative site -design ■
and land -planning solutions. Their multidisciplinary team of landscape architects, civil engineers,
project planners, technical staff, graphic designers/computer modelers, and administrative staff ■
crafts products that are different and remarkable for myriad clients throughout Colorado and in
surrounding states. Jim Sell Design clients include universities, municipalities, community parks, high-tech firms,
commercial- and residential -development firms, and private homeowners.
MAX BRT
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
design and aesthetics, branding, and coordination with transit oriented
development and other City plans, and railroad coordination.
2) Small Group Meetings (one-on-one) - Meet with property and business owners
or others directly affected by the project work to identify likely impacts and
discuss possible mitigation or resolutions.
3) Public Open House - This meeting will be held at the completion of the 65%
plans to update the public on the status of the project and to present details of
the project.
d. Communication Aids
1) Notifications/Media — CONSULTANT shall provide message and content to
publicize the project in accordance with the CITY policies and procedures.
2) Graphics Support - Provide the graphics for presentations, outreach and project
documents. This may include slides, overhead projector slides, maps and plan
views of the design, computerized presentations and other displays for visual
presentations at meetings.
3) Newsletter - A newsletter which will contain project progress information and
announcements will be published at the specified interval and will be
distributed to those on the "contact list" specified by the CITY/CPM.
4) Local Office - Obtain and maintain an office within the project area to conduct
small group meetings and provide displays/information to the public.
5. Fare Collection Feasibility Study
a. Gather specific information from Transfort on the current fare collection equipment, fare
policies/media, and fare collection procedures, as well as the vehicles/station to be used
for the BRT
b. In coordination with Transfort, establish a set of conceptual fare collection alternatives
c. Define preliminary designs for the conceptual alternatives
d. Prepare an alternatives evaluation and identify a recommended approach
e. Prepare total expected capital costs and operating costs of the recommended approach for
the next 5 years
6. Brand Development
a. Background/Research Interviews with Client
1)
Goals/Vision
2)
Understanding the Market (ongoing)
3)
Obstacles
4)
Input/Interviews with Clients and Key Vendors
5)
Target Audience
6)
Target Area
7)
Intended Use
8)
Key Messages
9)
Single Net Impression
b. Survey/Evaluate the Market
1)
Electronic
2)
Intercept (off the street)
3)
Mailing
3
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
c. Compare/Contrast to Like Entities or Competition
d. Interview with CITY and Key Vendors/Contributors
e. Share Discovery Findings with Clients
f. Project Creation
1) Creative Brief (foundation for project visual and text messaging)
2) Development of Ideas Based upon Above
3) With CITY Identity/Select 2-3 Viable Conceptual Approaches
4) Further Refinement/Development of Select Concepts
5) Market Feedback on 2-3 Refined Concepts
6) Present 2-3 Refined Concepts to CITY with Target Group Inputs
g. Decision
1) Public Opinion Sessions
2) Client Input Sessions
3) Select Final Deliverable
4) Further Refinement if Needed
h. Application
1) Style/Brand/Usage Guideline
2) Medium: Print, Electronic, Etc
3) Media Plan
4) PR Plan.
5) Support
i. The Deliverable/Program
j. Follow-up/tracking
k. Metrics
7. Final Design
a. BRT Roadway Design and Roadside Development
1) BRT and Ancillary Roadway design
i. Check and plot survey data
ii. Prepare and present up to 6 alternatives to the 30% Plans to include at a
minimum:
- Station location and structure analysis at intersection with Harmony
- Guideway alignment at Bay Farms
- Guideway alignment between Spring Creek and Prospect
- Designated Guideway on McClelland
iii. Adjust horizontal and vertical alignments of the guideway to meet drainage,
station and stop needs.
iv. Adjust horizontal and vertical alignments of adjacent roadways to improve
intersections with the guideway.
V. Check horizontal and vertical alignments against all design criteria.
Necessary variances and/or design decisions will be identified with
justification and concurrence by CITY and CDOT.
vi. Layout intersection design for each roadway crossing, features to include:
- Island geometry
- Curb returns
- Cross walk locations
4
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
- Inlet locations
vii. Provide alignments, toes of slope and pertinent design features, including
permanent and temporary impacts.
viii. Plot/develop all required information on the plans in accordance with all
applicable CITY and CDOT policies and procedures
ix. Generate a 3 dimensional design model and produce quantities
2) BRT and Ancillary Roadway Roadside Design - For roadside items including but
not limited to, guardrails, delineators, landscaping, sprinkler systems, sound
barriers, bike paths, sidewalks, lighting and curb ramps provide the following:
Layouts in the plans
i. Critical locations in the plans for irrigation sleeves and other utility conduits
underneath the proposed roadways.
ii. Coordinate the roadside items with the Storm Water Management Plan
(SWMP).
iii. Analyze clear zone requirements and warrants for roadside safety
mitigation and barriers.
iv. Determine needs for design variances
V. Prepare variance requests and documentation
3) Incorporate final right-of-way into final roadway plans.
b. Construction Phasing
1) A construction phasing plan shall be developed which integrates the
construction of all the project work elements into a practical and feasible
sequence. This plan shall accommodate the existing traffic movements during
construction (detours).
2) A corresponding detailed traffic control plan will not developed.
c. Lighting Plans
1) After approval of the locations of the lights, the lighting design will be
completed with the following information shown on the plan sheets:
i. Circuit type and voltage of power source
ii. Location of power source (coordinated with the utility engineer)
iii. Lumina ire type and lumens
iv. Light standard type and mounting height
V. Bracket arm type and length
vi. Foundation details
vii. Size and location of electrical conduit
viii. Locations of power sources(s)/lighting control center(s) (if appropriate)
ix. Location of direct burial cable
X. Size of wiring and/or direct burial cable
2) Coordinate with local entities
d. Landscaping
1) Prepare final wetland, weeding, landscape, revegetation plans
2) Prepare planting, bioengineering, and revegetation details
3) Prepared technical specifications for revegetation and landscaping
e. Irrigation
1) Prepare final irrigation plans and specifications
f. Hydrology/Hydraulic Engineering
5
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
1) Hydrology
i. Review drainage basin data: delineation, size determination, waterway
geometrics, vegetation cover, land use.
ii. Collect historical data; research flood history and previous designs in the project
proximity; and obtain data from other sources (e.g., Stormwater Division of the
Fort Collins Utilities Department Colorado Water Conservation City
Maintenance, and local residents).
iii. Select a storm frequency based on the City of Fort Collins Stormwater Utility
Storm Drainage Design Criteria and Construction Standards.
iv. Perform a hydrological analysis using existing studies or approved methods (see
City of Fort Collins Stormwater Utility Storm Drainage Design Criteria and
Construction Standards.)
v. Perform a risk analysis.
2) Hydraulics
i. Review and verify 65% design of minor drainage structures:
- Location and crossing alignment. Channel centerline by BRT station or
coordinates
- Analysis at BRT stops.
- Allowable headwater.
- Degree of sediment and debris problems to be encountered, including
abrasion and corrosion.
- Type, size, shape and material of the structures.
- Structure cross -sections
- Drainage Report.
- High water level.
ii. A water surface profile and complete hydraulic analysis is required for major
structures. Determine/verify the following:
- Water surface profile and hydraulic analysis
- Required hydraulic size and skew of the bridge
- Minimum low girder elevation using City of Fort Collins Stormwater
Utility Storm Drainage Design Criteria and Construction Standards.
- The design year frequency
- The design year and 500 year high water elevations
- Predicted total scour profile for design year and 500 year scour
- The channel erosion protection for structures
iii. Recommend culvert pipe sizes, type, shape and material for proposed detours.
3) Storm Water Management Plan
i. Initiate a Storm Water Management Plan in accordance with:
- Municipal Separate Storm Sewer Systems (MS4)
- Current CITY practices
4) Spring Creek floodplain permitting and modeling of Spring Creek
i. Will be completed by the CITY.
ii. CONSULTANT will coordinate with CITY floodplain consultant.
5) Irrigation Ditches
i. Investigate alternatives to BRT box culvert over the Larimer Ditch
ii. Design of ditch improvements
0
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
g. Utility Coordination
1) CONSULTANT shall verify accuracy of utility locations on preliminary plans.
2) Identify where additional utility information is required and coordinate with
CITY/CPM. Supplemental utility potholing will be provided by the CITY.
3) Support CITY/CPM in negotiations with utility agreements.
4) Identify utility conflicts and propose potential relocations.
h. Railroad Agreement Coordination
1) CONSULTANT shall coordinate design activities as necessary to support CITY/CPM in
their negotiation of railroad agreements.
2) The CITY will prepare Railroad Agreements and PUC Application.
i. Right -of -Way Plans
1) CONSULTANT shall prepare right-of-way ownership and acquisition plans based on
legal descriptions and property ownership data provided by the CITY.
2) CITY shall complete property acquisition documents including legal descriptions.
j. Traffic Engineering
1) Review traffic operations analysis and or the safety assessment report.
2) Analyze the proposed project design with the traffic projection data
3) Recommend the appropriate geometry (i.e., number of lanes, auxiliary lanes, storage
lengths, weaving distances, etc.) in accordance with the current or most recent
version of Highway Capacity Manual.
4) The proposed design shall be reviewed to ensure compatibility with existing signing
procedures.
5) Use traffic data appropriate to the anticipated construction timing in developing
detour alternatives.
6) Prepare and provide permanent signing/pavement marking plans
7) Signalized intersections:
i. Prepare and provide the signal warrant study
ii. Prepare plan sheet with intersection condition diagrams and required
traffic signal design and forward to appropriate agency. Prepare 1 inch to
20 foot scale intersection plan sheet for each intersection which will have
a traffic signal designed for it.
8) CITY shall complete traffic signal timing, modeling, priority and preemption, and
coordination with BNSF train signal systems.
k. BRT MIS Plans
1) CITY will design BRT transit audio/visual communications, video surveillance,
advanced traveler information and fare collection equipment.
2) CONSULTANT will prepare plans and specifications in accordance with the CITY's
design.
I. Structure Design - structures shall be designed in accordance with the CDOT Bridge Design
Manual and AASHTO LRFD Specifications. Analysis of culvert extension vs. bridges and
additional retaining walls are included.
The following structures are included:
• Culvert extensions — Mail Creek, New Mercer Ditch, Sherwood Lateral, Spring Creek
Trail, Spring Creek
• Retaining Walls — Mail Creek/New Mercer Ditch, Bay Farm Station, Spring Creek
7
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
floodplain
• Box Culvert — Larimer Canal box culvert and open channel
1) Structural Data Collection - the following data, as applicable, shall be collected:
typical roadway section, roadway plan and profile sheets showing alignment data,
topography, utilities, preliminary design plan, Right -of -Way restrictions, preliminary
hydraulics and geology information, environmental constraints, guardrail types,
recommendations for structure type, and architectural recommendations.
2) Structure Selection Working Session - This working session will be a collaborative
process focused on establishing goals, defining engineering constraints, and
documenting decisions regarding the structures on the corridor.
i. Review the structure site data to determine the requirements that will
control the structure size, layout, and type. Provide supporting data and
recommendations as necessary to finalize the structure data.
ii. Determine structure layout alternatives. Determine structure width, length
and span configuration that satisfy all horizontal and vertical clearance
requirements.
iii. Determine structure type alternatives.
iv. Prior to selection of a structure type, develop a project budget with CITY.
V. Determine foundation alternatives. Obtain foundation borings from CITY.
vi. Complete preliminary quantities and cost estimates using CDOT bid items as
necessary to evaluate and compare the structure layout and type
alternatives.
vii. Evaluate the structure alternatives. Establish the criteria with the CITY for
evaluating and comparing the structure alternatives that, in addition to cost,
encompass all aspects of the project objectives. Based on the criteria, select
the optimum structure layout and type with the CITY.
viii. Prepare preliminary general layout for the recommended structure.
3) Structure Selection Report/Memo —walls and bridges
Summarize the structure site data used to select and layout the structure.
Include the following:
- Project site plan
- Roadway vertical and horizontal
alignments and cross sections at the
structure.
- Construction phasing
- Utilities on, below and adjacent to the
structure.
Hydraulics: channel size and skew, design
year frequency, minimum low girder
elevation and design year and 500-year
water surface elevations.
Preliminary geology information for
structure foundation.
Architectural requirements.
W
m
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
Report on the structure selection working session including CITY's concurrence
regarding selected structure type. Include the following:
- Discuss the structure type and layout.
- Define the criteria used to evaluate the
structure alternatives and how the
recommended structure was selected.
- Provide a detailed preliminary cost
estimate and general layout of the
recommended structure(s).
4) Structure Final Design
i. Review CITY accepted general layout, foundation recommendations,
accepted hydraulic report and comments.
ii. Revise the general layout and proceed with the final design as necessary
to incorporate all review comments.
iii. Perform the structure analysis. Provide the superstructure and
substructure design. Document with design notes, detail notes and
computer output.
5) Preparation of Structural Plans and Specifications
i. Prepare all detail drawings in accordance with the CDOT Bridge
Detailing Manual, CDOT Design Guide and CDOT Bridge design Manual.
ii. Complete the computer runs/calculations.
iii. Prepare the plan sheets.
iv. Prepare special provisions applicable to the project.
V. Compute quantities and complete the quantity summary.
6) Design, Detail and Quantity Check
i. Perform independent design check of calculations.
ii. Perform independent detail check of plans.
iii. Revise all plan sheets and design notes to reflect and deficiencies found
in the design and detail check.
iv. Compute and compare second set of quantities in accordance with
CDOT Detailing Manual.
7) Structure Final Review Plans and Specifications
i. Make final plan and special provision corrections.
ii. Complete cross-referencing plans.
iii. Prepare bridge rating package.
iv. Prepare field package.
Environmental Permitting — task is concurrent with final design and must be completed
prior to the advertisement for construction. Task will ensure that all mitigation
commitments within FONSI are incorporated in final design and construction plans. No
modifications, revisions, or supplements to the EA / FONSI are included.
1) Wetlands mitigation
i. It is assumed that a USACE nationwide permit #14 will be sufficient and
a PNC will be developed by the CONSULATANT
ii. Analysis and coordination for mitigation site west of Wetland 7.
iii. Coordination with the Corps to confirm the wetland mitigation.
2) Hazardous materials mitigation
E
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
i. Development of specifications to address work health and safety during
construction in potentially contaminated soil and groundwater
conditions.
ii. Additional soil and groundwater sampling in the vicinity of Pitkin Street,
Prospect Road, and McClellan Drive where groundwater could be
encountered during construction.
3) Threatened and endangered species review
i. Review EA and FONSI regarding potential of federal and state listed
threatened, endangered, or sensitive species of their habitats being
present in the study area, particularly aquatic and riparian species that
may be impacted by the project. It is assumed that as long as
construction impacts will be occurring on the east side of the railroad at
Spring Creek, no additional coordination will be required.
ii. Presence/absence surveys are not included.
4) 401 (Water Quality Certification) Permit Application
5) NPDES Storm Water Permit for Construction Activities
6) Historic mitigation services associated with the removal of the existing Public
Services Substation at Prospect Road is not included and is being completed by the
CITY.
k. BRT Stations and Stops
1) Eight station and eight stop locations are identified for MAX BRT. The CONSULTANT
shall advance the design of stations and stops from the preliminary design level
provided in the preliminary plans to complete final design
2) Civil and Architectural Design for Stations/Stops
i. Site Layout
ii. Pedestrian Circulation
iii. Architectural Elements
iv. Coordination of Transit System components
3) Prepare materials for and present BRT station alternatives and solicit input into the
design at two City Council work sessions. Collect input on station design during
public and agency coordination addressed as part of Task 4. Public Involvement.
I. 65% Design Submittal
1) Plans. 65%plans shall comply with the requirements of the CITY, CDOT and FTA and
will include: title sheet, typical sections, general notes, BRT plan/profile sheets, BRT
station site plans, BRT fiber-optic plan/profile, landscape plans, storm drainage
plans/profiles/details, structure layouts, signing and pavement marking plans, traffic
signal plans, cross sections, and right-of-way plans. The plan/profile sheets will
include the following: all existing topography, survey alignments, projected
alignments, profile grades, ground line, existing ROW, rough structure notes
(preliminary drainage design notes), existing utility locations, preliminary earthwork
(plotted cross sections at critical points with roadway template), catch points,
proposed right -of way, and easements. The BRT station site sheets will include the
following: transit and MIS system components, fare collection equipment, lighting,
architectural and urban design elements.
2) Specifications in FTA format.
3) Construction cost estimate based on 2010 data in FTA format.
10
■ Michael Baker Jr., Inc.
Scope of Services
. 7073 Mason Corridor MAX BRT Final Design
October 2, 2009
4) The 11"x17" plans shall be reproduced and distributed by the CONSULTANT.
5) Schedule and facilitate the 65% design review meeting and prepare and distribute
. meeting minutes.
6) Track review comments and actions items.
7) Obtain documented acceptance from all reviewers.
■ 8) Revise 65% design plans and cost estimate to incorporate review comments for the
CITY's use as part of the Project Funding Grant Agreement (PFGA) application. CITY
shall make all submittals to FTA.
m. 90% Design Submittal
1) Plans. 90% plans shall comply with the requirements of the CITY, CDOT and FTA
and be completed to a design level in accordance with CDOT procedural directive
for Final Office Review (FOR). 90% plans will include: title sheet, typical sections,
general notes, BRT plan/profile sheets, BRT station site plans, BRT fiber-optic
plan/profile, landscape plans, storm drainage plans/profiles/details, structure
layouts, signing and pavement marking plans, traffic signal plans, grading and
drainage plans, storm water management plans, quantity tabulations, design
details, MIS systems, landscaping, lighting, architectural and urban design elements,
cross sections, and right-of-way plans. The plan/profile sheets will include the
following: all existing topography, survey alignments, projected alignments, profile
grades, ground line, existing ROW, rough structure notes (preliminary drainage
design notes), existing utility locations, preliminary earthwork (plotted cross
sections at critical points with roadway template), catch points, proposed right -of
way, and easements. The BRT station site sheets will include the following: transit
and MIS system components, fare collection equipment, lighting, architectural and
urban design elements.
2) Specifications in FTA format.
3) Construction cost estimate based on 2010 data in FTA format.
4) The 11"x17" plans shall be reproduced and distributed by the CONSULTANT.
S) Schedule and facilitate the 90% design review meeting and prepare and distribute
meeting minutes.
6) Track review comments and actions items.
7) Obtain documented acceptance from all reviewers.
n. Construction Bid Package Submittal
1) Revise 90% design plans and cost estimate to incorporate review comments.
2) Construction cost estimate based on 2010 data in FTA format.
3) Prepare construction bid package including plans, specifications and supporting bid
documents. Two separate bid packages are anticipated. General conditions and bid
requirements provided by the CITY.
7. Construction Bid Services
■ a. Participate in pre -bid meeting.
b. Respond to bid inquiries and RFI's.
c. Issue bid addenda.
■
8. Deliverables
■ a. 65% Plans
11
Michael Baker Jr., Inc.
Scope of Services
7073 Mason Corridor MAX BRT Final Design
October 2, 2009
■
b.
90% Plans
c.
Construction bid documents
■
d.
Specifications
e.
FTA format construction cost estimates
f.
ROW plans
g.
Branding
h.
Structure Selection Report/Memo
i.
Drainage Report
■
j.
401 (Water Quality Certification) Permit Application
k.
NPDES Storm Water Permit for Construction Activities
■
I.
Fare Collection Feasibility Study
"as
m.
CD of -built" drawings in AutoCAD format
n.
Meeting minutes
o.
Project Management Plan for Final Design
■
p.
QA / QC Plan for Final Design
12
E NEFounded in 1987, Northern Engineering has an established and respected reputation based on
technical expertise, strong communication, and personal and professional service. Their exceptional
■ team skills and dynamic personalities have enabled them to grow steadily over the past twenty years to
a staff of 43 that includes 14 Professional Engineers and 3 Registered Land Surveyors. From their newly constructed
offices in the Old Town Lofts complex in downtown Fort Collins, their designs can be seen throughout Front Range
communities, Denver's urban areas, and Colorado's resort towns. Northern Engineering pursues excellence in all
■ areas of civil engineering, land surveying, and geographic information systems. Combining the intimacy of a small
company with the professionalism of a large firm, Northern Engineering strives to create desirable communities
■ through engineering relationships, sustainable practices, and legacies.
Sage Marketing Group is a full service, open source marketing organization with over a decade
■, of experience in business -to -business and business -to -consumer marketing, communications, and
SAGE MARKETINGbusiness development. Sage Marketing Group breaks the traditional model of communications/
MGROUP.M. advertising agencies by carrying no creative staff (designers/writers) on board. Instead, they
Wisdom Guides Success
outsource the best creative resource(s) for the project at hand. The cost reduction in overhead
■ saved by this model is then delivered to our clients. Our clients not only benefit from the cost savings, but the model
also allows creative entities to be chosen based upon experience. Unlike traditional agencies, Sage does not just
use whoever is currently on staff. The end result is better strategy and compelling creativity at a better price. Sage
■ provides full service, traditional advertising agency services that include creation of ads, websites, direct response
programs, and branding with a commitment to meeting objectives, staying within budget, and showing the return of
investment.
The Gault Company, Inc. Since 1954, the Gault family has developed and assisted with bus fleet
branding and transit advertising sales throughout Colorado and the Pikes Peak Region. They excel in the creation,
.promotion, and maintainence of high -quality display programs and branding. The Gault Company now owned, and
managed by Roy Gault continues its commitment to implementing, and managing an innovative marketing Transit
Ad and branding programs, through its long-standing advertising and transit vendor relationships, both locally and
nationally. The Gault company enjoys a sound reputation for service, fairness and integrity in all its business
dealings, and remains one of the last independently owned and highly respected transit operations in the country
today. Roy Gault has recently completed branding projects with the City of Colorado Springs Transit operations,
Front Range Express (FREX), and Ute Pass Express transit fleets in Colorado.
i
=MAX BRT
Schedule
No Text
ID
WBS
Task Name
Duration
Start ust
M
1
1.8
RFP Development
189 days
Thu 9l3/09
2
1.B.0
Utilities Coordination & PE Plan RFP Development
189 days
Thu 9/3/09
3
1.B.C.3
PE Plan RFP Development
189 days
Thu 9/3/09
4
1.B.C.3.3
Final RFP Package
0 days
Thu 9/3/09
5
1.B.C.3.4
Pre -proposal Meeting
0 days
Wed 9/16/09
6
1.B.C.3.5
RFP Proposals Due
0 days
Fri 10/2/09
7
1.B.C.3.7
Gather and Review all available data
30 days
Thu 9/3/09
8
1.B.C.3.8
Selection of Short Listed Firms
0 days
Fri 10/9/09
9
1.B.C.3.9
Conduct Interviews of Short Listed Teams
1 day
Mon 10/19/09
10
1.B.C.3.10
Select Consultant
3 days
Tue 10/20/09
11
1.B.C.3.11
Notify Selected Team
0 days
Fri 10/23/09
12
1.B.C.3.12
Negotiate Consultant Contract
5 days
Fri 10/23/09
13
1.B.C.3.13
Notice to Proceed
0 days
Thu 10/29/09
14
1.B.C.3.14
Project Kickoff Meeting
0 days
Thu 10/29/09
15
1.B.C.3.15
Agency Coordination
90 days
Fri 10/30/09
16
1.B.C.3.16
Utility Coordination
90 days
Fri 10/30/09
17
1 R
1.B.C.3.17
1 R (` 1 17 1
Public Involvement
Small ('rni i.p MPPtingc Pracpntntinng
85 days
Fri 10/30/09
19
1.B.C.3.17.2
and
Prepare for Open House
RF ria)/c
10 days
Fri 1 n/9r1/Oq
Tue 2/16/10
20
1.B.C.3.17.3
Present at Open House
0 days
Mon 3/1/10
21
1.B.C.3.18
Fare Collection Feasibility Study
82 days
Fri 10/30/09
22
1.B.C.3.18.1
Coordination and recommendations
22 days
Fri 10/30/09
23
1.B.C.3.18.2
Feasiblity Study
40 days
Tue 12/1/09
24
1.B.C.3.18.3
Review
10 days
Thu 1/28/10
25
1.B.C.3.18.4
Submit Report
10 days
Thu 2/11/10
26
1.B.C.3.19
Brand Development
82 days
Fri 10/30/09
27
1.B.C.3.19.1
Coordination
22 days
Fri 10/30/09
28
1.B.C.3.19.2
Create Branding and Recommendations
40 days
Tue 12/1/09
29
1.B.C.3.19.3
Review
10 days
Thu 1/28/10
30
1.B.C.3.19.4
Finalize
10 days
Thu 2/11/10
31
1.B.C.3.20
Right of Way Plans
148 days
Fri 10/30/09
32
1.B.C.3.20.1
Collect final legal descriptions and exhibits
118 days
Fri 10/30/09
33
1.B.C.3.20.2
Prepare Right of Way Plans
30 days
Fri 4/16/10
34
1.B.C.3.21
Environmental Permits
148 days
Fri 10/30/09
35
1.0
Design/Bid Build
232 days?
Thu 9/3/09
36
1.C.A
Final Design
232 days?
Thu 9/3/09
37
1.C.A.1
�,1,i `-Jreet Two -Way Conversion
0 days
Thu 9/3/09
38
1.C.A.2
BRT (Guideway\Stations\Stops\Lots1STC)
232 days?
Thu 9/3/09
39
1.C.A.2.1
MAX NOVEMBER
22 days
Fri 10/30/09
40
1.C.A.2.2
Typical Section
133 days?
Thu 9/3/09
41
1.C.A.2.2.1
Pavement Thickness (Geotechnical)
1 day
Thu 9/3/09
42
1.C.A.2.2.2
Guideway
1 day?
Thu 9/3/09
43
1.C.A.2.2.3
Station and Stop Platforms
20 days
Fri 10/30/09
44
1.C.A.2.2.4
Park-n-Ride Lots
20 days
Fri 10/30/09
45
1.C.A.2.2.5
South Transit Center
1 day?
Thu 9/3/09
46
1.C.A.2.2.6
Mason Trail
1 day?
Thu 9/3/09
47
1.C.A.2.3
Demolition and Removals
1 day?
Thu 9/3/09
48
1.C.A.2.3.1
PSCO Building Demolition
1 day?
Thu 9/3/09
49
1.C.A.2.3.2
MiscellaneOLis Removals
1 day?
Thu 9/3/09
50
1.C.A.2.4
Horizontal Alignment
68 days?
Thu 9/3/09
51
1.C.A.2.4.1
Guideway Control line Alignment\Layout
27 days
Fri 10/30/09
52
1.C.A.2.4.1.1
South Transit Center to Horsetooth
5 days
Tue 12/1/09
53
1.C.A.2.4.1.2
Horsetooth to Drake
5 days
Tue 12/1/09
54
1.C.A.2.4.1.3
Drake to Bay Farm
5 days
Fri 10/30/09
55
1.C.A.2.4.1.4
Bay Farm to Prospect
5 days
Tue 12/1/09
56
1.C.A.2.4.1.5
Prospect to University
5 days
Fri 10/30/09
57
1.C.A.2.4.1.6
University to Downtown Transit Station
5 days
Tue 1211/09
58
1.C.A.2.4.2
Mason Trail
1 day?
Thu 9/3/09
59
1.C.A.2.4.3
Crossing Alignments
5 days
Tue 12/1/09
60
1.C.A.2.4.3.1
Harmony Road
1 day
Tue 12/1/09
September October November December January February March April May June
E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M
9/35/27
9/3 5/27
9/3 'cam .. 5/27
913 =;a 9/3
9/3
6 :, 9/16
10/2 �a 10/2
10/!) � 10/9
10/19 F 1 /19
10/20 0/22
10/23 ®-,10/23
10/23 10/29
10/29 = 10/29
10/29 - 10/29
10/30
10/30
10/30 -
10/30
913 rp
9/3
9/3 7
9/3
913
10/311
11130
9/3
9/3 /3
9/3 /3
10/3
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10/3
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9/3 p 9/3
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913 ' 9/3
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1
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311
311 ;,7 3/1
3/10
5127
July Auqust
E B M E B M E
7127
7/27
VO4FA
Teal - By Others
Blue - MAX November
reen - Green Light
Red - Red Light
Project: \\LAKEFS1\ADMIN\Proposals Task Progress Summary External Tasks Deadline
Date: Fri 10/2/09 Split Milestone ® Project Summary External Milestone
Fri 10/2/09 7073 Mason Corridor MAX BRT Final Design 1 of 6
�
vvo� I dZIn rvdine
Uuration
Start
Finish Predecessors
ust Septembe October
November
December
January
February
March _ April May June July August
59
1.C.A.2.4.3
Crossing Alignments
5 days
Tue 1211109
Mon 12/7/09
M E B M E B M E
B M E,
12/1
B
M E B M E
12/7
B
M E B M E B M E B M E B M E B M E B M
60
1.C.A.2.4.3.1
Harmony Road
1 day
Tue 12/1/09
Tue 12/1/09 39
12/1
1
1
61
1.C.A.2.4.3.2
Troutman Parkway
1 day
Wed 12/2/09
Wed 12/2/09 60
12/2
1
2
62
1.C.A.2.4.3.3
Horsetooth Road
1 day
Thu 12/3/09
Thu 12/3/09 61
12/3
1
/3
63
1.C.A.2.4.3.4
McClelland Drive
1 day
Tue 12/1/09
Tue 12/1/09 39
12/1
1
1
64
1.C.A.2.4.3.5
Swallow Road
1 day
Wed 12/2/09
Wed 12/2/09 63
12/2
1
2
65
1.C.A.2.4.3.6
Harvard Street
1 day
Thu 12/3/09
Thu 12/3/09 64
121
1
/3
66
1.C.A.2.4.3.7
Drake Road
1 day
Fri 12/4/09
Fri 12/4/09 65
121
l4
67
1.C.A.2.4.3.8
Prospect Road
1 day
Tue 12/1/09
Tue 12/1/09 39
12/1
'1Z
1
68
1.C.A.2.4.3.9
Lake Street
1 day
Wed 12/2/09
Wed 12/2/09 67
1212
1
2
69
C.A.2.4.3.10
Pitkin Street
1 day
Thu 12/3/09
Thu 12/3/09 68
12/
1
/3
70
C.A.2.4.3.11
University Avenue
1 day
Fri 12/4/09
Fri 12/4/09 69
12/
/4
71
C.A.2.4.3.12
Old Main Drive
1 day
Tue 12/1/09
Tue 12/1/09 39
12/1
1Z
1
72
C.A.2.4.3.13
Laurel Street
1 day
Wed 12/2/09
Wed 12/2/09 71
12/2
1
2
73
C.A.2.4.3.14
Mulberry Street
1 day
Thu 12/3/09
Thu 12/3/09 72
12/
1
/3
74
C.A.2.4.3.15
Olive Street
1 day
Fri 12/4/09
Fri 12/4/09 73
12/
/4
76
1.C.A.2.4.4
South Transit Center
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 Q 9/3
77
1.C.A.2.5
Vertical Profiles
113 days?
