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Home My WebLink AboutRESPONSE - RFP - 7155 PROJECT MANAGEMENT SERVICES - MASON CORRIDOR^s� w.,. 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" `4w` ,°,... r v'"••=+ n. 'r§• „ ,_ Ni3^r`Y" ^'�FN •—..--�""`�^�--.-�-,...-,......._ a - f—•�x..��,r; '1��s£'.� � �r�.�t � 'mot" �£�,«:..s'.`'.c- -•��. �.��9e��t L�Q }, �"� ;siri� � 3�.�Y � � �c.1,-. �f ... ��-- 10 till r � e� a � � „ �_„ t�r' �. 5, � �i '�� J.r- • � � .•�"� . 4y�. � �•- c i'6Y c �� ' #' � �C ._—`�.�y _ - �...,__ .�,: iT�_ _ ... ..., � t� �; •�� 4�'f .�` L � ii tom. � � �� i � .t �L; ` +'},�� ti_ - � ( � SSS • t . 6 "--___sue---• ) �4,� �f 8@@M@n2a0 Team Qualifications As the Engineering News Record's number 1 ranked Mass Transit and number 2 ranked Program Manage- ment firm nationwide, AECOM brings a long-standing history of helping our clients successfully deliver their transportation projects and programs. We provide all of the necessary project management services through our depth of resources, both here in Colorado and through- out the US. Even more important that our global resources, we pro- vide a qualified day-to-day project manager in Steve McQuilkin, PE. Steve brings his recent history working with the City in his current role on the MAX BRT project along with a strong project management and innova- tive project delivery background, both in consulting and working as the Engineering Manager for the E-470 Public Highway Authority. Steve also brings experience in managing multi -million dollar urban reconstruction projects involving BNSF railroad coordination, exten- sive agency coordination, and right of way acquisition. Finally, Steve is supported by a leadership team with extensive BRT and transit experience in several critical areas including FTA coordination, railroad coordination and safety and security design. We also offer the unique combination of highly expe- rienced, multi -disciplinary, transit industry -acclaimed experts in the field of system safety and security who have been "hands-on" implementing and applying system safety and security programs at transit systems in North America and abroad in the past 30 years, but more importantly, who are uniquely familiar with the site -specific system safety and security characteristics, challenges and solutions (both in design and proce- dures) for the MAX BRT system. The AECOM safety and security team, consisting of Tony Atala, Yoav Arkin and Isabella Lode, have, in the past year, developed the MAX BRT Safety and Security Management Plan (SSMP) and have recently been developing a System Safety Program Plan (SSPP), System Security Plan (SSP), Preliminary Hazard Analysis (PHA), Threat and Vulnerability Analysis (TVA), and a Safety and Security Certification Plan (SSCP) for the MAX BRT project for. the Final Design Phase. Firm Capability Founded in 1927, AECOM is the flagship transportation infrastructure firm of AECOM Technology Corporation, a 40,000-person firm (over 350 in Colorado) with annual revenues over $6 billion. Every year since 2001, AECOM has been ranked No. 1 in the United States in transpor- tation and mass transit and rail design by Engineering News -Record. As a full -service organization, AECOM offers our clients industry -leading expertise and a proven, cost-effective team to deliver transportation projects. Moreover, we fully understand how to serve clients by providing expert consulting and engineering services at a reasonable cost, while keeping our clients informed throughout each stage of the project. AECOM F�ytWlins f� AECOM's Colorado office offers full program management, environmental planning, transportation planning, design, and construction management services. This includes transit planning, traffic analysis, traffic engineering, design, bridge and retaining wall design, track design and coor- dination, drainage/hydrology, environmental clearances and permitting, public involvement, visual simulations and construction services. AECOM's clients entrust us with the most challenging and complex transit projects in the country — from our current work on Denver Union Station to our pioneering work on New York City's first new subway line in over 50 years. AECOM is well -established in the Denver area, having participated in the development and design of every transit system operating today in the Denver metro area. Finally, we provide several professionals with direct BRT project experience and extensive project delivery expertise here in Colorado. Team Organization As shown in Figure 1 Project Organization Chart, our team is a true blend of City and consultant staff led by a day-to-day project manager, Steve McQuilkin. Steve is supported by a working Project Director, R.A. Plummer, who will not only ensure that the necessary resources are available for the project, but can be available to assist with a variety of issues given his transit expertise and understanding of Fort Collins. Steve is also supported by project controls staff to monitor the project schedule, budgets, adherence to quality standards, and assessment of risk elements. In addition to Steve and R.A., key con- sultant team members include David Chase for Quality As- surance, Tony Otala for Safety/Security, Frank Perricelli for Project Controls, Jim Lightbody and Tom Williams for FTA Compliance, Skip Hlad for Constructability, Barry Gondron for Railroad Coordination and Mike Baker as the Railroad Advisor. This leadership team will be responsible for coor- dinating the needed expertise as necessary and tracking specific elements of the program as it is delivered. Assigned Personnel The individuals assigned to our team provide the depth of resources necessary to address any potential project need that could arise. Our team is also unique in that we have been working side -by -side with you since 2008 to further the implementation of the MAX BRT system. Highlights of our key consultant team members are discussed below and resumes are included in Appendix A. 7155 Mason Corridor Project Management Services Team Qualifications Figure 1. Team Organizational Chart Steve McQuilkin, PE (100% Availability) - t. Project Manager Steve will serve as the day-to-day Proj- ect Manager for the MAX BRT project. He will be responsible for managing the activities of the project team, monitoring project controls, and coordinating the review of design plan and construction packages. Steve brings more than 25 years of experience in the planning, design, management and construction of complex urban civil and transportation projects. In addi- tion to the role -that he has served to date for you on the MAX BRT project, his experience includes multi -modal transportation projects with issues similar to the MAX BRT project including right of way acquisition, innovative project delivery, railroad coordination, and agency coordination. Steve's specific project experience ranges from transpor- tation corridor management contracts such as the North 1-25 Corridor Management in Denver, the E-470 Tollway, and the 1-76 Corridor. Steve was recognized by the E-470 Tollway Authority for his management of the E-470/1-70 Interchange and the and the Ramp H Flyover construction projects. The E-470 Project was selected as the National Design -Build Award winner by the Design Build Institute of America in 2008. As Project Manager for the 1-76 Corridor, A=COM /'"C af.,,l� Fort Morgan to Brush, Steve worked closely with CDOT Region 4 to develop construction contract packages to re- act to CDOT discretionary funding for the reconstruction of 12 miles of 1-76 in northeastern Colorado. Steve also brings experience with transit projects through his involvement in T-Rex and his oversight role on the Denver Union Station Intermodal Center - both of these projects include FTA funding and innovative project delivery. Steve has served the City of Fort Collins on previous projects including Drake Road and he is familiar with the City's high standards in terms of public communications, maintenance of traffic and accommodation of pedestrian and bicycle traffic and others with special needs. Steve's diverse expertise and unmatched knowledge of the MAX BRT project is a perfect fit and he is committed to continue working closely with Helen, Erika and the rest of the City team to make the MAX BRT corridor a reality. 7155 Mason Corridor Project Management Services Team Qgalifications R.A. Plummer, PE, AICP (25% Availability) - Principal -in -Charge R.A. will serve as a "working" Principal - in -Charge for the MAX BRT project. He will ensure that the City of Fort Collins has the necessary resources to meet the project demands. In this role, he will work closely with Helen to monitor poten- tial issues and risk related items. His diverse experience encompasses a combination of transportation master planning; highway and transit corridor planning; traffic operations analysis; financial assessment; environmental analysis and documentation; conceptual, preliminary, and final design; site development and design; and public involvement. R.A.'s project approach focuses on project delivery and managing risk for his clients. His specific project experience in transit and FTA coordination is highlighted through his involvement in various aspects of the RTD FasTracks program including project director roles on the East Corridor EIS, Light Rail Maintenance Facility Enhancements, and Denver Union Station Inter - modal Facility Enhancements. R.A. also brings a strong understanding of City standards and procedures through his work on numerous projects in Fort Collins including the Northern Colorado Truck Mobility/SH 14 Relocation Study, Transportation Master Plan Update, and City of Fort Collins On -Call Engineering Contract. He has managed engineer- ing projects on complex urban corridors and was a design lead for several segments of the E-470 Tollway design build project including all of the maintenance facilities. This combination of transit, urban design, innovative delivery, and agency coordination expertise provide the City with a perspective that will help manage potential risk elements resulting in the successful implementation of the MAX BRT system. David Chase, PE (25% Availability) - Quality Management Lead -�* David will serve as the Quality Manage- ment lead for this project. As Regional Quality Manager forAECOM's Mountain Region, David is responsible for imple- mentation of quality control procedures in accordance with ISO-9001 certifica- tion. He performs surveillance audits and quality assurance reviews in the Phoenix, Denver, Albuquerque and Austin offices and conducts quality training for the staff in those offices. These surveillance audits verify the project specific quality procedures are being implemented. David also pro- vides Quality Assurance reviews on all the projects within the Region. As the Quality Assurance Manager for design - build projects, David's responsibilities include performing the Quality Assurance reviews of the various submittal packages during the design, as well as design changes during construction. A_C'OM ��f 10 Jim Lightbody, PE (25% Availability) — FTA Advisor Jim will serve as an advisor on is- sues related to the FTA.He is a senior manager with extensive experience working in transportation and com- munity development. He is a nation- ally recognized expert in the planning, design, and operation of multi -modal transit systems, and in funding strategies and transit -orient- ed development. Jim has managed several BRT and light. rail planning efforts. These include a San Diego project that investigated alternative Trolley (light rail) operating strategies for downtown San Diego and a Provo, Utah BRT project, which is now in the EIS stage and an FTA Small Starts candidate. Jim has also been lead instructor and course developer for the BRT training course sponsored by the National Transit Institute. Jim has specialized in the analysis of transportation corridors and transit operations and in the development of BRT and rail transit projects. His focus has been on working with public officials, business leaders, and com- munity groups to plan and implement transportation solu- tions. Prior to joining AECOM, he served for 33 years as a senior manager with the Santa Clara Valley Transportation Authority, (VTA), most recently as Deputy Director for Plan- ning and Development. For VTA, Jim managed service planning and scheduling, developed light rail and other transit projects and led transit planning efforts. VTA is the multi -modal transportation agency for Santa Clara County in California (population 1.7 million) and operates a 500+ bus system (including express bus, streetcar, BRT) and includes over 40 miles of light rail. Jim has a proven track record in directing multi -disciplinary projects that address complex issues, carrying out innovative public involvement programs, and achieving consensus to successfully imple- ment transportation improvements. Tony Otala (25% Availability) — Safety/Security ! With extensive transit experience, Tony is a professional who possesses a thorough understanding of transit and passenger railways as well as a unique blend of technical, managerial, and leadership skills. An internationally experienced and multi-lingual profes- sional, his background is complemented by the ability to lead others and to collaborate within an internationally diverse range of functional areas. His experience encom- passes a wide range of transit systems planning, engineer- ing, project management, operations, and commissioning. He also serves on various industry committees in the fields of systems safety and security, and has published and presented over 20 papers in the fields of safety, security, and operations simulations of train operations. -Tony has 7155 Mason Corridor Project Management Services Owlm 2.01 Yearn Qualifications held senior level positions in both technical and manage- rial capacities domestically and abroad. These projects have included fixed guideway transit systems for light rail, heavy rail, commuter rail, maglev, and high speed rail. Most importantly, Tony and his team have been developing the safety and security program for the MAX BRT system to date and bring that understanding to this project resulting in an approach that can begin immediately and avoid any potential schedule delays. Skip Had, PE, (50% Availability) - Constructability " - Skip has extensive experience in civil engineering, including nearly 29 years in planning, design, and construc- tion with the Colorado Department of Transportation. He is a highly expe- rienced manager with an extensive background in directing projects to acceptable and definite conclusions. Additionally, since retiring from CDOT in 2003, he has as- sisted many agencies in constructing major arterial im- provements. As a Colorado Department of Transportation Resident Engineer and Program Engineer, Skip was responsible for more than 70 projects related to transportation infrastruc- ture improvements, valued at over $250 million with a staff of up to 50 engineers, technicians, and support personnel. His project involvement included authority over concept, budget, planning, design, and construction. His project ex- perience has included complex multi -phase interstate con- struction, urban interchanges, reconstruction, resurfacing, noise barriers, signalization, landscaping, major and minor structures, hazardous waste remediation, local agency enhancements, safety improvements, and all phases of public involvement and environmental clearances. He successfully facilitated effective working relationships with federal, state and local government agencies, and public and private sectors. Frank Perricelli, PE, (25% Availability) — Project Controls Frank will serve as the Project Controls Lead and has considerable and diversi- fied experience in scheduling and delay analysis, and other project control prac- tices. He developed and maintains the current MAX