Thu 9/3/09
Wed 2/10/10
9/3
2/10
78
1.C.A.2.5.1
Guideway Control Line Profile
27 days
Fri 11/6/09
Mon 12/14/09
111
-
12/14
79
1.C.A.2.4.1.1
South Transit Center to Horsetooth
5 days
Tue 12/8/09
Mon 12/14/09 52
80
2.1.2.2.9.1.2
Horsetooth to Drake
5 days
Tue 12/8/09
Mon 12/14/09 53
81
2.1.2.2.9.1.3
Drake to Bay Farm
5 days
Fri 11/6/09
Thu 11/12/09 54
82
2.1.2.2.9.1.4
Bay Farm to Prospect
5 days
Tue 12/8/09
Mon 12/14/09 55
83
2.1.2.2.9.1.5
Prospect to University
5 days
Fri 11/6/09
Thu 11/12/09 56
84
2.1.2.2.9.1.6
University to Downtown Transit Station
5 days
Tue 12/8/09
Mon 12/14/09 57
85
1.C.A.2.5.2
Curb and Gutter Profiles
42 days
Fri 11/13/09
Wed 1/13/10
11
1
1/13
86 1.C.A.2.5.2.1 South Transit Center to Horsetooth 5 days Tue 12/15/09 Mon 12/21/09 79
87
1.C.A.2.5.2.2
Horsetooth to Drake
5 days
Tue 12/15/09
Mon 12/21/09 80
88
1.C.A.2.5.2.3
Drake to Bay Farm
5 days
Fri 11/13/09
Thu 11/19/09 81
89
1.C.A.2.5.2.4
Bay Farm to Prospect
5 days
Tue 12/15/09
Mon 12/21/09 82
90
1.C.A.2.5.2.5
Prospect to University
5 days
Fri 11/13/09
Thu 11/19/09 83
91
1.C.A.2.5.2.6
University to Downtown Transit Station
20 days
Tue 12/15/09
Wed 1/13/10 84
92 1.C.A.2.5.3 Mason Trail 1 day? Thu 9/3/09 Thu 9/3/09 9/3 y 9/3
93
1.C.A.2.5.4
Intersection Details
57 days
Fri 11/20/09
Wed 2/10/10
/20
2/10
94 1.C.A.2.5.4.1 South Transit Center to Horsetooth 6 days Tue 12/22/09 Wed 12/30/09 86
95
1.C.A.2.5.4.2
Horsetooth to Drake
6 days
Tue 12/22/09
Wed 12/30/09 87
96
1.C.A.2.5.4.3
Drake to Bay Farm
6 days
Fri 11/20/09
Fri 11/27/09 88
97
1.C.A.2.5.4.4
Bay Farm to Prospect
6 days
Tue 12/22/09
Wed 12/30/09 89
98 1.C.A.2.5.4.5 Prospect to University 6 days Fri 11/20/09 Fri 11/27/09 90
99
1.C.A.2.5.4.6
University to Downtown Transit Station
20 days
Thu 1/14/10
Wed 2/10/10 91
100 1.C.A.2.5.5 Park-n-Ride Lots 1 day? Thu 9/3/09 Thu 9/3/09 9/3 9/3
101
1.C.A.2.5.6
sr, )th Transit Center
1 day?
Thu 9/3/09
Thu 913/09
9/3 7 9/3
102
1.C.A.2.6 Facilities Layout
77 days?
Thu 9/3109
Fri 12/18/09
9/3 0
2/
8
103
1.C.A.2.6.1
Stations and Stops
16 days
Fri 11/27/09
Fri 12/18/09
11/27
12118
104
1.C.A.2.6.1.1
Harmony Station
2 days
Fri 11/27/09
Mon 11/30/09 43
11/2
11/
105
1.C.A.2.6.1.2
Troutman Station
2 days
Tue 12/1/09
Wed 12/2/09 104
1
1
12
106
1.C.A.2.6.1.3
Horsetooth Station
3 days
Fri 11/27/09
Tue 12/1/0943
11/2
2
1
107
1.C.A.2.6.1.4
Swallow Station
2 days
Wed 12/2/09
Thu 12/3109 106
1
/2
1
/
108
1.C.A.2.6.1.5
Drake Station
2 days
Fri 11/27/09
Mon 11 /30/09 43
11/2
1/
109
1.C.A.2.6.1.6
Bay Farm Station
5 days
Tue 12/1/09
Mon 12/7/09 108
1
1
7
110
1.C.A.2.6.1.7
Prospect Station
2 days
Tue 12/8/09
Wed 12/9/09 109
1
1
/9
111
1.C.A.2.6.1.8
CSU Station
2 days
Thu 12/10/09
Fri 12/11/09 110
2
2/
1
112
1.C.A.2.6.1.9
Laurel
4 days
Fri 11/27/09
Wed 12/2/0943
11/2
113
.C.A.2.6.1.10
Mulberry Street
4 days
Thu 12/3/09
Tue 12/8/09 112
1
/3
/8
114
.C.A.2.6.1.11
Olive
4 days
Wed 12/9/09
Mon 12/14/09 113
1
1
14
115
.C.A.2.6.1.12
Mountain
4 days
Tue 12/15/09
Fri 12/18/09 114
1
2/1
116
1.C.A.2.6.2
Park-n-Ride Lots
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 i 913
litil
Project:
\\LAKEFS1\ADMIN\Proposals
Task Progress
Summary
External Tasks
Deadline
Date: Thu 10/1/09
Split Milestone
®
Project Summary
External Milestone
Thu 10/1/09
7073 Mason Corridor MAX BRT Final Design
2 of 6
■
.
.122
.125
.128
ID
117
118
119
120
121
123
124
126
127
129
130
131
132
WBS Task Name
1.C.A.2.6.3
1.C.A.2.6.4
1.C.A.2.7
1.C.A.2.7.1
1.C.A.2.7.1.1
1.C.A.2.7.1.2
1.C.A.2.7.1.3
1.C.A.2.7.1.4
1.C.A.2.7.1.5
1.C.A.2.7.1.6
1.C.A.2.7.2
1.C.A.2.7.2.1
1.C.A.2.7.2.2
1.C.A.2.7.2.3
1.C.A.2.7.2.4
1.C.A.2.7.2.5
Maintenance Facility
South Transit Center
Signing and Striping
BRT Guideway
South Transit Center to Horsetooth
Horsetooth to Drake
Drake to Bay Farm
Bay Farm to Prospect
Prospect to University
University to Downtown Transit Station
Stations
i tarmony Station
Troutman Station
Horsetooth Station
Swallow Station
Drake Station
Duration
1 day?
1 day?
118 days?
56 days
5 days
5 days
5 days
5 days
5 days
5 days
11 days
2 days
2 days
3 days
2 days
2 days
Start
Thu 9/3/09
Thu 9/3/09
Thu 9/3/09
Mon 11/30/09
Thu 12/31/09
Thu 12/31/09
Mon 11/30/09
Thu 12/31/09
Mon 11/30/09
Thu 2111/10
Tue 12/1/09
Tue 12/1/09
Thu 12/3/09
Wed 12/2/09
Fri 12/4/09
Tue 12/1/09
Finish Predecessors
Thu 9/3/09
Thu 9/3/09
Wed 2/17/10
Wed 2117/10
Thu 1/7/10 94
Thu 1/7/10 95
Fri 12/4/09 96
Thu 1/7/10 97
Fri 12/4/09 98
Wed 2/17/10 99
Tue 12/15/09
Wed 12/2/09 104
Fri 12/4/09 105
Fri 12/4/09 106
Mon 12/7/09 107
Wed 12/2/09 108
133
1.C.A.2.7.2.6
Bay Farm Station
5 days
Tue 12
on
134
1.C.A.2.7.2.7
Prospect Station
2 days
Thu 12/10/09
Fri 12/11/09 110
135
1.C.A.2.7.2.8
CSU Station
2 days
Mon 12/14/09
Tue 12/15/09 111
136
1.C.A.2.7.3
Stops
14 days
Thu 12/3/09
Tue 12/22/09
.137
138
1.C.A.2.7.3.1
1.C.A.2.7.3.2
Laurel
Mulberry Street
2 days
2 days
Thu 12/3/09
Wed 12/9/09
Fri 12/4/09 112
Thu 12/10/09 113
139
1.C.A.2.7.3.3
Olive
2 days
Tue 12/15/09
Wed 12/16/09 114
■
140
141
1.C.A.2.7.3.4
1.C.A.2.7.4
Mountain
Park-n-Ride Lots
2 days
1 day?
Mon 12/21/09
Thu 9/3/09
Tue 12/22/09 115
Thu 9/3/09
142
1.C.A.2.7.5
South Transit Center
1 day?
Thu 9/3/09
Thu 9/3/09
143
1.C.A.2.8
Drainage
124 days?
Thu 9/3/09
Thu 2/25/10
■
144
1.C.A.2.8.1
Fixed Guideway
72 days
Fri 10/30/09
Wed 2/10/10
145
1.C.A.2.8.1.1
Basin Layout
10 days
Fri 10/30/09
Thu 11/12/09 13
146
1.C.A.2.8.1.2
Inlet Spacing
38 days
Fri 11/20/09
Thu 1/14/10
■
147
C.A.2.8.1.2.1
South Transit Center to Horsetooth
1 day
Tue 12/22/09
Tue 12/22/09 86
148
C.A.2.8.1.2.2
Horsetooth to Drake
1 day
Tue 12/22/09
Tue 12/22/09 87
149
C.A.2.8.1.2.3
Drake to Bay Farm
1 day
Fri 11/20/09
Fri 11/20/09 88
■150
C.A.2.8.1.2.4
Bay Farm to Prospect
1 day
Tue 12/22/09
Tue 12/22/09 89
151
C.A.2.8.1.2.5
Prospect to University
1 day
Fri 11/20/09
Fri 11/20/09 90
152
C.A.2.8A.2.6
University to Downtown Transit Station
1 day
Thu 1/14/10
Thu 1/14/10 91
153
1.C.A.2.8.1.3
Trunk Line Profile
41 days
Mon 11/23/09
Wed 1/20/10
154
C.A.2.8.1.3.1
South Transit Center to Horsetooth
4 days
Wed 12/23/09
Tue 12/29/09 147
155
C.A.2.8.1.3.2
Horsetooth to Drake
4 days
Wed 12/23/09
Tue 12/29/09 148
.156
C.A.2.8.1.3.3
Drake to Bay Farm
4 days
Mon 11/23/09
Thu 11/26/09 149
157
C.A.2.8.1.3.4
Bay Farm to Prospect
4 days
Wed 12/23/09
Tue 12/29/09 150
158
C.A.2.8.1.3.5
Prospect to University
4 days
Mon 11/23/09
Thu 11/26/09 151
C.A.2.8.1.3.6
University to Downtown Transit Station
4 days
Fri 1/15/10
Wed 1/20/10 152
.159
160
1.C.A.2.8.1.4
Lateral Profiles
42 days
Fri 11/27/09
Wed 1/27110
161
C.A.2.8.1.4.1
South Transit Center to Horsetooth
5 days
Wed 12/30/09
Wed 1/6/10 154
.162
163
C.A.2.8.1.4.2
C.A.2.8.1.4.3
Horsetooth to Drake
Drake to Bay Farm
5 days
5 days
Wed 12/30/09
Fri 11/27/09
Wed 1/6/10 155
Thu 12/3/09 156
164
C.A.2.8.1.4.4
Bay Farm to Prospect
5 days
Wed 12/30/09
Wed 1/6/10 157
165
166
C.A.2.8.1.4.5
C.A.2.8.1.4.6
Prospect to University
University to Downtown Transit Station
5 days
5 days
Fri 11/27/09
Thu 1/21/10
Thu 12/3/09 158
Wed 1/27/10 159
167
1.C.A.2.8.1.5
Inlet & Manhole Elevations
42 days
Fri 12/4/09
Wed 2/3/10
.
168
169
C.A.2.8.1.5.1
C.A.2.8.1.5.2
South Transit Center to Horsetooth
Horsetooth to Drake
5 days
5 days
Thu 1/7/10
Thu 1/7/10
Wed 1/13/10 161
Wed 1/13/10 162
170
C.A.2.8.1.5.3
Drake to Bay Farm
5 days
Fri 12/4/09
Thu 12/10/09 163
171
C.A.2.8.1.5.4
Bay Farm to Prospect
5 days
Thu 1/7/10
Wed 1/13/10 164
.
172
C.A.2.8.1.5.5
Prospect to University
5 days
Fri 12/4/09
Thu 12/10/09 165
173
C.A.2.8.1.5.6
University to Downtown Transit Station
5 days
Thu 1/28/10
Wed 2/3/10 166
174
1.C.A.2.8.1.6
Details
5 days
Thu 2/4/10
Wed 2/10/10 173
Project: \\LAKEFS1\ADMIN\Proposals
Date: Thu 10/1/09
■ Thu 10/1/09
ust Septembe October November December January February March April _ May June July Auqust
M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M
913 9/3
913 9/3
9/3 .: 2/17
11/3 2/17
9/3 p 9/3
9/3 p 9/3
9/3 up—
10/30
1
12
1
1/20 1/14
11/27
12/4
Task Progress Summary External Tasks Deadline
Split Milestone ♦ Project Summary External Milestone
2/10
2/4 �12/10
2125
7073 Mason Corridor MAX BRT Final Design
M no 91
ID WBS Task Name Duration Start Finish Predecessors ust Septembe October
November_
December
January February
March April May June July August
M E B M E B M E
175 1.C.A.2.8.2 Stations\Stops\Lots\STC 94 days? Thu 9/3/09 Thu 1/14110 9/3
B M.E
B i
M
E
B,M E B
1/14
M E B M E B M E B M E B M E B M E B M
176 1.C.A.2.8.2.1 Site Drainage Plan\Layout 18 days Tue 12/1/09 Thu 12/24/09
12/1
IN
1
1
/24
177 C.A.2.8.2.1.1 Harmony Station 2 days Tue 12/1/09 Wed 12/2/09 104
12/1
12
178 C.A.2.8.2.1.2 Troutman Station 2 days Thu 12/3/09 Fri 12/4/09 105
12/3
21,11,
179 C.A.2.8.2.1.3 Horsetooth Station 3 days Wed 12/2/09 Fri 12/4/09 106
1212
180 C.A.2.8.2.1.4 Swallow Station 2 days Fri 12/4/09 Mon 12/7/09 107
12/
181 C.A.2.8.2.1.5 Drake Station 2 days Tue 12/1/09 Wed 12/2/09 108
12/1
182 C.A.2.8.2.1.6 Bay Farm Station 5 days Tue 12/8/09 Mon 12/14/09 109
12A
1
/14
183 C.A.2.8.2.1.7 Prospect Station 2 days Thu 12/10/09 Fri 12/11/09 110
12/
11
184 C.A.2.8.2.1.8 CSU Station 2 days Mon 12/14/09 Tue 12/15/09 111
1
2/1
185 C.A.2.8.2.1.9 Laurel 4 days Thu 12/3/09 Tue 12/8/09 112
12/3
186 :.A.2.8.2.1.10 Mulberry Street 4 days Wed 12/9/09 Mon 12/14/09 113
1
!14
187 :.A.2.8.2.1.11 Olive 4 days Tue 12/15/09 Fri 12/18/09 114
12
12/1
188 .A.2.8.2.1.12 Mountain 4 days Mon 12/21/09 Thu 12/24/09 115
1
V24
189 1.C.A.2.8.2.2 Profiles 20 days Thu 12/3/09 Thu 12/31/09
1213
12/31
190 C.A.2.8.2.2.1 Harmony Station 2 days Thu 12/3/09 Fri 12/4/09 177
1213
192 C.A.2.8.2.2.3 Horsetooth Station 3 days Mon 12/7/09 Wed 12/9/09 179
12
/
193 C.A.2.8.2.2.4 Swallow Station 2 days Tue 12/8/09 Wed 12/9/09 180
12
/
194 C.A.2.8.2.2.5 Drake Station 2 days Thu 12/3/09 Fri 12/4/09 181
12/3
1
195 'C.A.2.8.2.2.6 Bay Farm Station 3 days Tue 12/15/09 Thu 12/17/09 182
1
1
196 C.A.2.8.2.2.7 Prospect Station 2 days Mon 12/14/09 Tue 12/15/09 183
1
1
2/
197 C.A.2.8.2.2.8 CSU Station 2 days Wed 12/16/09 Thu 12/17/09 184
1
/
2 1
198 C.A.2.8.2.2.9 Laurel 4 days Wed 12/9/09 Mon 12/14/09 185
1
/ 4
199 .A.2.8.2.2.10 Mulberry Street 4 days Tue 12/15/09 Fri 12/18/09 186
1
1 /1
200 :.A.2.8.2.2.11 Olive 4 days Mon 12/21/09 Thu 12/24/09 187
/
1
1
/24
201 :.A.2.8.2.2.12 rdquntail' 4 days Mon 12/28/09 Thu 12/31/09 188
12/31
202 1.C.A.2.8.2.3 Inlet & Manhole Elevations 22 days Mon 12/7/09 Thu 1/7/10
12/7
117
203 C.A.2.8.2.3.1 Harmony Station 2 days Mon 12/7/09 Tue 12/8/09 190
12/
204 C.A.2.8.2.3.2 Troutman Station 2 days Wed 12/9/09 Thu 12/10/09 191
1
ON
101
205 C.A.2.8.2.3.3 Horsetooth Station 3 days Thu 12/10/09 Mon 12/14/09 192
12/
/ 4
206 C.A.2.8.2.3.4 Swallow Station 2 days Thu 12/10/09 Fri 12/11/09 193
12/100
1
207 C.A.2.8.2.3.5 Drake Station 2 days Mon 12/7/09 Tue 12/8/09 194
12
208 C.A.2.8.2.3.6 Bay Farm Station 3 days Fri 12/18/09 Tue 12/22/09 195
12/111
12,22
209 C.A.2.8.2.3.7 Prospect Station 2 days Wed 12/16/09 Thu 12/17/09 196
1
/16
2 ll
210 C.A.2.8.2.3.8 CSU Station 2 days Fri 12/18/09 Mon 12/21/09 197
/1
112121
211 C.A.2.8.2.3.9 Laurel 4 days Tue 12/15/09 Fri 12/18/09 198
1215
1 !1
212 :.A.2.8.2.3.10 Mulberry Street 4 days Mon 12/21/09 Thu 12/24/09 199
2/
1
1
24
213 .A.2.8.2.3.11 Olive 4 days Mon 12/28/09 Thu 12/31/09 200
1
2
p
12/31
214 :.A.2.8.2.3.12 Mountain 4 days Mon 1/4/10 Thu 117/10 201
1/4
ra� 1/7
215 1.C.A.2.8.2.4 Details 5 days Fri 1/8/10 Thu 1/14/10 214
1/8
a ,1/14
216 1.C.A.2.8.2.5 South Transit Center 1 day? Thu 9/3/09 Thu 9/3/09 9/3 [ 9/3
217 1.C.A.2.8.3 Mercer Ditch\Mail Creek Crossings 10 days Tue 12/1/09 Mon 12/14/09 39
12/1
1
114
218 1.C.A.2.8.4 Stormwater Management & Erosion Control 10 days Fri 1/15/10 Thu 1/28/10 215
1/2
219 1.C.A.2.8.5 Drainage Report (Entire Project) 20 days Fri 1/29/10 Thu 2/25/10 218
1/15
1/29
2/25
220 1.C.A.2.9 Traffic Signals 133 days? Thu 9/3/09 Wed 3/10/10 9/3 ��
3/10
221 1.C.A.2.9.1 Guideway Street Crossings 71 days Mon 11/30/09 Wed 3110/10
11/30
3/10
222 1.C.A.2.9.1.1 outh Transit Center to Horsetooth 10 days Thu 12/31/09 Thu 1/14/10 94
223 1.C.A.2.9.1.2 Horsetooth to Drake 10 days Thu 12/31/09 Thu 1/14/10 95
224 1.C.A.2.9.1.3 Drake to Bay Farm 10 days Mon 11/30/09 Fri 12/11/09 96
225 1.C.A.2.9.1.4 Bay Farm to Prospect 10 days Thu 12/31/09 Thu 1/14/10 97
226 1.C.A.2.9.1.5 Prospect to University 10 days Mon 11/30/09 Fri 12/11/09 98
7 1.C.A.2.9.1.6 University to Downtown Transit Station 20 days Thu 2/11/10 Wed 3/10/10 99
228 1.C.A.2.9.2 Industry Track Crossing 1 day? Thu 9/3/09 Thu 9/3/09 9/3 p 9/3
229 1.C.A.2.9.3 Park-n-Ride Lots 1 day? Thu 9/3/09 Thu 9/3/09 9/3 9/3
230 1.C.A.2.9.4 South Transit Center 1 day? Thu 9/3/09 Thu 9/3/09 9/3 p 9/3
231 1.C.A.2.10 Fixed Guideway Communication Infrastructure 1 day? Thu 9/3/09 Thu 9/3/09 9/3 ® 9/3
232 1.C.A.2.10.1 Ensure Transit Bandwidth Priority Usage 1 day? Thu 9/3/09 Thu 9/3/09 9/3 p 913
Project: \\LAKEFSI\ADMIN\Proposals Task Progress Summary External Tasks Deadline
Date: Thu 10/1/09 Split Milestone ® Project Summary External Milestone
Thu 10/1/09 7073 Mason Corridor MAX BRT Final Design 4 of 6
. Thu 10/1/09
ID
WBS Task Name
Duration
Start
Finish Predecessors
ust Septembe_ October
3
1.C.A.2.10.2
Investigate Partnerships with Other Departments
1 day?
Thu 9/3/09
Thu 9/3/09
M E B M E B M E
9/3 p 9/3
234
1.C.A.2.10.3
Investigate Parnerships with other Agencies
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 i 9/3
■
235
1.C.A.2.10.4
Fiber Optic Connectivity
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 9/3
236
.C.A.2.10.4.1
Connecting to Existing City Data Network
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 Q 9/3
237
.C.A.2.10.4.2
Selecting Appropriate Fiber Optic Cable
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 9/3
■
238
.C.A.2.10.4.3
New Guideway Installation
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 9/3
239
.A.2.10.4.3.1
Conduits
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 p 913
240
:.A.2.10.4.3.2
Junction Points
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 9/3
■241
:.A.2.10.4.3.3
Termination
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 G 913
242
:.A.2.10.4.3.4
Testing
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 9/3
243
.C.A.2.10.4.4
Existing Roadway Installation
1 day?
Thu 9/3/09
Thu 9/3109
9/3 ® 9/3
244
.A.2.10.4.4.1
G ,rii`,y ,
1 day?
Thu 9/3/09
Thu 913/09
9/3 )i 9/3
245
:.A.2.10.4.4.2
Traffic Fiber Versus New Fiber Plant
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 9/3
246
1.C.A.2.10.5
Connectivity - STC to Transfort
1 day?
Thu 9/3/09
Thu 913109
913 9/3
■247
248
.C.A.2.10.5.1
Cost'�Benefit Analysis
Partnerships
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 p 9/3
.C.A.2.10.5.2
Analysis
1 day?
Thu 9/3/09
Thu 9/3l09
9/3 9/3
250
1.C.A.2.10.6
Wireless Infrastructure
1 day?
Thu 9/3/09
Thu 9/3/09
251
.C.A.2.10.6.1
Analyze ProtocohTechnology to Use
1 day?
Thu 9/3/09
Thu 9/3/09
252
:.A.2.10.6.1.1
EVDO
1 day?
Thu 9/3/09
Thu 9/3/09
253
.A.2.10.6.1.2
802.11
1 day?
Thu 9/3/09
Thu 9/3/09
254
:.A.2.10.6.1.3
WIMAX
1 day?
Thu 9/3/09
Thu 9/3/09
255
:.A.2.10.6.1.4
Public Safetv
1 day?
Thu 9/3/09
Thu 9/3/09
256
.C.A.2.10.6.2
Analyze Security Enciption to Use
1 day?
Thu 9/3/09
Thu 9/3/09
257
:.A.2.10.6.2.1
Current Encription Methods
1 day?
Thu 9/3/09
Thu 9/3/09
258
:.A.2.10.6.2.2
Newly Adopted at Build Out
1 day?
Thu 9/3/09
Thu 9/3/09
259
:.A.2.10.6.2.3
Connect to Existing City Data Network
1 day?
Thu 9/3/09
Thu 9/3/09
260
.A.2.10.2.6.4
Investigate Public Wireless Possibility
1 day?
Thu 9/3/09
Thu 9/3/09
261
1.C.A.2.10.7
Communication Equipment
1 day?
Thu 9/3/09
Thu 9/3109
262
.C.A.2.10.7.1
Cisco Switches
1 day?
Thu 9/3/09
Thu 913/09
263
.A.2.10.7.1.1
POE
1 day?
Thu 9/3/09
Thu 9/3/09
264
:.A.2.10.7.1.2
Standard
1 day?
Thu 9/3/09
Thu 9/3/09
265
1.C.A.2.10.8
Conduit Cabling Ground Vault to Platforms
1 day?
Thu 9/3/09
Thu 9/3/09
266
1.C.A.2.11
Platforms Communications Infrastructure
1 day?
Thu 9/3/09
Thu 9/3109
267
1.C.A.2.11.1
Environmental Enclosure
1 day?
Thu 9/3/09
Thu 9/3/09
268
.C.A.2.11.1.1
Cummumi ,ations Equipment
1 day?
Thu 9/3/09
Thu 9/3/09
269
.C.A.2.11.1.2
Transfort Schedule Information
1 day?
Thu 9/3/09
Thu 9/3/09
270
.C.A.2.11.1.3
Ticket Vending Equipment
1 day?
Thu 9/3/09
Thu 9/3/09
271
.C.A.2.11.1.4
Electrical Needs Analysis
1 day?
Thu 9/3/09
Thu 9/3/09
272
.C.A.2.11.1.5
Conduits from Connectivity Vault
1 day?
Thu 9/3/09
Thu 9/3/09
273
.C.A.2.11.1.6
Conduits - Individual Platform Components
1 day?
Thu 9/3/09
Thu 9/3/09
274
.C.A.2.11.1.7
Sound Equipment
1 day?
Thu 9/3/09
Thu 9/3/09
275
.C.A.2.11.1.8
Video Security Equipment
1 day?
Thu 9/3/09
Thu 9/3/09
276
1.C.A.2.11.2
Connectivity to City Data Network
1 day?
Thu 9/3/09
Thu 913/09
277
.C.A.2.11.2.1
Cisco Switch
1 day?
Thu 9/3/09
Thu 9/3/09
278
.C.A.2.11.2.2
Fiber Optic Terminal Modules
1 day?
Thu 9/3/09
Thu 9/3/09
279
1.C.A.2.11.3
Sound and Paging System
1 day?
Thu 9/3/09
Thu 9/3/09
280
.C.A.2.11.3.1
IP Speakeis
1 day?
Thu 9/3/09
Thu 9/3/09
281
.C.A.2.11.3.2
Auto Announcement System
1 day?
Thu 9/3/09
Thu 9/3/09
282
.C.A.2-11.3.3
Platform Amplifier
1 day?
Thu 9/3/09
Thu 9/3/09
283
1.C.A.2.11.4
Video Security System
1 day?
Thu 9/3/09
Thu 9/3/09
284
.C.A.2.11.4.1
IP Cameras
1 day?
Thu 9/3/09
Thu 9/3/09
285
.C.A.2.11.4.2
Analog Cameras with Encoders
1 day?
Thu 9/3/09
Thu 9/3/09
286
.C.A.2.11.4.3
Mini-DVR
1 day?
Thu 9/3/09
Thu 9/3/09
287
1.C.A.2.11.5
Wayside Signs
1 day?
Thu 913/09
Thu 9/3/09
288
.C.A.2.11.5.1
LED Panels
1 day?
Thu 9/3/09
Thu 9/3/09
289
.C.A.2.11.5.2
LCD Panels
1 day?
Thu 9/3/09
Thu 9/3/09
290
.C.A.2.11.5.3
Investigate Revenue Generation Through Advertising
1 day?
Thu 9/3/09
Thu 9/3/09
Project: \\LAKEFS 1 \ADM IN\Proposals Task Progress Summary
Date: Thu 10/1/09 Split Milestone
9/3 9/3
913 9/3
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9/3 1 913
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913 p 9/3
External Tasks
Project Summary External Milestone
7073 Mason Corridor MAX BRT Final Design
November December January February March April May June July Auqust
B ,M E B M E B M E B M E B M E B M E B M E B M E B M E B M
Deadline
5 of 6
ID WBS Task Name Duration Start Finish Predecessors
291
.C.A.2.11.5.4
C: �I,�rat ;ns�r.hll
1 day?
Thu 9/3/09
Thu 9/3/09
292
.C.A.2.11.5.5
GPS Based Clock System
1 day?
Thu 9/3/09
Thu 9/3/09
293
.A.2.11.5.5.1
Primary
1 day?
Thu 9/3/09
Thu 9/3/09
294
.A.2.11.5.5.2
Secondary
1 day?
Thu 9/3/09
Thu 9/3/09
295
1.C.A.2.11.6
Fare Collection
1 day?
Thu 9/3/09
Thu 913/09
296
.C.A.2.11.6.1
Ticket Vending Machines
1 day?
Thu 9/3/09
Thu 9/3/09
297
.C.A.2.11.6.2
Ticket Validation Machines
1 day?
Thu 9/3/09
Thu 9/3/09
298
.C.A.2.11.6.3
Change Machines
1 day?
Thu 9/3/09
Thu 9/3/09
299
1.C.A.2.12
Structures
133 days?
Thu 9/3/09
Wed 3/10/10
300
1.C.A.2.12.1
Soil Boring Logs
1 day?
Thu 9/3/09
Thu 9/3/09
301
1.C.A.2.12.2
Retaining Wall Layouts
45 days
Tue 12/15/09
Wed 2/17/10
302
.C.A.2.12.2.1
Mail Creek/New Mercer Ditch Sta. 163 to 165+50
20 days
Tue 12/15/09
Wed 1/13/10 79
303
.C.A.2.12.2.2
Bay Farm Station sta. 424+50 to 432+00
10 days
Thu 1/14/10
Wed 1/27/10 302
304
.C.A.2.12.2.3
Spring Creek Floodplain Sta. 432+00 to 449+30
15 days
Thu 1/28/10
Wed 2/17/10 303
305
1.C.A.2.12.3
Troutman Underpass
1 day?
Thu 9/3/09
Thu 9/3/09
306
1.C.A.2.12.4
Swallow Bridge Replacement
1 day?
Thu 9/3/09
Thu 9/3/09
ust Septembe October November December January February March April May June July Auqust
M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M
9/3 p 9/3
9/3 ® 9/3
9/3 y 9/3
9/3 y 9/3
9/3 ® 9/3
9/3 y 9/3
913 4 913
9/3 y 9/3
9/3 V 3/10
9/3 y 9/3
9/3 p 9/3
9/3 9/3
12/15 2/17
12/15 1/13
1/14 1/2
1 28 2117
308
.C.A.2.12.5.1
Mail Creek Sta. 164+50
5 days
Thu 1/14/10
Wed 1/20/10 302
309
.C.A.2.12.5.2
New Mercer Ditch Sta. 165+00
5 days
Thu 1/21/10
Wed 1/27/10 308
310
.C.A.2.12.5.3
Sherwood Lateral Sta. 432+60
5 days
Thu 1/28/10
Wed 2/3/10 303
1/28
311
.C.A.2.12.5.4
Spring Creek Trail Sta. 435+30
5 days
Thu 2/4/10
Wed 2110110 310
2/4 G
312
.C.A.2.12.5.5
Spring Creek Sta. 437+50
5 days
Thu 2/11/10
Wed 2/17/10 311
313
.C.A.2.12.5.6
Larimer Canal box culvert and open channel sta. 317+00 to 324+00
20 days
Tue 12/15/09
Wed 1/13/10 80
12/15 1/13
314
.C.A.2.12.5.7
Bridge over Mercer Ditch\Mail Creek
60 days
Tue 12/15/09
Wed 3/10/10 79
12/15
315
1.C.A.2.13
Lighting
29 days
Tue 12/8/09
Tue 1/19/10
9
12/8E1/6
316
1.C.A.2.13.1
Guideway
20 days
Tue 12/8/09
Wed 1/6/10 51
12/8317
1.C.A.2.13.2
Sations\Stops\Lot
20 days
Mon 12/21/09
Tue 1/19/10 115
12/ 1318
1.C.A.2.14
Landscaping
39 days
Tue 12/8/09
Tue 2/2/10
12/8 -
319
1.C.A.2.14.1
Guideway
30 days
Tue 12/8/09
Wed 1/20/10 51
1218
320
1.C.A.2.14.2
Stations\Stops\Lots
30 days
Mon 12/21/09
Tue 2/2/10 115
12/21
321
1.C.A.2.15
Operations Equipment
117 days?