BRT program schedule and has experience providing scheduling and claims avoidance services for a number of large-scale projects, ranging from highway and bridge projects to railroad and facility projects. In addition, he has varied experience in the inspection and design of various highway, transit and bridge structures for numerous public agencies in several states. He has been assigned to projects for a diversified field of clients ranging from the federal government to private sector, and including A_COM �t �` f� n state, city, and county agencies. He is adept in working on projects that involve multiple agencies. Tom Williams, PE, (25% Availability) — FTA Compliance i Over the last five years, Tom has al- most exclusively led multi -disciplinary transit projects, primarily projects within the FTA New Starts process. His background allows him to address complex system challenges including station -area planning, engineering, traffic impacts, opera- tions planning, cost estimating, environmental documen- tation and community involvement. Tomspecializes in bringing collaborative planning methods to bear on difficult transit challenges often resulting in elegant solutions that meet project goals, reduce cost, and enlist public support. His recent experience includes BRT, LRT, Streetcar, Com- muter Rail, and Rail Rapid Transit within FTA's New Starts, Small Starts, and Very Small Starts programs. Tom is also a facilitator for Value Engineering studies, having lead eleven VE studies including the recent VE study for the MAX BRT project. Barry Gondron, PE, (25% Availability) — Railroad Coordination Barry will lead railroad coordination for this project. He has 32 years in the engineering design and construction management of heavy rail, light rail, commuter rail and monorail projects; including the Denver Union Station Fastracks project. He and has worked with various public agencies to enhance multi -modal operations. Mike Baker, PE, (25% Availability) — Railroad Advisor Mike will serve as the Railroad Advisor and brings over 30 years of diverse railroad experience to AECOM. His back- ground includes three years of railroad research at Texas Transportation Institute (TTI), 13 years of Class I railroad engineering, construction, maintenance management and over fourteen years of railroad consulting and construction. More importantly, he has developed expertise in railroad engineering, track maintenance, track construction, rail- road operations, railroad planning, leadership, and fiscal management enabling him to develop turnkey solutions for success. 7155 Mason Corridor Project Management Services 3oc on S.01 Project Experience AECOM has been your program manager for the past 20 years. We have a thorough understanding of your needs and the project issues. We have proven ourselves as a true team player and resource for the MAX BRT pro- gram. We also provide the necessary expertise to sup- port any and every need that may arise as this project moves into final design and construction. Our similar project experience ranges from Bus Rapid Transit projects from all around the US to innovative delivery projects nationwide and in Colorado. Our experi- ence is broad covering all aspects of project delivery ranging from budget, schedule, and quality control management; development and management of design build procurement documents; coordination with local, state, and Federal agencies; design oversight for com- plex urban retrofit projects and vertical buildings; railroad coordination; public relations; construction cost estimat- ing; construction contract administration; value engineer- ing; and right of way acquisition. The project experience highlighted herein reflects the relevance to the MAX BRT project. Included in the Appendices are commendation letters from our previous clients highlighting our client service work ethic and award winning project delivery. Mason Corridor MAX Bus Rapid Transit Fort Collins, CO Client: City of Fort Collins, Department of Engineering Client Reference: Helen Migchelbrink, 970.221.6779 Contract Value: $1.19 million Project Completion: ongoing Project Relevance - Project management - Utility coordination - Agreements and Permitting - Project controls - Scheduling - Real Estate Acquisition - FTA reporting - Value engineering - Oversee all design functions Key Personnel: Steve McQuilkin, Tony Atala, R.A. Plummer, Frank Petrocelli, Tom Williams, Jim Lightbody, David Chase A_C'OM Management Consultant to the City of Fort Collins, CO for the $82 million MAX BRT project. The project involves a new five mile bus rapid transit (BRT) corridor linking a new transit center on the south end of the city with the Colorado State University campus and the Downtown area of the city on the north. The project is funded through FTA's Small Starts program with matching funds from Colorado Depart- ment of Transportation, City, and other funding sources. In addition to the new transit center, the project includes eight new BRT stations and four new BRT stops, new 60-foot articulated BRT vehicles, and maintenance facility improve- ments. The MAX BRT also includes a new recreation trail and two new pedestrian bridges over the BRT and BNSF Railroad. AECOM is responsible for all project manage- ment activities including oversight of all design functions, right-of-way acquisition, utility coordination, permitting, project controls, scheduling, FTA reporting, negotiation of railroad and other agreements, and preparation of RFP documents. The project is scheduled to be completed and ready for revenue operations by the end of 2011. Denver Union Station Denver, CO Client: Denver Union Station Project Authority/Kiewit Contractors Client Reference: Tim Mackin, 303.209.9820 Contract Value: $28 million Project Completion: ongoing Project Relevance - Traffic engineering study and design - Roadway - Utilities - Structures - LRT/CRT track and system mechanical/electrical safety/ security - Construction services Key Personnel: Steve McQuilkin, Tony Atala, R.A. Plummer, David Chase AECOM is part of a master developer team that was selected to develop approximately 20 acres of land behind historic Denver Union Station. Ultimately, the development will be multi -use including commercial high-rise buildings, retail spaces and residential housing; but the initial activity is centered on the design and construction of a multi -modal transportation facility. For this project, AECOM is the design partner for final design engineering of the $350 million transportation facilities of this design -build project. 7155 Mason Corridor Project Management Services • • • 8@@Nm S.01 Project Experience i • i The project features the following elements: • Build surface streets, relocate utilities, and establish drainage patterns to support both the transportation • facilities and all future developments. New 8-track platform and above ground train -hall supporting RTD Commuter Rail and AMTRAK. This • station will feed directly into the existing historic Denver Union Station providing additional passenger access • from all directions. New 2-track light rail station adjacent to the consolidated main line tracks.. Build a new 20-bay underground bus station that will be perpendicular to the LRT and Commuter Rail stations; it will lie between and connect those stations. Build a pedestrian plaza above the bus station, connect- ing the train station with the LRT station. Build facilities to extend the existing 16th Street shuttle system so that it interfaces with the commuter rail, LRT and bus stations. Build facilities to extend future 18th/19th street circulator to interface with the bus station. Program coordination with project stakeholders including RTD, City and County of Denver, CDOT, Downtown Denver Partnership, DRCOG, Central Platte Valley Metro District and others. Preliminary design under the direction of AECOM started in the summer of 2007. Design -build started in May 2009, with ground breaking in the Spring 2010 and completion by 2014. 1-25/SH 392 Interchange Improvement Plan Fort Collins and Windsor, Co Client: City of Fort Collins Client Reference: Rick Richter, 970.221.6798 Contract Value: $1.7 million Project Completion: ongoing Project Relevance Community partnership - Special district financial analysis - Public involvement - Agency coordination AECOM 1� 13 Alternatives development - Implementation plan Key Personnel: R.A. Plummer and David Chase AECOM provided a multi -discipline study of the inter- change and surrounding land use. The study provided summary of the interface of environmental, land use and zoning, transportation, open space, and gateway design elements. A funding analysis, environmental clearance, and implementation plan was developed that provided clear understanding of the next steps for the project. Public outreach was critical to the Plan early in the pro- cess. The lack of available public funding options requires significant involvement of landowners and taxpayers in the plan. A comprehensive public involvement plan engaged property owners and key stakeholders into a discussion on the area's vision -for the future, constraints, and how to be achieve a plan of finance. Public meetings and briefings to agency leadership were managed by the team. AECOM is managed the Justification for Separate Action, 1601, IAR CatEx, and final design for the project. Bus Rapid Transit (BRT) Training Course, National Transit Institute (NTI) Nationwide Client: National Transit Institute Rutgers University 120 Albany Street, Suite 250 New Brunswick, NJ 08901 Client Reference: Renee Haider, 732.932.1700 x223 Contract Value: $ 300,000 Project Completion: 2008 Project Relevance - BRT experience - FTA coordination Operations and planning Key Personnel: Jim Lightbody AECOM was the course developer and lead instructor for the Characteristics and Planning for Bus Rapid Transit (BRT) course. The goal of this two-day training course is to assist transportation professionals in the planning and implementation of BRT applications by enhancing their knowledge and insight regarding the characteristics of BRT and providing a better understanding of key BRT imple- mentation issues. This course (given 3 to 5 times a year) provides in-depth instruction on BRT elements, planning and performance. Case studies are utilized to illustrate BRT characteristics and to highlight the best current BRT practices. 7155 Mason Corridor Project Management Services Project Experience AECOM was selected to implement this course in 2003. Originally developed by Sam Zimmerman and now led by Jim Lightbody, the course has been given 10 times at loca- tions throughout the country. The course was significantly revised in 2006, incorporating new project information and case studies and better integrating with the FTA document "Characteristics of BRT". Several additional courses were delivered in 2007. Provo-Orem Rapid Transit "EIS Provo, Utah (client: Mountainland Association of Governments Utah Transit Authority Client Reference: Hal Johnson, 801.262.5626 x2539 Contract Value: $ 1.675 million Project Completion: 2010 Project Relevance - BRT experience - FTA coordination - FTA small starts Key Personnel: R.A. Plummer and Jim Lightbody AECOM is assisting the Mountainland Association of Governments (MAG) and the Utah Transit Authority (UTA) in the preparation of an Environmental Impact Statement for a planned Bus Rapid Transit (BRT) project in Provo and Orem. Incorporating transit and roadway Improvements, this project will serve transit markets including Brigham Young_ University and the commercial cores of the two cit- ies. At each end of the nine -mile corridor, the BRT service will connect to intermodal stations for the planned Front - Runner commuter rail service. The BRT corridor follows the route of a heavily used current bus route along Univer- sity Parkway and University Avenue. The line is expected to carry 15,000 daily riders. AECOM personnel serve as Deputy Project Manager and are providing specialized Bus Rapid Transit expertise. Additionally, the firm is handling the noise and vibration ele- ment of the EIS. A draft EIS is expected to be released in the 2008/2009 period. A—SC'OM City, of /ittollins 14 FasTracks Light Rail Maintenance Facility Enhancements Denver, Colorado Client: Regional Transportation District (RTD) Client Reference: Greg Straight, 303.299.2904 Contract Value: $ 2.1 million Project Completion: 2010 Project Relevance Transit facilities - Operations and planning Construction administration - Vertical buildings Key Personnel: R.A. Plummer and David Chase AECOM was initially selected by RTD to identify an ap- propriate site for a new 100-vehicle light rail maintenance facility. The new facility was required to support the addi- tional light rail corridors planned as part of the FasTracks program. Changes to the FasTracks program resulted in one of the planned light rail corridors converting to com- muter rail, and as such RTD did not require a new facility. Instead, they decided to expand their existing facilities at Elati and Mariposa to accommodate additional vehicles from the remaining light rail corridors added as part of the FasTracks program. AECOM has worked with RTD to develop and program these new enhancements that include a second vehicle wash facility, paint booth, and storage locations. The en- hancements have included an extensive design process to understand the existing plumbing, mechanical, electrical, and structural condition of the current facilities. AECOM has led the design effort to include not only the facility enhancement work, but additional site and civil work that is being designed by RTD staff and will be built concurrently with the facility enhancements. Specific design features include building structures and foundations, architectural elements including roofing and doors, a heated concrete slab around the new structure, improved drainage features, replacement of obsolete equipment, and improvements to address ADA and safety requirements. Plans, specifica- tions, and cost estimates are being developed at 65 per- cent complete, 95 percent complete, and final construction documents. In addition, consulting services will be provided during construction. AECOM staff have been responsive to RTD's ever -chang- ing needs in providing the staff necessary to move from a planning effort to a final design project. 7155 Mason Corridor Project Management Services 3.01 Project Experience Valley Metro Rail Northwest LRT Extension - Engineering Services Phoenix, AZ Client: Regional Public Transportation Authority (Valley Metro Rail, Inc.) Contract Value: $180 billion (total project cost) Project Completion: 2009 Valley Metro is the regional transit system serving the Phoenix metropolitan area. Key elements in the system include local, express, and RAPID commuter bus service; neighborhood circulators; vanpool service; and METRO light rail transit (LRT), which began service in 2008. The Northwest Extension of the light rail system is 3.2 miles of double -track alignment. It begins at the Central Phoenix East Valley LRT project's northern extent, and continues north on 19th Avenue to Dunlap Avenue. The alignment is primarily center -street running, with the over- head catenary system poles between the tracks. METRO has concluded advanced conceptual engineering (ACE), which preceded the AECOM engineering services contract (and is separate from preliminary engineering). The primary goals of the engineering services contract are to define all significant project elements, identify required right-of-way needs, and complete engineering through final design. The contract encompasses six major task areas: (1) project management, administration, and coordina- tion; (2) survey/mapping; (3) geotechnical; (4) right of way; (5) technical support; and (6) final design. The project will include three stations; one park-and-ride/transit center with surface parking; embedded track work; three traction power substation sites; signals interlocking/crossovers and signals/communications; urban design; and signage. A construction manager at risk (CM@Risk) alternative delivery method was originally used on the project. This approach requires the CM@Risk contractor to be an inte- gral part of the project team —starting early in the design phase, and continuing on through construction. AECOM worked closely with the CM@Risk contractor during the pre -construction phase, and assisted in the development of cost estimates, schedules, work phasing, constructibility reviews, and opportunities for value engineering. However, the City ran into funding issues just before construction was started and decided to postpone construction indefinitely. The project was then converted to the design -bid -build delivery method. AECOM took the CM@R plans and con- verted them to design -bid -build. The City has shelved the plans until funding sources improve. AECOM Gytobitins 15 AECOM provided engineering services for the track sys- tem, including final alignment and the traffic signal system - right -of -way acquisition. support; geotechnical investigations and surveys; plans and specifications for the system's ele- ments, including traction power, overhead catenary system, signals, communications, corrosion control and fare collec- tion; and construction and material procurement contract documents. Since community participation is an essential part of the project's progress, METRO provided public involvement staff that initiated and led five public meetings and discus- sions with affected stakeholders. For these events (which included progress reports, and addressed issues that arose during the project's development), the engineering services team provided technical and graphics support to METRO. Access to the Region's Core (ARC) Mass Transit Tunnel [formerly Trans -Hudson Express (THE) Tunnel] Newark, New Jersey Client: New Jersey Transit (NJ TRANSIT) Client Reference: Art Silber, (973)792-3781 Contract Value: $8.7 billion (total project cost) Project Completion: ongoing Key Personnel: Tony Atala plus an integrated staff of close to 30 team members AECOM is part of a tri-venture currently performing pre- liminary engineering services for the construction of a new Hudson River passenger rail tunnel between New Jersey and New York City. The two existing single track Hudson River passenger rail tunnels feeding into New York Penn- sylvania Station are currently at capacity. Shared by three railroads, NJT, MTA Long Island Rail Road, and Amtrak, Pennsylvania Station itself is also at capacity. To address current congestion, as well as to increase capacity for anticipated future ridership growth as part of the Access to the Region's Core effort, NJT, in partnership with the Port Authority of New York & New Jersey, has initiated the Ac- cess to the Region's Core (ARC) Mass Transit Tunnel The overall project, 9.2 miles in length, encompasses•a number of new pieces of infrastructure, including the addi- tion of new double track from the Frank R. Lautenberg Sta- tion leading to the two new single track tunnels under the Hudson River. In Manhattan the tunnels will lead to a new underground six -track passenger station below 34th Street in Manhattan between 6th and 8th Avenues, adjacent and connected to existing Pennsylvania Station. The project also includes new train storage facilities at the new Kearny 7155 Mason Corridor Project Management Services Ogifflm S.01 Project Experience Rail Yard in New Jersey. A variety of construction methods will be employed to advance the project, including tunnels bored by tunnel boring machines, rock mining, sequential excavation, and cut -and -cover. AECOM is the management lead for facilities design for the new passenger station at 34th Street. In addition, AECOM Transportation is responsible for leading the civil engineer- ing and rail systems design efforts, and is closely involved in tunneling design, risk management, and project delivery. The project will increase the number of peak -hour trains entering Manhattan from the current 23 to 48. For the proj- ect's forecast year of 2030, Manhattan bound peak hour ridership is estimated at 40,682, with a total daily ridership estimated at 254,192. It is anticipated that the project will open in 2017. Baltimore MTA Double Track System Construction Management MTA-0859 Baltimore, Maryland Client: Maryland Transit Administration • . Client Reference: Mr. Vernon G. Hartsock, MTA Deputy Director, Engineering and construction, (410) . 767-3323 • Contract Value: $2 million (AECOM fee) Project Completion: 2006 Project Relevance: - Contract management for signalling, communications and signal power; overhead catenary system; traction power; and light rail control Safety/security Key Personnel: Yoav Arkin AECOM, as lead in a joint venture, provided construc- tion management and inspection services for the systems contracts of the Central Light Rail double -tracking project. AECOM was responsible for managing the contracts for signalling, communications and signal power; overhead catenary system; traction power; and light rail control. AE- COM functioned as an extension of the MTA Construction Division, reporting jointly to the director of systems engi- neering and to the Central Light Rail project director. Under a separate task order for this project AECOM acted as the safety and security.consultant. Under MTA's overall system safety program plan and safety and security cer- tification program, during the LRT double -tracking project AECOM developed and implemented the safety certifica- tion plan for the systems construction management in the areas of signals and carborne automatic train protection A_C'OM r�t� 16 (ATP); and light rail control center integration encompass- ing integration of wayside and field equipment with the LRT operations control center, as well as safety certification of the carborne ATP system for the entire fleet. The project safety and security certification plan (SSCP) was implemented in accordance with the provisions of the USDOT FTA Handbook for Transit Safety and Security Certification (2002), and the Maryland Transit Adminis- tration (MTA) system safety program plan (SSPP). The work included detailed application of AECOM's extensive hands-on experience and knowledge of a broad spectrum of transit industry guidelines such as MIL -STD 882C, 882D, FTA Hazard Analysis Guidelines for Transit Projects (2000), MIL-HDBK-217F (Notice 2), American Railway Engineer- ing and Maintenance -of -Way Association (AREMA) "Sig- nal Manual of Recommended Practice", as well as IEEE and CENELEC standards related to railway applications, signals, communications and software. AECOM reviewed contractors' submittals and analyses, verified design criteria conformance, specification conformance, verified safety testing, training, system integration, cutover, pre -revenue operations, operational readiness review and monitored resolution of safety critical items list (SCIL), and issuance of certificates of compliance, and well as test permits as required during the project. 7155 Mason Corridor Project Management Services No Text AECOM July 16, 2010 AECOM 303 228 3000 tel 717 17th Street, Suite 2600 303 228 3001 fax Denver, CO 80202 www.aecom.com James B. O'Neill II, CPPO, FNIGP Director of Purchasing and Risk Management City of Fort Collins Purchasing Division . 215 North Mason Street, 2nd Floor Fort Collins, CO 80522 Subject: Request for Proposal 7155 Mason Corridor Project Management Services and Addendum No. 1 Dear Mr. O'Neill, This is an exciting time for transportation in the City of Fort Collins. Through the persistence of the City staff, elected officials, and community members, the vision of the Mason Corridor is on the verge of becoming a re- ality. The project is at a critical point with respect to the ongoing negotiations with the BNSF Railroad, and the project team is posed to use every available means to reach these agreements in order that the project may .move forward into implementation. Now, with the re -selection of AECOM as your project management team, we can continue to work together to deliver one of your largest transportation infrastructure projects ever. AECOM offers you the continuity of a team that already understands your needs and issues. Led by Steve McQuilkin, our team has the unmatched ability to hit the ground running and continue to help you work through the issues that are standing in the way of the opening the MAX BRT system. Our team also includes Tony Otala and his staff of experienced safety and security professionals that have literally written the book for APTA on the analysis of safety and security issues for transit systems of all kinds throughout the US. The knowledge, familiarity, and expertise that AECOM brings to this project ensures that we can work together to move the MAX BRT program from design and construction to a reality. In addition to Steve and Tony, by selecting AECOM , you are selecting the Engineering News-Record's No. 1 ranked Mass Transit and No. 2 ranked Program Management firm nationwide. We provide the City a long- standing history of helping our clients successfully deliver their transportation projects and programs. Our BRT experience includes similar projects in Canada, New York, Chicago, and Utah and we are currently the National Transit Institute's lead instructor for their Characteristics and Planning for BRT course that is being taught throughout the US. This proposal is organized in 3 sections. Section 1 outlines our project understanding and scope of services. Section 2 highlights our unmatched team qualifications, and Section 3 details our project experience; includ- ing vertical building examples and specific experience with Federal Transit Administration, BNSF Railway, Federal Railroad Administration and Colorado Public Utilities Commission. Following Section 3 is Appendix A which includes a signed certification regarding lobbying (Appendix A, 49 CFR PART 20), recent commenda- tion letters and team resumes. We have a successful history of helping our transit agency clients like the City of Fort Collins make their trans-, portation visions become a reality and look forward to the continued opportunity to do the same for you. If you have any questions or require further clarification of this submittal, please feel free to contact me at (303) 376-2939. We have received and acknowledge the addendum to this proposal. Sincerel i y � R.A. Plummer, PE, A CP Vice President Appendix A-1 Certification Against Lobbying a • APPENDIX A, 49 CFR PART 20--CERTIFICATION REGARDING LOBBYING Certification for Contracts, Grants, Loans, and Cooperative Agreements • (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge and belief, that: (1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for making lobbying contacts to an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned "Disclosure shall complete and submit Standard Form--LLL, Form to Report Lobbying," in accordance with its instructions [as amended by "Government wide Guidance for New • Restrictions on Lobbying," 61 Fed. Reg. 1413 (1/19/96). Note: Language in paragraph (2) herein has been modified in accordance with Section 10 of the Lobbying Disclosure Act of 1995 (P.L. 104-65, to be codified at 2 U.S.C. 1601, et seq.)] a (3) The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under • grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose • accordingly. • This certification is a material representation of fact upon which.reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the • Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. • [Note: Pursuant to 31 U.S.C. § 1352(c)(1 }(2)(A), any person who makes a prohibited expenditure or fails to file or amend a required certification or disclosure form shall be subject to a civil penalty of not less • than $10,000 and not more than $100,000 for each such expenditure or failure.] The Contractor, A Ecoyn Techn %pc- i 5eruicz5,1.,c -, certifies or affirms the truthfulness • and accuracy of each statement of its certification and disclosure, if any. In addition, the Contra r der?l nd and agrees that the provisions of 31 U.S.C. A 3801, et seq., apply to this c rtific n nd sc sure, if any. • Signature of Contractor's Authorized Official �: Q• V C(-e5(J e-+ Name and Title of Contractor's Authorized Official 16 >11 Date 30 r- \-" S t lilt it i"'5-7 V MCI 3 3 a $ oa.^i x iya ,w k awl" ~A tik' j ar+ *� t"'.�"`.'S it '. xa p TIN Y5 a $, a � " �. �'#"`t :, wi �"" � » h� qj� `wa v � ,� a�* �q' $ S"�w "+ �:n,� i. s�k w �i .•! i Y 4 3. 3 a'� a 4 .�. S i F��t 55'"j.: �� j � .} � .. �r i �F ��W�" y�, y �, { � �� V •w 'ri` �F^ } �Y � _ %` y � 'w �� A K�.� �„. u � c 4�: � �.r„ -, 5 +.sp N. °` t—--I- . yI '�:. 3 fr s n r y a r N s„' " a~k- ; �''xw, pya i jai,`zzx" .i,5''Yd ' " ap k� a"w„ * <<sa:-s. „^�,. w '+p�+", .,-''C`"'' 2y y+ & , " v: _t F �wx ' N�'' yid�5-f yX #'a £ 3 WAX VOWd,a x P ,` 2` d{;max'd�'t"*�n:rw loops! xs ROOM"m""d` $ a 'wo " s s a� n, "� �'4.Y.�a 4 SP M003 a x t 8 w, 1 5"�p C k p �, .a sk'�ir } n ; y r a IMP, lilt � A} t l ' i ,." l.� " 4 KIN s a „'a i g xdwAMiyo d'r 5,. £ $ $" 1 .§ sAME AECOM Resume 7155 Mason Corridor Project Management Services Stephen J. MCQuilkin, PE Steve's thirty years of experience includes the planning, design and management of civil, highway and transportation projects. As a senior project manager, he has been responsible for managing large projects in excess of $80 million in construction value, with large diverse multi -discipline teams. His management duties have included providing technical support and leadership, quality control, project scheduling and budgeting, project management and coordination. Steve's transportation experience includes all phases of planning and design of transportation projects including highways and highway interchanges, arterial streets and signalized intersections, rail/transit, pedestrian and multi -modal facilities. He has managed projects from the earliest concept phase through planning, design and construction. His experience includes alternative project delivery and financing including design/build, public private partnerships (3P), and concession/developer delivery, tolling, managed lanes and other forms of private financing. Some of my significant successes in the area of transportation include the following: Program Management: Mason Corridor MAX Bus Rapid Transit, Fort Collins, Colorado — Program Manager for Colorado's first BRT project funded through FTA's Small Starts Program and CDOT SB-1 transit funding. Responsible for all management and coordination of this $82 million BRT program including project controls, third party agreements, environmental permitting, vehicle procurement, design and construction oversight. Responsible for the following activities: • Negotiation of all agreements with the BNSF Railway including master C&M agreement, easement agreement and 12 separate applications to the Public Utilities Commission • Negotiation of Intergovernmental Agreements with Colorado State University and CDOT • Oversight of CLOMR/LOMR submittals to FEMA for Spring Creek Floodplain • Right of way acquisition from 45 private properties along the corridor • Negotiation of all utility and irrigation ditch agreements • Negotiation of grant agreements with Federal Transit Administration and CDOT • Cost control and management of resource -loaded. project schedule The MAX project includes a 5'/2 mile BRT guideway along the BNSF railroad 12 new BRT stations and a new multi -modal transit center. When completed, the MAX BRT will offer a new north -south alternative transit mode and a TOD overlay zone connecting the Old Town business center, Colorado State University and southern portions of the City. Project Manager Education MS/1986/Civil Engineering, University of Colorado BS/1979/Civil Engineering, Northeastern University Registrations PE/1983/Colorado, Registration No. 20244 PE/1996/Utah, Registration No. 314573-2202 Affiliations Institute of Transportation Engineers (ITE) American Consulting Engineers Council of Colorado (ACEC/CO) Experience Years with AECOM: 20 Years with other firms: 10 01 OWN Resume 7155 Mason Corridor Project Management Services Stephen J. McQuilkin, PE Continued E-470 Tollway, Aurora, Colorado— Manager of Engineering for the E-470 Public Highway Authority responsible for oversight of the design of the E-470 Tollway from Parker Road to 120th Avenue. Specifically responsible for contract administration, design coordination, plan review, construction contract packages and technical support for the $320 million, 40-mile toll beltway around the eastern metropolitan Denver area. The project included 16 highway interchanges, 30 bridges, four toll plazas and operations buildings, a central maintenance facility, and a state-of-the-art toll beltway management and collection system utilizing fiber optic technology North 1-25 Corridor Management, Colorado Department of Transportation (CDOT), Metropolitan Denver, Colorado: Member of the project team for this joint project with CDOT, the regional transportation district, and the City and County of Denver. The project involved the complete management of the North 1-25 corridor reconstruction, including bus/HOV lanes from north metropolitan to downtown Denver. 