Thu 9/3/09
Tue 2/16/10
9/3
322
1.C.A.2.15.1
ITS
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 p 9/3
323
1.C.A.2.15.2
Passenger Information Systems
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 q 9/3
324
1.C.A.2.15.3
Fare Vending Machines
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 y 9/3
325
1.C.A.2.15.4
Shelters
40 days
Mon 12/21/09
Tue 2/16/10 115
12/21
326
1.C.A.2.15.5
STC Building Plans
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 Q 9/3
327
1.C.A.2.16
Maintenance Facility Upgrades
1 day?
Thu 913/09
Thu 9/3/09
9/3 9/3
328
1.C.A.2.16.1
Site & Building Upgrade Plan
1 day?
Thu 9/3/09
Thu 9/3/09
9/3 ➢ 9/3
329
1.C.A.2.17
Develop Construction Phasing Plans
30 days
Tue 3/30/10
Mon 5/10/10 338
330
1.C.A.2.18
Construction Documents
186 days
Fri 11/6/09
Tue 7/27/10
11/
331
1.C.A.2.18.1
65% Design Review
100 days
Fri 11/6/09
Mon 3/29110
11/
332
.C.A.2.18.1.1
Prepare 65% Plans
75 days
Fri 11/6/09
Mon 2/22/10 78SS
11/
333
.C.A.2.18.1.2
Prepare 65% Cost Estimate
5 days
Tue 2/23/10
Mon 3/1/10 332
334
.C.A.2.18.1.3
Submit 65% Plans
0 days
Mon 3/1/10
Mon 3/1/10 333
335
.C.A.2.18.1.4
Review 65% Plans
10 days
Tue 3/2/10
Mon 3/15/10 334
336
.C.A.2.18.1.5
65% Plan Review Meeting
0 days
Mon 3/15/10
Mon 3/15/10 335
337
.C.A.2.18.1.6
Address 65% plan comments
10 days
Tue 3/16/10
Mon 3/29/10 336
338
.C.A.2.18.1.7
Provide Plans for submittal to FTA
0 days
Mon 3/29/10
Mon 3/29/10 337
339
1.C.A.2.18.2
90% Design Review
40 days
Tue 3/30/10
Mon 5/24/10
340
.C.A.2.18.2.1
Finalize Design
20 days
Tue 3/30/10
Mon 4/26/10 338
341
.C.A.2.18.2.2
Prepare 90% Cost Estimate
5 days
Tue 4/27/10
Mon 5/3/10 340
342
.C.A.2.18.2.3
Submit 90% Plans
0 days
Mon 5/3/10
Mon 5/3/10 341
343
.C.A.2.18.2.4
Review 90% Plans
10 days
Tue 5/4/10
Mon 5/17/10 342
344
.C.A.2.18.2.5
Address 90% Plan comments
5 days
Tue 5/18/10
Mon 5/24/10 343
345
1.C.A.2.18.3
Final Construction Documents
6 days
Tue 5/25/10
Tue 6/1/10
346
.C.A.2.18.3.1
Prepare Construction Documents
6 days
Tue 5/25/10
Tue 6/1/10 344
347
.C.A.2.18.3.2
Submit Construction Documents
0 days
Tue 6/1/10
Tue 6/1/10 346
348
1.C.A.2.18.4
Construction Bid Phase Services
40 days
Wed 6/2/10
Tue 7/27/10 347
Project: \\LAKEFS1\ADMIN\Proposals
Date: Thu 10/1/09
■ Thu 10/1l09
Task mw Progress Summary External Tasks Deadline
Split Milestone Project Summary External Milestone
7073 Mason Corridor MAX BRT Final Design
0
I+14H
2/16
3/10
3/30
3/2 Q— 3/15
3115 3/15
3/16
3/29
3/30 p
3/30 G
5/10
5/24
7/27
—� 4/26
4/27 k5/3
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5/4 5/17
5/18 5/24
5/25 6/1
5/25 te
/1
6/1 - 6/1
6/2 7/27
6 of 6
MAX PMP Approach
No Text
Aft
■
■ N
■
Project Management Plan
■
Project Name:
7073 Mason Corridor MAX BRT Final Design
Project Number
117177
City of Fort Collins, CO
Client:
Dwight Schock (Baker) in cooperation with Steve McQuilkin (PMC)
■
Project Manager:
Fort Collins, CO
Project Locatio
■
Client Location.
Fort Collins, CO
October 2, 2009
Date:
■
The Project Management
Plan (PMP) includes the all pertinent information required to successfully
manage a prOjE
ct.
Excerpts of Baker's approach to schedule, cost and quality are included here. The
comprehenSiVE
MAX
PMP will be developed at the end of October during contract negotiations.
■
Schedule Control
■
iff-=
The Baker Team approach to schedule control is based on three key principles:
Establish realistic milestones,
• Identify critical path items, and
• Establish a regular schedule of project team progress meetings.
The Baker Team schedule will successfully deliver construction documents by June 1,
2010. The weekly "BRT Tuesday" coordination meetings, Agency Partnering Sessions,
and Small Group Meetings are essential to ensuring consensus among all stakeholders
and that there are no surprises as the project moves forward.
Potential schedule roadblocks include right-of-way acquisition, railroad and agency
review time, inefficient use of resources, stakeholder opposition and rework. Our
philosophy and approach ensure that these potential roadblocks are discussed and
addressed at project initiation and continually addressed throughout the project to
guarantee that they do not adversely impact schedule.
Distinct strengths that ensure Baker's ability to meet this aggressive schedule include
defined and enforced project management and control systems, substantial human
resource depth in our local Denver -area office, and a readily accessible network of
national BRT experts. Baker is committed to dedicating the resources necessary to
ensure the successful completion of this project.
1
Cost Control
Construction Cost: Baker places a strong emphasis on maintaining close relationships
with the construction community. We believe that understanding how a contractor
thinks and approaches a construction project is a critical element to providing an
owner with a quality design. We will use our in-house cost estimating professionals,
along with our relationships in the construction contracting community, to provide the
City with maximum understanding of the project costs and the best ability to perform
the MAX BRT project under the identified construction budget.
At each stage of project development, we will use our experienced cost estimators to
assess and monitor project costs. These individuals maintain the most current data on
construction costs, and are able to provide unique insight into the implications of
construction decisions on anticipated project costs. If at any time during their ongoing
monitoring of the project, the anticipated costs appear to grow larger than the project
funding, we will immediately re -assess our plans and consult with you on how best to
mitigate the costs.
Contract Cost: Baker's project control specialist, Holly Robinson, will work with Dwight
to monitor contract costs against your established baseline. Any variances will be
evaluated and corrective actions implemented with a goal of no ultimate effect on the
project cost or schedule. Steve will be notified as soon as possible if there is a variance
that may affect cost or schedule. At a minimum, monthly reports will be generated
and evaluated to track cost performance.
Quality Management
Quality is an essential part of Baker's corporate culture and our delivery of services.
Baker's approach to quality management blends our QA procedures, peer reviews,
project audits, and performance measurements to produce a robust quality program
We are dedicated to a quality program that not only identifies and solves problems
early, but also identifies and shares "best practices" to promote overall continuous
improvement of the program.
QA Manager, Steve Wilson will ensure that the project has a project specific Quality
Management Plan; will designate QA/QC Leads; and will provide guidance, training and
support as necessary to ensure quality is incorporated into the work effort. We
recognize that quality control is the responsibility of the Baker Project Team.
Our QA approach will ensure that any deficiencies or deviations from the standards are
brought to Dwight and Galina's attention, for immediate corrective action. Critical to
the success of Baker Quality Management Plan is personal accountability for the
individual aspects of the plan. Implementation of the project specific Quality
Management Plan will ensure that the City and project stakeholders receive a product
that meets and exceeds your standards.
Sustainability
■
■
No Text
$tICW.TA" ,JP Ir,
s row
WIMMER B
BUS[KSS'S Q�HALLE MRE
R Michael Baker Jr. IncF�
issues our approach
GreenLITES
l
��pUtLpl�,c `
1
5
3 " � 1
% moo I
vsGsC
• MAX BRT must reflect City's
Utilize the Baker Team's six LEEDO Accredited Professionals
committment to sustainability
• Incorporate green transportation standards such as those in
- Green development
the New York State Department of Transportation's Green
- Climate action
Leadership in Transportation and Environmental Sustainability
- Sustainable purchasing
(GreenLITES) Program, the Green Highways Partnership,
- Sustainable energy
and the US Green Building Council's (USGBC) LEED for
- Healthy and productive
Neighborhood Development Rating System
neighborhoods and
- Plant adapted and native species along the corridor and
ecosystems
at stations
- Waste and pollution reduction
- Site materials selection and detailing of roadway to
encourage use of porous, permeable pavements and to
• MAX BRT alignment traverses
reduce urban heat island effect
through FortZED, where
- Specify use of locally or regionally -generated recycled
established sustainable energy
materials in pavement and station features (e.g., use
goals exist
industrial byproducts in concrete and use glass, plastic,
- Renewable energy
metal, and tire rubber in station furnishings)
= Smart grid-tect motogy -
--Implement-bw-impact-de-velopment-storm�nra ---
management techniques
- Other green technologies
- Use solar power for lighting, signage, and bus stops and
• MAX BRT incorporates 25 miles of
light emitting diodes in lighting and traffic signals
roadway, 8 stations/station areas,
- Provide bicycle facilities and amenities along corridor
and 4 stops between two transit
(bicycle storage, bicycle rentals, and a web -based
centers, which amounts to 19.5
reservation system for these features)
acres of new development
- Utilize light pollution reduction strategies
- Establish sense of place with station elements
- Use alternative fuels during construction and in BRT
vehicles
we deliver
Baker successfully incorporated GreenLITES features into final
design of Pittsburg's State Route 28/East Ohio Street Improvements
project. This project ranks in the 98th percentile when compared
with other New York projects that have incorporated GreenLITES
• Baker staff are developing a sustainability initiative for the Colorado
Chapter of the Women's Transportation Seminar
• Baker's local office has adopted an extensive sustainability policy.
Select features include:
- Reducing consumption with double sided printing as default and
washable kitchenware
- Reusing office paper and shipping materials
- Recycling what remains — our office has an extensive recycling
program in which 90 to 95 percent of waste is recycled
- Raising sustainability awareness amongst staff
- Providing transit passes for everyone in the office
- Implementing energy savings and use of daylighting
- Green purchasing for office materials
- Locating office near major transit hub and restaurants
- Encouraging walking and cycling by providing bicycle storage
and shower facilities
• - Bakeris-a-long-standing-member-oUthe-USGBC - --
• Approximately one-third to one-half of staff in Baker's local office
routinely use alternate modes to commute to work (bicycling, taking
transit, car pooling, telecommuting, walking)
• Baker was the Jefferson County Business Challenge Winner for its
class two years in a row for the Annual Bike to Work Day
• During the last two years, 35 cyclists from Baker have raised
approximately $9,000 for the American Diabetes Association by
participating in all levels of the Tour de Cure
DBE Certifications
No Text
DENVER
THE MILE HIGH CITY
Office of Economic Development
Division of Small Business Opportunity
201 W Colfax Ave Dept 907
Denver, CO 80202
p: 720.913.1999
f: 720.913.1809
www.milehigh.com
Denver International Airport
Airport Office Building, Suite 7810
8500 Pena Boulevard
April 3, 2009 Denver, CO 80249-6340
p: 303.342.2180
f: 303.342.2190
Marvinetta Hartwig www.flydenver.com
Hartwig & As ociates, Inc.
304 Inverness Way South
Suite 365
Englewood, CO 80112
Dear Marvinetta Hartwig:
The Division of Small Business Opportunity is pleased to inform you that Hartwig & Associates,
Inc. is certified as a Disadvantaged Business Enterprise (DBE) pursuant to the US Department of
Transportation's Regulation 49 CFR Part 26. Hartwig & Associates, Inc. is eligible to participate
as a DBE on US Department of Transportation financially -assisted projects in Colorado in the
work categories listed on the enclosed attachment. Your firm will be included on the Colorado
Unified Certi cation Program's (UCP) on-line directory of eligible DBE's. You can access the
directory at�ww.dot.state.co.us/app ucp/.
Certification Number: 7077
Annual Update Due: April 1, 2010
This certification is valid through April 1, 2011 but must be updated annually prior to the
anniversary f the certification date. A reminder with instructions will be sent the month prior to
your annual due date. If you do not receive the reminder, it is your responsibility to request a
Change Affidavit from this office. The annual updates are necessary to ensure no interruption in
your firm's DBE eligibility. If any change occurs in the firm's legal structure, ownership,
management, control, or work performed, you must notify the Division of Small Business
Opportunity immediately.
The State of Colorado's UCP partners wish you great success in all your business endeavors
Sincerely,
Tamela Lee
Director
TL/vy
Enclosure: Certificate
■
■
1:
3for City Services
Denver gets it done!
■ ■ ■ ■ ■ ■ ■ ■ NON ■ ■ ■ ■ ■ ■► ■ ■ ■ ■
f HARTWIG & ASSOCIATES INCORPORATED
� Certification # 7077 ►
vr�
A
1
Is hereby certified as a (Disadvantaged Business Enterprise pursuant to U.S. Department of
Transportation DBE reguCations found at 49 CFR, Farts 23 and 26 and administered by j
CoCorado's ucp.
Work Codes
40100 Construction Management and Related Services
40200 Drafting/CAD Services
40500 Engineering -Civil
40600 Engineering -Electrical
41200 Engineering -Roadway Design
41300 Engineering -Structural
41400 Engineering -Transportation
41900 Traffic Studies and Plans
Certification Date: June 28, 2007 - April 1, 2011
his certification eVires on the aforementioned date. A new certificate
riCC6e issued ending every 3rd year, upon successfuCCy meeting annuaC
,newaC requirements /(
TameCa Lee, Director
UCP Partner at City and County of Denver
Date
U�_r nepurLS
rage 1 01 1
-� r..'- 7
7- faA
F*
GED 00
s'tiN Unified Certification Program
o Reports
On-line Directory 1 Work Codes I Work Code Map I Updates
RISE P�
Save as Excel r Labels/Text Download
Directory of Certified Disadvantaged Business Enterprises (DBEs)
Contractor: HARTWIG & ASSOCIATES, INC.
Contact information:
Marvinetta Hartwig Phone: 720-733-1821
304 Inverness Way SouthSuite 365 County Arapahoe
Englewood, CO 80112-0000 Ethnicity Caucasian
Website: httD://htti)://www.hartwigeng.com
Work Codes: CC OT GFE Eligible
Cert.# 7077
Fax:720-733-1181
Woman Owned: Y
Email: mhartwig(cbhartwicieng.com
40200 Yes Drafting/CAD Services Drafting/CAD Services
40500 Yes Engineering -Civil Engineering -Civil
41200 Yes Engineering -Roadway Engineering -Roadway
Design Design
41300 Yes Engineering -Structural Engineering -Structural
Email: Page Master regarding information/ comments about this page
Email: Web Master regarding website functionality.
Last Modified: Thursday, October 1, 2009
■ & U U U
■ Viewing the Corridor from an elevation of 30,000 feet suggests this project is simple. MAX will run in a nearly straight
line connecting the northern, thriving urban, section of Fort Collins with the growing, lower density, section of the City
. located 5.5 miles to the south.
But ... this 30,000 foot view is misleading.
Studying MAX closer, as the Baker Team has over many months, reveals challenges. Through meetings with
City staff and the Project Management Consultant (PMC),. by studying the Environmental Assessment/Finding of No
Significant Impact (EA/FONSI) and the preliminary plans, by meeting with project stakeholders, such as Colorado
State University (CSU) and UniverCity, and perhaps, most importantly, by walking the Corridor multiple times, we have
come to understand the community, the Corridor, and these challenges intimately.
This unique understanding, coupled with our Team's BRT expertise, will enable us to mobilize and begin work
immediately. We will implement MAX November, our decision making approach and initial agency coordination
. effort, and use MAX November decisions to design superior technical solutions that address these challenges.
Our project approach is tailored specifically to delivering a complete BRT system that increases ridership, optimizes
. multi -modal connectivity, and provides current and future cost benefits to the City. We will explore four key issues
that require immediate attention in the month of November and an additional four important project activities in the
■ following section. Though eight project'activities are highlighted in this section as critical path elements, all project
goals and objectives are addressed in our throrough and aggressive 10 step plan to deliver MAX On Time!
NNow, let's get started!
MAX BRT
MAX On Time! means:
Schedule
Meeting your schedule
requirement by
advertising MAX for
bids by June 2010.
Cost
Providing a superior
bid set that clearly
defines MAX and
its requirements,
fosters competition,
leads to good prices,
and minimizes claim
potential.
Quality
Meeting or exceeding
the expectations
defined by the MAX
Financial Plan. We will
improve the project's
cost effectiveness by
reducing construction
cost and providing
design solutions that
improve the MAX
service plan.
Image
Enhancing MAX's positive
image with the Fort Collins
community by:
Providing a positive
brand identity that
attracts riders
• Communicating
effectively with the
City's stakeholders
• Delivering timely and
cost-effective services
that demonstrate
the City's effective
delivery of projects
like MAX
We can meet these objectives because we understand BRT is much more than just buses and guideways. BRT
cannot be designed as a simple two lane road. When achieving its fullest potential, BRT includes:
• Stations and stops
• Connections for pedestrians, bicyclists, and park-n-Ride users
• Transit Oriented Development (TOD) considerations
• Passenger information systems
• Operations management systems
• Distinctive branding that attracts riders and helps MAX achieve its full potential as an asset to the City
MAX BRT
Michael Baker Jr., Inc.
A Unit of Michael Baker Corporation
355 Union Blvd. Suite 200
Lakewood, CO 80228
(720) 514-1119
FAX (720) 514-1120
October 2, 2009
Mr. John D. Stephen, CPPO, LEED® AP
Senior Buyer
City of Fort Collins Purchasing
PO Box 580
250 North Mason
Fort Collins, CO 80522-0580
Re: Request for Proposal 7073 Mason Corridor MAX BRT Final Design
Dear Mr. Stephen and the Selection Committee,
The City of Fort Collins is gaining more and more national recognition as a progressive community
. committed to sustainable living and increased multi -modal connectivity. With National Geographic
naming the City among the most adventurous places to live and CNNMoney listing Fort Collins second
on the Best Places to Live in 2008, the MAX system will no doubt garner national attention.
Michael Baker Jr., Inc. (Baker) is proud to offer the City a qualified and experienced team with extensive
bus rapid transit (BRT) experience. Collectively, Baker, IBI, and AECOM—your project manager —have
■ helped create the vast majority of BRT systems in North America, with Baker and IBI providing more
than half of that experience. Adding Baker to the City's MAX BRT Team, will provide the City with
unmatched BRT expertise. We are enthusiastic and ready to design and help implement the next
award -winning BRT system for the City and are confident we will deliver MAX On Time!
Time is of the essence! The Baker Team has thoroughly reviewed available preliminary designs,
environmental, and supporting project documents and has developed a unique project approach to
deliver MAX On Time!
Delivering a complete BRT system in just under nine months will require expert BRT knowledge and
flawless execution of the plan. To help ensure the City meets this fast -track schedule, the Baker Team
■ will:
• Quickly mobilize BRT subject matter experts (SMEs) to the MAX BRT Final Design Management
(FDM) project office during "MAX November"—SMEs and Key Personnel will be 100% available
to the City during the month of November
• Thoroughly explore cost -saving design alternatives to increase vehicle budget (our "Why Wait"
strategy), reduce City match, or reallocate funding to other City projects
S• Start multiple "GO" tasks immediately, swiftly moving from good preliminary design and
planning to great final design
. • Launch a high -touch public involvement program designed to create renewed enthusiasm
around the MAX BRT project and build community awareness and buy -in through small
workshops in advance of the one public open house —we envision the public open house as a
■
Our Project Management Approach
Turning Red Lights to Green
. Good News! The City has made
Smart Choices for MAX and a good DOWNTOWN TRANSIT CENTER
baseline exists for final design and
. implementation. .y ° ' "�� •
■
The MAX On Time! map to the right is
based on Baker's review of the preliminary
engineering designs, the corridor, input from
the City's team, the community, and the
EA/FONSI. The map shows that, based
the City's Smart Choices, half the
on of
project is ready to advance into final design
aimmediately
upon notice to proceed (NTP).
This half of the project is green lighted
for final design. The other half, shown as
red lighted requires significant decisions
■
and preparatory work, including community
outreach.
Great N@WS! The challenges our
in-depth research and understanding have
■
revealed are manageable with an exacting,
well -executed, and entire system -focused
plan that will be initiated before NTP.
Using the following ten step process, the
Baker Team will deliver MAX On Time! by
turning red lights to green.
SOUTH TRANSIT CENTER
10 Steps to Delivering MAX On Time
ALTHOUGH BAKER IS NEW TO THE CITY OF FORT COLLINS, WE ARE NOT NEW TO BRT OR COMPLEX,
MULTI -MILLION DOLLAR FAST -TRACK TRANSIT PROJECTS. IN ADDITION, OUR LOCAL FORT COLLINS
TEAMING PARTNERS ARE WELL -ESTABLISHED AND RESPECTED BUSINESS LEADERS IN THE COMMUNITY.
TOGETHER, WE ARE READY TO GET STARTED IMMEDIATELY.
Step 1: Mobilize to the MAX BRT Project Office
(October 20, 2009)
The Baker Team will mobilize to our MAX BRT project office
immediately following selection and before NTP. This space has
been pre -negotiated, comes fully equipped with ample meeting
space, standard office amenities, and sufficient workspace for
traveling team members. Further, it is co -located with our teaming
partner Jim Sell Design on the Mason Street Corridor at 153 West
Mountain Avenue —within walking distance to City offices.
Mobilizing to our project office before NTP is a key factor for
success and is critical to meeting the aggressive schedule.
Step 2: Scope of Work, Contract Negotiations, and
Project Management Plan (PMP)
(October 20, 2009 — October 27, 2009)
Time is of the essence! To take full advantage of the limited
time between selection and NTP, we have developed a draft fee
estimate tied to the detailed scope of work and schedule located
in the Supplemental Information section. Dwight Schock and
Galina Leiphart are dedicated and are ready to kick-off contract
negotiations in Fort Collins on October 20, 2009.
We will use this time efficiently, work with you through open and honest communication, and together we will quickly
develop a clearly defined plan. A key factor for success at start-up and throughout the life of the project is clear
objectives and goals and frequent and open communication.
The MAX PMP will focus on quality management, cost control, and schedule control. This document is an FDC-
specific, internal guidance document, and does not refer to the overall Project Management Plan, which is being
completed by others under the direction of the CPM and will be submitted to the FTA. Baker understands that is not
inch ed in FDC scope.
the essence of the project. Baker proposes the following schedule to meet the City's needs for
Oct.2009
Nov. 2009
Dec.. 2009 A
Jan. 201.0
Feb.20,19
Mar. 2M1p
A
r,.20�0
Ma
2010
Jun. 201,0
ACT�NITIE�S
b11��1�
2 3
1
2
3
4
2
3 4 5
MWR114
Mobilize to MAX BRT Project Office
010120
Scope of Work & Conctract Negotiations
Project Management Plan
Notice to Proceed
0 10/29
MAX November
"Green Light" Implementation
"Red Light" Implementation
65% Design Submittal
3/1
ReviewPeriod
65% ReviewMeeting
0 3/15
Public Open House
0 3/3
90% Design Submittal
5/3
ReviewPeriod
90% ReviewMeeting
0 5/17
Submit Bid Construciton Documents
0 6/1
To meet the schedule, Baker will provide a PMP during the pre-NTP period that will include all pertinent information
required to successfully manage MAX On Time! The MAX PMP will include the components shown below and will be
updated as conditions change to remain relevant and effective.
• Project Purpose
• SOW and Contract
• Critical Assumptions and Constraints
• Project Team and Stakeholders
• Communications Plan
• Project Procurement and Subcontracting
• Project Schedule
• Project Budget and Invoicing
• Quality Management Plan
• Risk Management Plan
• Change Management Plan
• Safety and Occupational Health
• Project Closeout Plan
THE MAX PMP APPROACH TO SCHEDULE CONTROL, COST CONTROL, AND QUALITY MANAGEMENT IS
INCLUDED IN THE SUPPLEMENTAL INFORMATION SECTION.
Step 3: Notice To Proceed
(October 29, 2009)
As previously stated, mobilizing to our project office before NTP is a key factor for success and is critical to meeting
the MAX BRT project schedule. The Baker Team will be a visible, tangible presence on the Corridor, available to City
staff, the PMC, project stakeholders, and the public.
MAX BRT
Step 4: MAX November
(November 2, 2009 - November 30, 2009)
MAX November will begin immediately following NTP. This high-energy month in which critical decisions must be
made will include: 1) starting work on green light sections of the project immediately and 2) addressing design
decisions that are needed to turn red light sections of the project to green.
Baker Key Personnel and Subject Matter Experts (SME) are committed to working with you in Fort Collins from our
project office located on the Corridor during the month of November. We know there is no substitute for face-to-face
communication when pivotal decisions must be made.
MAX November Key Personnel JFMAX
November SMEs
Key •
•
0 • '
Dwight Schock, AICP
Project Manager
Chris Prentice, P.Eng.
Vehicle Specialist
Galina Leiphart, PE
Design Manager
Doug Parker, P.Eng.
Fare Feasibility Study
Peter Zurawel, AIA/IA
Station/Stop Lead
Patrick Butler
ITS - Radio LAD/AUL
Sal Birritteri
Station/Stop Design
James Paral, PE
ITS - Radio LAD/AUL
Craig Friesen, PE
Design Lead
Larry Johnson, EIT
ITS - Radio LAD/AUL
Dave Stevenson, PE
Design Lead
Ron Stewart, P.Eng.
Traffic Signal Priority
Jim Sell, ASLA
Landscape Design
Mike Corby, P.Eng.
Traffic Signal Priority
Pete Hankovszky, PE
FTAAdvisor
Duncan Allen, PE
Planning and Operations
Steve Wilson, PE
QA/QC
Martin Hull
Planning and Operations
Mary Keith Floyd, AICP
Public Involvement
Doug Larson
Branding Lead and CSU
Coordination
MAX November will be a full time commitment for the Baker Team and will be
dedicated to resolving critical issues. It will include the following key activities:
November 2 — Project Kick-off work session with City staff, the PMC, key
stakeholders, and the Baker Team. At project kick-off, we will establish work
groups (City staff, PM, Baker Key Personnel and SMEs) for each of the five
critical issues that require decisions in the month of November.
Work groups for critical issues include:
1. Vehicle type
2. Cost -saving Alternatives
3. Stations and Stops
4. Structure Selection
Resolving these critical issues in November will allow Baker's design team to proceed full speed ahead with
red light sections of the Corridor in 30 days or less, keeping MAX On Time!
•�. MAX BRT
Additional project activities we will discuss as part of Step 4: MAX
November include:
• Fare Collection Feasibility Study
■ Agency Coordination and Public Involvement
■ CSU Coordination
• Brand Development
■
MAX November goals and objectives include:
• Defining the critical decisions needed to proceed with red light design
by December 2
• Review key EA/ FONSI commitments
• Develop process for addressing longer term issues beyond MAX
November
• Finalize agenda for stakeholder outreach sessions
• Identify an escalation process to assist with decisions that go beyond
the kick-off meeting attendees
November 4, 5, and 6 — Outreach sessions with key stakeholders, which
include neighborhood associations, business groups, and CSU regarding
■ station design features, connectivity, and branding
November 9 through 13 — Work group sessions and activities
November 16 — Team meeting to review work group activities and discuss
outreach feedback, develop detailed action items for completion by month -
end
November 17 through 25 — Work groups to focus on action items and
making critical decisions, provide other groups with public outreach
updates and develop realistic follow-up plans, document design decisions
per work group and share with others as appropriate
■ November 30 — Finalize design decisions to allow red light items to
proceed. All project elements must be ready to proceed into final
design to meet the fast -track schedule. Establish follow up items with
City staff and PM and verify decisions made. Proceed with design support
activities including Fare Collection Study, Branding, FTA support, right of
■ way support, EA / FONSI support, and BNSF support.
-
issues
• Selecting a vehicle type is the
single most important decision
affecting final design
The City has expressed an
interest in 60 foot, dual -sided,
5-door articulated vehicles, but as
of September 16th, consensus on
vehicle procurement had not been
reached
The City has considered
running a mixed -fleet of existing
Transfort vehicles and new,
60 foot articulated vehicles,
nevertheless running a mixed -
fleet presents final design, BRT
system branding, and economic
challenges
The vehicle procurement budget
is currently $5.111 million, which
may fall short of funds necessary
to purchase a full fleet of 60 foot
articulated vehicles ready for
operation in 2011
Running a mixed fleet of vehicles
of varying sizes present's
maintenance and platform
dimension challenges and can
become very costly
approach
Though vehicle procurement is
excluded from the FDC SOW,
Chris Prentice, P.Eng., the Baker
Team's vehicle procurement
specialist, is available to research
and share information, prepare
cost and design impact analysis
reports, and answer your
questions as needed during MAX
November
• We have developed several cost -
savings design alternatives and
estimates; and have determined
that implementing just one of our
proposed alternatives is enough
to save the overall project a
minimum of $188,250 and as
much as $4,606,802—funds which
can be reallocated to the vehicle
procurement budget as one option
benefits
IIN-MMENE-
MM MAX BRT
York Region's VIVA BRT System, Greater Toronto, Ontario Area
IBI's Chris Prentice, P.Eng. developed the vehicle
procurement design specifications for 85 advanced
design 40-foot and 60-foot BRT vehicles for VIVA's
4-segment Corridor with mixed ridership. The vehicle
procurement process ran concurrently with final design.
Key vehicle design objectives included:
Advanced aesthetics and styling for
exterior and interior
Advanced propulsion technology to
minimize emissions and noise
A vehicle guidance system to permit automated docking at stops and stations
• Intelligent transportation system (ITS) features for vehicle diagnostics, customer information and
communications
® Additional considerations included: low noise levels for the exterior and interior; low emissions; unique, advanced
exterior aesthetics; contemporary interior aesthetics and passenger amenities; comfortable seating; mix of seating/
standing capactiy consistent with market; wide doors; minimum 24-inch wide aisles; high capacity heating and
air conditioning system; smooth comfortable ride; ITS/smart bus capability; compliance with all applicable federal
standards; minimum 12-year life; engine fuel type; maximum speed; gradeability; fuel economy; and maintanability.
With IBI's help, the York Region was Yard WiFi Wireless Data-+- L'I, -
Network Radio Network �Global Positioning
able to purchase their desired fleet `,� \\ Satellite Constellation
for opening day of operations. Data GPS
Radio
IBI Group has assisted numerous Ll F-m7
transit authorities and area °dem°`•' AMDT Panic
■ governments in developing transit _ TIB
vehicle specifications and procurement Lift
support for selecting the most
KEY:
. appropriate transit vehicles. IBI Group Q Existing In -Vehicle Devices integrated with CADIAVL
has extensive experience with both 11111110 Stand Alone Subsystems
standard transit buses and BRT APC a Automated Passenger Counter (on approximately 17%of fleet)
GPS - Global Positioning System
vehicles. AMDT a Mobile Data Terminal (allows driverldispatch to exchange data msgs, initialize systems, et.)
Note: Lift Interfaces with Transit Interface Box (TIB) on approximately 50% of fleet
- VLU Discrete Connections
■ - Transit J1708T
IWWFFNFPM
MAX BRT MJ
The Baker Team developed many cost -saving alternatives during our research and review of the project. Our ■
proposed alternatives were developed to save you money during construction and enhance operation of the MAX
BRT system now and in the future.
The following cost -saving alternatives are just three options of many the Baker Team has developed to share with
you. The City may choose to use these savings to increase the vehicle procurement budget, help reduce the FTA-
required match, build new structures —such as a bridge over the Mail Creek and Mercer Ditch areas —or improve
bicycle and pedestrian connectivity in other areas of the City. We will work with Fort Collins in Max November to
determine which cost saving alternatives are the most cost-effective and offer the most long-term benefit.
PLEASE REFER TO COST -SAVING ALTERNATIVES IN THE SUPPLEMENTAL INFORMATION SECTION TO
VIEW DETAILED PLAN SHEETS FOR THE FOLLOWING ALTERNATIVES.