1-70 Glenwood Canyon, Colorado Department of Transportation (CDOT), Garfield County, Colorado: Member of the project team for this award -winning project for CDOT. Responsibilities included design review, construction phasing, project scheduling, and quality assurance. Transit/Multi-Discipline Denver Union Station, Denver, Colorado — Civil discipline manager for the preliminary design of the $300 million reconstruction of historic Denver Union Station in Lower Downtown. The DUS project, a joint effort between RTD, City and County of Denver and the Denver Union Station Neighborhood, a private developer includes a new multi -modal transportation center and a mixed use development. The transportation component includes a new 10 track passenger rail station, an 18-bay underground bus station and a new LRT station all designed to accommodate the future RTD Fast -track transit system. Flatirons Crossing Shopping Mail, Broomfield, Colorado— Transportation Project Manager responsible for all roadway and civil infrastructure to support the Flatirons Shopping Mall. Responsible for management and coordination of four new arterial streets, 11 new signalized intersections, and coordination of the "Zip" transit shuttle. Design -Build 1-70/E-470 FIyBy Interchange Complex, Aurora Colorado — Project Design Manager for the $40 million 1-70/E-470 FIyBy Interchange design -build project. Responsible for managing all design activities including environmental permitting, railroad agreements, utility relocations and CLOMR applications. Public -Private Partnership/Design-Build Experience IH-635 Managed Lanes Dallas, Texas — Roadway Discipline Manager for preliminary design' of $1.5 billion reconstruction of LBJ Freeway in Dallas. The project will be financed by managed lanes by means of a comprehensive development agreement between a private developer and TxDOT. The project includes the construction 3 managed lanes each direction, reconstruction of an 8-lane interstate highway, 8 local interchanges and a fully directional interchange at IH 635 and IH 35. AECOM Resume 7155 Mason Corridor Project Management Services D N.A. Plummer III, P.E., AICP Principal In Charge R.A. has 18 years of experience in transportation planning and engineering. His experience is unique with a combination of transportation master planning, highway and transit corridor planning, traffic operations analysis, financial assessment, environmental analysis and documentation, conceptual, preliminary, and final design, site development and design, and public involvement. R.A. has a unique insight into both the planning and design issues of transportation projects. He understands the constraints of design along with the process of environmental studies, transportation planning, and public involvement. R.A. has managed and led numerous multi -modal projects and feasibility studies. He also has a strong understanding of the National Environmental Policy Act (NEPA) process from both the Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) perspective. R.A.'s experience includes projects in Colorado, Idaho, Utah, and California. Project Experience East Side Mobility Plan, Denver, CO. Project manager for the development of a multi -modal transportation vision and implementation plan for the East Side travel shed in Denver Colorado. The study area is from 1-70 to Leetsdale Drive, between Monaco Parkway and Yosemite Street. The planning effort will evaluate and make recommendations for improving vehicular, pedestrian, bicycle and transit movement in this area. Major plan goals include identifying and evaluating the effectiveness of existing transportation elements (including vehicular, pedestrian, bicycle and transit), developing alternatives that may be implemented independently or in conjunction with others to improve mobility through the East Side Travel Shed, identifying and prioritizing options that benefit/improve mobility for people travelling by vehicle, transit, foot or bicycle, and assessing the potential positive and negative impacts of the recommendations. Key work elements include an assessment of existing and planned future conditions by mode; development of alternatives to address needs; screening of potential solutions using safety, mobility, cost, environmental, and right of way impact assessment; and use of a comprehensive agency and public communication program that includes stakeholder meetings, on-line surveys, public workshops, a public task force, and a project website. • Mason Corridor MAX Bus Rapid Transit Program Management, Fort Collins, CO. Principal in charge and project advisor for the oversight and • implementation of the Mason Corridor/MAX Bus Rapid Transit (BRT) project. • Services include completion of final planning stages; assistance with solicitation and selection of engineering design consultants; oversight of engineering • design efforts through final design; oversight of the development of the extensive Intelligent Transportation Systems (ITS) communication network, assistance with solicitation and selection of construction contractors; construction contract administration; oversight of land acquisition efforts, - project scheduling and task management; financial oversight and budget management; project reporting to various governmental agencies including the City of Fort Collins, Federal Transit Administration, Colorado Department of Transportation, coordination and collaboration with local businesses/property Education B.S. Civil Engineering, Colorado State University, 1992 M.B.A. University of Colorado, 2001 Registrations Professional Engineer: Colorado Registration No. 31733 Montana registration No. 15800 Nevada Registration No. 13780 Utah Registration No. 7187260-2202 Washington Registration No. 44015 American Institute of Certified Planners (AICP), #124282 Affiliations American Planning Association (APA) American Public Transportation Association (APTA) American Society of Civil Engineers (ASCE) Institute of Transportation Engineers (ITE) Conference of Minority Transportation Officials (COMTO) Womens Transportation Seminar (WTS) Experience years AECOM Resume 7155 Mason Corridor Project Management Services R.A. Plummer III, P.E., AICP Continued owners; community stakeholders, local organizations and authorities including Colorado State University, Downtown Development Authority, and the Burlington Northern Santa Fe Railway Company (BNSF); oversight of project close-out activities, start-up and initial phases of operation. Denver Union Station Transportation Hub Design, Denver, CO. Project advisor for the design of multi -modal transportation elements of multi -billion dollar redevelopment of historic train station area of downtown Denver. Project includes Light Rail Transit, Commuter Rail terminal for six Fastracks corridors, 1100 ft long underground bus terminal, and reconstruction of numerous city streets for general traffic and inter-city/local bus routes. The project is intended to encourage pedestrian access, use of public transportation, and support substantial proposed development. Disciplines include Civil, Structural, Geotechnical, Track Design, Transit Systems, Ventilation, MEP, and Architecture. The total transportation program cost of the project is in excess of $400 million. West Salt Lake County Transit Study, Utah Transit Authority, Salt Lake City, Utah. Principal in charge for developing a long range, sustainable transit and land use plan for 150 square miles of undeveloped land in the western portion of the Salt Lake valley. The project study established the framework for a future transit system and identify future transit corridors. RTD Elati and Mariposa Light Rail Maintenance Facility Improvements, Denver, CO. Project manager responsible for the development of 65% and final design plans for improvements to Denver's Regional Transportation District's Elati and Mariposa light rail maintenance facilities. Improvements at the Elati facility include a new wash bay and cranes along with refinements to the parts storage area, an acoustic study, and replacement of the south gate. Improvements at the Mariposa facility include converting an existing work bay and wash area to a second paint booth. Construction support services will be provided for both facilities. East Corridor Environmental Impact Statement, Denver, CO. Project manager responsible for the alternatives analysis and environmental impact statement for a new 23-mile rapid transit line from downtown Denver to Denver International Airport (DIA) and a 2 mile streetcar extension in downtown Denver. Specific work elements include alternatives analysis, extensive traffic and ridership modeling and forecasting, environmental resource studies and documentation, station area planning, support for the.Federal Transit Administration's (FTA) New Starts funding process, and basic engineering. A comprehensive public an agency process has been conducted throughout the project. 1-70 East Environmental Impact Statement, Denver, CO. Project manager responsible for the environmental impact statement for highway improvements along 12.5 miles of 1-70 in Denver. Specific work elements included maintaining a project office in the corridor, an unprecedented community/agency outreach process to address environmental justice concerns, extensive traffic modeling and forecasting, alternative analysis of over 100 different transportation solutions, environmental analysis and documentation, interchange development, tolled -express lane assessment, and conceptual engineering. City of Fort Collins Transportation Master Plan Update, Fort Collins, CO. Project manager for the update to the City of Fort Collins Transportation Master Plan. The update was conducted in cooperation with the update to the City Plan to integrate transportation, land -use, and air quality issues. The update included extensive transportation demand modeling using the City's regional TransCAD model; a multi -modal approach combining automobile, transit, pedestrian, bicycle; transportation demand management; development of a multi -modal mobility measurement system; and a comprehensive capital funding evaluation to ensure implementation. Extensive public and agency involvement was conducted through public open houses, citizen and technical advisory committees, focus groups, a project website, and media relations. AECOM 7155 Mason Corridor Project Management Services Mr. Chase has more than 31 years of structural design and construction management experience. His responsibilities include project management, QC/ QA design reviewer and performing structural concrete and steel design. He has expertise in structural design features associated with treatment facilities and the design, rehabilitation, and construction of large diameter pipelines. Mr. Chase is proficient in modeling applications for structural analysis. Relevant Experience Quality Assurance/Quality Control • Project Quality Representative for the Denver Union Station Design - Construct project, Denver, CO: Design Quality Control Manager for the • 1-70/E-470 Interchange Complex First Phase 'Flyby' and the Ramp 'H' Flyover • design build projects, Denver, CO. Design Quality Control Manager for the 1-405, SR520 to SR 522 Stage 1 Design -Build project in Kirkland, WA. A • Design Quality Management Plans was prepared for these projects that described the project specific quality procedures and the means to communicate the project requirements to the design team and sub -consultants, • a document control filing system to maintain and control all the design documents and a design review process required for calculations, drawings, • technical studies and reports and specifications prior to each design submittals. • The Design Quality Management Plan also contains procedures for training the design staff on the use of the design quality procedures. Audit procedures . within the Plan described the methods used to verify and document the design • procedures are implemented and the methods for recording/tracking any non -conformances findings. • Bridges • Structural Engineer for final design of a three span pedestrian bridge • over New River at the Rio Vista Park, Peoria, AZ: The project consisted of • designing a fabricated steel tubular truss with a concrete deck to support an H10 loading. The length of each steel truss is 109'-10" for an overall bridge • length of 334'-11". The piers consist of a concrete cap supported by two 54-inch diameter concrete columns with integral drilled shafts. The abutment substructure is supported on two 48-inch diameter drilled shafts. • Structural engineer for the final design of retaining walls at a new traffic • interchange, East Flagstaff TI, Flagstaff, AZ: The project consists of over . 