Alternative 'I
McClelland as a Designated Guideway
Issues
• Running the guideway next to
McClelland makes intersection
design difficult
• Guideway would either be next
to or over the Larimer County
No. 2 Irrigation Ditch
• Box culvert and paved ditch
to accommodate the Larimer
County No. 2 Irrigation Ditch is
extremely expensive
• Closing McClelland to traffic
will have impacts to adjacent
businesses and streets
• Design of center island platform
stations in this section is difficult
approach
• Pavement on McClelland is
in good condition and can be
used without rehabilitation.
We determined access needs
for each affected business.
(Illustrated in the plan sheets
located in the Supplemental
Information section)
• Station specifics will be
determined during MAX
November. (Stations shown on
plan sheets are placeholders.)
• Savings: 5,424 cubic yards
of Concrete Class D (Box) by
removing the 6'x20' Concrete box
culvert and concrete channel
• Savings: 1,502,630 Ibs of
reinforcing steel by removing the
6'x20' Concrete box culvert and
concrete channel
• Savings: 10,570 square yards of
concrete pavement (11.5")
benefits
• Placing the designated
guideway on McClelland would
save the project approximately
$4,606,950.00 minus any
necessary curb and gutter and
pavement improvements on
McClelland
• Existing McClelland pavement at
Horsetooth and Drake Stations
can be converted to parking
• Concrete Class D (Box):
$400.00/cy X 5,424 cy =
$2,169,600.00
• Reinforcing steel: $1.20/lb. X
1,502,630 lbs. = $1,803,150.00
• Concrete Pavement (11.5")
$60.00/sy X 10,570 sy =
$634,200.00
gM MAX BRT
Alternative 2
MSE Walls 3 and 4 Removal
■ lssues approach ch benefits
These walls are located
Baker met with BNSF system
.
between the guideway and
engineers to confirm they
BNSF Railroad. Due to
are open to fill slopes onto
.
recent experience at the
their embankment, they are
Littleton Depression, System
agreeable as long as drainage is
Engineering representatives for
properly addressed
the BNSF Railroad commented
"BNSF will not approve any
Using the topographic files
retaining walls next to their
provided in addendum 2,
tracks that do not meet AREMA
we were able to model the
crash wall specifications." MSE
guideway through this area
■
Walls do not meet AREMA
and determine that a fill slope
requirements
can replace MSE walls 3 and 4
without adversely affecting the
• AREMA crash walls are very
drainage patterns
expensive, stout concrete walls
• Eliminating the wall would
add 3,800 cubic yards of
embankment
• Removing these walls would
save the City approximately
$571,240.00
• MSE Wall: $80.00/sf x 7853 sf =
$628,240.00
• Embankment: $15.00/cy X 3800
cy = $57,000.00
Alternative 3
Shifting Guideway 10' Ealst between
Sta. 439+60 to Stagy. 449+46 to shorten MSE Well 6
. Issues approach benefits
• Retaining wall through this
Using the topographic files
■
stretch is very tall. Shifting
provided in addendum 2, we
alignment 10' will allow the
modeled the guideway through
profile to be dropped to
this area to modify the profile
decrease height
and calculate new wall heights.
See Supplemental Information
• Additional ROW will be required
section for specific plan sheets
from adjacent property owner
As a FEMA Mapping Contractorfor
■
• Location is within the Spring
over 30 years, we have
Creek floodplain. CLOMR is
worked with FEMA Region VIII,
in process no reference to
the State of Colorado, and the
proposed retaining wall
City of Fort Collins continuously
Proposed guideway alignment
during that time. Our staff has
■
will likely affect the FEMA-
the expertise to proactively
designated floodway and require
evaluate and plan for whatever
the standard CLOMR or No-
impacts the aforementioned
Rise certifications
activities have on this project,
thus ensuring a smooth, efficient
■
implementation for BRT
• Remove 4,980.5 square feet of
MSE Wall
• The cost savings of shifting
the guideway is approximately
$322,770.00 including the
additional ROW
• Our experience with FEMA
processes will allow us to avoid
unnecessary delays and ensure
the most effective use of BRT
resources
• MSE Wall: $80.00/sf X 4,980.5
sf = $398,440.00
• Additional ROW: $9.00/sf X
8,407.6 sf = $75,670.00
MAX BRT
Stations and stops will be a highly visible component of MAX and are an important part of increasing and sustaining ■
ridership. As such, we realize the importance of creating an environment of high aesthetic value and function for
operational needs. Our stations and stops approach is to to develop station designs with you and your project
stakeholders in a collaborative way. Reviewing the preliminary engineering drawings has given us an in-depth
understanding of the significant changes that will need to occur to platform designs after final vehicle type selection.
In an effort to hit the ground running, we have initiated our review of proposed station locations and identified platform ■
design, station area planning, and TOD options ahead of selection and NTP.
The following table details station and stop preliminary engineering design as it exists today, our understanding of this ,
design, and our approach and available options to address challenges and anticipated changes to existing design.
Station I ..
Downtown Transit
Center
Not included, existing
facility currently functions
as terminus station for
Transfort bus routes, will
not accomodate 60 ft
articulated buses
Our
Will serve as North terminus
station for MAX BRT
•Approach
Not included in SOW. SMEs to address, as
needed, and only at the request of the City.
Downtown Stops
Far -side, side -loading
In Front of Existing Curb
We recommend behind existing curb configuration
platforms in front of
Advantages: Low impact on
to enable traffic to flow unencumbered. This
Mountain Avenue
existing curb
landscape design and utilities
represents the best current and future benefit
Olive Street
Disadvantages: Significant
to multi -modal travelers and accomodates for
Mulberry Street
drainage issues and vehicular
population growth.
Laurel Street
and bicycle traffic flow will be
impeded by busses stopping
We will develop platforms that minimize impact
in street Behind Existing
to existing trees and have developed station
Curb Advantages: Traffic
concepts around mature trees. Trees that are
flow unaffected, opportunity to
not mature can be moved in close proximity
improve drainage, opportunity
to the new stations. We will provide Old Town
to add landscape design
stop designs optimized to provide the best
aesthetics Disadvantages:
balance between rider access, operations, BNSF
Impacts to existing street trees
communications cabinets, and the valued trees
and utilities
that line Mason Street.
University Street
Center -loading platform
CSU will lose a significant
We will continue to work with CSU and
designed to accomodate
amount of parking adjacent
communicate openly through our dedicated CSU
40 foot bus
to the track and field stadium
coordinator. This will help ease the process and
and mature trees will be
ensure CSU campus, faculty, and student needs
impacted. CSU has accepted
are met. We have developed a strategy to provide
the location/alignment, but
a larger transition plaza to accomodate event
vertical alignment and grade
crowds and more multi -modal access through
changes need to be assessed
a bike share program, park-n-Ride, and bicycle
and determined.
storage facilities, to name a few options.
WMAX BRT
■ celebration of the MAX BRT system, with community and stakeholder feedback having already
been incorporated into 65% design
• Dwight Schock, AICP will serve as Project Manager and the City's dedicated resource for this project.
Dwight has been an integral part of shaping BRT across the U.S. for more than 18 years, beginning with
his work on the Port Authority of Alleghany, Pittsburgh busway project. This busway continues to be
recognized by the FTA as one of the "premier examples of high quality bus transit facilities in the U.S."
■ Since that time Dwight has planned or implemented BRT in Pittsburgh, Cleveland, the
Washington/Baltimore metro area, the State of Utah, and Colorado Springs.
Galina Leiphart, PE will serve as Design Manager and will work closely with Dwight to ensure project
milestones, quality, and adherence to schedule and budget requirements of the project. Galina has a
proven track record of success coordinating work between disciplines and will work with the City to
eachieve project goals. She will focus her efforts on providing project oversight and delivery.
Peter Zurawel, AIA will serve as Stations and Stations Area Planning lead and will be an integral part of
the design team. Peter, Dwight, and Galina are currently working together on the successful Regional
Transportation District's (RTD) FasTracks 1-225 LRT Corridor for preliminary design and environmental
■ documentation. Peter has an impressive BRT history and is well -versed in the unique challenges of
planning and implementing BRT systems, stations, and stops. His experience includes many award -
winning projects including the Ottawa Transitway System and York, Ontario VIVA BRT system.
It is with a strong desire to provide final design services to the City of Fort Collins that we have
assembled the very best team for addressing all the needs of this fast -track project in a fiscally
'. responsible and comprehensive manner. Our team offers a unique blend of innovation and practicality,
with unmatched BRT experience.
We are in receipt of and have read Addendum No. 1 and Addendum No. 2 to the RFP and would like to
thank you for your time and consideration as you review our proposal. We look forward to working with
you on this project and to providing you the same outstanding service we provided RTD on the
FasTracks 1-225 project. Should you have any questions regarding our proposal, please feel free to
contact Project Manager, Dwight Schock, AICP; 355 Union Blvd., Suite 200, Lakewood, CO 80228; 720-
514-1132 (Phone); 720-514-1120 (Fax); dschockC@mbakercoro.com.
Sincerely,
MICHAEL BA
■ D
0
Project Manager
Senior Vice President
Station I Stop
'Preliminary Design
Our Understanding
OurApproach
Prospect Road
Center -loading platform
Visibility of station from
Redesign to accomodate vehicle passenger drop -
designed to accomdoate
surrounding areas is low, as
off closer to station on adjacent land could require
40 foot bus, pedestrian
it is set back from the main
additional ROW; but the benefits may outweigh
connectivity through
arterial road several hundred
the additional cost. Improve visibility from
multi -use trail to station
yards. Design currently does
Prospect using signage and station icons. Good
area
not accomodate passenger
candidate for station relocation closer to Prospect.
drop-off.
Drake Road
Center -loading platform
When railroad gates are down
Consider relocating the railroad gates.Utilizing
designed to accomodate
at this location vehicles will
McClelland would allow railroad gates to be
40 foot bus, includes
block the BRT guideway.
relocated closer to the railroad. Our railroad SME
passenger drop-off
will be available to answer questions and guide
this decision process during MAX November.
Swallow Road
Center -loading platform
The station is designed on box
By adopting McClelland as a designated
designed to accomodate
culverts over irrigation. Box
guideway, the City can avoid costly box culverts
40 foot bus
culverts are expensive and
and save time otherwise spent negotiating with
irrigation company buy -in will
the irrigation company.
be required.
Horsetooth Road
Side -loading platform
The City desires a center-
Adopting McClelland as a designated guideway
loading platform at this
will provide enough room for the desired center -
location. Currently no
loading platform. We have developed a concept
passenger drop-off or park-
to design a pleasing connection from the
n-Ride facilities exist. The
residential development west of the BRT Corridor
railroad gates at this location
to this walk-up station. We have identified
obstruct BRT guideway when
significant TOD and redevelopment opportunities
down. It is important to retain
on adjacent land. Optimizing connectivity will
access to Mason Trail.
increase ridership.
Troutman
Center -loading platform
Limited parking available with
Reconfigure areas to allow for easier access
Parkway
designed to accomodate
proposed configuration and
for passenger drop-off and drop-off circulation,
40 foot bus, both sides
potential conflicts with drop-off
separation from park-n-Ride user traffic to ease
of Troutman have
areas and parking. Ramp
traffic flow and increase pedestrian safety. It will
been reconfigured to
access to underpass may not
be necessary to coordinate extensively with the
accomodate public
be practical because it adds
Pedestrian Underpass design consultant.
parking, vehicle turn-
considerable travel distance to
around, ramp and stair
underpass.
access to underpass
Harmony Road
Side -loading, currently
Plenty of room north of
Consider providing a passenger drop off area.
being re -designed as a
Harmony for center -loading
This location exhibits potential for park-n-Ride.
center -loading platform
platform design
South Transit
Currently under design
SMEs to address, as needed, and at the City's
Center
request. Cooridnation of MAX BRT with South
Transit Center final design consultant will be
required.
MAX BRT EM
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cagaviam=•
Two types of platforms have been developed during the Preliminary
Engineering phase. Center loading platforms are used at stations at
the CSU campus and stations to the south. Side loading platforms are
used from Laurel and stops to the north. The City will require the FDC to
develop platform plans that can be adapted to site specific conditions.
The Baker Team has extensive experience and expertise in the design
of specialized BRT platforms demonstrated in successfully implemented
projects across North America. We will work collaboratively with the City of
Fort Collins and Stakeholders to develop MAX platform plans and shelter
designs that will address a high quality aesthetic, an iconic identity and a
product branding for MAX BRT. We are proposing the following process,
tasks and products:
• Work with stakeholders to develop a "kit -of -parts" that will be used at
the platforms. This will include amenities such as shelters, benches,
bicycle racks, litter receptacles, decorative barriers and lighting.
• The "kit -of -parts" will provide the option of selecting from elements in
a range of footprints that are suited to space availability at platforms.
For example smaller footprint shelters, that can be used at downtown
stops, where platform may be narrower and therefore identified as a
subtype.
• Typical center and side loading platform configurations will need to
allow for maximum flexibility of bus types. The typical platforms should
allow for 40ft standard and 60ft articulated buses to alight at each
station.
• Landscaping at platforms and the possibility for a "green" busway are
opportunity to involve students and faculty from CSU programs.
• Sustainable design is an additional opportunity to involve students
from CSU. Together we can examine opportunities to integrate
elements such as photovoltaic resin panels that can be used to
provide power for equipment such as shelter lighting and variable
message signs. We may also identify and select landscape plant
materials for their tolerance to high traffic area and low water
requirements.
• Integrate equipment such as variable message signs, ticket vending
or validating equipment, route maps and schedule in the design of the
furnishings so they do look like after -thoughts.
• Provide opportunities for public art at the stations, possibly integrated
into shelter and/or platform design.
Passenger information signs incorporated into
the design of canopies ensure these design
elements do not appear as after thoughts. Further,
perpendicular placement to platforms allow for easy
visibility. IBI prepared this canopy design for VIVA
Next, the second phase of VIVA design.
NOVEMBER
IBI prepared this design for VIVA Next, which
incorporates design around trees. Trees provide
natural and sustainable shade for waiting
passengers.
Aesethic treatments at stop locations do not have
to be costly to give the stop a pleasing and inviting
look. The hanging flower baskets add color and
warmth at a stop that is otherwise surrounded by
concrete and asphalt.
MAX BRT EM
Determine typical station footprints for site -specific design
• What station footprint provides the most flexibility now and in the future?
Station footprints need to allow the City vehicle flexibility, both for the
existing Transfort fleet and for the desired 60 foot dual side door articulated
vehicles. The following figure illustrates just one option for overcoming the
constraints we have identified in reviewing existing preliminary design
and illustrates a concept that provides flexibility for multiple vehicle types.
VEHICULAR SAFETY GATEPEDESTRIAN
I - SAFETY GATES
RAIL CORRIDOR c I I
PEDESTRIAN SAFETY GATE ' I I I I a ' SIDE PLATFORM
-
SHELTER—
r ABUSES
BRT GUIDEWAYS /
FUTURE CENTER J a I I I I n1e c SHELTER,,
PLATFORM I
PASSENGER DROP-OFF
• Developing station stop concepts in Old Town that reflect the community, but which
also resolve the high curb heights along Mason Street with low floor vehicles.
• Identifying a design program that accommodates MAX elements that will be refined
later during the design process. For example: urban design for stations and stops,
branding, fare collection equipment, passenger information, and operations.
�XBRT
■
re��reser�t�tive a. ch
4
MAX NOVEMBER
Bay Farm Station
■ We approached the Bay Farm Station with the philosophy of matching the preliminary design of the pedestrian
' PP Y P P Y 9 P rY 9
■ overpass while minimizing the impacts to the businesses. We held the west curb at the 25' railroad right of way
and widened to the east. The platform is the standard 17' width and the guideway lane widths are narrowed to
10.5'. The location of the platform was dictated by the parking configuration of the business located directly to the
east of the platform. This will require some additional right of way from the storage property to the north.
• In the event the 60' articulated busses cannot be procured initially, the existing busses will use a crossing pattern to
allow the passengers to alight on to the platform. For this to work, the busses arriving at the platform will have the
right of way. The bus sitting at the platform will be responsible for crossing only when clear of an oncoming bus.
The structure selection process, in accordance with the CDOT Bridge Design Manual, typically occurs during the ■
preliminary design phase of the project. A thorough preliminary design is necessary in order to minimize delays,
revisions and change orders during final design and construction.
The current BRT preliminary design does not include a documented structure
selection. However the plans do identify culvert extensions and wall
locations, and the RFP suggests investigating alternatives to the concrete box
culvert enclosing the Larimer Ditch and analysis of bridge structures at Spring
Creek and Mail Creek/New Mercer Ditch floodplain areas.
The preliminary design also shows MSE retaining walls along the corridor.
AASHTO LRFD Bridge Design specifications specifically states that MSE
walls shall not be used where floodplain erosion or scour may undermine the
reinforced fill. Because Spring Creek is being channelized, we can anticipate
a higher flow velocity, and corresponding scour potential; therefore indicating
that an MSE wall type may not be the appropriate wall selection for this
location.
Retaining wall types, bridge types and major culvert extensions will all be
evaluated during the structure selection process. In order to accelerate the
structure selection process, the Baker Team will hold a Working Session
11/18/09 with City Staff. This working session will be a collaborative
process focused on establishing goals, defining engineering constraints,
and documenting decisions regarding the structures on the corridor. During the first two weeks of MAX November,
in advance of the working session, the Structures Team will develop alternatives, order of magnitude costs and
potential evaluation criteria for discussion.
With the compressed schedule it is imperative that the structure selection process move swiftly and be efficient. This
working session will culminate with a report documenting the decisions made and alternatives that require further
analysis in order for a structure type to be selected. Key to the success of meeting the 65% submittal in March is the
ability to accelerate the structure selection process and proceed to final design.
Harmony Road Structure
As the guideway approaches Harmony from the south it encounters the confluence of Mail Creek and New Mercer
Ditch. This is a heavily vegetated area with irrigation headgates and manholes that the New Mercer Ditch company
requires access to. The preliminary plans show the guideway on fill with retaining walls and culvert extensions. This
approach adversely impacts the wetlands and creek channel. The preliminary plans also show an access ramp for
the ditch company that drops very steep on the south side of the Mercer Ditch structures.
Baker proposes to span over Mail Creek with a new bridge structure. In order to minimize the length of the bridge,
and wetlands and channel impacts, we suggest capping the New Mercer Ditch structure and filling over it; the
OM MAX BRT
■ proposed north abutment would be located just south of this location. The retaining wall along Mason trail will need to
be extended slightly to allow the ditch access.
■ Access to the irrigation structures will be via Harmony Road. This allows access road grade to remain at 9% (±) and
allow maintenance crews direct access to the manholes and headgates.
With an overall bridge length of 185 ft, a two span configuration
is essential in order to minimize the overall structure depth. A
single span option would require over 7 ft of structure depth.
The two span option effectively reduces the structure depth to
approximately 4.5 ft, thereby providing a more efficient structure
while still minimizing wetland and channel impacts. The structure
selection working session will evaluate cast -in -place and precast
concrete girders, rolled steel girders, pier location, and span
configuration.
nt-,.�• • •
An import ant component of the structure selection is hydraulics;
including floodplain, high water elevations, freeboard and scour
criteria. Floodplain limits impact foundation locations, high water
elevations and freeboard effect BRT profile and 500 year scour
impacts foundation cost and constructability.
Our team is aware of the following ongoing activities associated
with the Spring Creek floodplain:
There is a large flood mitigation project along the length of
Spring Creek that has been constructed and will require a
Physical Map Revision (PMR) to the current Federal Emergency Management Agency's (FEMA) Digital Flood
Insurance Rate Maps. Submittal of PMR for FEMA review and processing is anticipated in Fall '09.
FEMA is currently reviewing a Conditional Letter of Map Revision (CLOMR) (case no. 09-08-0735R) for the
proposed Choice Center in the vicinity of the BNSF crossing of Spring Creek. The proposed project includes
channelization downstream of the BNSF that will affect the BRT design.
FEMA and the City of Fort Collins are in discussions regarding the effect the BNSF embankment has on the
Spring Creek floodplain, specifically whether the BNSF is acting as a non -levee embankment and can be
certified to withstand a 1 % annual chance flood event. This will have impacts on both the ongoing PMR and
CLOMR projects.
Baker is a national leader in floodplain management and water resources modeling/planning. As a FEMA Mapping
Contractor for over 30 years, we have worked with FEMA Region VIII, the State of Colorado, and the City of Fort
Collins continuously during that time. Our staff has the expertise to proactively evaluate and plan for whatever
impacts the aforementioned activities have on this project, thus ensuring a smooth, efficient implementation for BRT.
MAX BRT EM
Fare Collection Feasibility
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Richmond Hit( Centre
Fare collection equipment and
BRT route maps incorporated
into a custom -designed enclosure
reinforces BRT system identity
and is an important part of
multi -modal connectivity. "You
are here" maps encourage
passengers to patronize
businesses along the corridor and
provide additional advertising for
businesses. This is a low-cost
option to strengthen economic
growth and development.
• Contactless smart card period
passes will take less time to
use than the current magnetic
stripe swipe operation. Since
Transfort is currently using
older model fareboxes, some
farebox upgrades would likely
be needed (not only to add
a smart card reader but also
to upgrade other farebox
components to allow its
addition). Passes and tickets
could be entirely replaced by
the smart card approach, but
Transfort would most likely
continue to accept cash fares
in addition to the stored value
smart card. Other equipment
would be needed to provide
for convenient smart card
issuance and revaluing.
Simultaneous boarding
• All fare payment would be
completed prior to boarding,
to further speed the process.
All fare payment would
need to be either with cash
or a machine readable
fare instrument, so such a
system would need to either
introduce smart cards or
extend the use of magnetic
stripe fare media to tickets
and transfers.
W
fare collection study approach
The conventional fixed route fare collection approach currently in use by Transfort, front door boarding with an
electronic farebox, can result in overall boarding times that are longer than desirable for BRT operation. Passengers
need to either swipe a magnetic stripe card or insert cash/ticket. Other boarding procedures may include requesting a
transfer. Various alternative fare collections that can reduce overall boarding times include:
. Use of a stored value contactless smart card system. This allows riders to purchase fares in advance and have
the farebox deduct the stored value from the card.
■ In conjunction with smart card system, implement "proof of payment fare collection." This requires that the rear
door is equipped with a smart card validator, allowing for simultaneous boarding through both doors.
■ Replace onboard fareboxes with fare vending machines at the BRT stations.
• Replace onboard fareboxes with an enclosed area accessible through turnstyles.
Our approach to this task would be to:
• Gather specific information from Transfort on the current fare collection equipment, fare policies/media, and fare
collection procedures, as well as the vehicles/station to be used for the BRT
• Establish with Transfort a set of conceptual fare collection alternatives
■ Define preliminary designs for the conceptual alternatives that Transfort is willing to consider
• Prepare an alternatives evaluation and identify a recommended approach
In addition to the potential fare collection system enhancements identified in the RFP, various other technologies are
commonly considered as part of implementing BRT:
■ Computer Assisted Dispatch /Automatic Vehicle Location (CAD/AVL)
• Route and Schedule Adherence Monitoring/Feedback
• Covert Emergency Alarm and Covert Live Audio Monitoring
■ Automatic Voice Annunciation
• Automatic Onboard Software Updates
• Automatic Passenger Counters (APC)
.
On -board Video Surveillance
• Real -Time Bus Arrival Departure Information
• Transit Signal Priority (TSP)
■
Bus Bunching Alarm
MAX BRT 3M
nsues approach
• Station relationship to surrounding • Frontload outreach and involvement with outreach blitz in first 6 months
neighborhoods
- Context sensitive design and
aesthetics
- Unique ridership needs
- Neighborhood connectivity
- Economic/business
development
• "Refine not Redesign"
- Focus public input on
aesthetic design, reinforcing
decisions made in the EA
• CSU coordination
- Station identity
- Meeting student and campus
needs
- Integration of expertise
• Branding and public relations
integration
- Renewed interest and
enthusiasm in project
- Continued public education
on funding, construction
process, and how project will
affect their community
AX BRT
- Three public input sessions held during the firts week of November,
each session will be dedicated to one of the three distinct areas
along the Corridor: Old Town, CSU, and the southern section. These
sessions will focus on gathering public opinion on MAX branding
potential and aesthetics of the BRT Stations and Stops. Gathering
this information from the public in advance of City Board, Staff and
Council involvement, gives the City confidence that constituents and
stakeholders have been heard and suggestions incorporated.
- Surveys as part of branding
- Resolve issues as soon as possible for 65% design
- Second six months focus on rolling out the new/revised brand,
construction education, and energy and enthusiasm about next steps
• Small group meetings - focused on context sensitive design details for
each station, providing base concepts and a palette of aesthetic choices
- Kick-off with Corridor -wide workshop
- Neighborhood workshops
- City Council workshops
• Public Open House at 65% design — show that we have integrated what
we heard during the workshops
• Speakers and presentations will be provided upon request to increase
awareness and excitement about the project ■
• Provide content and messaging for newsletters, web updates, etc.
• Mary Keith will be the dedicated point of contact for questions,
comments, and requests. She will ensure that the right people (technical
specialists) are at the right meeting to ensure resolution.
No Text
benefits
we deliver
• From preference polling to surveys — Baker and Sage have
developed the appropriate tools to capture the voice and feel
of the community. On the 1-65 Ohio River Crossing, Baker
led the public outreach and design for a bridge selection
process. Innovative tools included computer animations,
viewshed rooms, and electronic polling preference to
connect two downtowns in two states — Louisville, KY and
Jeffersonville, IN.
• For the 1-69, Tier 2 EIS, Mary Keith led Citizen Advisory
Committee Meetings and Expert Land Use Panel Meetings
bringing together representatives from Indiana University,
the City of Bloomington, Monroe County, the business
community, and special groups such as the Bloomington
Bicycle Club.
• By actively engaging stakeholders early in the process and
ensuring their issues were addressed, Dwight and Mary
Keith were able to lead the FasTracks 1-225 Project to
proactively resolve vibration, noise, and EMF/EMI technical
concerns of CU Denver and other Anschutz/Fitzsimons
Medical Campus stakeholders.
"The University of Colorado Denver would like to express
its appreciation for the professional and thorough manner
in which this study was conducted. The University
has been afforded every opportunity to participate and
contribute to the development of this plan."
— David Turnquist, Assistant Vice Chancellor for Facilities
Management, August 10, 2009
MAX BRT MI
Brand development — held during the first week of November, 11/3/09 —
11/5/09. Each session will be dedicated to one of the three distinct areas
along the corridor: Old Town, CSU and the southern section. These
sessions will focus on gathering public opinion on MAX branding potential
and aesthetics of the BRT Stations and Stops. Gathering this information
from the public in advance of City Board, Staff and Council involvement,
gives the City confidence that constituents and stakeholders have been
heard and suggestions incorporated.
w En., d \ee::� � � v oE,::--). r
0
�SSU%S
• The MAX BRT system is an
exciting project, however, there
may be a lack of public awareness,
misconception, or apathy about the
project due to the length of time
between the original ballot initiative
and an operational system
• Fort Collins residents are very
Markley Motors
proud, active and vocal members
in their community and will want
• Handled all branding and
input into the brand identity of
marketing communications
the MAX BRT system, branding
efforts, winning contract over
and marketing firms outside the
a national firm specializing
community will find it challenging to
exclusively in automotive
capture the "voice" of City residents,
dealerships
especially in such a short amount
• As a result of re -branding
of time
efforts, Markley grew from Top
10 regional Honda dealer to
Is MAX the right fit for the City?
Top 1 via strong and consistent
This is not an easy question, but
brand representation and
one concern will be whether or not
messaging
the City has obtained the correct
legal trademark rights to the "MAX"
Odell Brewing Company
brand
• Brand awareness and The City will need to overcome .
perception surveys common negative perceptions
• Key findings for lead brands: - Tax (more taxes/fund better
Easy Street Wheat and 90 i
things)
Shilling
- Need (do we really need it)
• Easy Street Wheat and 90 - Traffic (clutter)
Shilling grow from local/CO
product to regional. product -Professionals may have a
misguided negative perception ■
about riding the "bus"
■
AX BRT
approach
• Sage's approach for handling the MAX Project is
listed below. While the approach is fluid and may
alter slightly, the approach can be defined as follows
• Team Creation: City of Fort Collins,
Stakeholders, Account Management and
Creative
• Background/Research Interviews with Client
- Goals/Vision
- Understanding the Market (ongoing)
- Obstacles
- Input/Interviews with Clients and Key Vendors
- Target Audience
- Target Area
- Intended Use
- Key Messages
- Single Net Impression
• Discovery Phase
• Survey/Evaluate the Market
- Electronic
- Intercept (off the street)
- Mailing
• Compare/Contrast to Like Entities or Competition
• Interview with Client and Key Vendors/Contributors
• Other Interviews if Necessary — Industry, Influencers,
etc...
• Outputs
• Share Discovery Findings with Clients
• Project Creation
- Creative Brief (foundation for project visual and
text messaging)
- Development of Ideas Based upon Above
- With Client Identity/Select 2-3 Viable Conceptual
Approaches
• Further Refinement/Development of Select
Concepts
- Market Feedback on 2-3 Refined Concepts
- Present 2-3 Refined Concepts to Clients with
Target Group Inputs
• Decision
- Public Opinion Sessions
- Client Input Sessions
• Select Final Deliverable
- Further Refinement if Needed
• Application
- Style/Brand/Usage Guideline
- Medium: Print, Electronic, Etc
- Media Plan
- PR Plan.
- Support
• Final Outcome
- The Deliverable/Program
- Follow-up/tracking
- Metrics
benefits
MAX BRT EM
The Baker Team is committed to continuous coordination with Colorado State University (CSU) and Colorado ■
State University Research Foundation (CSURF). The University has been and will continue to be a
significant partner in the success of this transit system. Issues include five stations located adjacent to the
CSU Campus and University Station is on campus, ROW is need from CSURF, and most importantly, CSU ■
students and faculty represent a significant portion of MAX BRT ridership.
Doug Larson will serve as our designated CSU coordinator. He is a resident of Fort Collins since 1988,
Doug has a deep commitment to the community and a vested interest in capturing the "voice" of City
residents in the MAX BRT brand. Doug is an engaged Fort Collins resident and business owner. He was a
former member of the CSU University Relations Committee, and retains professional relationships with many
CSU and community partners, such as UniverCity Executive Director, Doug Johnson. In addition, he is a
board member for the Larimer County Child Advocacy Center, SKYhill of Northern Colorado, and founding
member of the NoCO Active 20/30 Foundation. He will work closely with Mary Keith to capture the input of
City residents and stakeholders and incorporate into MAX brand development, and will coordinate CSU and
CSURF relations throughout the life of the project.
Baker has already made important contact with several CSU faculty and stakeholders, and will continue to
work with these individuals and members to ensure all CSU needs are met.
• Expand relationships with both new and established leadership at the University
• Apply knowledge to benefit the community and students
• Coordinate with the Center for Public Deliberation and Environmental Governance Working Group
• Work with the Fine Art Department to display student artwork on a permanent or rotating basis at stops
and stations
• Work with students and the Department of Horticulture and Landscape Architecture on station and stop
elements and sustainability initiatives
MAX BRT
s q.
WNOVEMBER
Frosted station panels offer an opportunity to permanently
display artwork at stations and stops. Baker has discussed
this idea as one option to incorporate student artwork into
the MAX BRT system with Fine Art Professor, Gary Voss.
This is just one meaningful and lasting way CSU students
can contribute to MAX BRT.
N
■
■
MAX BRT
Step 6: Red Light Implementation
(December 1, 2009 — June 1, 2010)
Having answered the key questions of MAX November
Step 5: Green Light Implementation Baker's design team can proceed at full speed with
(November 2, 2009 —June 1, 2010) the "decisions needed" portions of the project. ■
Immediately upon notice to proceed, green
implementation will begin, focusing on the portions of
the project that are "ready to go."