800 LF of Proprietary Retaining Walls at a new bridge embankment. The new embankment is 47 feet high and required using a tier solution, dividing the wall . into two equal height walls. This approach allowed the length of the tension . straps to be the same length and allowed the thickness of the pre -cast wall panels to maintain the same thickness. The thickness of the wall panels included an additional 1.5-inches for rustications details. The retaining wall analysis incorporated a 40-foot tall support column for an overhead sign structure. • ®avid P. Chase, PE Design Quality Control Manager Education B.S., Civil Engineering, Arizona State University, 1979 Registrations Structural Engineer: Arizona (www.btr. state.az.us) Professional Engineer: California Affiliations Member of Structural Engineers Association of Arizona Member of American Society of Civil Engineers Member of American Society for Quality Experience Total Years: 31 Years with AECOM: 9 AECOM Resume 7155 Mason Corridor Project Management Services David P. Chase, PE Continued Structural engineer for the final design of three bridges at a new traffic interchange, north of Phoenix, for ADOT and privately funded by Del Webb, Phoenix, AZ: The project consists of a two span underpass structure over 1-17, and one two span and one three span ramp structures that cross an existing wash. All three bridges consist of pre -cast / pre -stressed concrete girder superstructures ranging in spans from 107 feet to 116 feet. The substructure for the underpass structure is a full height abutment with MSE walls and tapered bladed pier columns on spread footings. The substructures for the ramps have stub abutments on drilled shafts and concrete pier columns supported on drilled shafts. Structural engineer on pre -design and final design of ADOT bridges for ADOT General Consultant; Phoenix, AZ: Prepare the initial structure type design for the bridges on the system traffic interchanges on the Regional Freeway System including the directional ramps, traffic interchanges, and service interchanges. Establish the bridge concepts and criteria to be used leading to the final design. Structural engineer for 10 bridges over the Pima Canal system in Pinal County, AZ: The 10 two-lane bridges clear span the existing canal using pre -cast / pre -tensioned concrete box beam sections with a topping slab. The concrete box sections are supported on concrete stub abutment substructure with drilled shaft supports. Spans vary from 42-feet to 85-feet and are typically 40-feet wide. One bridge is designed integrally with a hydraulic check structure. The clear span design approach provided flexibility for the client in bidding and eliminated the need for a 'dry -up' period during the construction of the bridges. Designed a two-lane access bridge for a Test Facility; Stanford, AZ: The bridge is a 130-foot single span structure using AASHTO Type VI pre -cast / pre -tensioned girders with a composite concrete deck. The substructure consisted of stub abutments supported on drilled shafts. Assisted in the design of a four -lane six -span bridge at Thunderbird Road, Phoenix, AZ: The multi -span bridge was designed using AASHTO Type VI pre -cast / pre -tensioned girders with a composite concrete deck. The substructure consisted of stub abutments and intermediate pier caps supported on drilled shafts. Construction Management Construction manager for a cast -in -place post -tensioned box girder bridge for California Department of Transportation (Caltrans) for the City of Hercules, CA: The four -lane bridge consisted of two spans with an overall structure length of 233 feet. The substructure consisted of partial depth abutments on a spread footing with steel pile supports and a center bent supported on drilled shafts. The bridge was designed with a 23-degree skew on a 4-percent vertical curve. In addition, there was one 287-foot long tieback retaining wall, three conventional masonry retaining walls, and one 985-foot long masonry sound wall. Construction manager for a nine span cast -in -place post -tensioned box girder bridge for Riverside County Transportation Department, San Jacinto, CA: The bridge was designed for four -lanes of traffic with a overall structure length of 1225 feet. The substructure consisted of full height piers with a mat foundation supported on pre -cast concrete piles. The partial depth abutments were constructed on spread footings that are also supported on pre -cast concrete piles. Adjacent to one abutment is a 300-foot long concrete levee constructed to control runoff from an intersecting lateral streambed. Facility Design Design of four story high, 140-room hotel for Ramada Inn Hotels in San Mateo and Sunnyvale, CA: Design consisted of post -tensioned flat plate concrete slab on concrete columns as rigid frames to resist the vertical and lateral seismic loading. The sites consisted of re-claimed bay property in the San Francisco Bay area requiring the use of a special foundation design consisting of pre -cast concrete piles and a post -tensioned concrete slab on grade. The design had to account for subsidence of the surrounding grade due to long term settlement. AECOM Resume 7155 Mason Corridor Project Management Services With extensive transit experience, Mr. Atala is a professional who possesses a thorough understanding of transit and passenger railways as well as a unique blend of technical, managerial, and leadership skills. An internationally experienced and multi-lingual professional, his background is complemented by the ability to lead others and to collaborate within an internationally diverse range of functional areas. His experience encompasses a wide range of transit systems planning, engineering, project management, operations, and commissioning. He also serves on various industry committees in the fields of systems safety and security, and has published and presented over 20 papers in the fields of safety, security, and operations simulations of train operations. Mr. Atala has held senior level positions in both technical and managerial capacities domestically and abroad. These projects have included fixed guideway -transit systems for light rail, heavy rail, commuter rail, maglev, and high speed rail. Professional Experience Denver Union Station Redevelopment, Denver Regional Transportation District, Denver, Colorado. Manager, system safety and security for this design -build project. Responsible for the development and implementation of the system safety and security programs, including safety and security certification, conduct of Preliminary Hazard Analysis (PHA) and Collision Hazard Analysis (CHA), Threat and Vulnerability Risk Assessment TVRA). He also chairs the Fire/Life Safety Committee and the Safety and Security Working Group for the project. Northwest Extension, Valley Metro, Phoenix, Arizona. Manager, system safety and security for this 3.5-mile LRT extension. Responsible for the development and implementation of the system safety and security programs, including safety and security certification, hazard analysis, and threat and vulnerability risk assessment during the project's design phase. During the construction phase, he will be responsible for managing the oversight of all contractors' safety and security activities, including the safety and security certification/verification program, on behalf of Metro. . Trans Hudson Express (THE) Tunnel, New Jersey Transit, Newark, New Jersey. Manager, System Safety and Security for this $7.3 billion project that will provide a single -seat ride between Manhattan and New Jersey under the . Hudson River. He is responsible for the development and implementation of system safety and security programs, including the safety and security . certification. Additionally, he performed Preliminary Hazard Analysis (PHA) and Collision Hazard Analysis (CHA) for this complex tunnel project. As part of his function, Mr. Atala was responsible for, and led a team of experts in threat . and vulnerability risk assessment and blast analysis. Vehicle Service Center (World Trade Center Site), Port Authority of New . York and New Jersey, New York, New York. Participated in value engineering review of the World Trade Center Vehicular Security Center and Tour Bus . Parking Facility. The project will provide for secure vehicular access to the World Trade Center basement areas and tour bus parking for the WTC Tony Atala Safety/Security Education MBA, with Distinction/2006/Security Management, Keller Graduate School of Management MS/1987/Transportation Engineering, Georgia Institute of Technology BS/1980/Chemistry, Florida International University Affiliations American Public Transportation Association (APTA) APTA Rail and Bus Safety and Security Committees APTA Systems Safety Program Management Subcommittee APTA Security Technologies Working Group APTA Security Standards NFPA 130 Technical Working Groups: Emergency Evacuation and Fan Reliability Experience Years with AECOM: 3 Years with other firms: 29 o� cft YtCf or ollins 1.01 Project Understanding and Scope '"'V— Introduction Since the late 1990s, the City of Fort Collins has been working towards its vision of a multi -modal rapid transit corridor to support its varied transportation needs. The Mason Street Transportation Corridor has seen public and agency support range from extremely strong and supportive to questioning whether this type of project is . necessary or not. Through the persistence and contin- ued hard work of City staff and members of the commu- nity, MAX is on the verge of becoming a reality. This is an exciting time for the City because it not only completes a part of the City's vision for trans- portation, but it also serves as an example of how the City can deliver a large project success- fully. However, there is much work ahead to bring offers you the continuity of a team that has been serving as an integrated member of City staff in a true part- nershipthat is committed to tI e successful delivery of the MAX BRT project. this protect Into fruition. The negotiations with the BNSF Railroad are at a critical point and it is paramount that the project team remain focused on negotiating the necessary agreements with the railroad to obtain the easements necessary to ac- commodate the BRT guideway. In this proposal we highlight our: - Similar project experience with Bus Rapid Transit projects; innovative project delivery; program manage- ment services; design build oversight; transit planning and operations; local, state, and Federal agency coordination; and public relations. - Extensive team capabilities and qualified staff that have successfully partnered with clients like the City of Fort Collins and helped them achieve their transporta- tion visions. - Proven client history of delivering projects and recognition as Engineering News Record's No. 1 ranked Mass Transit and Number 2 ranked Program Management firm in the US. In summary, re -selecting the AECOM team results in a continued partnership that will result in the successful implementation of MAX BRT system. Project Understanding and Scope Our project approach was developed based on our un- derstanding of the services that we have been providing you for the past 20 months. The major project elements include project management, project controls, support services, and the implementation of the safety and secu- AECOM rity program. The project will be procured and constructed using a conventional design -bid -build approach. AECOM is also prepared to assist the City with construction phase services, project start-up and close-out activities if and when the City desires. Our proposed project scope dis- cusses the specific work elements in each area and may be refined as necessary to best meet the City's needs, recognizing our intent to work as a partner with the City. Project Management Steve McQuilkin will continue to serve as the Consultant Program Manager (CPM) for the Mason BRT Project and will report to the City's Project Manager and City Engineer, Helen Migchelbrink. He will be assigned to the City Engineering Department on a full time basis and working in conjunction with Helen and with the City's Special Projects Engineer, Erika Keeton from the Project Manaement Team (PMT), will be responsible for the overall management and coordination of the Project. The project management team (PMT) will oversee the work activities of City and consultant staff and will be responsible for project controls, negotiation of third party agreements; oversight of real estate acquisition; coordination with Federal Tran- sit Administration (FTA) and other outside agencies; FTA document updates; utility coordination, and general project reporting. Our Principal -in -Charge, R.A. Plummer, will oversee Steve's activities to confirm that the project is meeting the City's goals and expectations and that there are adequate technical resources available to address the needs of the Project. R.A. will coordinate with the City's Project Man- ager, Helen Migchelbrink, to confirm that the needs of the City are being met. Project coordination will include specific activities presented below. Meetings and Coordination The PMT will attend rolLtine meetings and provide daily coordination with the various consultants, City departments including Engineering, Transfort, Traffic, Stormwater and Utilities; project teams including public communications, railroad coordination team, real estate services, financial management and the Executive Management Team. The PMT will also be responsible for coordination with outside agencies including FTA, CDOT, CSU, PUC and project stakeholders. Meetings: Includes all internal project meetings, monthly Gore Team, quarterly Executive Team; external agency coordination meetings with FTA, CDOT C�-SU, etc. Deliverables: Meeting agendas, minutes, anti©n items. 7155 Mason Corridor Project Management Services AECOM Resume 7155 Mason Corridor Project Management Services Tony Atala Continued Memorial. For this project, Mr. Atala represented the fire/life safety and security disciplines in the value engineering study. Tel Aviv Red Line, Light Rail Transit (LRT) System, Tel Aviv, Israel. Deputy project proposal manager and technical director of this $1.8 billion design/build/operate/transfer project. As deputy to the proposal manager, Mr. Atala was the full time manager based in Tel Aviv for a period of approximately one year. Responsible for leading, managing, and coordinating the technical proposal activities with the local and international partners, consultants, and the US -based engineering and proposal management staff. Ultimately responsible for the timely delivery of the technical proposal for this 23 km LRT that includes approximately 10.5 kilometers of underground complex tunnels. Vice President/Director, Systems Assurance (SA), Taiwan High Speed Rail Corporation (THSRC), Taipei, Taiwan. As the SA director for a period of four -years for the 350-kilometer high-speed rail system, Mr. Atala was responsible for the reliability, availability, maintainability, and safety (RAMS) program development, management, and implementation. This included managing both internal staff and outside consultants. The position was also responsible for providing leadership, guidance, training, and support to the various divisions. As the most senior technical advisor to management, he represented the construction management group to the independent verification and validation consultants on all RAMS matters. Ultimately responsible for the overall safety case (certification) of this 215-mile (350-kilometer) high- speed rail system, which operates at 190 mph (300 kph), crossing the west side of the island from Taipei in the north to Kaohsiung in the south. Fire/Life Safety Risk Assessment, New York City Transit, New York. Project manager for this $2.2 million study: As , a project manager for this $2.2 Million project, Mr. Atala led a team of engineers and consultants in performing the largest transit system's quantitative risk assessment of the underground portion (approximately 750 miles of track) of , NYCT. The project was completed within schedule and budget. The results of the study included several recommendations that have been adopted and implemented by NYCT. Metropolitan Atlanta Rapid Transit Authority (MARTA), Atlanta, Georgia. Lead systems engineer responsible for systems safety and assurance program implementation, and for safety certification of several system extensions. Tasman Corridor Extension, San Jose, California. Supervising engineer responsible for the development and implementation of system safety program plans, chairing the fire/life safety committee, and for conducting hazard analysis. Port Authority Transit Corporation (PATCO) Philadelphia, Pennsylvania. As the deputy project manager, conducted fire and hazard assessment for the tunnel portion of the Philadelphia -Lindenwold high-speed line. Developed emergency egress methodologies and calculations; emergency preparedness plans; performed vehicle risk analysis and assessment; and conducted a code search for compliance. Hsinchu Mass Rapid Transit System Planning, Taipei, Taiwan. Provided technical and management support for this international transportation planning project and advised the Taiwanese authorities on alignment alternatives. Systems Safety, Mass Transit Administration, Baltimore, Maryland. Project manager for the systems safety support to MARC commuter rail, MTA heavy rail, and MTA light rail systems. State Safety Oversight Program, Maryland Department of Transportation, Maryland. Project manager, responsible for the development of the Maryland State Safety and Security Oversight Standard and plans. Stage 1 Rapid Transit System, Metropolitan Dade County Transportation Administration, Florida. Instrumental in the development and implementation of the safety certification