With schedule as a driving force, we have split the
corridor into two sections for concurrent design:
• South Section — Prospect Road intersection to the
South Transit Center
• North Section — north of Prospect Road to the
Downtown Transit Center
Roadway Design Leads Craig Friesen and Dave
Stevenson will direct the design of the South and North
sections respectively. They will aggressively attack
these designs during the month of November so they
can focus on the Red Light portions of the project
described in Step 7. To do this they will:
1. Sit down with Dwight and Galina to determine
the areas that are "ready to go" and what team
staffing
2. Meet with their team members and discuss what
is expected and when
3. Keep in constant contact with team members to
ensure positive progress
Craig and Dave, and the design team, will meet with
Galina bi-weekly for internal Design Progress Meetings.
These meetings will facilitate discussion related to
project progress, inter -discipline coordination of work
tasks, information sharing, critical path analysis and
schedule update and critical issue discussion.
See the following pages, which highlight our technical
approach to the North and South Sections and our
understanding of how schedule drives the project.
With the green implementation head start, a,
large portion of the design team can be split, with
part of each team continuing to work on green
implementation while the balance dedicating
significant time to bringing red portions up to speed.
Craig and Dave will devote most of their time focusing
on the red portions while continually monitoring the
green portion.
Critical path items for each section will be identified
and a plan of attack will be prepared to ensure this
aggressive schedule can be met. These items will be
reviewed at the design team meetings with Galina to
monitor the project process. To keep on schedule,
adjustments if any to our process can be made at
these meetings.
With the stop and station decisions made during MAX
November, Craig and Dave can coordinate with the
station design team and finalize the horizontal and
vertical alignments through the stations.
Station Design, lead by Peter Zurawel, will also utilize
a team approach to allow concurrent design. Two
Facilities teams and a Landscape/Urban Design team
will tackle the station design by the three distinct areas
along the corridor: Old Town, CSU and the southern
section.
Peter, Dwight, Galina and the station teams will also
meet bi-weekly for internal Station Progress Meetings.
Baker Team key personnel including, Dwight, Galina,
Craig, Dave, Mary Keith, Doug, Peter and Sal are
committed BRT Tuesday's each week, in Fort Collins,
so that regular, pro -active meetings are taking place
ensuring that critical decisions are being made
allowing design to continue.
See the Stations and Stops table on pages C-12 and
C-13 for additional detail.
jM MAX BRT
■ DOWNTOWN TRANSIT CENTER
SOUTH TRANSIT CENTER
MAX BRT Em
issues
approach
rT
• Finalize eight stop locations and
Evaluate placement of stops behind
stop footprints, bus loading height
and drainage will dictate need for
existing curb, opportunities for a
walls versus crown correction
sustainable and context -sensitive
platform placed among
existing trees
• Finalize University station location
Coordinate with CSU to determine their
and footprint
needs and requirements for placing
• Installing platforms in existing
University station in their stadium parking
travel lanes cause traffic and
lot
drainage impacts
Identify options for drainage to flow
r
• Stops will eliminate or hinder
around or under the platform
access to buildings and store
fronts and construction platforms
After the bus boarding height and stop
will impact entrances to
location is determined, grading will be
designed to minimize retaining wall
businesses
height
• Tall curb heights and differences
in elevation from street to sidewalk
Engage CSU, business, and property
may require short walls at stop
owners in final design detail and
construction plan development
• Vehicle and bicycle travel is
Progress drawings and calculations will
constrained by BNSF within center
be provided to BNSF for review and
of Mason Street
comment
• BNSF concerns regarding
Stop location and design will account
r
construction and drainage impacts
for bicycle access and storage and will
-
• Bicycle accommodations during
ensure safe bicycle passage during
if
%
and after construction
construction
•
Striping and signal design to
Signal pole relocation will consider
accommodate stops
platform location and stop amenities
•
Striping will be designed to guide
automobiles through the intersections
efficiently
z
_>1
-9
a
= MAX BRT
Y
, � '}
t }
30% design places the stop platforms in
g -
front of the existing curb. This will cause
a;Eta
the busses to stop in the only through r of :N t; ' M, )✓
travel lane. Placing the platforms behind
the existing curb in the tree lawn will
allow through traffic to pass while bus is e.• r""
stopped.
y
• Proper inlet and pipe design will improve
the drainage on Mason Street.
• Incorporate feedback from CSU, R.t
business, and property owners into
bal
BRT design and construction phasing to
accommodate their needs.
• Minimizing wall height by adjusting the
stop location and grading will make the
stops safer, more aesthetically pleasing ®.
and easier for ADA access.''
• The best way to ensure design
acceptance from BNSF is to keep them
constantly informed.
• Knowing the expectations and needs of
the bicyclists will aid in the public buy in.
• Proper placement of the signal poles will
d>
ease access to the platforms.
• Proper striping will decrease the
dangerous movements trying to get�'�
around stopped busses.
• Signal head placement and striping will
eliminate confusion caused by multiple z�•w�OU
lane shifts.
C-31 ■
issues
• Finalize seven station locations
and station footprints, which
will dictate alignment and wall
locations
• Intersection design including
construction phasing, lane
configuration, and pedestrian and
bicycle access/detours
• Private property impacts and
owner coordination
• Structural design needs to
determine size of retaining walls
and bridges
• Irrigation coordination — need buy -
in from the irrigation companies
before construction can start
• Potential for future commuter rail
• BNSF safety and right-of-way
concerns
approach
• Adjust locations of stations based on land use and commercial property
vacancies (specifically at Harmony and Horsetooth)
• Design signal location, striping and storage lengths to optimize traffic
flow.
• Direct and continuous contact with all affected property and business
owners. Communicate permanent and construction impacts to and
incorporate feedback into BRT design and construction phasing to
minimize impacts.
• Structural selection report to be completed as soon as possible -Begin
structural designs once type is selected
• Engage irrigation companies during structure selection
- Review irrigation companies' design guidelines
- Provide 65% design to irrigation companies for review and comment
Additional rail tracks may be required in the future, BRT horizontal,
vertical and drainage design will not preclude future rail expansion
• Construction phasing will include detours for bicycle crossings
• Coordination with City's representative to ensure all railroad concerns
are addressed
MAX BRT D
BAKER Q WILLODELIVER MEO�
Executive Summery
The City of Fort Collins is an active,
outdoor community with a diverse
population of engaged and caring
residents. MAX BRT is the culmination
of many years of dedicated planning
and coordination and represents the
City's deep commitment to its people.
BRT is recognized as a smart,
affordable, and sustainable choice to
increasing connectivity and economic
vitality. Baker strongly believes
MAX will be the next award -winning
BRT system in the U.S., and we are
confident the Baker Team is the right
team to get you there!
saying we are
motivated Is an
understatement
BRT has been a focus of Baker since
the technology emerged more than
40 years ago —and MAX has been a
focus since the need for preliminary
design was announced in 2002. We
have watched the City and the system
concepts evolve over time and are
excited about the City's progress.
Now, as you move toward final
design, the Baker Team has much
to offer and share with you. We are
eager to get started immediately!
the Baker Team will
roM_ m- aMON N N Eli I I
The Baker Team was assembled to
offer you the highest level of BRT
expertise, motivation, and flexibility to
ensure the fast -track schedule is met.
In addition, we have developed
several cost -saving alternatives to
help reduce the City's FTA-required
match. This cost -savings can be
used to build new structures, improve
bicycle and pedestrian connectivity in
other areas of the City, or devoted to
increasing the vehicle procurement
budget.
MAX BRT M
Making use of existing vacant
properties will lower acquisition costs
and reduce community impacts
Optimized intersections will increase
flow and safety of traffic
By addressing property and business
owner concerns, they will be less
likely to delay project progress
Early determination of structural
design is essential to complete project
on schedule
Providing 65% design to irrigation
ditch companies for review and
comment will avoid delays to
negotiating ditch agreements
This will aide in faster approval of
C&M and PUC agreements — Early
approval of agreements will not delay
construction of project
Clearly communicating how
bicyclists and pedestrians will be
accommodated during construction
will increase the level of community
consent and support
• Understanding all existing
agreements and design requirements
will make BNSF comfortable that their
needs are satisfactorily meet
5 �
o &
L
,�E
• a+tt�
17
LA n ;
:*
s
C-33
0
.Step 7: 65% Plan Submittal
(March 1, 2010 — March 15, 2010)
65% plans will be in conformance with City, CDOT and FTA requirements. Our team is uniquely positioned with
experts in City (Jim Sell), CDOT (Dave Stevenson & Craig Friesen) and FTA (Pete Hankovzsky) requirements which
will ensure compliance and minimize procedural comments. With the significant agency partner coordination in MAX
November the Baker Team 65% submittal will cover all major elements and illustrate the corridor as a whole. The Q
submittal will include:
• Title Sheet
Q
• Typical Sections
• BRT Plan/Profile Sheets
• BRT Station Site Plans
a
• BRT fiber-optic plan/profile
• Landscape Plans
• Storm Drainage Plans
• Profiles and Details
• Structure Layouts
• Signing and Pavement Marking Plans
Q
• Traffic Signal Plans
• Cross Sections
a
• Right -of -Way Plans
• Specifications
• Construction Cost Estimate in FTA format
The Baker Team will distribute the submittal to all stakeholders, schedule and facilitate the meeting on 3/15/10 and
track comments and actions items from all reviewers.
Step 8: Public Open House
(March 3, 2010)
The Baker Team Public Involvement Team, lead by Mary Keith Floyd and supported by Sage Marketing, will facilitate
the Public Open House on 3/3/10. The open house will update the public on the status of the project and present
details that are being implemented. With the significant outreach efforts of MAX November this open house should
not result in any surprises. The Baker Team considers this Open House as a venue to build excitement about the
Q
implementation and construction of this important project for the City.
�f
kgM_M_AX BRT
■ Step 9: 90% Plan Submittal & Review
(May 3, 2010 — May 17, 2010)
The 90% plan submittal will in accordance with CDOT Final Office Review (FOR) requirements. The 90% will build
• upon the 65% submittal, adding the following components:
iGrading and Drainage Plans
• Storm Water Management Plans
Quantity Tabulations
■ Final Design Details
• Lighting Plans
■ Urban Design Plans
• Architectural Details
• MIS System Plans and Specifications
the project
o be
■ The final construction cost estimate will be prepared with enough ForttCollins and would
Steallow
ve to determinetwhat elements
into two construction packages. The Baker Team will work wdesign
will be included in each package. To meet Fort Collins' aggressive hase is critical schedule, we Ibe going to to getting FTA apoproval pporotoo
■ FTA approval. Close coordination with FTA during the 65 /a designp
construction. The Baker Team will distribute the submittal to all stakeholders, schedule and facilitate the meeting on
■ 5/17/10 and track comments and actions items from all reviewers.
■ Step 10: Submit Construction Bid Documents
(June 1, 2010)
. The Baker Team delivers MAX On Time!
All the effort that the Baker Team has put in up to this point had one goal in mind: completely construction bid
■ documents ready by June 1, 2010.
By this date we will prepare for each construction package:
• Construction Documents
■ Bid Documents
■ Construction Cost Estimates
This will allow Fort Collins to advertise for bids during June 2010.
rd
winn
■ Although this is a very tight time frame, we know that to make this
clearly defines MAXaatld its rleq P ementsh fosters
construction and bid documents have to be of superior quality th
■ competition, leads to good prices, and minimizes claim potential.
Good prices and minimized claim potential will help the construction contractor
MIAX image tiver MAX Ohat att actBriderspwlling
■ construction in December 2011. An improved MAX service plan and enhanced
make this the award winning project it deserves to be!
■ MAX BRT EM
Conclusion D
The Baker Team is ready to take the next step with you toward realizing the MAX BRT system. We are confident our
approach and BRT expertise are the right fit for you and, coupled with the strength of AECOM as PMC, provide the
best assurance MAX will be delivered on time and be the next award -winning BRT system in the U.S. D
MAX BRT
Baker is experiencing unprecidented
growth in our Denver -area office, and we
are proud to be a part of the Front Range
community. Our office opened in 2003
with two employees and has grown to
more than 50 employees in just five years.
Baker has an outstanding nationwide
reputation of delivering BRT projects
on -time and within budget, but this is only
part of our story.
The Baker Team is committed to increasing
If you are interested in making
the world a better place,
esploreengineeringl
Exploration Day Datea:
Saturday, October 3, 2009
Saturday, Februaryl3, 2010
In,—.d or,.,o.11 a W..,...d M1e,J;..
9:00 a... - 3:00 p...
Enal .dv Belot vq I., s.d.. C....
c.--u .."
For — I.,---aon and to nglatar
tar Erpina.rlag Exploration Day:
Cokpplo
�lbimo
Baker is proud to sponsor CSU
Engineering Exploration Day on
Saturday, October 3, 2009. In ad-
dition to our sponsorship, Dwight
and Baker employee volunteers
will help greet visiting high school
students at the event.
Experience
connectivity and creating community across
Colorado. Not only do we work to provide
sustainable and superior engineering
solutions, we work diligently to support and
give back to the communities in which we
live and work.
The project experience table on the next
pagE� summarizes an impressive selection
of the Baker Team's BRT, transit, and CSU
related projects.
Baker implemented an after -school
program to engage middle and high
school students and their families
in the FasTracks 1-225 project.
Baker will continue this exciting
program and expand to other areas
of the Denver -metro area in 2010
and beyond.
MAX BRT no
■ Project Experience Table
■
' . - • • : • 52nd Street Corridor Alternatives Analysis
Philadelphia, PA
Study
Planning
Environmental
Design
No
a
•
Baker
98-B Line
Airport Multimodal MIS
Vancouver, BC
Yes
0
•
IBI
Pittsburg, PA
No
0
Baker
Boulder Highway BRT
Las Vegas, NV
No
0
0
IBI
Broad Street BRT
Richmond, VA
No
0
0
Baker
BRT Feasibility Study
Madina, Saudi Arabia
No
0
a
IBI
BRT Study
Charlotte, NC
Yes
0
Baker
Chula Vista BRT Study
Chula Vista, CA
No
0
IBI
Colorado Springs Transit Study Master Plan
Colorado Springs, CO
No
0
Baker
Community Transit APTS
Everett, WA
No
IBI
Corridor Cities Transitway New Starts
Countywide Transit Plan
Montgomery County, MD
No
Baker
Virginia
No
Baker
Cranberry Area Transit Study
Cranberry Township, PA
No
Baker
Eastern Corridor Transit Study
Pittsburg, PA
No
Baker
Escondido Rapid Bus
San Diego, CA
No
IBI
High Capacity Transit Plan
Phoenix, AZ
No
IBI
Houston Metro Northern Intermodal Corridor
Houston, TX
Yes
Baker
1-405 Corridor
Bellevue, WA
No
IBI
Las Vegas BRT
Las Vegas, NV
No
IBI
MBTA Silver Line Phase III
Boston, MA
No
IBI
Mesa BRT
Mesa, AZ
Yes
IBI
NE Sector Rapid Transit
Vancouver, BC
No
IBI
New Britain -Hartford BRT
New Britain and Hartford, CT
No
Baker, IBI
Newtown BRT Study Phase 1
North 1-25 EIS
Newton, PA
No
Baker
Denver to Fort Collins, CO
No
Hartwig
Northwest Corridor BRT
Minneapolis, MN
No
•
0
IBI
OCTA BRT
Orange County, CA
No
0
IBI
Ogden/Weber State Transit Corridor Study
City of Ogden and Weber County, UT
No
0
0
0
Baker
On -call BRT Project Planning
Baltimore, MD
No
Baker
Orange Line
Los Angeles, CA
Yes
0
IBI
Roaring Fork BRT
Aspen, CO
No
0
IBI
Route 1 Corridor BRT
Mercer, NJ
No
Baker
SANDAG BRT
San Diego, CA
No
0
&
IBI
Smart Transit
Kelowna, BC
No
IBI
SmartBus Pilot Project
Mississauga, ON
No
IBI
South Davis Transit Needs Analysis
SR 99 BRT
Salt Lake City, UT
No
Baker
Everett, WA
No
IBI
Swift Bus BRT Station Design
Transit Priority
Everett, WA
No
IBI
Halifax, NS
Yes
0
IBI
Transitway
Ottawa, ON
Yes
0
0•
IBI
MAX BRT
MAX BRT in
■ Project Experience Table
■
US 301 South Corridor MIS
Maryland
No
Study
0
Planning
Environmental
Design
Other
Baker
US 36 EIS
Denver to Boulder, CO
No
Hartwig
Value Engineering Study of Houston
Texas
No
I Baker
VIVA BRT
York, ON
Yes
0
AECOM, IBI
West Busway
Pittsburg, PA
Yes
Baker
Woodward Corridor
Detroit, MI
No
0
IBI
- Boulder FasTracks Local Optimization Study
Boulder, CO
No
0
IBI
Butler Township Transit Bus Maintenance Facility
Butler, PA
Yes
Baker
Denver Union Station
Denver, CO
No
AECOM, Hartwig,
East Valley LRT Stations and Centers
Phoenix, AZ
Yes
Baker
FasTracks 1-225 LRT Corridor
Aurora and Denver, CO
No
Baker, IBI, Hartwig
FasTracks Southeast LRT Corridor
Denver, CO Metro Area
Yes
Hartwig
FasTracks Southwest LRT Corridor
Denver, CO Metro Area
Yes
Hartwig
FasTracks West LRT Corridor
Denver, CO Metro Area
No
IBI, Hartwig, BSF
FrontRunner Commuter Rail North
Salt Lake City, UT Metro Area
Yes
Baker
Grand Canyon National Park Transportation Master Plan
Arizona
No
IBI
Traction Power Substation Site Plan for RTD Upgrade to 4-car System
Denver, CO
Yes
Hartwig
T-REX Design -Build
Denver, CO Metro Area
Yes
Hartwig, Aqua
Yosemite National Park Shuttle Bus
Montana, Wyoming
Yes
IBI
Braiden Sculpture Plaza
Fort Collins, CO
Yes
Jim Sell
Choice Center
Fort Collins, CO
No
Jim Sell
CSU Charging Ram Mural
Fort Collins, CO
Yes
Jim Sell
CSU Engineering Plaza
Fort Collins, CO
Yes
Jim Sell
CSU Recreation Center
Fort Collins, CO
No
Jim Sell
CSU University Plaza
Fort Collins, CO
Yes
Jim Sell
Linden Street, Oak Street, College Avenue Improvements
Fort Collins, CO
Yes
Aqua
New Academic Village
Fort Collins, CO
No
Jim Sell
■
MAX BRT
MAX BRT in
Preliminary Engineering and Environmental Evaluation,
FasTracks 1-225 Light Rail Trans:it==Corridor--
77------
As prime, Baker provided the Regional Transportation District (RTD) with
project management and coordination, preliminary engineering, planning,
environmental, and public involvement services for the FasTracks 1-225 Corridor.
This corridor is a 10.5-mile light rail transit (LRT) extension through Aurora,
Colorado that will serve as a vital link to both local and regional activity
centers. This $600 million segment is one component of RTD's overall $6.1 billion
FasTracks Program. Baker, IBI, and Hartwig worked on this successful project
together, delivering preliminary engineering, planning, and final environmental
documentation within the established FasTracks budget and ahead of the
27-month delivery schedule.
Through extensive coordination with RTD, the City of Aurora, the Public Utilities
Commission, Colorado Department of Transportation (CDOT), and other project
and community stakeholders, Baker oversaw all aspects of the project and
provided preliminary design plans, reports, and documentation for the LRT
alignment, stations, park-n-Rides, and roadway related improvements. Preliminary
engineering tasks included design of trackwork, a box culvert extension, over
20,000 feet of retaining walls, drainage and water quality features, utilities,
highway/roadway improvements, stations, and park-n-Rides. Baker also
conducted analysis of geotechnical aspects, traffic, hydrologic/hydraulic elements,
right-of-way impacts, fencing, at -grade crossings, and other safety and
security features. Baker collaborated with RTD and other stakeholders to provide
context sensitive solutions during the value engineering process that will
result in at least $50 million dollars in savings for RTD. Furthermore, Baker led
the National Environmental Policy Act -equivalent process. This Environmental
Evaluation considered a large number of subjects including pedestrian and bicycle
access, right-of-way needs, utilities, floodplains, and parking.
As a fully integrated team with RTD, Baker implemented an extensive public
and agency coordination program. The integrated team took a proactive
approach to communicate regularly and directly with stakeholders and to act
MAX BRT .
quickly and flexibly to provide technical information, strategic support,
and quick responses to project concerns. Direct coordination with
stakeholders included: four public meetings, monthly working
group sessions with City of Aurora Staff and CDOT, over 25 key
stakeholder meetings, 25 small group meetings, and approximately 15
individual meetings for environmental justice outreach.
Hartwig & Associates provided light rail design services for the
project, and IBI served as the architectural lead providing design
direction on corridor elements including station area planning,
architecture, and urban design for the PE phase. IBI prepared
computer renderings of station area plans that reflect RTD's unique
station footprint and that accomodate rider safety and ADA
compliance.
The Baker team has exceeded our
expectations with their overall performance to
date and has done so within budget. They have
been very responsive to us as the client and to
the many stakeholders along the corridor ... RTD
and our project team have been very pleased with
the Baker team and have enjoyed working with
them as part of our team.
-- Larry Warner, 1-225 Corridor
RTD Project Manager
Project Key Features
• Project management and
coordination
• Alignment, station, and park-
n-Ride design
• Utility coordination
• Public and agency
coordination
• ROW analysis
• Safety and security
• Cost estimating
• Structures design
• Facilitation and conflict
resolution
• Design workshops
• Consensus building
Client
Regional Transportation District
1560 Broadway, Suite 700 Denver,
CO 80202
Reference
Larry Warner, PE
Project Manager
303-299-2427
Completion Date
2009
Project Costs
$5,699,720 (Fee)
IBI
GROUP
. ,..- MAX BRT
West Busway
Baker's challenge was to redevelop an
overgrown, debris -ravished railroad
corridor into a bus rapid transit (BRT)
connection between Pittsburgh, Pennsylvania
and its western suburbs. The West Busway—
owned and operated by the Port Authority of
Allegheny County —is now a five -mile, two-
lane dedicated roadway for buses only.
Baker served as the general architectural
and engineering consultant and provided
program management, design services, and construction
phase services. Baker was responsible for the management,
coordination, and quality of each bid package and the 70 design
consultants working on preliminary and final design and construction.
Baker contributed design, construction management, and oversight for
all the project's features:
■ Six aesthetically pleasing stations and fully ADA compliant
• Busway interchange that does not preclude future widening of
■ Interstate 279
• Four new bridges
Renovation and/or reconstruction of 11 existing bridges
• Seven access points that allow feeder buses to use the Busway
without transfers
• Three park and ride lots located along the Busway facility
• Five additional remote park -and -ride locations
■ 4,936 feet of rusticated noise walls
• 35,000 feet of rusticated retaining walls
■ Removal of 19,122 tons of contaminated material and subsequent
remediation
• Stormwater management plans
■ Local, state, and federal environmental permits
• Widespread public and community stakeholder coordination
All structures and geometric alignments were designed for
possible future conversion to light rail transit. Furthermore,
Baker developed a busway design manual that details standards,
guidelines, and typical applications that apply to the project and other
Port Authority busways.
This project won seven awards, including Transportation Project of
the Year from the Engineers Society of Western Pennsylvania.
Project Key Features
• Project management and
procurement
• Preliminary and finaldesign
• Construction cost estimating
• Design and construction
scheduling
• Construction phasing
• Bridge design
• HOV Tunnel and ITS System `
Design
• Railroad relocation design
and coordination
• Extensive public and agency
coordination
Mapping and field surveys
• Environmental permitting
• Utility relocations
• Traffic control
• Lighting
• Noise and retaining barriers
• Geotechnical services
+ Park-n-Rides
Client
Port Authority of Allegheny County
345 Sixth Avenue, 3rd Floor
Pittsburgh, PA 15222-2527
Reference
David Wohlwill
Transit Planner
412-566-5110
Completion Date
2007
Project Costs
$326,000,000 (Total Contract)
MAX BRT'.
we have developed a unique project
approach to ensure we meet the MAX BRT
schedule on time and within budget
Our 10 steps to delivering MAX ON TIME include:
Step 1. Mobilize to the MAX BRT Project Office Before NTP
Step 2. Scope of Work and Contract Negotiations
Step 3. Notice to Proceed
Step 4. MAX November
Step 5. "Green Light" Implementation
Step 6: "Red Light' Implementation
Step 7: 65% Plan Submittal & Review
Step 8: Public Open House
Step 9: 90% Plan Submittal & Review
Step 10: Submit Construction Bid Documents
t
98-B Line
Vancouver, BC
SR 99 BRT U 1.405 Corridor
Everett, WA Bellevue, WA
Orange Line
Los Angeles, CA
OCTA BRT
Orange Coi
Escondido BRT
San Diego, CA
SANDAG BRT
San Diego, CA
Delivering MAX ON TIME will require strict adherence
to schedule, concurrent work on multiple project tasks,
and a well -executed system -focused plan.
We are available, fully prepared, and ready to begin
work immediately, and together, we will deliver a
complete BRT system that increases ridership,
optimizes multi -modal connectivity, and provides current
and future cost benefits to the City.
Roaring Fork BRT
Aspen, CO
Boulder Highway BRT
Las Vegas, NV
High Capacity Transit Plan
Phoenix, AZ
now, let's get started!
Transitway
Ottawa, ON
YRTP (VIVA)
York, ON Silver Line Phase III
Northwest Condor Boston, MA
Minneapolis, MN
Woodward Corridor
Detroit, MI
Houston Metro Northern International
Houston, TX
West Buswa
Pittsburgh, PA
New Britain -Hartford BRT
New Britain & Hartford, CT
v
T , TrvL ,i, i
FrontR
Sta- m
- mute _RaFI-Trarnsi : Environmental Impact
I J Pr Am- Engineering, and Final Design
Baker collaborated with Utah Transit Authority
(UTA) to make commuter rail transit (CRT) a
part of Utah's multi -modal solution to address
increasing population and development. The
first phase of the CRT alignment—FrontRunner
North —extends from Salt Lake City north to
Ogden. The project includes nine stations and
44 miles of track alongside existing Union Pacific Railroad (UPRR) Tracks and
Interstate 15.
The park -and -rides designed by Baker accommodate 6,300 spaces
and incorporate storm drain configurations, grading, striping, access, and
circulation. In addition, Baker was responsible for identifying utility relocation
requirements, retaining wall locations and costs, and drainage and irrigation
requirements. The team also evaluated more than 150 existing culverts
for drainage improvements and assessed structural needs at highway/rail
overpasses.
Baker's utility relocation studies identified existing utilities along the corridor,
current agreements, relocation requirements, and cost estimates. The team's
drainage and irrigation analyses consisted of reviewing existing conditions;
sizing facilities, channels, ditches, and detention ponds; and preparing a
cost estimate. The engineering phases of the project required coordination
with UPRR, UTA, the Utah Department of Transportation, and numerous
communities and counties located along the corridor.
In support of the EIS, Baker conducted the Section 4(f) evaluation; wetland
delineation and permitting; water resources and water quality assessment; and
social, economic, and land use analyses. One of Baker's major environmental
milestones was completing wetland delineation for the entire length of the
corridor and receiving approval from the U.S. Army Corps of Engineers
within just three months. The planning and environmental team coordinated
with Federal Transit Administration regarding New Starts requirements and with
other federal, state, and local agencies over permitting requirements.
This northern segment of the project has been in operation since April 2008
and is providing fast, safe, and reliable CRT service to residents around the
Salt Lake City metropolitan area. This project won numerous awards in 2007,
including Transportation Project of the Year from the Associated General
Contractors of Utah.
Project Key Features
Conceptual
engineering
• Preliminary design
• Final design
• Environmental
impact statement
• Public involvement
• Agency
coordination
• Drainage
• Utilities relocation
• Railroad
coordination
• At -grade crossings
• Safety and security
• Environmental
project
management
• Wetland
delineation and
permitting
• Land use analysis
Client
Utah Transit Authority
3600 South 700 West
Salt Lake City, UT
84130-0810
Reference .
W. Steve Meyer, P.E.
Project Manager
801-227-8043
Completion Date
2008
Project Costs
$2,677,747 (Fee)
• MAX BRT
New Britain -Hartford BRT
This proposed busway was the recommended alternative from a Major
Investment Study of the Hartford West Corridor. The project includes designing
and reconstructing the existing transit and transportation system to create a
dedicated busway. It will connect New Britain, Newington, West Hartford, and
Hartford, Connecticut along 9.4 miles of inactive and active railroad corridors.
This project will improve speed, reliability, and convenience of bus service,
while improving mobility and promoting a healthy environment.
Baker is the program manager and IBI
is developing a service and operations
plan for Connecticut Department of
a
Transportation (ConnDOT) and is
1 ` providing the following services for the
f dedicated BRT project: surveying,
f
r �► preliminary engineering, traffic
engineering, environmental, right-
of-way, development of the design/
build request for qualifications/request
for proposal (RFQ/RFP), review of
final design, and construction management. Baker developed preliminary
engineering plans for a two-lane bus -only roadway and 11 stations that
include sheltered platforms and other amenities. The team also designed 16
bridges (new and rehabilitated), numerous retaining walls, four culverts,
relocation of one mile of existing active Amtrack rail, and a 4.5-mile long
access road for Amtrack to maintain its facilities.
In addition, Baker performed environmental site assessments for the 11
busway station sites, through which the team identified areas of environmental
concern, estimated the extent of contamination, and prepared remediation
plans. These plans were developed to address proper handling, storage, and
disposal of contaminated materials. Baker carried out planning for transit
oriented development around stations, a 5.0-mile long multi -use trail, and
intelligent transportation systems. In addition, Baker continues to facilitate
a comprehensive community involvement and agency coordination
program. The project has involved extensive collaboration with ConnDOT,
Amtrack, utilities agencies, and the four municipalities through which the
project traverses.
Project Key Features
• Program
management
• Preliminary
engineering
• Multi -modal
planning
• Environmental site
assessments
• Permitting
• Traffic engineering
• Railroad relocation
• Intelligent
transportation
systems
• Transit oriented
development
• Intermodal transit
stations
• Agency coordination
• Public involvement
Client
Connecticut Department
of Transportation
2800 Berlin Turnpike
Newington, CT 06131-7546
Reference
Mark Rolfe, PE
District Engineer
203-389-3100
Completion Date
2012
Project Costs
$458,781,000 (Cost)
- IBI
GROUP
MAX BRT �
Ogden'
me T
3
t 1 udv_a-nd--Modal ssessment
Baker led a feasibility study and needs analysis of transit corridors and modes for
a five -mile corridor in Ogden, Utah that connects the Utah Transit Authority (UTA)
Commuter Rail Station with Weber State University and other key locations in
Ogden. The goal of the study was to refine the City of Ogden's transit corridor plan
contained in the Wasatch Front Regional Council's (WFRC) Long Range Plan.
Baker collaborated with City staff, the UTA, the WFRC, Weber State University,
and many other stakeholders to consider bus rapid transit (BRT), light rail
transit, modern streetcar, and aerial guideway transit system technologies.
The study addressed ridership, travel times, service, operating costs, capital
costs, community plan
compatibility, community
and environmental factors,
r and location.
In conjunction with
stakeholders along the
-° corridor, Baker assessed
BRT station elements
including shelters, benches,
lighting, and real-time
message boards. Between
two BRT alternatives, Baker evaluated (1) standard articulated buses and (2)
single, rubber wheeled vehicles that have a train -like look and that produce low
levels of noise and emissions. Baker also studied traffic signal priority, queue
jump lanes, exclusive -use center lanes, shared travel lanes with automobiles,
and restricted auto lanes.
The recommended alternative was streetcar with the second BRT alternative
carried forward as a viable option. The study was needed to increase ridership;
improve connectivity in the area; support downtown revitalization; create a more
visible presence of transit in the area; and establish a better quality system in
terms of frequency, reliability, comfort, travel time, routing, capacity, convenience,
and design.
Most importantly, Baker demonstrated to the community that a major transit
investment for the corridor is warranted and cost-effective. The study was
conducted anticipating that the recommended alternative may be eligible for
transit funding from the Federal Transit Administration. In turn, Baker identified
actions the community should take to initiate FTA's New Starts process.