and verification program for this 20-mile, stage 1 rapid transit system. AECOM Resume 7155 Mason Corridor Project Management Services Frank A. Perricelli, PE Project Controls Mr. Perricelli has considerable and diversified experience in scheduling and delay analysis, and other project control practices. He is responsible for providing scheduling and claims avoidance services for a number of large-scale projects, ranging from highway and bridge projects to railroad, tunnel, and facility projects. His experience ranges from planning and design to construction scheduling. He uses Primavera scheduling software on a daily basis. In addition, he has varied experience in the inspection and design of various highway, transit, and bridge structures for numerous public agencies in several states. He has been assigned to projects for a diversified field of clients ranging from the federal government to the private sector, including state, city, and county agencies. He is adept in working on projects that involve multiple agencies. Mr. Perricelli is an adjunct professor for the Manhattan College Construction Management Graduate Program, teaching a graduate -level construction planning and scheduling course. Project Experience New York State Department of Transportation (NYSDOT), Alexander Hamilton Bridge and Highbridge Interchange Ramps Rehabilitation, Bronx and Manhattan, New York: Senior scheduler of the $407 million project to rehabilitate the Alexander Hamilton Bridge that carries 1-95 Cross Bronx Expressway over 1-87 Major Deegan Expressway, Harlem River, Harlem River Drive, Metro -North Railroad, and Amsterdam Avenue in addition to the high level ramps that connect 1-95 to 1-87. The Alexander Hamilton Bridge carries approximately 175,000 vehicles per day and the Major Deegan Expressway carries approximately 125,000 vehicles per day. The 555-foot main span of the Alexander Hamilton Bridge consists of two parallel 135-foot high built-up plate steel arches. The remainder of the bridge includes 10 steel girder/concrete deck spans. Project includes replacement of the existing 10-span concrete box girder Ramp TE Bridge with a five -span steel box girder bridge using an extensive temporary shielding and support system. Project includes the rehabilitation of seven additional ramps at the Major Deegan/Cross Bronx interchange. Ramp construction includes extensive temporary bridges and ramps and support structures. Project includes 15-phases of construction. Roadwork includes installation of a precast jointed pavement system. Responsible for review of contractor's resource loaded baseline schedule, schedule updates and analysis of schedule issues. Scheduled using client and web based Primavera P6. City of Fort Collins, Mason Corridor MAX Bus Rapid Transit Project, Fort Collins, Colorado: Senior Schedulers for the program management of this Federal Transit Administration Small Starts program. The Mason Corridor is a five mile north -south byway within the city of Fort Collins which extends from Cherry Street on the north to south of Harmony Road. The corridor is centered along the Burlington Northern Santa Fe Railway property, located a few hundred feet west of College Avenue (US 287). Program includes a new bicycle and pedestrian trail as well as a planned Bus Rapid Transit (BRT) system in a fixed guideway for the majority of the corridor. The BRT service will operate nearly twice as fast as auto travel along College Avenue, as well as provide Education MS/2001/Civil Engineering, Manhattan College, NY BS/1994/Civil Engineering, Manhattan College, NY Adjunct Professor — Manhattan College, NY — graduate -level con- struction planning and scheduling course Primavera Course 102 — Project Manager Basic Course Primavera Course 106R — Advanced Project Manager Resource Course Primavera Course 201 — Contract Manager Basic Course Registrations PE/1999/New Jersey, Registration No: 24GE-042149-00 PE/1999/New York, Registration No: 076934 AACE Certified Planning and Scheduling Professional (PSP) Affiliations Association for the Advancement of Cost Engineering (AACE) American Society of Civil Engineers (ASCE) Experience Years with AECOM: 16 Years with other firms: 1 AECOM Resume 7155 Mason Corridor Project Management Services Frank A. Perricelli, PE Continued high frequency service every 10 minutes. Stations will incorporate new high -quality amenities that are similar to light rail, with low floor boarding platforms, sleek new busses, next bus arrival information, and pre -pay fare machines. Responsible to prepare a cost loaded program baseline schedule and provide monthly updates. Program schedule includes planning, design and construction. Scheduled using Primavera P6. New Jersey Department of Transportation (NJDOT), 1-78 / Garden Stage Parkway Exit 142 Interchange and the Metro Newark Intelligent Transportation System (ITS) Project, Township of Union and Hillside, Union County and Township of Irvington, Essex County, New Jersey: Senior Scheduler for the $150 million project to complete two missing interchange connections between the Garden State Parkway and 1-78. This project represents one of the single largest lettings in NJDOT history. The proposed improvements consist of the two new connections between the GSP and 1-78, just north of the Union Toll Plaza, providing the southbound GSP to 1-78 eastbound and northbound GSP to 1-78 westbound movements. The proposed improvements also include the increase in capacity from 1-78 westbound to the GSP and the elimination of traffic weaving conditions upon entering the GSP. The project will be completed in stages, under traffic. Major work items include: 5 new steel girder bridges; 5 bridge widenings; 4 retaining walls with noise barriers; 5 retaining walls; 12 sign structures; drilled shaft foundations; 1-78 pavement reconstruction; ITS components (CCTV, Fiber Relocation); regulated soil removal; utility relocations; vibro-concrete columns for ground modification; new toll service building and toll access tunnel. Duties include review of contractor's monthly schedule updates; analyzing delays and changes to the project plan and stages and their impact on the project completion date utilizing P3® software. Duties also include review of the contractor's acceleration proposals and time extension requests. New Jersey Department of Transportation (NJDOT), Route 1 — Millstone River Bridge Replacement, Township of West Winsor and Plainsboro, Mercer County, New Jersey: Senior Scheduler and Claims Specialist for the $17 million replacement of the Millstone River Bridge with a two span concrete box beam bridge. New bridge is 110 feet long and 126 feet wide and will accommodate six travel lanes with full shoulders/auxiliary lanes for bicycles and two sidewalks for pedestrians. Project includes severe environmental restrictions during construction including bald eagle noise restrictions and open water channel restrictions. Contractor submitted value engineering proposal that essentially re -designed approximately 85% of the project. Responsible for monthly schedule review using Primavera P3 and analysis of delay impacts due to VE proposal and utility delays. New Jersey Department of Transportation (NJDOT), Replacement 3rd, 5th, 6th, 7th Street & Roseville Avenue Bridges Over New Jersey Transit Morristown Line (Newark NJT Morristown Line Bridges), New Jersey: Senior Scheduler for the $13.5 million Project that includes replacement of existing concrete decks of 5 bridges to pre -stressed concrete voided slab beams (3rd, 5th, 6th, & 7th Ave.) and high performance concrete deck (Roseville Ave.) as well as minor widening and resurfacing of the connecting roads. Duties include review of contractor's monthly updates using, Primavera P3. City of Indianapolis Department of Public Works, Deep Rock Tunnel Connector Combined Sewer Overflow Project, Indiana: Senior Scheduler for design phase of this $300 million (estimated construction cost) combined sewer overflow tunnel. Project work included developing a construction schedule based on 30% design documents. Schedule was coordinated with construction estimate to develop production rates and sequencing. Elements of 30% design included approximately 42,000 linear feet of bored tunnel, six shafts (slurry wall and drill and blast construction methods) and various adit and deaeration chambers. Used 30% schedule to analyze seven Value Engineering alternatives including alternative construction sequences, deleted work and varying production rates. Also developed construction schedule based on 30% design documents for pump station facilities which included construction of pump station building at top of shafts, horizontal micro tunneling, pump room cavern and additional shafts. Scheduled using Primavera P6. AECOM Resume 7155 Mason Corridor Project Management Services Mr. Hlad has extensive experience in civil engineering, including nearly 29 years in planning, design, and construction with the Colorado Department of Transportation. He is a highly experienced manager with an extensive background in directing projects to acceptable and definite conclusions. Additionally, since retiring from MOT in 2003, he has assisted local consulting engineering companies to develop successful transportation engineering practices. As a Colorado Department of Transportation Resident Engineer and Program Engineer, Mr. Hlad was responsible for more than 70 projects related to transportation infrastructure improvements, valued at over $400 million with a staff of up to 50 engineers, technicians, and support personnel. His project involvement included authority over concept, budget, planning, design, and construction. Projects included complex multi -phase interstate construction, urban interchanges, reconstruction, resurfacing, noise barriers, signalization, landscaping, major and minor structures, hazardous waste remediation, local agency enhancements, safety improvements, and all phases of public involvement and environmental clearances. Mr. Hlad was responsible for phasing multiple projects within several major corridors to assure that they were sequenced logically and cost effectively. At his oversight level he was able to organize the projects in a manner that were easily constructed from the aspect of the construction contractors while maintaining quality and budget. As the individual projects were designed he assured that they were reasonably phased for construction, the costs were reasonable, they were analyzed for potential cost savings, and scheduled to maximize efficiencies in time and money. He successfully facilitated effective working relationships with federal, state and local government agencies, and public and private sectors. Major Project Involvements Manager of the construction management program for AECOM's Rocky Mountain Region -Oversight of a staff of engineers, engineering technicians, materials testing technicians and administrative for various state, city and county agencies throughout Colorado managing and assisting on transportation construction projects ranging from $1 million to $15 million. Assisting in the design review of projects for phasing constructability and cost estimating. (2007-2010) 125 Corridor: Douglas Lane to 5th and 1-25 Castle Pines to Schweiger Frontage Road / 1-25 Meadows to Lincoln 8 Lane, 2008-Present, Colorado Department of Transportation Region 1: We are currently providing services to the Colorado Department of Transportation as the Assistant Project Engineer and Professional Engineer for structures on this $35 million construction / re -construction project. The work consists of constructing five permanent and one temporary structures for the widening of 1-25 from four to eight through lanes from Douglas Lane to 5th Street and the reconstruction of the Plum Skip P. Had, PE Constructability Education BS/1984/Civil Engineering, University of Colorado FHWA Stewardship Program Value Engineering Colorado Asphalt Paving Association Workshops Rocky Mountain Concrete Institute Workshops Hazardous Materials - 40-hour and Supervisory Certifications OSHA Safety Claims Avoidance and Resolution EEO and Labor Compliance Registrations PE/1985/Colorado, Registration No. 23562 Affiliations American Society of Civil Engineers American Council of Engineering. Companies Colorado Contractors Association Colorado Asphalt Paving Association Construction Management Association of America Experience Years with AECOM: 3 Years with other firms: 33 AECOM Resume 7155 Mason Corridor Project Management Services Skip P'. Had, PIS Continued Creek interchange, the addition of a new full depth asphalt frontage road from Castle Pines Parkway to Schweiger Road and widening from six to eight lanes from 5th Street in Castle Rock to Lincoln Avenue in Lone Tree including all earthwork, drainage improvements,. pavement, guardrail, detention and water quality ponds, signing, lighting and striping There are Three projects running concurrently in this contract requiring schedule coordination meetings regularly and work area modifications accordingly. 1-25/1-270/1-76/US 36 Interchange: Oversight and management of six major design and construction packages at over $100 million, including construction of the extension of SH 270 from 1-76 to 1-25, reconstruction and widening of 1-76 from York St. to 1-25, reconstruction of York St. from 1-76 to 1-270. Twenty five bridges, two of which were over 2000 feet long, sound walls, mse walls, soil nail walls, concrete and asphalt pavements. (1995-2003) US 36 HOV Direct Connect: Oversight and management of five major design and construction packages at over $70 million for over five miles of US 36 with five major interchanges to provide a direct connection of east and westbound HOV/bus lanes between 1-25 and US 36 and adding continuous acceleration /deceleration lanes between interchanges. (1993-1998) 1-25 Reconstruction: Oversight and management of the design and construction of 1-25 from 1-70 to US 36, including bridges over 58th Avenue, 62nd Ave. and BNRR tracks. 