CffMAX BRT
Project Key Features
• Transit Needs and
Feasibility Study
• Multi -modal Transit
Assessments
• Bus Rapid Transit
• Public involvement
• Cost Estimating
• Extensive agency
and stakeholder
collaboration
• Increased
connectivity,
reliability, and
convenience
• Downtown
revitalization
Client
Utah Transit Authority
3600 South 700 West
Salt Lake City, UT
84130-0810
Reference
Randy Park
Special Projects Manager
801-287-5626
Completion Date
2005
Project Costs
$101,875 (Fee)
Final Design, State Route 28/East Ohio Street Improveme ----�-
Baker provided environmental,
preliminary, and final design
services to the Pennsylvania
Department of Transportation
--. (PennDOT) for this two-mile portion
of State Route 28 near Pittsburg.
This section of roadway is notorious
for having severe traffic congestion
G/��7 Reopitidip lekenttip
reen LITI Sin Tnmpnwiw �3 .
�.,,",''"� and relatively high fatal accident
rates resulting from numerous
roadway deficiencies. As a result, Baker collaborated with PennDOT to
minimize impacts, enhance safety, improve traffic flow, and provide
pleasing aesthetics all while minimizing impacts to the existing hillside,
maintaining current railroad capacity, and accommodating historic
structures.
Baker evaluated the project against the New York State Department of
■ Transportation's GreenLITES certification program. GreenLITES stands
for Green Leadership in Transportation Environmental Sustainability.
It mimics the U.S. Green Building Council's Leadership in Energy and
Environmental Design rating systems. Under this program, 150 final design
related sustainable practices are evaluated within five sustainability
performance categories: sustainable sites, water quality, materials and
■ resources, energy and atmosphere, and innovation. This State Route 28
project ranks in the 98th percentile when compared with projects in
New York State that have incorporated GreenLITES criteria. Baker is an
exemplary leader in delivering sustainable, innovative, and valuable
solutions for our clients.
• The project also required integrated planning efforts, an environmental
assessment, and public and agency coordination. The narrow corridor
and the presence of historic structures, the active Norfolk Southern
■ Railroad, and the Allegheny River all presented challenges in these
processes. Working with PennDOT, Baker developed context sensitive
solutions to ensure that project goals would be met on time and within
. budget for the State Route 28 corridor.
Project Key Features
Context sensitive and
sustainable design;
GreenLITES
• Mainline and interchange
design
• Traffic engineering
• Utility design and
coordination
• Railroad relocation and
coordination.
• Right-of-way
• Electrical/lighting Design
• 'Structural engineering
• Geotechnical engineering
• Archeological/cultural
resources
• Environmental
assessment
• Public and agency
coordination
• Construction phasing
Client
Pennsylvania Department
of Transportation,
District 11-0
45 Thoms Run Road
Bridgeville, PA 15017
Reference
Jeffrey W. Clatty, P.E.
Project Manager
412-429-4864
.Completion. Date
2009
Project Costs
$12,140,832 (Fee)
■
MAX BRT
Following development of the Environmental
Impact Statement for the project, Baker was
the prime designer for reconstruction and
widening of almost ten miles of semi -urban
interstate in Weber County, Utah. This two -
and -a -half -year mega scale and award -winning
project was completed ahead of -schedule and
within budget because of effective partnering,
innovative design strategies, and time -saving
construction techniques.
` The project included mainline interstate
widening by one lane in each direction; 24
bridge replacements; five interchanges;
a Union Pacific Railroad (UPRR); bridge
crossing; a Utah Transit Authority Commuter Rail bridge crossing; culvert and
siphon extensions/replacements; and extensive roadway drainage, noise walls,
bike/pedestrian trails, and maintenance of traffic during construction.
During reconstruction, at least two lanes of traffic were maintained in each
direction based on phased construction and traffic movement coordination
efforts. Structures, drainage, and utilities had to be closely coordinated
with utility owners and the UPRR. Baker also provided post design services
including support for Field Design changes, temporary shoring and formwork
design and review, site visits as required, and general engineering support for
construction.
For the project, Baker undertook a comprehensive public involvement
campaign that included a citizen review board (CRB) and that provided
information to the public through a variety of outlets. Baker collaborated in
the development and implementation of a Safety Plan that produced a lost
time incident rate of 6.6, well below the industry average of 9.0 for highway
construction work.
The 1-15 NOW project included crossings over the Weber River and the Willard
and Layton Canals. Work within the drainage boundaries was conducted
under 404 permits issued by the U.S. Army Corps of Engineers and other
permits issued by the State of Utah. The project included environmental
mitigation strategies related to noise walls, trail enhancements, and a rigorous
architectural and aesthetic enhancement program on all bridges and walls. For
example, specially created murals were installed at all interchange underpasses
to highlight the history and culture of the Weber County area.
The 1-15 NOW project has increased capacity, improved safety, and enhanced
efficiency for today's drivers and for generations to come. Considering these
improvements, Roads & Bridges magazine listed 1-15 NOW as one of the
Top 10 road construction projects in the United States during 2007. Post -
construction surveys reveal the public is pleased with the results, as shown by
the 96 percent project approval rating.
k MAX BRT
Project Key Features
Mainline, interchange,
and arterial street
design
Bridge and barrier
design
Drainage
Bicycle/pedestrian
trails
Utilities coordination
Railroad coordination
• Design quality
management program
• Traffic engineering
• Construction phasing
• Post design services
• Environmental
permitting and
mitigation compliance
Client
Utah Department of
Transportation, Region 1
166 West Southwell Street
Ogden, UT 84404-4194
Reference
Brent DeYoung
Project Manager
801-612-4000
Completion Date
2008
Project Costs
$235 million (contract)
aker
. FasTracks West Corridor
■ For the FasTracks West Corridor light rail transit (LRT) project in Denver,
Lakewood, and Golden, Colorado, IBI Group contributed to project
management and was responsible for station area planning, station design,
urban design, and aspects of Transit Oriented Development (TOD) design.
. Additionally, IBI Group is providing architectural design services for three
major parking structures and all bridge structures along the corridor.
■ For the Jefferson County Station —which is the end of the line station for
the West Corridor and is located near the Jefferson County Administration
and Courts Building—IBI was responsible for developing a station area
plan that includes a three -level parking structure for 750 vehicles, a tunnel
section of trackway adjacent to the parking structure, a bus drop-off area,
and a kiss-n-Ride passenger drop off area. This plan was also developed to
compliment an existing parking area and vehicular circulation area for the
Jefferson County Administration Building. The station successfully blends
■ in with operation of a busy civic complex while complimenting a sensitive
landscaped setting.
IBI's other project responsibilities included corridor aesthetics oversight
and participation in the public involvement process. The West Corridor is
a 12.1- mile LRT project for the Regional Transportation District. The twin
■ track line will operate along the former Associated Railroad right-of-way
(near 12th and 13th Avenues) from Downtown Denver to the Lakewood
Industrial Park and then continue west to the Jefferson County Government
Center in Golden, Colorado. At present, the FasTracks West Corridor is under
construction.
Project Key Features
• Station.. area planning
• Urban design
• TOD design
• Architectural design
• park-n=Ride design and
aesthetics
• Bridge structure design
and aesthetics
• Public involvement
Client
Regional Transportation District
1560 Broadway, Suite 700
Denver, CO 80202
IBI
GROUP
MAX BRT �Ni
IBI-Group is the founding member of a consortium of nine organizations —
including AECOM—who have entered into a Public -Private Partnership with
the Regional Municipality of York to implement rapid transit in the Region.
As one of Canada's largest and fastest growing regional municipalities, traffic
congestion and gridlock have become primary public concerns. This regional
municipality is situated north of the City of Toronto; is comprised of nine
municipalities; and serves over 1 million residents, 29,000 businesses, and
495,000 employees.
The York Consortium is responsible for planning, financing, designing,
constructing and operating rapid transit in York Region. This process is
expected to take over ten years and roughly $2 billion to complete. IBI
Group is responsible for all aspects of transit and transportation planning
for the project, including ridership forecasts, corridor definition, technology
specifications, facilities design, transit network integration, service
planning, fare policy, fare collection, traffic optimization, intelligent
transportation systems, and implementation staging.
Following on -time and in -budget implementation of VIVA's first phase by
IBI Group and its partners, BRT service has been operating since September
2005 in mixed traffic with signal priority and queue jump lanes. As a result,
transit use in the York Region has increased substantially and transit -
oriented development is now prominent along the corridor. Phase 1 of
this project surpassed ridership goals and was executed in less than three
years following the original business plan. For these reasons and for all
the other various innovations by the Project Team, VIVA was the 2006
recipient of the American Public Transportation Association Innovation
Award. In the next phase of the project—vivaNext—IBI Group is working
with the Consortium to design and develop two new subway extensions of
VIVA and dedicated centre "rapidway" lanes. Following implementation
of this project, BRT travel times will improve by up to 40 percent and
will contribute further to York Region's urban revitalization and suburban
connectivity.
The VIVA project represents a culmination of BRT best practices and lessons
learned. By picking the Baker Team, you will bring these experiences to
Fort Collins and the strength of the current AECOM-IBI Group partnership
to the MAX BRT project.
Project Key Features
• Collaboration with
AECOM
• Public -Private partnership
• Transit and transportation
planning
• Facilities design
• Bicycle and pedestrian
connectivity
• Service planning
• Fare policy and collection
• Intelligent transportation
systems
• Traffic optimization
• Ridership forecasts
• Technology specifications
• Implementation staging
Client
York Region Transit
50 High Tech Road, 5th Floor
Richmond Hill, Ontario 1_413 4N7
IBI
GROUP
_.,-. MAX BRT
R F k V II R B
. oaring WN a ey eglon u pi
■
IBI Group is part of a team engaged by the Roaring Fork Transportation
Authority (RFTA) to bring BRT to a 70-mile corridor downriver of Aspen,
■ Colorado. The project is expected to extend through Glenwood Springs to
at least Rifle, Colorado. This project represents a unique BRT corridor in
Colorado. It is predominately rural and includes long distances between
■ urban locations. Seasonal demands and high concentrations of service -
related employment have created opportunities for a strong local transit
service to evolve.
IBI is responsible for developing station site preliminary designs, identifying
■ opportunities for transit -oriented development (TOD), and providing
technical ovedrsight on near -term service and vehicle issues as RFTA
transitions some service to BRT.
■ IBI Group is also developing BRT service plans that exploit the advantages of
BRT while staying within the existing highway corridor for most of its length.
■ This service incorporates transit priority measures, such as signal priority
and queue -jumpers. It also includes planning for intelligent transportation
systems (ITS) features such as advanced fare collection and realtime
■ passenger information.
■ The goal of this BRT project is to improve RFWs operations and facilities to
be faster, more convenient, and more comfortable. This project combines
■ the flexibility and cost savings of buses with the efficiency, speed,
reliability, and amenities of rail.
Project Key Features
• Station design
• Transit oriented
development planning
• Transit and transportation
planning
• Technical oversight
• Transit priority measures
• Service planning
• Intelligent transportation
system planning
Client
Roaring Fork Transportation
Authority
51 Service Center Drive
Aspen, CO 81611
IBI
GROUP
Boulder
(RTC), IBI Group designed transit stations and prepared operational plans
for the introduction of Bus Rapid Transit (BRT) on the 17-mile Boulder
Highway corridor between the Downtown Transportation Centre in Las
Vegas and The City of Henderson, Nevada. The Boulder Highway BRT will
be a new service in the RTC's Metropolitan Area Express (MAX) system
recently renamed "Ace".
The Boulder Highway BRT service will contain over 40 BRT stations in a
variety of circumstances. An innovative kit -of -parts approach was taken
that will allow station elements to be added or subtracted as appropriate,
while maintaining a consistent family of components. To minimize costs and
maximize ease of maintenance, the BRT stations are creatively composed
of interconnected and interrelated components that create a distinctive
whole out of standard components. These components include translucent
canopies and vertical sun screens, station markers and signage, individual
seating, innovative lighting, ticket vending machines, next bus signage,
closed-circuit televisions, and an art program that will be developed with
the three different jurisdictions involved.
The Boulder Highway BRT stations are located in a variety of settings, from
right-of-way constrained urban locations to suburban sites with long
sight distances. Compatibility with these varied settings and the ability to
adapt to different circumstances have been factors in IBI Group's station
design efforts. The overall preferred concept design was developed in
several alternative configurations to accommodate different ridership levels
and spatial constraints. The shelters will be constructed from a series of
modular sections to support cost effective production and maintenance.
This startegy will allow for smaller shelters to be installed at stations with
lower ridership and for shelters to be expanded as demand increases.
Project Key Features
• BRT station design
• Operational plans
• Urban and suburban
setting
• Cost effective and flexible
design
• Transit and transportation
planning
Client
Regional Transportation
Commission of Southern Nevada
600 S Grand Central Pkwy
Las Vegas, NV 89106
MAX BRT
Adjacent to the City of Fort Collins' historic trolley barn, Penny Flats is
believed to be one of the largest mixed -use projects and the largest
public/private partnership development ever planned near the heart of
downtown Fort Collins. The
'~4
project is located between
Iwo44
Cherry and Maple Streets along
the Mason Street corridor and
is comprised of 147 residential
units and 30,000 square feet of
r - 5
commercial space situated over
f
f
2.6 acres. For this project, the
Jim Sell Design Team provided
�---�
site engineering and landscape
architecture.
Because of the City's devastating
Spring Creek flood of 1997, Fort Collins has built large storm -water inlets
to minimize the risk of another flood. As a result, a massive storm drain is
located right through the center of the Penny Flats site, which presented
I"
unique drainage design challenges for Jim Sell.
In addition, the more -than -a -century -old city
block had significant design constraints with
existing utilities, nearby railroad tracks, and
' existing residential and commercial projects in
all directions. The team's design also had to link
pedestrian traffic with neighboring city offices
x • —- 1,` and parks.
All of these issues required special attention in the Jim Sell team's site
design. The team handled pedestrian traffic by creating a linear park in
the heart of the project called Penny Lane. Penny Lane is a pedestrian
connection that links the courthouse and city offices on the south and
east, Howes Street on the west, and Martinez Park and the Poudre River
Trail on the north. Penny Lane was designed to compliment Colorado's
natural beauty and provide scenic and relaxing amenities for park visitors.
The team handled stormwater runoff from roof tops and pavement as
supplement water for the "dry stream bed" that bisects the project. The
design team also incorporated sustainable features into its site design
by incorporating xeric plants and drip irrigation, by providing excellent
access to public transportation, and by utilizing a mixed used development
strategy that contributes to urban vitality in Fort Collins.
The Jim Sell Design Team was involved with ongoing engineering tasks to
support construction of Penny Flats. This development is now complete and
is supporting residential and business tenants as an exciting and vibrant
urban community.
Project Key Features
• Site engineering
• Landscape architecture
• Sustainable design
elements
• Drainage
• Utilities
• Railroad coordination
• Pedestrian connectivity
• Mixed use development
Client
Coburn Development
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Hartwig & Associates is providing preliminary and final roadway design services for
Denver's Union Station as a part of the DMJM Harris/AECOM Team
Station will serve as Denver's main transportation hub and will provide opportunity for
light rail, passenger rail, buses, and pedestrian plazas that include retail and residential areas. For this project,
Hartwig & Associates is designing street networks surrounding Union Station, shuttle bus platforms, and transit
and roadway connections. The project includes complete reconstruction and regarding of existing roadways to
accommodate the light rail platform, the underground bus box, numerous garage entrances, and the pedestrian
plaza. Extensive coordination has been required with multiple stakeholders including City and County of Denver,
Colorado Department of Transportation, Regional Transportation District (RTD), and local development firms.
To support the US 36 Environmental Impact Statement, Hartwig & Associates was responsible for conceptual
roadway design of US 36 from Foothills Parkway to Flatirons Parkway. This work included designing four roadway
alternatives: a general purpose lane alternative; a general purpose lane and express toll/BRT alternative; a general
purpose lane and maximum multimodal alternative; and a general purpose lane, high occupancy vehicle lane, and
rail alternative.
Hartwig & Associates was the Area Manager and Civil Design Lead for the T-REX Design -Build project segment located
between Colorado Boulevard to south of the Evans Avenue Interchange. Hartwig & Associates designed and oversaw
reconstruction of Interstate 25 (1-25) from approximately Steele Street to south of the Evans Avenue Interchange. The
team managed engineering and reconstruction of the Colorado Boulevard Interchange, the Evans Avenue Interchange,
and improvements on local arterial and collector streets. The team also designed civil components of the LRT system,
including geometric elements, retaining walls, a cut section, and tunnel sections. Hartwig & Associates' responsibilities
included management of the preliminary and final design elements and construction documents for this segment.
Hartwig & Associates conducted analysis and performed highway design for alternatives considered in the North
1-25 Environment Impact Statement. This project spans seven counties and more than 40 communities and involves
numerous local agencies. Alternatives considered include BRT, commuter bus transit, commuter rail transit, tolled
express lanes, and general purpose lanes from Denver's Union Station to Fort Collins. These transit and highway
alternatives were considered for the 1-25, US 287 and US 85 corridors.
Aqua Engineering, Inc. designed a combination drip, sprinkler, and micro -spray irrigation
osystem for medians and roadside right of way to support the Taft Hill Road improvements
Aqua Engineering, Inc. project in Fort Collins, CO. To provide visibility for ease of maintenance, pop-up sprinkler
Innwatwe Water Solutions heads and above grade micro -spray nozzles were specified. The system incorporated a
control system to match City standards for stand-alone condition. Provisions were made to the control system to
incorporate rain shutoff devices. Because of the prominence of existing utilities within the roadway, street crossings
were consolidated and kept to a minimum.
Aqua Engineering, Inc. designed a combination drip and sprinkler irrigation system for the complete landscape
renovation of medians and roadside right of way to support the Airport Road Widening project in Longmont, CO.
To provide visibility for ease of maintenance, sprinkler heads are above grade. Multiple points of connection from the
MAX BRT
potable water source were provided to reduce street crossings and to accommodate elevation change and pressure
variation. A central control system was specified to match the City standard.
rJ ._
BSF, Inc. designed retaining walls for the FasTracks West Corridor. The schedule was very
tight and conditions were constantly changing, so BSF was contracted to lay out and prepare
construction drawings for approximately 200 retaining walls in less than a year. The West Corridor
is a 12.1-mile LRT corridor between the Auraria Campus in downtown Denver, Colorado and the Jefferson County
Government Center in Golden, Colorado. This corridor will serve Denver, Lakewood, the Denver Federal Center,
Golden, and Jefferson County.
BSF, Inc. managed intersection improvements at State Highway 52 and North 95th Street
in Boulder, Colorado. These improvements included adding left turn lanes in both directions on
North 95'h Street, avoiding right-of-way acquisition that could have caused project delays, and
designing in accordance with CDOT standards. This project was completed under budget in
both design and construction.
Jim Sell Design is responsible for the planning, civil engineering, and landscape architecture for Choice
Center, which is a 10-acre redevelopment project located
along the Mason Street corridor adjacent to Colorado State
University. The project includes 700 student housing beds with a planned
expansion of the existing retail space along College Avenue. This site also
has a significant drainage component that conveys 750 cubic feet per
second of water during a major storm event.
Northern Engineering is currently
NORTHERN working with Russell + Mills Studios on the Downtown Development Authority's
E N G I N E E R I N G 2009-2010 alleys project. Northern is providing engineering and surveying
. support for the project that includes location of utilities, improvements, rights -
of -ways, ownerships, and easements. The survey department has provided topographic mapping for alleyways
and for improvements on adjacent properties. Construction is scheduled to begin in 2010. The project includes
the Montezuma Fuller Alley (bounded by Mountain, Remington, Oak, and Olive Streets), the Old Firehouse Alley
. (bounded by Jefferson, Linden, Walnut, and Pine Streets), and the Alley Cat Alley (bounded by Myrtle, College,
Laurel, and Mason Streets).
. Northern Engineering is working to support the Presidio Apartments project in Fort Collins, CO. This project is
situated south of Harmony Road between Lady Moon Drive and Northern Lights Drive. Northern Engineering's
■ survey department has completed an ALTA/ACSM survey and a topographic survey that include existing property
boundary lines and any easements on record. Northern also prepared the plat for the Presidio Apartment complex
. and legal descriptions and exhibits for new road rights -of -way to be dedicated to the City of Fort Collins.
MAX BRT
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Dwight Schock, AICP '
■ Project Manager
Dwight manages Baker's transportation operations in the western United States. In his
■ current role, he is responsible for providing technical, business, and project management
leadership for Baker's activities in its western transportation offices (Colorado, Utah,
Arizona, and Texas) for operations that include planning, engineering, and design
■ / build activities. Dwight's experience includes project planning and development,
transportation planning, environmental studies, and construction management. His
modal experience includes transit (commuter rail, light rail, and bus rapid transit), airport,
highway, and major bridge projects.
Preliminary Engineering and Environmental Documentation, FasTracks 1-225
. LRT Corridor, Aurora, Colorado. Regional Transportation District (RTD). Project
Manager. Dwight was responsible for directing all project activities, for professional
and technical staff management, and for large subconsulting team management for the
FasTracks 1-225 light rail transit (LRT) Corridor. The project included a NEPA-like, local
agency environmental evaluation and preliminary engineering and required extensive
coordination with the Colorado Department of Transportation (CDOT), City of Aurora, City
■ and County of Denver, and other local stakeholders and agencies.
West Busway, Pittsburgh, Pennsylvania. Port Authority of Allegheny County. QA/QC
Manager. Dwight provided program management, quality assurance, and quality control
for the West Busway, which is a five -mile, two-lane dedicated BRT corridor that traverses
from Carnegie to downtown Pittsburgh, Pennsylvania. Baker served as the General
Architectural and Engineering Consultant and provided program oversight, design
■ services, and construction phase services. The West Busway includes an interchange
with Parkway West (Interstate (1-) 376), a rehabilitated and widened railroad tunnel, six
stations, and four park and ride lots adjacent to the facility. The total project budget was
■ $326 million.
Commuter Rail Phases I and 11, Environmental Impact Statement (EIS), Advanced
Preliminary Design, and Final Design, Weber and Salt Lake Counties, Utah. Utah
Transit Authority (UTA). Project Principal. Dwight directed the team whose project
roles included preparing the Draft and Final EISs, coordinating the Federal Transit
■ Administration's New Starts application for the project, and conducting preliminary
engineering and final design for a 43-mile long commuter rail transit (CRT) corridor
through Weber, Davis, and Salt Lake Counties. This newly operational commuter rail line
connects Salt Lake City, Utah to Ogden, Utah in Weber County using mainly UTA right-
of-way. The corridor runs parallel to the Union Pacific Railroad and 1-15.
Rapid Transit Feasibility Study and Master Plan, Colorado Springs, Colorado.
■ City of Colorado Springs, Colorado. Project Manager. Dwight provided direction and
oversight for evaluating BRT and other modal alternatives (LRT, modern street car, and
CRT). Baker was a member of a team selected to perform a Rapid Transit Feasibility
■ Study and develop a Master Plan for the City of Colorado Springs. The project involved
identifying and evaluating potential corridors for rapid transit development. Dwight's
. role included analyzing transit modes for feasiblity and cost in system -wide and specific
corrider applications, environmental screening, coordination with Federal Transit
Administration (FTA), project development, and New Starts requirements.
■ Eastern Corridor Transit Study, Pittsburgh, Pennsylvania. Port Authority of
Allegheny County. Project Manager. Responsible for directing subconsultant
activities, including purpose and need development, transit alternatives development
support (light rail, commuter rail, and bus rapid transit), assistance with transit oriented
development concepts during community design charettes, assistance with alternatives
analysis, public meeting and public involvement support, and assistance with final
report preparation. Baker was part of a consultant team developing BRT, light rail,
and commuter rail alternatives that will serve Pittsburgh's eastern neighborhoods and
suburbs. The Study included evaluation of existing BRT and rail systems and connectivity
■ between'these existing systems and new alternatives.
Galina Leiphart, PE
Design Manager / Structures
Galina serves as Baker's Colorado Transportation Manager and has more than 15
years of design and project management experience in all phases of preliminary and
final design. She will focus her efforts on expediting the design process with efficient
resource and subconsultant management, providing design oversight, and assisting with
agency coordination. Galina has a proven track record of success coordinating work
between disciplines. She will work with the City to achieve project schedule, budget, and
quality goals on the MAX BRT project. She enthusiastically collaborates with clients and
other stakeholders to provide design supervision and participation, technical oversight,
construction plan preparation, and construction observation. She is accustomed to
working on multiple projects in a team -based environment and coordinating work
between disciplines.
Preliminary Engineering and Environmental Documentation, FasTracks 1-225 LRT
Corridor Project, Aurora, Colorado. RTD. Technical Lead. Galina was responsible
for preliminary design of structures and structure selection for this 10.5 mile LRT corridor
in Aurora, Colorado. She oversaw design of nine new LRT bridges; modifications to two
existing bridges and one existing box culvert needed to accommodate the proposed LRT
alignment; and over 20,000 ft of proposed retaining wall. Baker was the prime consultant
for the 10.5 mile light rail extension in Aurora, Colorado. This FasTracks project includes
a NEPA-like environmental evaluation and preliminary engineering. The project required
extensive coordination with CDOT, City of Aurora, City and County of Denver, and other
local stakeholders and agencies.
Grand Park Drive Underpass, Winter Park, Colorado. Galina served as Project
Manager for preliminary and final design of the Grand Park Drive grade separation with
the Union Pacific Railroad. The railroad structure will be a three -span (181 ft) rolled
beam steel girder bridge with a steel plate deck. The proposed bridge will accommodate
two tracks and will not preclude future bridge widening to accommodate a third track. The
bridge was designed to provide 17.5 feet of vertical clearance between the roadway and
the low chord of the bridge. This design will allow for the two tracks associated with this
project and the three track condition planned for the future. The design included varying
foundation types (deep and shallow), skewed substructure, a curved track alignment, and
staged construction.
Blakeland Avenue Extension, Douglas County, Colorado. Galina served as Project
Manager and oversaw the preliminary design investigation of a new independent
structure over Blakeland Drive that is capable of accommodating the Union Pacific
Railroad and the Burlington Northern Santa Fe Railway. The proposed structure will be a
four -span rolled beam steel girder bridge with a steel plate deck.
1-25 over Dry Creek, Southeast Corridor Transportation Expansion Project (T-REX),
Segment 3, Metropolitan Denver, Colorado. As Project Engineer, Galina was
responsible for widening 1-25 over Dry Creek Boulevard as part of this multi -modal,
design -build project. The bridge was comprised of four 12-foot lanes with a 13-1/2-foot
shoulder southbound and a six-foot shoulder northbound. Following Galina's design, the
bridge was widened by adding an additional 12-foot lane and 10-foot shoulder on both
sides.
Arapahoe Light Rail Station Pedestrian Bridge, Southeast Corridor Transportation
Expansion Project (T-REX), Segment 3, Metropolitan Denver, Colorado. Galina was
responsible for designing the substructure to the new pedestrian bridge located at the
Arapahoe Light Rail Station. As Project Engineer, she coordinated extensively with two
other design teams responsible for the superstructure and station design.
w -
Craig Friesen, PE
Roadway Design & Construction Phasing
■ Craig has over 19 years experience in major roadway design. He has managed a
wide range of projects from major interstate highways to minor mountain roads for
clients such as CDOT, Federal Highway Administration (FHWA), Kansas Department of
■ Transportation, Nebraska Division of Roads, and many of the city and county agencies in
the Rocky Mountain Region. Craig's engineering experience focuses on highway design,
street design, trail design, site design, quality assurance/quality control (QA/QC), and
■ plan review.
FasTracks West LRT Corridor, Denver, Colorado. RTD. Designer. Craig assisted
David Evans and Associates by laying out retaining walls along the West Corridor. The
schedule was very tight and conditions were constantly changing, so David Evans
contracted Craig to lay out and prepare construction drawings for approximately 200
retaining walls in less than a year.
US 285, Foxton Road to Eagle Cliff, Colorado. CDOT. Project Engineer. Craig
provided design for three miles of divided highway through two mountain communities.
This project consisted of widening a two-lane highway to a four -lane divided highway
with three large box culverts, major structures, and retaining walls through much of
the project. Craig attended public meetings; provided horizontal and vertical design of
. highways and affected local streets; provided the layout of one major box culvert, one
major structure, and retaining walls; coordinated with subconsultants; and provided final
construction documentation.
Westminster Boulevard Extension, Westminster, Colorado. City of Westminster.
Project Engineer. Craig was responsible for the final design of a 1.5 mile extension of
■ Westminster Boulevard from 94th Avenue to 104th Avenue. The initial two-lane collector
project included two major bridge structures over US 36 and over Big Dry Creek, a
pedestrian underpass, and a box extension. Craig provided horizontal and vertical
. roadway and trail design and grading for a borrow site. He also coordinated drainage,
structural, and architectural designs and prepared construction plans, bid documents,
addendum, and construction documents.
. West Vail Roundabouts, Vail, Colorado. Town of Vail. Project Engineer. Craig served
as the project engineer for preliminary and final design of roundabouts at the West Vail
interchange. The project included a roundabout at each ramp terminus, street widening,
a retaining wall under 1-70, a river bridge, and improvements to other local streets and
driveways. The mountainous location made this a challenging project to fit the road
grades with roundabout constraints and business access points. This project went from
■ conceptual design to construction documents in four months. Craig provided horizontal
and vertical design and retaining wall layout and prepared phasing, grading, and final
plans for construction.
■ 144th Avenue and 1-25, Thornton, Colorado. City of Thornton. Project Manager.
Craig led the preparation of a Project Level Feasibility Study, Environmental Assessment,
and Interchange Access Request for a new interchange at 144th Avenue and
■ Interstate-25 (1-25). Craig coordinated with the client, CDOT, and FHWA and presented a
Project Level Feasibility Study to the State Transportation Commission.
■ SH 52 at North 95th Street, Boulder Colorado. Boulder County. Project Manager.
Craig led the effort for intersection improvements. These improvements included adding
■ left turn lanes in both directions on North 95th Street. The project was designed to
avoid right-of-way acquisition that would have delayed the project. Since North 95th
Street intersects with a State Highway, the design and plans were completed according
■ to CDOT standards and in close coordination with CDOT. This project was completed
under budget in both design and construction.
Dave Stevenson, PE
Roadway Design & Construction Phasing Lead
Dave is a senior project manager with 33 years of progressively responsible and varied
transportation management experience. His experience includes 20 years with CDOT
in the fields of construction, design, and planning. From 2000 to 2006, Dave served as
the Design Oversight Manager for the $1.67 billion T-REX design/build project in Denver,
Colorado, which involved reconstruction of 16 miles of urban interstate freeway and the
addition of 19 miles of double -track LRT.
During his employment with CDOT, Dave was a construction surveyor, inspector, and
deputy project engineer for various construction projects in the northern part of Colorado.
He served as the Denver Region Planning Coordinator where he managed CDOT's
Denver Area Transportation Improvement Program for all current and future regional
transportation improvements. Meanwhile, he was the northern Denver Design Program
Manager, through which he oversaw 30 to 40 projects per year (requiring a $15 to $20
million annual budget). He was also the Assistant CDOT Headquarters Design Group
Manager.
T-REX Project, Denver, Colorado. CDOT/RTD. Design Oversight Manager. Dave
was responsible for overseeing the activities of nearly 300 designers working for the
contractor on this $1.67 billion, five-year, design/build project. His primary responsibilities
included contract compliance, agency coordination, and general design support for
highway and light rail (civil) elements.
North 1-25 Bus/HOV Lanes, Denver, Colorado. Project Manager. Dave served as
design manager for the reconstruction of 1-25 from the Denver central business district
to the northern regions of metropolitan Denver. The reconstruction was necessary
to accommodate two additional barrier separated lanes for high occupancy vehicles
(HOVs) and buses. The project, which was 6.6 miles in length, included over 40
individual construction contracts with 12 prime contractors and over 200 subcontractors.
Reconstructed highway features included six major interchanges and 33 new bridges.
Bus/HOV lanes on Eastbound US 36, Pecos to 1-25, Denver, Colorado. Project
Manager. Dave was responsbile for the design of the continuous access bus/HOV lanes
on eastbound US 36 from Pecos to 1-25.
Southeast Corridor MIS, EIS and PE, Denver, Colorado. CDOT/RTD. Project
Manager. Dave managed the Major Investment Study (MIS), Environmental Impact
Statement (EIS), and Preliminary Engineering (PE) for 19 miles of LRT and 16 miles
of highway reconstruction in southeast Denver. This MIS was one of three studies
conducted simultaneously for the Denver metropolitan area and was initiated to define
the preferred mode of design for three corridors designated in the Year 2015 regional
transportation plan for rapid transit. The recommendations from these studies were
incorporated into the Region's 2020 Fiscally -Constrained Plan. The study involved
managing alternatives development with various technical committees, citizen groups,
business associations, and state/federal agencies. Concurrently, the individual study
effort was coordinated under the guidance of the Denver Region Council of Governments
(DRCOG), and the final recommendation was incorporated into the area's long range
plan. Subsequent management of the EIS/PE refined the MIS recommendation
further and resulted in a multi -modal preferred alternative of adding double track light
rail, providing interchange improvements, and adding lanes along the 1-25 and 1-225
alignments in southeast Denver.
US 285 Reconstruction, Kipling to Federal. CDOT Region 6. Procurement Manager.
Dave assisted CDOT in the preparation and procurement for this two-phase design/build
project for five miles of roadway reconstruction, associated bridge replacements, and
water quality enhancements.
■
Peter Zurawel, AIMA
■ BRT Stations & Stops
Peter is a professional Architect and Urban Designer with over 30 years experience on
■ large-scale urban, governmental, corporate, and institutional projects. He has led many
award -winning projects and has been responsible for design management and client and
public communications. He has a special interest in the design of public transit facilities.
. Currently, Peter is the lead designer for 29 facilities under various projects related to
intermodal, LRT, intercity bus, local bus, airport express, and shuttle bus operations.
He designed a maintenance facility for washing buses, which is now in the construction
■ phase. Peter's recent clients have included major North American city transit agencies
and the National Parks Service of the US Department of the Interior.
RTD FasTracks 1-225 LRT Corridor, Denver, Colorado. As Architecture Lead,
Peter provided design direction on corridor elements including station area planning,
architecture, and urban design for the Preliminary Engineering phase. His responsibilities
■ included design materials and presentations for public outreach, design team
management, overall design direction, and coordination with engineering disciplines.
Peter was also responsible for maintaining schedule and cost for stations, station areas,
park-n-Rides, parking structures, and overall corridor aesthetics.
Roaring Fork Transportation Authority Regional BRT Implementation, Pitkin,
Garfield, and Eagle Counties, Colorado. Peter served as Station Design Manager for
■ the development of operating concepts and facility conceptual design for implementation
of BRT in the rapidly growing 41-mile corridor leading to Aspen from 1-70. BRT facilities
■ include stations, park and rides, bus priority treatments, and maintenance and support
facilities. The project will be submitted for Federal Transit Administration (FTA) funding
under the Small Starts program.
■ City and County of Boulder, Downtown and University Transit Facilities , Boulder,
Colorado. Peter was the Architectural Lead for optimization of transit facilities
impacted by the FasTracks Corridor system improvements for Metropolitan Denver.
. Included in the feasibility phase are staged proposals to double the existing downtown
bus facility from 12 to 24 bays and to re -configure the University of Colorado at Boulder
Front Gates to accept over 1,500 bus movements per day.
■ Glacier National Park, Bus Wash Facility, Apgar, Montana. Peter served as
Architectural Lead for a bus wash maintenance facility for agency and contractor
■ vehicles. Included in the site design are additional outdoor wash bays for heavy
equipment being used for reconstruction of the Going -To -The -Sun Highway.
RTD FasTracks West Corridor Light Rail Expansion, Denver, Colorado. As
■ Architecture and Planning Manager, Peter provided design direction on corridor
elements including station area planning, architecture, and urban design for the final
design phase. His responsibilities included design materials and presentations for public
outreach, design team management, overall design direction, and coordination with
engineering disciplines. Peter was also responsible for maintaining schedule and cost for
stations, station areas, park and rides, parking structures, and overall corridor aesthetics.
■
■
Project Team and Capacity
9
/ Y.3 d F-`_i lye''. J'�� �•Li R '��'C , "4 � , �MM�w.I�.. ; ���..
The Baker Team was strategically
assembled to provide the City with the
expertise, flexibility, and capacity necessary
to deliver MAX ON TIME!
Our Team is structured to support rapid
response and implementation. We have
identified and confirmed the availability of
more than 50 qualified professionals and
subject matter experts experienced in all
aspects of large-scale, multi -million dollar
BRT, transit, transportation, and transit -
oriented development (TOD) projects.
The IBI Group, Inc. and Hartwig &
Associates, Inc., our major teaming
partners, were selected for their significant
and high -quality contributions to Baker's
successful Regional Transportation
District's (RTD) FasTracks 1-225 corridor
project. We recently completed this
preliminary engineering and environmental
documentation project within budget and
under the 27-month schedule —producing
a comprehensive, 567 page preliminary
engineering package in under 10 months.
Together, Baker, IBI, Hartwig, and our local
Fort Collins and Front Range teaming,
partners are ready to achieve this level of
success for the City, project stakeholders,
and most importantly, the residents of your
thriving community.
The Baker Team Project Roles
and Capacity
Michael Baker Jr., Inc.
Prime consultant, lead and support staff for
54
4,400 +
all tasks
IBI Group, Inc.
Station and stop, urban design, and station
10
2,700 +
area planning lead
Hartwig & Associates, Inc.
Roadway design and construction phasing
19
19
lead and support for all tasks
Aqua Engineering, Inc.
Support for landscape architecture and
8
8
irrigation
BSF, Inc.
Railroad coordination subject matter expert
2
2
The Gault Company
BRT vehicle procurement and branding
3
subject matter expert
3
Jim Sell Design
Landscape architecture lead
9
9
Northern Engineering, Inc.
Right-of-way (ROW) plans lead
18
18
Sage Marketing, Inc.
Branding and graphics lead, public
involvement support, and dedicated CSU
3
3
coordination
MAX BRT �
Salvatore Birritteri, RA
In -Street BRT Stations
Salvatore is an Urban Designer with extensive experience working on a broad base of
multi -disciplinary projects. He joined IBI Group in 2002 where he continues to work on
projects that require the ability to work effectively with a diverse team. Most recently
he has worked on projects that are transit related, including design of facilities such as
passenger shelters, stations, and intermodal terminals. These project have required
Salvatore's involvement from conceptual design to construction supervision. He has
demonstrated the ability to take a leadership role in projects that require extensive
coordination with many disciplines related to transit design. His experience on past
projects and his training as an Architectural Technologist have given him a strong
background in architectural building science. His design and project management skills
enable him to effectively see a project from visioning through to construction.
RTD FasTracks 1-225 LRT Corridor, Denver, Colorado. RTD. Project Coordinator.
Salvatore was the Station Design Coordinator for this project. He was responsible for
the multidisciplinary coordination of all aspects of station design. Salvatore led the team
of designers that developed platform and station area plans. Working closely with the
design team, preliminary engineering design was completed ahead of schedule. IBI
was the Architectural Lead providing design direction on corridor elements including
station area planning, architecture, and urban design for preliminary engineering. The
1-225 Corridor project is a 10.5-mile proposed light rail line that connects the Southeast
Corridor light rail station at Parker Road and 1-225 and the East Corridor at Smith Road
and Peoria Street. The 1-225 Corridor will serve the City of Aurora and will provide a key
regional rail linkage between the East and Southeast rail lines.
City of Boulder FasTracks Local Optimization Study, Boulder, Colorado. City of
Boulder. Designer and Project Coordinator. Salvatore led the team of designers who
developed options for the transit facilities. The completed study was part of a Federal
funding application to receive funds for final design of the transit stations. The FasTracks
Local Optimization (FLO) study is an important effort by the City of Boulder and partner
organizations to maximize benefits of the RTD FasTracks Program for the Boulder
Community. The intent of the study was to address critical bus facility needs that will
arise with the new BRT service in 2014 and Commuter Rail service in 2016. The two
facilities examined as part of this study included transit stops at the main entry to the
University of Colorado and the Downtown Transit Center in Boulder.
RTD FasTracks West Corridor Final Design, Denver Colorado. RTD. Project
Coordinator. Salvatore was responsible for the multi -disciplinary coordination of LRT
stations and parking structures design. IBI Group is providing key personnel to the
project management team and is responsible for leading the station area planning,
station design, urban design, and aspects of the transit oriented development (TOD)
design for the entire light rail project. Additionally, IBI Group is providing architectural
design services for the three major parking structures identified for key station sites and
for all of the bridges. Other responsibilities include corridor aesthetics oversight and
participation in the public involvement process. The West Corridor is a 12.1- mile LRT
project for RTD. The alignment originates from Denver Union Station, travels west to the
Lakewood Industrial Park, and continues to the Jefferson County Government Center in
Golden, Colorado. The West Corridor is now under construction.
Metro Link BRT, Halifax, Nova Scotia. Halifax Regional Municipality. Project
Coordinator. As part of the design and planning of the Metro Link BRT, IBI Group was
retained to produce a set of Station Design Guidelines that would provide an identifiable
set of station elements. The guideline includes concepts for custom design passenger
shelters and concepts for terminal buildings. Salvatore developed custom design
concepts for shelters and other street furniture to provide a unique identity
■
Jim Sell, ASLA
Landscape Architecture
Jim is a Landscape Architect and President of Jim Sell Design, Inc. In 1975, Jim founded
■ his Landscape Architecture practice in Greeley, Colorado. In 1989, he relocated to Fort
Collins under the name Jim Sell Design, Inc.
. New Academic Village, Fort Collins, Colorado. Colorado State University. Principal -
In -Charge. Jim was responsible for developing and approving concepts and performing
QA/QC. Colorado State University's New Academic Village is a $42 million project
consisting of the demolition of Ellis Hall and the construction of two new residence
colleges and a dining facility in its place. The site design includes sandstone seat walls,
stone fountain, bermed amphitheater, and native plant materials.
Braiden Drive Plaza, Fort Collins, Colorado. Colorado State University. Principal -
In -Charge. Jim was involved in the concept design phase and performed QA/QC.
■ The Eddy and Education Buildings on the Colorado State University Campus were
significantly damaged in the July 1997 flood that inundated much of the campus. Jim
Sell Design developed a plan to both protect these buildings from future flooding and to
create a pedestrian plaza at the intersection of two major circulation routes.
Penny Flats, Fort Collins, Colorado. Coburn Development and the City of Fort Collins.
Project Manager. This mixed -use commercial/residential urban redevelopment along
the Mason Street Corridor contains roughly 147 residential units and 30,000 square feet
of commercial space over 2.6 acres.
. IBM Boulder Campus, Boulder, Colorado. IBM. Lead Designer. Jim managed the
design process from the concept phase to final design. This project included a landscape
renovation plan for the Boulder campus. Xeriscape principles were utilized in the
. preparation of modifications to the landscape and irrigation system.
Student Recreation Center Expansion, Fort Collins, Colorado. Colorado State
University. Principal -In -Charge. Jim was responsible for developing and approving
■ concepts and performing QA/QC. Colorado State University is currently expanding the
Student Recreation Center with a 48,000 square foot, 30 million dollar addition. Jim Sell
Design is providing all of the site, landscape, and civil design for the project, including a
■ 250-foot bioswale that filters stormwater and allows for infiltration. This site is punctuated
with landform and plazas to create many separate but linked areas around the expansion.
University Plaza, Fort Collins, Colorado. Colorado State University. Principal -In -
Charge. Jim was responsible for developing and approving concepts and performing
QA/QC. University Plaza is a pedestrian gateway to the central core of the Colorado
■ State University campus. The plaza had been a street bisecting the central campus
space. Its transformation included isolating bicycle parking and providing seating and
logical pedestrian circulation. The new identity of this area includes stone veneered
■ gateway signage walls, specialized paving, and the installation of over 2000 perennials
lining the plaza.
■ Lory Student Union Flood Mitigation, Fort Collins, Colorado. Colorado State
University. Principal -In -Charge. Jim oversaw multiple projects for flood mitigation. This
work included design of berms and retaining walls to protect buildings, while incorporating
■ attractive design methods, like plazas, ramps, and sculpture.
University Center for the Arts, Fort Collins, Colorado. Colorado State University.
Principal -In -Charge. Jim was responsible for oversight of design and QA/QC. The
■ former Fort Collins High School building was expanded and renovated to become
Colorado State University's Center for the Arts. Additional work included parking lot
expansion, plaza design, and landscaping.
■
Mary Keith Floyd, AICP
Public Involvement & Agency Coordination Lead
Mary Keith has over 13 years of planning and public involvement experience related to
multi -modal feasibility, environmental, and community impact assessment studies. She
has coordinated numerous public involvement programs and has worked extensively to
resolve conflict during high -visibility projects. Mary Keith's public and agency outreach
"toolkit" includes the development of clear and concise content to educate stakeholders
on complex technical issues, messaging, surveys, and dynamic presentations. Mary
Keith has facilitated small group meetings and workshops with diverse stakeholders
ranging from elected officials, bicycle advocates, business owners, and concerned
citizens.
Preliminary Engineering and Environmental Documentation, FasTracks 1-225
Corridor Project, Aurora, Colorado. RTD. Public Involvement and Environmental
Planner. Considering factors such as community impacts and benefits, community
support, affordability, and compatibility with related projects, Mary Keith has been
responsible for evaluating and presenting the 10.5-mile alignment and station area
alternatives for RTD's LRT corridor extension through Aurora, Colorado. During this
process she used interactive mapping, PowerPoint presentations, and workshops with
small groups to build consensus on project issues including aesthetics, fencing, crossing
treatments, trails, noise, vibration, and other community impacts. Mary Keith provided
proactive comment resolution to address concerns identified by Aurora and Denver City
staff, RTD, CDOT, FHWA, and numerous other stakeholders. Mary Keith is responsible
for the NEPA-like Environmental Evaluation process and document, which is receiving
high marks from RTD, the City of Aurora, Aurora residents, and other stakeholders.
1-69 Tier 2 Section 5 - EIS and Engineering Services, Bloomington, Indiana. Indiana
Department of Transportation. Community Impact Assessment Task Manager. In
this highly controversial project located near Indiana University, Mary Keith served as
a key member of the public involvement team addressing community concerns during
the planning and design of the proposed 1-69 Section 5. Mary Keith developed and
facilitated two community advisory committees and led surveys and interviews with local
businesses owners, churches, and emergency service providers. Mary Keith directly
coordinated with MPO, local planning staff, and University representatives to develop
future land use scenarios for use in the travel demand model and cumulative impact
analysis.
Environmental Impact Statement (EIS), 1-15 from 31st Street to 2700 North,
Weber County, Utah. Utah Department of Transportation, Region 1. Environmental
Specialist and Business/Community Outreach. This project included preparation of
an EIS, preliminary engineering, and public involvement activities associated with the
reconstruction / widening of 9.3 miles of 1-15, from 31 st Street in Ogden to 2700 North
in Farr West. Mary Keith was responsible for analyzing land use and socioeconomic
impacts based on extensive community outreach. Economic impacts to Ogden's
Central Business District (CBD) and highway related businesses were also evaluated.
Environmental justice concerns included direct, indirect, and cumulative impacts to a
community with Hispanic and low-income populations. Agency and public outreach
included developing and implementing the agency and public involvement program,
including project steering and advisory committees and focused workshops to address
environmental justice concerns.
Doug Larson
■ Public Involvement & Agency Coordination / CSU Coordination
Doug has over 16 years in strategic marketing, marketing communications, sales,
. sales management, sales/industry trends, promotions, and supervisory skills. He is an
established and successful marketing communications leader and manager.
Sage Marketing Group, Inc. and TeamSage Productions, Inc. 2002-Present. Owner.
■ Doug is responsible for the day-to-day management of this $1 M advertising agency
and event production firm. He is Senior Account Manager for clients ranging upwards
of $100M annual sales. He is the strategic and creative lead for a varied client list.
■ Doug created, developed, directed, and marketed events such as: The Wine Festival at
Steamboat, The Park City Food and Wine Classic, and the national urban adventure race
known as Oyster Urban Adventure Race.
■ Agilent Technologies, Loveland, Colorado. 2001-2002. Field Marketing Manager.
Doug was responsible for overseeing worldwide field marketing programs for a $1+
■ billion Automated Test Group. He ensured integration with corporate, group, and
division marketing objectives worldwide. He developed and implemented field marketing
programs budget of $2.5 million annually. Doug served as the key contact between
■ field, business development, product teams, and customers assigned to identify critical
sales needs while creating programs to meet identified needs. He oversaw and directed
worldwide programs for remaining regions: Europe, Asia/Pacific, and Japan. He
. managed a worldwide team of up to eight communications professionals.
Agilent Technologies, Loveland, Colorado. 2000-2001. Product Marketing
. Specialist.
Doug was responsible for global outbound marketing strategies for an automated
X-ray inspection (AXI) system. His duties included marketing communications efforts,
■ lead generation and field support, inquiry management, and customer relationship
management techniques. He served as a team member for global inbound marketing
strategies for the AXI system. His duties included product definition, target definition,
■ distribution strategy, pricing strategy, and customer relationship management. He
developed and implemented a global AXI outbound marketing budget of $1 M annually.
Hewlett-Packard Company/ Agilent Technologies, Loveland, Colorado. 1997-
■ 2000. Integrated Marketing Communications Program Manager. Doug was
directly responsible for a global marketing communications program for a $200+
million Manufacturing Test Division. He ensured integration with corporate, group, and
■ division marketing objectives worldwide. He was dedicated to return of investment
communications. He developed and implemented a global marketing communications
budget of approximately $2 million annually. Doug used knowledge of products/markets/
■ competition to lead and direct program strategies within the following functions: display
advertising, direct mail, sales literature creation, trade show messaging, and public
relations strategies. He was responsible for Agilent brand transition/management for the
■ division. He led the creation and development of communication programs to meet entity
strategy and revenue objectives, and he coordinated with numerous partners including
advertising agencies, art studios, and trade shows.
■ Schrader Oil Company, Fort Collins, Colorado. 1994-1997. Director of Sales
and Marketing. Doug promoted and marketed convenience stores for Phillips 66's
. largest Colorado petroleum marketer, Schrader Oil Company. He was responsible for
overseeing media, advertising, and public relations for 11 northern Colorado convenience
stores. He created local in-store promotions to track effectiveness and implemented
■ public surveys, cashier incentives, and a Secret Shopper program. Doug's duties
included sales management and sales promotion of a national card lock system. He
developed and implemented a department to promote this card and increased sales
■ 100% in two and one-half years.
Steven Wilson, PE, PMP
QA/QC
Steven currently serves as Vice President of Pittsburgh Transportation. In this role, he
is responsible for managing staff utilization, overhead costs, business development,
revenue, and project performance for the Surface Transportation (Highways and
Bridges), National Environmental Protection Act (NEPA)/Cultural Resources, Aviation,
and Construction Management/Construction Inspection groups in the Pittsburgh Area.
He also serves as the Director of Highways, in which he is responsible for sharing
and coordinating technical knowledge, quality systems, management experience, and
resources throughout Baker's entire highway design practice.
In addition, he has recently served as the Director of Project Management for Baker. In
this role, he established project management policies and procedures addressing quality,
scope, and budget, through the development and implementation of an on-line Project
Management Manual. He also developed Baker's company -wide Quality Management
Plan.
From a technical aspect, Steven has been responsible for the development of contract
specifications, documents, bid forms, engineering and construction cost estimates, as
well as producing design and construction drawings.
West Busway, Pittsburgh, Pennsylvania. Port Authority of Allegheny County.
Program Manager. Steven managed the scope, schedule, budget, resources, quality,
and client satisfaction for the West Busway Program. With the help of a strong project
management team, Baker's technical staff, and more than 40 subconsultants, the project
was completed ahead of schedule and under budget. Baker served as the General
Architectural and Engineering Consultant, providing Program Management, Design
Services, and Construction Phase Services for the West Busway, a five -mile, two-lane
buses only roadway. The busway runs from Carnegie to downtown Pittsburgh and
includes an interchange with the Parkway West (Interstate 376), a rehabilitated and
widened railroad tunnel, six stations, and four park and ride lots adjacent to the facility.
The total pr_oject budget was $326 million.
New Britain -Hartford BRT, New Britain and Hartford, Connecticut. Connecticut DOT.
Project Director. Steven provided oversight budgets, schedules, quality of work, and
overall client satisfaction. The New Britain -Hartford Busway is a BRT facility connecting
New Britain, Newington, West Hartford, and Hartford, Connecticut. The 9.4-mile-long
busway, which includes 16 new or rehabilitated bridges, will run along inactive and active
railroad corridors, and will consist of a two-lane bus -only roadway and 10 stations that
will include sheltered platforms and other amenities.
SR 0079, Section A23, Interstate 79 Missing Ramps, Collier and Robinson
Townships, Pittsburgh, Pennsylvania. Pennsylvania DOT, District 11-0. Project
Manager. Steve managed the scope, schedule, budge, quality, and client satisfaction.
This project involved the addition of two direct connection ramps at the existing
interchange of Interstate 79 and Route 22/30 west of Pittsburgh. The so-called "missing
ramps" provides a direct link between Interstate 79 and the Pittsburgh International
Airport. This project presented challenging structural designs, traffic analysis, and
complex roadway geometric designs, which were further complicated by the high
volume of traffic on Interstate 79 and Route 22/30. To accommodate the new ramps
and avoid right-of-way impacts, the existing highway was shifted up to 50 feet and
lanes were added in each direction while maintaining all lanes of traffic to reduce delay
and congestion. 1.1 acres of wetland mitigation and 500 feet of stream mitigation
were included with this project. In addition, coal found within the excavation area was
salvaged while the acid water in the abandoned coal mines was collected, neutralized,
and then released into natural tributaries. Finally, Stormwater Management Best
Management Practice was included to retain the surface runoff.
■
Peter Hankovszky, PE, LEED®AP
FTA Advisor
. Peter has experience in design, construction, and project management within the
transportation industry. This experience includes design -bid -build and design -build
delivery projects; transit vehicles; transit signaling; facilities; roadways; and construction
. methods that include tunneling and mining. Transportation Authority experience includes:
Metropolitan Transportation Authority of New York; New York City Transit; The Port
Authority of New York and New Jersey; Long Island Railroad; Metro North Commuter
■ Railroad; New York State Department of Transportation; New Jersey Department of
Transportation; Connecticut Department of Transportation; Florida Department of
Transportation; and FTA.
■ Preliminary Engineering and Environmental Documentation, FasTracks 1-225
LRT Corridor Project, Aurora, Colorado. RTD. Deputy Project Manager. Peter
served as the Deputy Project Manager for engineering, project controls, and quality.
■ He was responsible for coordinating subcontractors, reviewing and approving invoices,
monitoring schedule, budget, scope, and change orders, and meeting client expectations.
He also led alignment alternatives development, including alignment layout, engineering
■ support, and cost development. He presented alternatives, received feedback, and
implemented changes to meet client needs. Baker was the prime consultant for the 10.5
mile light rail extension in Aurora, Colorado.
. Houston Metro Northern Intermodal Transit - Transportation and Traffic Study
and Conceptual Designs, Houston, Texas. Metropolitan Transit Authority of Harris
■ County. Project Manager. Peter managed the conceptual and preliminary engineering
deliverables as they related to transit, commuter rail, and freight alignment options.
Extensive technical support and coordination with the Union Pacific Railroad was
■ required throughout the project. He also developed, refined, and presented rail options
to the client. Baker assisted in the design of a multimodal center that included bus, LRT,
BRT, private auto, commuter rail, bicycle, and pedestrian connections. Baker led the
■ planning and design of traffic, roadway, drainage, and floodplain mitigation.
Program Management Oversight, New York City, New York State, and the State of
■ New Jersey. FTA. Program Manager. Peter provided program management oversight
of a $2.7 billion Capital Rail Program involving subway, light rail, commuter rail, railcar
procurements, signal projects, and associated highway projects. These components were
■ integral to providing transportation between New York City and New Jersey. He oversaw
NEPA processes from the Draft EIS through the Final EIS and Record of Decision (ROD)
or Finding of No Significant Impact (FONSI). Peter also provided engineering technical
support during quarterly and monthly review meetings with FTA and grantees. Peter
reviewed and approved project management and operation implementation plans and
developed and approved grants. He evaluated projects to determine their readiness to
. enter major milestones including preliminary engineering, final design, and construction.
He coordinated FTA's engineering planning oversight activities including design changes
that potentially affected the NEPA process. Peter provided technical support for the
■ federal grant making and grant maintenance process, which required strong knowledge
of grant management guidelines (5010.1c) and proficiency with FTA's electronic grant
system and processes (TEAM -Transportation Electronic Award and Management).
■ 1-25 Schedule Support Services, Colorado. CDOT District 4. Project Manager. Peter
was responsible for coordinating client needs, managing and monitoring overall deliv-
erables to ensure they met client expectations, and developing the budget. He leveled
■ resources and compiled monthly invoices. Baker's responsibilities on this project in-
volved review of the contractor's schedule for $50 million in highway widening and bridge
reconstruction along a two-mile stretch of 1-25. Baker also provided specification review
and potential claim dispute resolution.
Duncan Allen, PE
BRT Operations
Duncan is a senior transportation engineer with 30 years experience in the design
and planning of transportation facilities and systems. Management assignments have
included transportation alternatives analyses, rail and bus transit planning and design,
travel demand forecasts, and high-speed rail and magnetic levitation (Maglev) design.
Engineering and planning assignments include a wide range of domestic and foreign
projects in operations planning and design; high-speed ground transportation; multimodal
intercity transportation planning; operations research; highway alternatives analyses;
traffic engineering; toll road feasibility; and operational control system design.
York Region Transit Project (Viva Phase 1), York, Ontario. As Operations Planning
Consultant, Duncan was responsible for updating and refining operational plans
preceding and through a four -stage implementation of BRT service immediately north
of, and extending into, the City of Toronto. Work included refinement and adjustment of
operating schedules to field conditions and operational experience, training of BRT staff,
and coordination on a range of issues including fare collection, terminal configurations,
and vehicle operating procedures.
Silver Line Phase III BRT Design and Engineering Services, Transit Operations
Planning, Boston, Massachusetts. Massachusetts Bay Transportation Authority.
Duncan served as the Operations Planning Consultant for IBI Group in an $800
million underground BRT system underneath downtown Boston. He directed operational
analysis of the system including use of the VISSIM microsimulation software to evaluate
alternative station configurations and service plans. He developed simulation parameters
for dual -mode articulated buses and single -unit electric trolleycoaches. This work
supported development of FTA New Starts reports; environmental impact statements;
development of intelligent transportaiton systems (ITS) functional requirements; and
design of station, tunnel, and portal infrastructure.
Euclid Corridor BRT, Cleveland, Ohio. Greater Cleveland Regional Transit Authority
. As Technical Consultant for the 60% design review of plans for BRT on a six -mile
route between Public Square in the downtown area and a rail rapid transit station at
Windermere, Duncan reviewed plans and cost estimates for BRT stations, project
communications, and traffic signal priority.
Detroit — Metro Airport — Ann Arbor Rapid Transit Feasibility Study, Detroit,
Michigan. Southeast Michigan Council of Governments. Duncan developed preliminary
operational requirements for BRT, LRT, and commuter rail alternatives between Ann
Arbor, Michigan and Detroit, Michigan, with service to Detroit's Metropolitan Airport. The
requirements included recommending train consists and vehicle types. Duncan was a
major contributor in the evaluation, which was based on minimizing total annualized
costs and passing siding locations and lengths for the commuter rail alternatives.
Citizens Area Transit Study, Las Vegas, Nevada. Regional Transportation
Commission of Southern Nevada. As a Transit Operations Consultant, Duncan
estimated operating performance and annual operating and maintenance costs for
alternative rapid transit technologies between the University and Henderson. The
technologies considered at various stages included: diesel multiple unit rail equipment,
electric light rail vehicles, guided electric buses (Bombardier TVR), and unguided
diesel and electric buses (trolleycoaches). Duncan developed vehicle performance
simulation for the TVR from vehicle specifications. Using capital cost estimates
provided by others, he estimated total annualized costs for alternatives according to
FTA guidelines. Using FTA's National Transit Database, he developed mode -specific
operating and maintenance cost formulas for diesel buses, electric light rail vehicles, and
trolleycoaches.
Matthew Blakely, ASLA, LEED®AP
Landscape Architecture
Matthew's experience includes design and master planning of university campuses,
. parks, and urban design. His responsibilities consist of base mapping, site analysis,
schematic design, design development, construction documentation, cost estimating,
. landscape planning, graphics presentation, proposal preparation, and interviewing.
Town of Windsor Parks and Recreation, Windsor, Colorado. Matthew prepared
concept plans and construction documents and conducted construction administration for
town park projects, including: Eastman Park, a five field soccer complex; Diamond Valley
Park Master Plan, a minor league baseball stadium complex with eight plus fields; and
several neighborhood parks.
■ Colorado State University Campus, Fort Collins, Colorado. Matthew was
responsible for design, construction documentation, and construction administration of
■ campus improvements: bike path, pedestrian plazas, and landscape vocabulary.
University of Northern Colorado Campus; Greeley, Colorado. Matthew was
responsible for design, construction documentation, and construction administration
of campus improvements: pedestrian and sculpture plazas, campus signage, and
interpretive graphics.
City of Evans Parks and Recreation, Evans, Colorado. Matthew was responsible for
design, construction documentation, and construction administration for Riverside Park,
Evans Cemetery, Driftwood Park, Prairie View Park, and the City Municipal Operations
■ Center.
Richard Bonelli, PG, PMP
Environmental Permitting & Mitigation
Richard is a Senior Project Manager with over 20 years experience. As a Professional
Geologist and Project Manager, he has performed and managed numerous
environmental projects related to site assessments and characterizations, soil and
groundwater remediation system development and implementation, and regulatory
and storage tank compliance. In addition, Richard has management experience with
database management, Geographic Information System (GIS), and Global Positioning
System (GPS) applications. Richard has performed work for the Department of Defense
(Navy, Marine Corps, US Army Corps of Engineers, and Air Force), Defense Energy
Supply Center (DESC), National Park Service (NPS), US Coast Guard, Pennsylvania
Environmental Protection (PADEP), and various private companies in Pennsylvania,
Ohio, West Virginia, Kentucky, Illinois, Indiana, Michigan, Florida, Virginia, South
Carolina, Maryland, California, Nevada, Washington, North Carolina, Alabama, Texas,
New Mexico, Wyoming, Arizona, Alaska, Colorado, Guam, Korea, and Japan.
Phase I Environmental Site Assessment (ESA), Libby Army Airfield, Fort Huachuca,
Arizona. U.S. Customs and Border Protection. Geologist. Richard was a Task
Manager responsible for leading the ESA effort. Baker was responsible for the design of
temporary hangars and administrative facilities for Customs and Border Protection's Air
and Marine Operations at Fort Huachuca, Arizona.
Phase I and Phase II ESA, West Mifflin, Pennsylvania. Confidential Client.
Geologist. Richard was responsible for site investigation. Baker performed a Modified
Phase I ESA of an active automobile service station for consideration of future purchase
by the client.
Phase I and Phase II ESA, Tracts 2 and 3, and Temple Inland Tracts, Big Thicket
National Preserve, Beaumont, Texas. NPS. Geologist. Richard conducted site
background research, aerial photography review, due diligence, GPS surveying,
environmental impacts assessments, and technical report preparation. Baker updated a
Phase I ESA on two separate tracts of vacant wooded property comprising approximately
463 acres to document the recognized environmental conditions at the subject properties
that may have changed since the original Phase I ESA and to research and summarize
readily available/ascertainable current and historical information about the property
conditions with respect to potential environmental issues. A Phase II ESA was conducted
on five separate tracts of land and included an asbestos and paint survey and soil and
groundwater sampling.