16 lanes of concrete pavement including exclusive HOV lanes. These major projects were coordinated with the design and construction of 1-25 from 20th Avenue to 1-70 and the design and reconstruction of the 1-70 viaduct. (1990-1995) 1-76 Construction: Oversight and management of the design and construction of 6 miles of new Interstate highway at over $150 million which included six major interchanges, including at 1-70 and at 1-25 and over 50 major structures between over twenty different concurrent and overlapping packages. This four lane interstate was designed to accommodate a future widening to six lanes and was built over and around Clear Creek and several large, contaminated landfill areas. (1987-1993) AECOM Resume 7155 Mason Corridor Project Management Services James R. Lightbody, PE FTA Compliance Mr. Lightbody is a senior consulting manager with extensive experience working in transportation and community development. He is a nationally recognized expert in the planning, design, and operation of multi -modal transit systems, and in funding strategies and transit -oriented development. Mr. Lightbody specializes in transportation corridor studies and alternatives analysis, Bus Rapid Transit, urban planning and development, transit operations, and. commuter rail. His focus has been on working with public officials, business leaders, and community groups to plan and implement transportation solutions. Prior to joining DMJM Harris, he served for 33 years as a senior manager with the Santa Clara Valley Transportation Authority (VTA), most recently as Deputy Director for Planning and Development. VTA is the multi -modal transportation agency for Santa Clara County in California (population 1.7 million) and operates a 500+ bus system (including express bus, streetcar, BRT) and over 40 miles of light rail. Mr. Lightbody has a proven track record in directing multi -disciplinary planning projects that address complex issues, carrying out innovative public involvement programs, and achieving consensus to successfully implement transportation improvements. Professional Experience Scottsdale Road / Rural Road Alternatives Analysis, Arizona: Task leader for evaluation of alternatives, which include BRT alternatives. Dixie BRT Feasibility Study, St George, Utah: Task leader for evaluation of long term BRT opportunities in St George Provo / Orem Bus Rapid Transit AA/DEIS, Utah: Deputy Project Manager for 9 mile BRT corridor serving BYU and connecting with planned commuter rail service. West Salt Lake County Transit Study: Transit planning lead for study developing new long range transit service plan for West Salt Lake, linked to development & land use plans for the area. Bus Rapid Transit (BRT) Training Course, National Transit Institute (NTI): Lead instructor and course developer: This two-day training course provides in-depth instruction on BRT elements, planning and performance: Case studies are utilized to illustrate BRT characteristics and best current BRT projects. Foothill Drive Corridor Evaluation, Salt Lake City, Utah: Project Manager for study to evaluate transit and traffic alternatives, including BRT and express bus options. University Towne Centre Transit Center, San Diego, California: Planning Manager for the conceptual development and evaluation of Transit Center . alternatives to be integrated into a major expansion of the Westfield operated retail center. Education MS/1969/Civil Engineering, Stanford University, Palo Alto, CA BS/1967/Civil Engineering, Santa Clara University, CA . AECOM R6sum6 7155 Mason Corridor Project Management Services James F. Lightbody, Ply Continued Centre City Loop Analysis, San Diego, California: Project Manager for evaluation of alternative operating scenarios for San Diego Trolley (light rail) service in downtown. "C" Street Corridor Urban Design Master Plan, San Diego, California: Task leader for planning light rail facility needs and supporting a new master plan for the C Street transit corridor. Santa Clara County Valley Transportation Authority (VTA), Santa Clara County, CA Deputy Director for Planning and Development Transportation Planning Projects: Directed numerous transportation planning projects in Santa Clara County, including long-range master plans (T2000 and T2010) that established transit and roadway needs and improvement strategies. He also directed major investment studies and corridor plans, from the systems level through conceptual engineering. These included the Vasona, Downtown East Valley, Fremont South Bay, and BART to San Jose corridor projects. All MIS and corridor plans evaluated multiple transit and roadway alternatives, and included extensive consensus -building, community outreach, and stakeholder involvement components. He also managed many other transportation studies, including express bus plans, public opinion research, transit center development, and rail station plans. As Deputy Director, he managed the environmental, real estate, and grants departments of VTA, which were essential support units for many large-scale capital improvements. Bus Rapid Transit: Led VTA's planning for Bus Rapid Transit (BRT), including establishment of a signal priority strategy with Caltrans. Represented VTA on the FTA's BRT Consortium, and served on two Transit Cooperative Research Program panels for BRT research. Transit Operations and Service Plans: As Manager of Transit Service Development, designed and implemented bus and paratransit services, overseeing expansion of service from less than 100 to over 500 coaches. Responsibilities included transit scheduling, operations planning, budgets, and management of transit center, park -and -ride, and other capital projects. Funding and Financing Strategies: Responsibilities at VTA included management of federal and state grant programs, the programming of capital projects, and the preparation of 10-year financial plans. He has negotiated full funding grant agreements with FTA, and is experienced with a broad range of funding sources. Commuter Rail/Railroad Service and Operations: Extensive railroad experience through his planning efforts for Caltrain and negotiations with Union Pacific. For Caltrain, developed plans for major station and other improvements that were directly funded by VTA, and was a lead VTA liaison with Caltrain. Served as key negotiator with Union Pacific for acquisition of railroad corridors (25+ miles), including the. BART Extension corridor, and for operating rights. Urban Planning and Transit -Oriented Development: Extensive experience in urban planning, land use studies, and joint development. Managed land use and development plans for VTA-owned property and other property adjacent to VTA rail stations. These efforts included station area concept plans and market assessment studies. Also negotiated joint development agreements with private developers. Publications and Presentations Mr. Lightbody has presented papers and seminars at numerous national and international conferences on transportation and transit planning. These have included presentations at Rail —Volution (1996, 1998, and 2000), at APTA meetings and special workshops, at FTA training sessions, at Transportation Research Board meetings, and many others. Mr. Lightbody previously taught a graduate level professional planning practice course at San Jose State University. He also served on several industry peer review panels, addressing transit services and projects in Houston, Orange County, Denver, and other locations. AECOM Resume 7155 Mason Corridor Project Management Services Thomas W. Williams, PE FTA Compliance Over the last five years, Mr. Williams has almost exclusively led multi- disciplinary transit projects, primarily projects within the FTA New Starts process. His background allows him to address complex system challenges including station -area planning, engineering, traffic impacts, operations planning, cost estimating, environmental documentation and community involvement. Mr.. Williams specializes in bringing collaborative planning methods to bear on difficult transit challenges often resulting in elegant solutions that meet project goals, reduce cost, and enlist public support. His recent experience includes BRT, LRT, Streetcar, Commuter Rail, and Rail Rapid Transit within FTA's New Starts, Small Starts, and Very Small Starts programs. Mr. Williams is also a facilitator for Value Engineering studies, having lead eleven VE studies including the recent VE study for the Mason Street BRT project in Fort Collins, CO. Project Experience Mason Corridor BRT, Value Engineering Study, Fort Collins, Colorado: Value Engineering leader for this 5-mile BRT system being built under FTA's Small Starts program. The study examined dedicated BRT lanes, station placement, railroad impacts, operating plans, parking, crossing safety, and stormwater impacts. Value recommendations included cost reductions (over $1M); station modifications allowing more reliable travel times; technology features allowing rerouting when long trains would impact BRT operations; and stormwater features reducing the impervious surfaces and recycling detained stormwater for landscape irrigation. This BRT project, mainly in dedicated lanes, has an estimated total cost of $82 million. (2009) . RTA BOS Operations, Chicago, Illinois: Project engineer and planner for this • Bus -on -Shoulder pilot project. Travel time will be reduced and reliability improved by allowing buses to operate on the left shoulder for approximately 15 • miles in each direction. Direct involvement has included evaluation of shoulders, evaluation of existing congestion patterns and estimated travel time savings, and development of portions of the operating procedures. (2009) Station Area Charrette, Grand Valley Metro Council, Kentwood and . Wyoming, Michigan: The Grand Valley Metro Council organized a multi -day charrette to address station area development and redevelopment surrounding the two southernmost stations of the proposed Division Avenue BRT system. . The goal of the station -area planning charrette was to develop concepts for several commerce nodes at the route's southern end to co-anchor the system with existing downtown employment centers at the north end of the route. The . charrette was conducted over six days, involving mayors, planners, property owners, business owners, traffic engineers, transit planners, architects and . students. The iterative process allowed grass -roots develop of concepts by stakeholders with multiple cycles of review and refinement. Station -area features included mixed -use development, walkability, parking, traffic calming, crosswalk safety, and interconnection of parks and bike trails. Mr. Williams participated over the six days with BRT presentations, station placement and design features, traffic impacts, pedestrian crossing analysis, and location of shared parking. (2008) Education BS/1980/Civil Engineering, Cornell University Registrations PE Michigan, Registration No. 6201040665 PE Illinois, Registration No. 62042818 Affiliations Institute of Transportation Engineers (ITE) American Planning Association American Railway Engineering and Maintenance -of -Way Association Experience 35 years AECOM Resume 7155 Mason Corridor Project Management Services Thomas W. Williams, PE Continued Division Avenue BRT Alternatives Analysis, Interurban Transit Partnership, Grand Rapids, Michigan: Project team member for this Alternatives Analysis. The selected LPA is just under 10 miles with an estimated cost of $3M per mile (not including vehicles). Personal involvement included development of alternatives, operating plans, fare collection review, cost estimates, and evaluation criteria. Involvement also included development of the LPA report, the package for submittal to FTA requesting permission to enter project development, SCC spreadsheets, environmental screening, and the Project Case. This BRT project is proposed to run partially in dedicated lanes and partially in mixed -traffic. All project features fall within FTA's Very Small Starts program and was approved by FTA to enter program development. Following submittal of the AA, involvement included development of proto-typical stations showing station components and amenities (including fare vending, security cameras, electric feed, communications, signage, ITS integration, lighting, shelter options, and other features). (2008) Draper Corridor Alternatives Analysis and EIS, Utah Transit Authority, Sandy and Draper, Utah: Project team member for this LRT extension from Sandy to Draper being developed under the FTA's New Starts program. Alternatives included two in -street LRT alternatives and one LRT alternative along an existing railroad corridor. Mr. Williams' personal involvement included development of station location criteria, development and refinement of the project purpose (and associated goals and measurements), development of the Alternatives Analysis report, and development of the Project Case document for FTA. The estimated capital cost for the minimum operable segment (MOS) of the Locally Preferred Alternative (LPA) is $234 million. (2009) CTA Circle Line Alternatives Analysis, Chicago Transit Authority (CTA), Chicago, Illinois: Team member for completion of an Alternatives Analysis for the proposed CTA Circle Line. Specific roles have included the development of alternatives (including BRT alternatives), development of evaluation criteria, capacity analysis, and participation in public involvement. An innovative task in this project was early feasibility analysis of alternatives. Rather than lengthy development of alternatives followed by transportation demand modeling, the early analysis modeled a wide range of alternatives developed through team experience and, national averages for different transit modes. Budget and schedule were reduced, focusing development efforts only on those alternatives with a good probability of gaining a medium rating within the New Starts process. (2009) Grand Rapids Streetcar Feasibility Study; Interurban Transit Partnership, Grand Rapids, Michigan: Project manager for this modern streetcar feasibility study. The study involved evaluation of alternative alignments and determination of a preferred alignment, station locations, transit -oriented development impacts, and economic development potential. Operating plans, operating cost projections, and a capital cost estimate were developed. One interesting feature of this project was the comparison of market demand related to retail and residential development for the modern streetcar versus the no -build alternative. Two focus groups were conducted for this study including one at a local college campus and one with a group of under-30 professionals. (2008) Metra UP -NW Line Alternatives Analysis, Metra, Chicago: Project manager for this FTA Alternatives Analysis examining capacity expansion and travel time improvement within the corridor surrounding Metra's Union Pacific Northwest Line. This corridor extends almost 70 miles from downtown Chicago to Harvard and Johnsburg in McHenry County. The $244 million project involved screening a wide range of both rail and bus alternatives, development of operating plans, and planning infrastructure improvements, including yards that meet project goals and objectives. Personal involvement included development of operating plans for "short turn" trains and expanded express service. Involvement also included capacity analysis at the Ogilvie Transportation Center (OTC) for proposed schedule changes for the three UP lines served by OTC. The Alternatives Analysis resulted in a "medium" rating and this commuter rail project was approved by FTA to enter preliminary engineering. (2007) AECOM Resume 7155 Mason Corridor Project Management Services Mr. Gondron is a project manager of rail/transit in the Transportation Services group of AECOM. He has 33 years in the engineering design and construction management of heavy rail, light rail, commuter rail and monorail projects. He and has worked with various public agencies to enhance multi -modal operations. Project Experience Barry J. Gondron, PE Railroad Coordination The Regional Transportation District, Denver Union Station Fastracks Final Design Engineering, Denver, CO: Rail Task Manager for track design elements of the multi -billion dollar redevelopment of historic train station area of downtown Denver. Project includes Light Rail Transit, Commuter Rail terminal for six Fastracks corridors along with Amtrak and Ski Train, 1100 ft long underground bus terminal, and reconstruction of numerous city streets for general traffic and inter-city/local bus routes. The project is intended to encourage pedestrian access, use of public transportation, and support substantial proposed development. Disciplines include Civil, Structural, Geotechnical, Trackwork, Transit Systems, Ventilation, MEP, and Architecture. Assists with coordination of disciplines/sub-consultants that interact with track design elements. Provide detailed direction for the trackwork aspects of the project for the project team, client and owners. Total transportation program cost in excess of $400 million. (2009/ Powder River Basin Expansion Project for the Dakota, Minnesota & Eastern Railroad (DM&E), SD/MN/WY: Senior Project Manager responsible for the horizontal and vertical design modifications on the New Build Segment 2 (50.3 miles) and Segment 3 (52.2 miles). Duties also included track designs and quantity take offs for the 14 sidings on the 485 mile Rehabilitation Section in addition providing designs and design reviews for Minnesota City (MN), Lewiston (MN), Dodge Center (MN), Ramsey Connection (MN), Owatonna Connection (MN), Ft. Pierre and Pierre Terminal (SD), Ace Steel (SD), Dakota Mill & Grain (MN), Meadowland Farmers Coop (MN), Lake Preston (SD), New Ulm Industrial Park (MN), Byron (IL), Clayton (IA), Beloit (WI), Harrold (SD), and Muscatine (IA) projects. Responsibilities also included providing the review and comments of the independent consultants DM&E/CP Rail Alternate Analysis and Cost Study for the Southern Bypass Conceptual Plans in Rochester, Minnesota. The study was part of the conditions placed before the STB for conditions of the DM&E/CP merger approval. (2008-2009/NA) Lead Track Extension for the Westlake Industrial Park, Norfolk Southern, FL: Senior Project Manager responsible for the development of construction drawings for the Norfolk Southern Westlake Industrial Park. Responsibilities include design of the 5,700' lead extension along with 2,850' runaround track; Bid package development including plans, quantities, and project specific specifications, along with client. coordination.