ESA, Great Sand Dunes National Park and Preserve, Mosca, Colorado. NPS.
Geologist. Responsibilities included site background research, aerial photography
review, due diligence, GPS surveying, environmental impacts assessments, and
technical report preparation. A Phase I ESA was performed for an 11,500-acre property
that was being purchased by the NPS to expand the boundaries of the National Park and
Preserve.
Environmental Cleanup Liability Site Assessments, Multiple Locations within
NPS Intermountain Region. Washington Administrative Services Organization - Park
Facility Management. Geologist. Richard's responsibilities included client management;
strategic program development; site reconnaissance and interviews; records review and
research of historical data; environmental sampling; cost estimating for environmental
studies, cleanup, and monitoring; and report preparation. Baker is tasked with the
collection/review/evaluation of information for the documentation of sites at NPS facilities
to be placed in the Environmental Cleanup Liability (ECL) database. Baker also provides
technical support to NPS facilities on ECL issues.
■
Timothy Buntrock, PE
■ Drainage/Irrigation Ditch Coordination
Timothy specializes in hydraulic and environmental engineering for transportation
■ projects. He has experience in hydraulic modeling and analysis for drainage, bridge, and
culvert design. He, has supported project development with traffic and noise analysis
and has been responsible for floodplain mapping and delineation, for managing regional
■ compliance for NEPA, and for conducting successful inter -agency coordination based on
his interdisciplinary background.
■ 1-25 Schedule Support Services, Colorado. CDOT, District 4. Civil Engineer.
Timothy conducted field reviews to verify adherence to the construction schedule.
He performed schedule analysis using Primavera's Suretrak. For this project, Baker
■ reviewed the contractor's schedule for $50 million in highway widening and bridge
reconstruction along a two-mile stretch of 1-25. Baker also provided specification review
and potential claim dispute resolution. Additional tasks included field review to assist
analysis of construction progress and review and comment on schedule logic, sequence,
and value engineering proposals.
■ Multi -Hazard Flood Map Modernization (Map Mod) Nationwide. Federal Emergency
Management Agency (FEMA). Civil Engineer. Timothy conducted hydraulic modeling
and analysis to review and document the effects that projects built in or near the existing
■ floodplain would have on existing floodplain maps. He created Letters of Map Revision
(LOMR), Conditional Letters of Map Revision (CLOMR), and supported regional studies
for the Map Mod process, which is part of a five-year, $500M program. The major points
■ of this program are to establish and maintain a premiere data collection and delivery
system; achieve effective program management; build and maintain mutually beneficial
partnerships; and expand and better inform the user community.
THE BAKER TEAM IS MORE THAN QUALIFIED FIRMS —WE ARE FORT COLLINS
AND FRONT RANGE RESIDENTS WITH A DEEP COMMITMENT TO ADVANCING
CONNECTIVITY AND SUSTAINABILITY IN COMMUNITIES ACROSS COLORADO
Project Manager, Dwight Schock, AICP will lead the Baker Team and work closely with the
PMC and the City to meet the MAX BRT fast -track schedule. Dwight has been an integral
part of shaping BRT across the U.S. for more than 18 years, beginning with his work on the
Port Authority of Alleghany County's West Busway Project. These Pittsburgh region busways
were the first operating BRT system in North America, and continue to be recognized by
the FTA as one of the "premier examples of high quality bus transit facilities in the U.S."
Since that time, Dwight has planned and/or implemented BRT in Pittsburgh, Cleveland, the
•_ Washington/Baltimore metro area, Davis County, the State of Utah, and Colorado Springs,
and has managed all phases of transit project delivery.
MAX November: 100%
Remainder: 70% His modal experience includes BRT, commuter rail, light rail, airport, highway, and major
bridge projects. Dwight has the BRT-specific project management expertise and experience
necessary to seamlessly integrate all facets of an operating BRT system —from in -road and dedicated guideway
to design and operating systems that preserve future LRT transition/integration. Dwight recently served as Project
Manager for preliminary engineering and environmental documentation for the RTD FasTracks 1-225 Corridor project.
He is recognized by his clients as a hands-on project manager with a calming influence during demanding, high -
visibility projects. He will focus his efforts on responsive project delivery, facilitating decision making, and agency
coordination. He is ready to commit his time and passion to the MAX BRT project.
Design Manager, Galina Leiphart, PE serves as Baker's Colorado Transportation Manager
and has more than 15 years design and project management experience in all phases of
preliminary and final design. She will focus her efforts on expediting the design process
with efficient resource and subconsultant management while providing design oversight and
assisting with agency coordination. Galina has a proven track record of success coordinating
work between disciplines and will work with the City to achieve project schedule, budget,
and quality goals on the MAX BRT project. Her experience includes project coordination,
design supervision and participation, technical oversight, construction plan preparation, and
construction observation.
MAX November: 100%
Remainder: 70% She has an in-depth knowledge of CDOT Region 4 requirements, and will strictly adhere
to CDOT and City standards, both delivering innovative technical design and appropriately
balancing cost and aesthetics. Galina has experience providing project management in all phases of design for
roadway, drainage, and structural improvement projects. She has provided efficient and thorough oversight of
simultaneous work on complex, multi -million dollar projects, such as the Arapahoe Light Rail Station Pedestrian
Bridge, Segment 3, Southeast Corridor Transportation Expansion Project (T-REX), and BNSF over Washington
Street/38th Street, Denver, Colorado.
- . MAX BRT
Patrick Butler
MIS Coordination & Plans
Patrick has 31 years experience in the design, construction, operations, and
maintenance of communications and electrical systems and networks. This expertise
includes voice, video, data, wireless, microwave, fiber, and power systems design and
applications. Patrick's experience has included information technology (IT) management
for large private and public sector clients involved in the two-way transmission of multiple
service local and wide area networks.
RTD FasTracks West Corridor Light Rail Expansion, Denver, Colorado. Senior
Systems Engineer. Patrick provided station design coordination on corridor elements
including power, security, communications, and supervisory control and data acquisition
for station area planning for the final design phase. His responsibilities included liaison
for coordination with engineering disciplines for traction power, electrical, mechanical,
and pluming/drainage. He was also responsible for monitoring schedule of these
disciplines, and developing and coordinating specifications and cost estimates for this
part of the project.
Lakewood Electric Company, Lakewood, Colorado. Project Manager. Patrick's
primary focus was improving the overall flow of Lakewood Electric Company's various
projects. His tasks included more efficient project tracking and coordination with various
trades in the field to ensure the project budget and schedule were being followed.
IBI Group, Denver, Colorado. Senior Systems Engineer. Patrick provided consulting
services to telecommunication, architectural, and engineering companies. Services
included providing communication system designs; fault management processes for
building functions; project management and engineering services; network architecture;
headend; data centers; and central office layout, power, and grounding system designs.
While at this position, he managed a team of designers who provided engineering
services for systems in the Pacific Northwest, San Francisco Bay Area, Salt Lake
City, Chicago, and Denver. As a result of IBI designs, all systems achieved a 100%
Network Compliance rating from the National Network Validation Team of AT&T. Patrick
assembled a team and conducted Year 2000 audits of equipment nationally for AT&T
Broadband. He obtained compliance statements from manufacturers and created
reports and procedures to correct any equipment that was non -compliant. As a result, no
problems were encountered at the turn of the millennium.
TCI Communications, Inc., Denver, Colorado. Architectural Engineer. Patrick
directed the development of standards, specifications, and procedures for all headend
and hub facilities in the company. As a member of the National Launch Division, he was
responsible for the successful launches of high speed Internet, telephony, and digital
video services across Hybrid Fiber Coax cable television plants. He was sent into new
market launch cities that were in jeopardy of missing their launch dates. Once there he
determined the issues, obtained an understanding of project needs from stakeholders,
and developed a team approach to achieve successful on -time launches of new services
Patrick worked in conjunction with equipment manufacturers to resolve operational
issues with advanced technology electronic equipment.
Metropolitan State College of Denver, Denver, Colorado. As a member of Metro
State's Technical Advisory Board, Patrick was asked to develop the curriculum for their
first course in optical fiber technology. The course encompassed properties of optics,
types of optical fiber cable, benefits and shortfalls, laser transmitters and receivers, and
types of systems that typically utilize optical fiber systems. This class was first offered in
the Spring of 1994.
Bill Clifford, LEEM AP
BRT Stations & Stops
Bill is a professional Architect with a broad range of design experience working on
■ projects from highly technical telecommunications and public projects to intensive
religious and hospitality based projects. He joined IBI Group in 2009 with a renewed
passion for work on urban design based transit projects. These projects include facilities
such as parking garages, stations, and intermodal terminals that encourage future
development and/or redevelopment around stations. His experience with technical
projects has given him expertise in coordinating requirements of complex systems,
while keeping the eye of a designer who integrates the technology seamlessly with the
architecture. As a LEED®Accredited Professional, he always looks for opportunities to
■ incorporate sustainable and cost effective solutions. He has extensive experience in the
field, working proactively with contractors to build successful projects.
Denver Federal Center Intermodal Station, Lakewood, Colorado. RTD. Architect.
■ Bill has worked collaboratively with ownership and multiple stakeholders to develop
conceptual schemes for the site. He has organized the design team entitlement review
process with the local jurisdiction and will lead the construction document phase. IBI
■ Group is the design lead for the intermodal station. The station design accommodates
RTD's largest bus bay facility (16 bays), a light rail station, and a park and ride facility
for 1000 vehicles. The facility is in the heart of the Denver Federal Center masterplan
■ area. IBI also developed TOD concepts that incorporate a mix of uses for potential future
phases on the 14 acre site.
. RTD FasTracks West Corridor — Auraria West Light Rail Station, Denver, Colorado.
RTD. Architect. IBI Group is providing key personnel to the project management team
and is responsible for leading the station area planning, station design, urban design, and
■ aspects of TOD design for the entire light rail project. At this station, IBI is developing
a reuse strategy that enables station elements to be relocated from decommissioned
stations.
■ RTD FasTracks West Corridor — Jefferson County Government Center Parking
Structure, Golden, Colorado. RTD. Architect. Bill designed the three level parking
■ structure. IBI Group is the lead designer for this new park-n-Ride facility adjacent to
the last light rail station on this line. This facility will include 830 parking spaces. IBI
has designed the parking structure to compliment the design aesthetic of the adjacent
■ Government Center complex, while still providing a unique identity to the RTD facility.
The parking structure is tucked into the hillside to minimize impacts to the main view of
the Government Center. To maximize site usage the light rail is routed under a portion
of the structure. A "green screen" plant grid allows plants to grow up the outside
wall, which provides shade to the garage interior and compliments the building and
adjacent landscape. During the conceptual phase the structure was evaluated for LEED
■ Certification.
The Molkery at Montclair Park — SlaterPaull Architects, Denver, Colorado. Denver
Parks & Recreation. Project Architect/Manager. This project involved rehabilitating
■ a Denver historic landmark located east of Denver Montclair Park. Bill worked with
in-house preservation specialists to document restoration techniques. He designed
a roof cupola to match historic photographic documentation. Preservation experience
■ using historic documentation and restoration techniques has given Bill an understanding
and sensitivity for working in historic districts. This project won the 2004 Community
Preservation Award and the Colorado Historical Society's 2004 Stephen H. Hart Award.
■
Michael Corby, P.Eng.
Traffic
Michael is a Transportation Engineer specializing in traffic operations. His work
experience includes design, procurement, and installation of advanced traffic
management systems in urban environments.
San Diego Association of Governments, Transit Signal Priority System Analysis.
Michael was the project engineer responsible for assessing existing transit operations
and for preparing a concept of operations and a budgetary estimate to implement
transit signal priority (TSP) for the San Diego Association of Governments (SANDAG).
The Escondido Rapid Bus Transit Priority Concept Study addressed traffic and transit
operations issues along the Route 350 alignment. The Study represents a cooperative
effort between the City of Escondido, SANDAG, and North County Transit District. This
assignment is the initial Phase (Years 1-2), which focuses on implementing TSP to
provide visible near -term benefits without significant implementation concerns.
Grand River Transit, Transit Priority. Michael served as Project Manager for this
assignment. IBI Group has been retained by Grand River Transit to assess the current
operation of their iXpress service. Transit Priority (TP) has been implemented at 18
of the 45 signalized intersections. IBI Group used its RouteMapper LiteTm GPS video
survey equipment to evaluate the current TP, prioritize signalized intersections for TP
expansion, and identify intersections for queue jump implementation.
T-REX — Transit Signal Priority at RTD Facilities. Michael provided technical
assistance on this assignment by reviewing all design documents. As part of the T-REX
project, TSP was implemented at signalized intersections adjacent to transit stations
within six jurisdictions. IBI Group was responsible for pier reviewing the design work
prepared by the design team.
CDOT and RTD, Southeast Corridor Multi -Modal Project. Michael was responsible
for generating design -build specifications for the transit priority system. IBI Group was
responsible for the ITS element of this joint CDOT and RTD project, which included
improving 17 miles of two interstates (1-25 and 1-225) and adding nineteen miles of
new LRT in the Denver Metropolitan area. Implementation is under the design -build
approach.
Grand River Transit Urban Transportation Showcase Program. Michael served as
Project Engineer for this project. IBI Group is the consultant responsible for the Region
of Waterloo Urban Transportation Showcase Program (UTSP). Waterloo Region has
developed a multi -tiered innovative UTSP concept, which focuses on implementing
a 33.4 kilometer Central Transit Corridor (CTC) Express service. Key UTSP project
initiatives that are part of this assignment include: GPS-based location system, real-time
information displays, automatic passenger counters (APC), TSP, web -based trip planner,
personal data assistants (PDA), interactive voice response (IVR) rystem, and schedule
information displays. As an extension to the UTSP assignment, IBI Group is responsible
for conducting VISSIM simulation at key signalized intersections, to estimate the benefits
of TSP and develop a TSP design for implementation.
■
. James Deschenes, SE
Constructability Review
James has a diverse background with experience ranging from billion -dollar heavy
industrial facilities, to residential dwellings, to complex transportation structures. His
field experience is extensive and his collaborations with FHWA have given him a working
knowledge of owner/agency issues. He is responsible for all aspects of design, drawing
. coordination, and construction support for structural engineering projects. He has
designed steel, cast -in -place concrete, precast concrete, tilt -up concrete, wood, and
masonry block buildings and structures. He has also designed bridges in cast -in -place
■ concrete, precast concrete, and steel. James has managed multi -disciplined design
efforts on design -build projects including the $235 million 1-15 NOW project in Utah.
■ Preliminary Engineering and Environmental Documentation, FasTracks 1-225
Corridor Project, Aurora, Colorado. RTD. QA/QC. James was responsible for
developing a Quality Control manual and performing quality assurance reviews. Baker
■ was the prime consultant for the 10.5 mile light rail extension in Aurora, Colorado. This
FasTracks project includes a NEPA-like environmental evaluation and preliminary
engineering. The project required extensive coordination with CDOT, City of Aurora, City
■ and County of Denver, and other local stakeholders and agencies.
1-15 NOW, Design -Build, Riverdale, Utah. UDOT, Region 1. Project Manager. James
■ was responsible for prime design -build engineering. Baker was the prime design -build
engineer for a 9.5-mile interstate reconstruction and widening project in and near Ogden,
Utah. The project included mainline interstate widening by one lane in each direction
. (north and south), 24 bridge replacements, five interchanges, Union Pacific Railroad
(UPRR) bridge crossing, Utah Transit Authority (UTA) Commuter Rail bridge crossing,
culvert and siphon extensions / replacements, extensive roadway drainage, noise walls,
bike / pedestrian trails, maintenance of traffic during construction, and local roadway
modifications.
Houston Metro Northern Intermodal Transit - Transportation and Traffic Study and
■ Conceptual Designs, Houston, Texas. Metropolitan Transit Authority of Harris County.
Structural Engineer. James was responsible for reviewing engineering progress and
project budget and making management recommendations. Baker assisted in the
. design of a multimodal center which is located immediately north of downtown Houston.
Transportation modes included bus, LRT, BRT, private auto and bus, commuter rail,
Amtrak, bicycle, and pedestrian connections. Baker led the planning and design of
■ traffic, roadway, drainage, and floodplain mitigation.
Commuter Rail Phases I and 11, EIS and Advanced Preliminary Design, Weber
■ and Salt Lake Counties, Utah. UTA. Engineer. James performed miscellaneous
engineering analysis and alternatives for the proposed commuter rail system. Parsons
Transportation Group and Baker prepared an EIS and advanced preliminary engineering
■ for UTA, evaluating the impacts of a new 44-mile commuter rail line along an existing
rail corridor through Weber, Davis, and Salt Lake Counties. Baker provided conceptual
engineering and preliminary mapping services and oversight and preparation of the draft
EIS as a key team consultant. This new commuter rail line connects Salt Lake City to
Ogden in Weber County using mainly UTA right-of-way parallels to the Union Pacific
Railroad and 1-15.
Roxanne Dobens, Assoc. AIA
BRT Stations & Stops
Roxanne joined IBI Group as an intern in 2007 after experiencing on -site construction
and gaining management skills. Roxanne has been involved in primarily transit related
projects since joining IBI Group.
RTD FasTracks West Corridor Light Rail Expansion, Denver, Colorado. RTD. Intern
Architect. Roxanne was responsible for a considerable amount of coordination for this
project, while she focused on concept development using a broad range of disciplines.
As a member of the design team for the West Corridor, her specific tasks include retail
development, construction document advancement, station area planning, and costing
exercises.
Decatur LRT Station, Denver, Colorado. City and County of Denver. Intern Architect.
Roxanne was involved in the early design stages of an alternative location for one of
the West Corridor LRT stations. She worked with a Senior Designer to develop initial
schematic drawings. Her specific duties included an on -site analysis of all possible
locations, multiple schematic designs for presentation purposes, and costing studies.
Glacier National Park, Bus Wash Facility, Apgar, Montana. NPS, Glacier National
Park. Intern Architect. Roxanne assisted in completing a design development package
for the NPS Bus Wash Facility at Glacier National Park in Montana. Her work included
developing construction details, finalizing design development drawings, and completing
a cost estimate.
RTD FasTracks 1-225 Corridor Light Rail Expansion, Denver, Colorado. RTD. Intern
Architect. Roxanne was part of the design team responsible for preparing preliminary
engineering documents for station architecture. The 1-225 Corridor project is a 10.5-mile
proposed light rail line that connects the Southeast Corridor light rail station at Parker
Road and 1-225 and the East Corridor at Smith Road and Peoria. The 1-225 Corridor will
serve the City of Aurora and provide a key regional rail linkage between the East and
Southeast rail lines. IBI is responsible for station area planning and urban design for this
corridor.
Denver Federal Center Intermodal Station, Denver, Colorado. RTD. Intern
Architect. Roxanne was involved in the conceptual design of a park-n-Ride facility
to service the Federal Center Intermodal Station. She worked on preliminary
schematic drawings and constructed a detailed site model for RTD. The station design
accommodates RTD's largest bus bay facility (16 bays), a light rail station, and a
combined structure and surface parking facility for 1000 vehicles. IBI has explored
potential TOD schemes on -site to ensure the parking structure will work with future
development opportunities.
■
■ Kevin Doyle, PE, CFM
Floodplain Coordination & Analysis
Kevin is experienced in hydrology, hydraulics, and sedimentology. His project experience
includes hydraulic and hydrologic studies, detention basin design, flood routing,
floodplain studies, lake management studies, erosion control design, and drainage
■ systems design.
FEMA Region VIII Training, Map Mod Program, Colorado, North Dakota, South
Dakota, and Wyoming. FEMA. Project Manager. Kevin served as the Workshop/
Training Coordinator for three FEMA Map Modernization Workshops. These Workshops
included a four -day, three region (VIII, IX, & X) training on Engineering and Digital Flood
Insurance Rate Map tools; a three-day, Region VIII training for Map Mod Management
■ Support staff; and a three-day, three region (VII, VIII, & X) training on Map Mod and
the flood study life cycle. He developed a one -day FEMAAmendments and Revisions
Workshop, which was conducted at eight locations in Colorado, North Dakota, South
ADakota, and Wyoming.
FEMA MCC Bridge Contract. FEMA. Task Manager. As the Revisions Manager for
. FEMA Regions VIII and X (10 states), Kevin was responsible for managing a staff of
four individuals who reviewed, processed, and finalized LOMR and CLOMR requests for
these regions. As Technical Expert for FEMA and as a hydrologic and hydraulic expert
for Flood Insurance Studies (FIS) in Regions VIII and X, Kevin now provides a QA/QC
check of hydrologic and hydraulic analyses for FEMA contracted FISs. As a Studies
Manager for Region VIII and Region X of FEMA, he also monitors the progress of all
. studies in South Dakota and has managed 24 studies ($2.4 million) to this point.These
tasks are components of a five-year, $500M program that seeks to develop a geospatial
portal to manage, maintain, and distribute nationwide flood hazard data. The project also
includes management/oversight of flood hazard studies nationwide (including standards
■ and tools) and program management (including reporting/managing cost, schedule, and
scope of FEMA's national efforts).
David Dyer, CET
Utility Coordination
David has over 25 years experience in civil transportation projects. He has specialized
experience in designing all types of roadway facilities, from local municipal projects
to major highway corridor and interchange reconstruction projects. His primary
responsibilities include preparing construction documents as lead civil designer for
highway, street, and utility projects and coordinating and assisting detailers and
designers. His other duties include three-dimensional modeling, digital terrain modeling,
surveying, construction inspection, quantity calculations, and quality control plan
checking.
1-25 North Corridor EIS, Denver Union Station to Wyoming State Line. CDOT,
Region 4. In support of alternatives screening and the Draft EIS, David contributed to
designing highway alternatives including general purpose lanes, HOV lanes, toll lanes,
and limited access lanes. He was responsible for designing the 1-25 mainline and
interchanges between US 36 and SH 7 and on US 85 from 1-76 to Greeley.
US 36 EIS. CDOT Region 6. Civil Design Technician. David contributed to the
roadway engineering component of this environmental study. He was responsible for
the conceptual roadway design of US 36 from Foothills Parkway to Flatirons. This
work included designing four roadway alternatives: (1) a general purpose lane with bus
intermodal alternative; (2) a general purpose lane with express toll/BRT alternative; (3) a
general purpose and maximum multimodal alternative; and (4) a general purpose, HOV,
and rail alternative.
T-Rex Design -Build, Southeast Corridor Construction, Denver, Colorado. Senior
Technician. David was responsible for the preliminary and final roadway design
elements and construction documents for 1-25. He designed the 1-25 mainline ranging
from north of Colorado Boulevard to south of Evans Avenue and the Colorado Boulevard
Interchange, the Evans Interchange, and local roads.
Santa Fe and Alameda Interchanges at 1-25, Denver, Colorado. CDOT Region 6.
David contributed to preliminary design for reconstruction of the Santa Fe and Alameda
Interchanges at 1-25 and for construction of a seven foot by 45 foot box culvert under
1-25; retaining walls; a groundwater cutoff wall; and roadway work on Alameda, Santa
Fe, and 1-25. The project also involved utility coordination with utility companies,
CDOT Utilities, and the Project Team; updating, maintaining, and reconciling the utility
base mapping to reflect utility information; identifying utility conflicts; designing minor
public utility relocations (water and sanitary); working with private utilities to identify
modifications and relocations; and identifying and documenting potholes.
RTD Corridor Scoping Project, (Parker Road to 1-70), Colorado. RTD. Lead
Designer. David provided conceptual highway design services for the 1-225 Corridor as
part of the RTD Corridor Scoping Project. This work consisted of preparing the horizontal
and vertical design of the proposed 1-225 mainline widening required for an eight -lane
general purpose facility from Parker Road to 1-70.
West Corridor, Denver, Colorado. RTD. Lead Designer. For the West Corridor
project, David provided civil and structural design, quality assurance, cost estimating,
computer -aided drafting and design (CADD) support for wall layout sheets, drafting,
and design support. He participated in civil roadway projects, traffic engineering, detour
design, and construction traffic control design on a task order basis.
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■ Lee Felzein, PE
Structures
Lee has over 35 years experience with designing, independenly analyzing, inspecting,
and rating highway -related structures, including highway, pedestrian, and railroad
bridges; grade separation structures; retaining walls; sound walls; and sign structure
■ supports. He is familiar with all phases of highway structure design from conceptual and
preliminary engineering through final design, cost estimating, and construction document
preparation.
West Corridor LRT, Denver, Colorado. RTD. Senior Structural Engineer. For the
West Corridor LRT project, Lee provided civil and structural design, quality assurance,
. cost estimating, CADD support for wall layout sheets, drafting and design support for
civil roadway projects, traffic engineering, detour design, and construction traffic control
design on a task order basis.
T-Rex Design -Build, Southeast Corridor Constructors, Denver, Colorado.
RTD/CDOT. Structural Engineer. Lee was responsible for final review of plans for
approximately one hundred and thirty highway and light rail retaining walls in three of
the project segments. He performed independent design checks for structures carrying
1-25 over Belleview Avenue and Arapahoe Road. He also performed independent design
checks for all caisson walls in the three segments.
1-25/Colorado Springs Corridor Projects, Colorado Springs, Colorado. CDOT
Region 2. Structural Engineer. Lee was responsible for preliminary and final design
and construction document preparation for twin two -span bulb -tee girder bridges carrying
1-25 over Cottonwood Creek. For the SH 105 over Dirty Woman Creek structure in
Monument, Colorado, Lee's responsibilities included preliminary and final design and
construction document preparation for a single -span steel plate girder bridge. For the
1-25 over Fontanero Boulevard and Uintah Street structure, Lee was responsible for final
design and construction document preparation for twin two -span cast -in -place post -
tensioned box girder bridges.
Santa Fe and Alameda Interchanges at 1-25, Denver, Colorado. CDOT Region 6.
Lee contributed to preliminary design for reconstruction of the Santa Fe and Alameda
■ Interchanges at 1-25 and for construction of a seven foot by 45 foot box culvert under
1-25; retaining walls; a groundwater cutoff wall; and roadway work on Alameda, Santa
Fe, and 1-25. The project also involved utility coordination with utility companies,
■ CDOT Utilities, and the Project Team; updating, maintaining, and reconciling the utility
base mapping to reflect utility information; identifying utility conflicts; designing minor
public utility relocations (water and sanitary); working with private utilities to identify
modifications and relocations; and identifying and documenting potholes.
Yale Avenue over 1-225, Aurora, Colorado. CDOT Region 6. Structural Engineer.
■ Lee was responsible for independent design check, drawing review, quantity check, and
rating of a two -span concrete pre -stressed tub girder bridge on caisson wall abutments.
1-25/SH 66 to SH 119 Reconstruction, Weld County, Colorado. CDOT Region 4.
Structural Engineer. Lee was responsible for independent design check, drawing
review, and quantity check for bridges and retaining walls at 1-25/SH66 and 1-25/Weld
■ County Road 28.
Gary Gable, PLS
Railroad Coordination
Gary has 37 years of right-of-way and surveying experience. His survey expertise
includes controls, boundaries, rights -of -way, preliminary design, topographic mapping,
and construction. He has provided numerous miles of right-of-way services for complex
highway projects and has specialized experience with railroad coordination when
highway and utility projects interface with railroad property.
BNSF Ry, System Wide. Gary was the Project Manager and Surveyor for situation
surveys on 145 bridge replacement or renewal sites. This work included determining
right-of-way, track geometry and profile, bridge locations, structural member sizing, and
gathering survey data to conduct a hydrology and hydraulics analysis of the site. For
this project, Gary worked in Illinois, Missouri, Kansas, Nebraska, Oklahoma, Texas,
Arkansas, New Mexico, Arizona, Colorado, Wyoming, Montana, California, and South
Dakota.
AirTrain Commuter Rail, City and County of Denver, Colorado. Gary was the
Project Surveyor for right-of-way acquisition plans and legal descriptions for a
commuter rail project from downtown Downtown Denver to Denver International Airport
(DIA). This proposed rail line will utilize a portion of the existing Union Pacific Railroad
right-of-way. Private right-of-way will be needed to connect the line with DIA.
Bike Path, Fort Collins, Colorado. Gary was the Project Surveyor and Supervisor
of design surveys, right-of-way plans, and legal descriptions of easements needed for a
Fort Collins bike and pedestrian path. The project included a grade separation crossing
of the Union Pacific Railroad and the crossing of a wetlands area.
Union Pacific Railroad, Utah Junction, Denver, Colorado. As Project Manager,
Gary was responsible for mapping, surveying, and identifying right-of-way boundaries for
a new railroad east / west connection at the north end of a primarily north / south train
yard. The major railroad is Union Pacific but the Burlington Northern Sante Fe Railroad
(BNFSR) Golden Branch traverses through the junction.
Central Platte Valley, Denver, Colorado. Gary was the Project Manager working
with several clients on redevelopment of the Central Platte Valley next to Denver Union
Terminal Railroad Station. Duties included ALTA Surveys, ownership maps, construction
staking, railroad coordination, railroad utility crossing agreements, control surveys,
design surveys, utility surveys, planning maps, and Land Survey Plats.
Roaring Fork Transportation Authority, Glenwood Springs, Colorado. As Project
Manager, Gary had to produce a monumented land survey of 35 miles of former Denver
and Rio Grande Western Railroad (DRGWR) right-of-way and develop GIS data for
property management purposes. This is a phased multi -year project to preserve the
former railroad right-of-way for recreation and transportation purposes.
Denver and Rio Grande Western Railroad, Denver, Colorado. Gary served as
Engineering Department Assistant for integrating the Sacramento Locomotive Works
facility (owned by the Southern Pacific Railroad) with the DR Burnham Shop in Denver,
Colorado. Gary was responsible for conducting an inventory of existing equipment at
both facilities and of heavy equipment to stay in Denver. He also performed construction
oversight of the electrical contractor, piping contractor, locomotive wash contractor, and
track construction contractor. His survey tasks included mapping the Denver facility and
laying out the load test area, the locomotive wash facility, the fuel track relocation, and
the containment facility. He also prepared as -built drawings of new electrical wiring, new
oil piping, waste oil piping, high pressure air piping, normal air piping, jib crane layout,
and other utilities planned for the new locomotive shop. Gary laid out the governor
/ injector shop using components from the Sacramento Facility and worked with the
electrical engineering staff to automate some of the process.
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Brian Gattshall
Structures
Brian has 12 years of experience in structural CADD production with a focus on bridges,
walls, and box culverts. He has worked on a wide range of projects including bridges
on major interstate highways and monorail, light rail, and pedestrian crossings. His
clients have included CDOT, Las Vegas Monorail Company, Nevada Department of
Transportation, RTD, Idaho Department of Transportation, Montana Department of
Transportation, Arizona Department of Transportation, and various city and county
■ agencies in Colorado.
Preliminary Engineering and Environmental Documentation, FasTracks 1-225
. Corridor Project, Aurora, Colorado. RTD. CADD Designer. Brian provided CADD
support for the Structures group. Baker was the prime consultant for the 10.5 mile
light rail extension in Aurora, Colorado. This FasTracks project includes a NEPA-like
environmental evaluation and preliminary engineering. The project required extensive
coordination with CDOT, City of Aurora, City and County of Denver, and other local
stakeholders and agencies.
■ Final Design, FasTracks West Corridor Project, Colorado. RTD. CADD Designer.
Brian provided CADD support as the senior structural CADD designer on this project,
which included light rail over 6th Avenue (steel tied arch), light rail over South Platte River
(steel truss), light rail over Colfax, light rail over Dry Gultch (two bridges), a roadway
bridge at Sheridan Blvd over light rail, three pedestrian bridges (Hazel Court, Tennyson
and Wolff), and walls for the entire corridor. In addition, Brian assisted with 3-D model
■ and rendering creation.
1-76 Phase I, 11, and III Corridors, Colorado/Wyoming. CADD Designer. Brian
■ provided CADD support as a senior structural CADD designer for this award -winning
project, selected as the ACPAs Colorado/Wyoming Chapter "Award for Excellence" in
Rural Divided Highway in 2006. He used 3-D modeling and rendering for type studies
in the course of his work on the project and oversaw adherence to standards and
incorporated CDOT configuration files into usable Microstation format.
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