(2007-2008/NA) Powder River Basin Expansion (DM&E), Cedar American Rail Holdings (CARH), SD/MN/WY: Specification Writer responsible for the development of Education BS, General Studies, University of Southwestern Louisiana, 1988 Registrations PE/Arizona, Registration No. 45624, 2006 NCEES, Registration No. 31489 PE/Colorado, Registration No. 43674, 2009 Affiliations American Railway Engineering and Maintenance -of -Way Association (AREMA) American Short Line and Regional Railroad Association Experience 33 years I8 t0l Project Understanding and Scope Negotiation of Agreements Steve and Erika will work with the railroad consultant, Stephanie Sangaline, to coordinate the PUC applications and negotiate the necessary agreements with the BNSF. The project is at a critical point with respect to the railroad agreements. The BNSF has raised several issues rela- tive to indemnity and liability and it is critical that the City use every available resource to get the commitment of the railroad in order for the Project to move forward. Agreements between the City and CSU/CSURF were negotiated and signed earlier this year. Steve was instru- mental in negotiating these agreements. The PMT will also be responsible for the negotiation of other agreements including shared parking agreements, utility and ditch agreements. Meetings: Includes all meetings with BNSWItnq C, FRA, bi-weekly teleconferences with BNSFs with GSU, property owners of shared parking lots Deliverables: PUC applications, Railroad Signal Insfiallation Agreements, Master Construction and Maintenance Agreement, intergovernmental agree- ments, shared parking agreements, FEMA and City floodplain permitting Design Oversight Steve will assist the City 70p @M r bfGMft with design coordination ft FA@M f , - RM and oversight including (EN@@ , u. . , . review of design submit- &@OgM Mgt tals. The consultant team of Baker/IBI/Hartwig has brought the design of the MAX BRT project to the next level in the past 6 months with the recent submittal of the 65 percent design package. The various City departments pitched in to review the plans and to provide input. Meetings: Bi-weeklyy design team meetings, 90% and 100- plan review meetings, meetings with City departments —traffic, stor, mwater, MIS, etc. Deliverables: Plan reuiew comments Utility Coordination . The PMT is responsible for all utility coordination including negotiation of agreements with utility and ditch companies for relocations, and will work with the final design consul- tant and the utility companies identify and design specific • utility relocation requirements. A_COM FOryt Whirls /"�of f� Steve is presently working with Janet McTague in the City's Light and Power Utility on the relocation of a major electric duct bank between Drake and Prospect. He is also work- ing with Kryste Korf-Bartsch of the City's MIS Department and IBI on the design of the fiber-optic communications line to support the BRT NetCom services. Meetings: Coordination meetings with 41,y Water/ Wastewater, MIS and Light and Power utilities; Qwest, Xcel, C•omcast, FCLWD and other utilities; Mercer Ditch, Larimer Canal, Sherwood Lateral, Emigh Ditch. Deliverables: Utility relocation agreements and ditch company crossing agreements. Real Estate Acquisition The PMT will oversee the City's Real Estate Services De- partment and will be responsible for the oversight, schedul- ing and coordinating the real estate acquisition activities for the Project. Specific acquisition activities including appraisals, negotiations, agreements and closings will be completed by Helen Matson and Patrick Rowe of the City's Real Estate Services Department and their consultant team. The real estate team has made tremendous progress this far in the project and the real estate acquisition is no longer on the schedule critical path. Appraisals and/or negotia- tions are in process on 31 of the total 45 private proper- ties and agreements and/or closings have actually been completed on 13 properties. The other good news is that, so far, the real estate acquisition is coming in way below budget, due in part to the depressed economy. With the completion of the CSU agreements, the transfer of right of way from CSU is also in process. This leaves only one major acquisition - the BNSF — before the Project can move forward into construction. Meetings: Bi-weekly meetings with real estate team, meetings with all affected property owners. Deliverables: Right of way certification memos, oversight of right of way agreements, processing of payment for real estate consultants and real estate closings. FTA Document Updates The PMT will be responsible for the coordination of updates to FTA documents with support from other City Depart- ments and project team members. It is anticipated that updates will be required to the following FTA documents: - Project Management Plan - Fleet Management Plan 7155 Mason Corridor Project Management Services AECOM Resume 7155 Mason Corridor Project Management Services [harry J. Gondron, PE Continued construction_ specifications for the Rehabilitation Portion of the Powder River Basin Expansion project. Responsibilities also included the development of the CARH Standard Specifications and Standard Track Drawings. The DM&E Powder River Basin (PRB) Transportation project concept has been under development for more than 10 years, planning to convert a low -traffic rail system into the first; new Class 1 railroad in over a century. The rebuild portion will include tie, ballast, rail, and bridge replacement; as well as improved drainage, and subgrade rehabilitation; and new sidings. To accommodate the anticipated increase in traffic volumes, 45 sidings, each 2 to four miles long, will be built. Signals, grade crossing improvements, and eventually satellite tracking technology will be employed to improve operating efficiency and elevated operational safety. Total project divided into four major construction projects: New Build Segment (262 miles); PRC Segment (104 miles); Rehab Segment (485 miles); Mankato Segment (17 miles). (2007-2008/NA) General Engineering Contract, CSX, FI: Deputy Project Manager for the CSX/Florida Department of Transportation S- Line project. Duties include management of two (Davenport and Carters) siding for the transfer of CSX freight movements to allow the operation of a Commuter Rail service; design recommendations; QA/QC and multiple discipline coordination. Assignment includes preliminary and final design services. (2007-2008/NA) MRCOG/NMDOT Commuter Rail Project (Phase 2): Project Manager responsible for the development of conceptual, preliminary and final design for the implementation of the commuter rail service between Albuquerque and Santa Fe, New Mexico. Assignment includes the upgrade of existing BNSF track between Bernalillo, NM and the new tie in point, design of new commuter rail track between the tie in point and existing Santa Fe Southern Railway (approximately 18 miles) and upgrade of the existing Santa Fe Southern track from the tie in point to downtown Santa Fe. (2008-2008/NA) Locomotive Quite Zone Mitigation Study, Tempe, AZ: Project Manager responsible for the development of safety mitigation measures for six highway/rail at -grade crossings within the city of Tempe. In 2005, the City completed and submitted all the forms required by the Federal Railroad Administration (FRA) to implement locomotive quiet zones for nine highway/rail at -grade crossings. During site inspections in August 2005, six of these crossings were identified as having safety concerns that the FRA felt should be mitigated. Partially due to the work our firm has done on previous projects, the City requested our assistance with these safety mitigation efforts. Work has included the development of conceptual designs, which will be followed by the preparation of preliminary and final designs for the options chosen by the City for mitigating the safety concerns at each crossing. (2006 - 2007/NA) Evaluation of the Rail Transport of Uranium Mill Tailings, Moab to Crescent Junction, Utah: Senior Track Designer responsible for the track design portion of a project involving the movement of approximately 10.6 million tons of low-level uranium tailings from their current site in Moab to a new disposal site in Crescent Junction. (2005-2005/NA) Commuter Project Implementation Plan, Various Locations, New Mexico: Task Manager/Rail Designer responsible for coordinating a study involving the provision of commuter rail service between the cities of Santa Fe, Espanola, and Los Alamos. (2005 - 2007/NA) Establishment of Locomotive Horn Quiet Zones, Flagstaff, Arizona: Project Manager responsible for coordinating a feasibility study to establish locomotive horn quiet zones within the city of Flagstaff. Duties involved acquiring and reviewing required documents; performing site investigations; coordinating efforts with the railroad and the FRA; making recommendations for public education programs, as well as for maintenance responsibilities for the equipment needed to make the crossings quiet zone -compliant; and developing quiet zone preliminary/base and final reports. (2004-2004/NA) Final Engineering Design for the Central Phoenix/East Valley Light Rail Transit System, Phoenix, Arizona: Senior Track Designer for the development of trackwork standards and directives for the design and construction of the first phase of the Central Phoenix/East Valley Light Rail Transit System. Additional duties included reviewing and making recommendations for trackwork procurement and installation specifications, as well as developing trackwork quantities to be used for construction cost estimates. (2002 - 2004/NA) AECOM Resume Mr. Baker brings over 30 years of diverse railroad experience. His background includes three years of railroad research at Texas Transportation Institute (TTI), 13 years of Class I railroad engineering, construction, maintenance management, as well as over 14 years of railroad consulting and construction. He has developed expertise in railroad engineering, track maintenance, track construction, railroad operations, railroad planning, leadership, and fiscal management enabling him to develop turnkey solutions for success. Port Terminal Railroad Association, Houston, Texas: Designed and constructed the 150-car yard expansion at Manchester Yard. 7155 Mason Corridor Project Management Services Mike 1N. Baker, PE Railroad Advisor Education MBA, , University of Houston BS, Civil Engineering, Texas A&M University Registrations PEHCA, Registration No: 40502 (Civil) PEHTX, Registration No: 84343 (Civil) Kansas City Southern: Constructed 25 miles of main track from Rosenberg to Affiliations Victoria, TX. A R '1 d E & Capital Metropolitan Transportation Authority, Austin, Texas: Installation of 52 Crossing Warning Systems. CARBO Ceramics, Alice, Texas: Designed and constructed a 13-acre transload facility to be served directly by KCS Railroad mainline track. Kansas City Southern: Provide surfacing crew on live main track. Port Terminal Railroad Association, Houston, Texas: Furnished and installed 12,000 crossties which included surfacing where ties were installed. New Orleans Public Belt Railroad, New Orleans, Louisiana: Relay 14,000 track feet of rail, renew 4,000 crossties, install 16 new #9 turnouts. Port Terminal Railroad Association, Houston, Texas: Designed and constructed 15,600 track feet of siding on Class I mainline track. Texas Department of Transportation, Austin, Texas: Replacement of 37,500 crossties and 72 miles of ballast track surfacing and alignment. Northeast Texas Rural Rail Transportation District, Sulphur Springs, Texas: Rehabilitation of 20 miles of main track. Brazos River Navigation District, Port of Freeport, Texas: Provided and constructed 1,300 TF of railroad track and building modifications. Port Terminal Railroad Association, Tie Installation Program, Houston, Texas: This project consisted of 7,950 crossties which included surfacing where ties were installed. Southern California Regional Rail Authority, Los Angeles, California: This project consisted of installation of 18,000 ties on 80-mile per hour commuter track. Metropolitan Transit Authority, Houston, Texas: Provided all the necessary resources for emergency repair services in the area of track work and other merican ai roa ngineenng Maintenance of Way Association (AREMA) Experience Years with AECOM: 1 Years with other firms: 0 AECOM Res=6 7155 Mason Corridor Project Management Services Mike RX. [faker, PE Continued light rail systems as needed. Texas Pacifico Transportation, Ltd., San Angelo, Texas: This project consisted of rehabilitating railroad track between San Angelo, Texas and Alpine, Texas. Rohm & Haas, Deer Park, Texas: Design and construction of a No. 9 crossover between Rohm & Haas C6 storage railroad track and PTRA's equity siding track. Capital Metropolitan Transportation Authority, Austin, Texas: This project consisted of 20 miles Continuously Welded Rail (CWR). Responsible for the relay of 90# jointed rail with new 115# CWR on live track. Capital Metropolitan Transportation Authority, Austin, Texas: This project consisted of furnishing all supervision, labor, other track material, equipment, transportation and incidentals necessary to rehabilitate railroad track. This includes installation of 22,400 crossties. Shell Chemical LP, Deer Park, Texas: Was responsible for inspecting signals at railroad crossings and perform monthly inspection and repairs. Houston Polymers: Designed and constructed a 300-car Storage Yard for a Plastic Packaging & Storage Facility. Robertson's Ready Mix, Southern California: Designed a railroad bulk loading and unloading facility in Southern California. Capital Metropolitan Transportation Authority, 2002 Track Rehabilitation, Austin, Texas: This project consisted of furnishing all supervision, labor, other track material, equipment, transportation and incidentals necessary to rehabilitate railroad track. This included installation of 32,215 crossties. Capital Metropolitan Transportation Authority, 2002 Crossing Warning System Improvements, Austin, Texas: Was responsible forfurnishing all required design, circuit plans, material, and labor necessary for installation of 31 railway crossing warning systems. Port Terminal Railroad Association, 2001 Capital Improvements: This includes installation of 25,714 cross ties, and 13,000 net tons of yard ballast including surfacing. This work is being performed on "live track" at PTRA's north and south shore subdivisions. New Orleans Public Belt Railroad, 2000 Capital Rail Program, New Orleans: GCRG laid five track miles of second hand 115-pound ribbon rail. Port Terminal Railroad Association, 2000 Capital Improvements: Installation of 27,000 cross ties, 12,000 LF switch ties, and 17,000 net tons of yard ballast, which included surfacing. This project was located in Harris County on the Port Terminal Railroads North and South Shore Subdivisions at various yard locations. All work performed under "live track" conditions. Port Terminal Railroad Association: Constructed a 210' PSC bridge for PTRA on Union Pacific Mainline to Strang. This project had numerous obstacles including over 40 pipelines, high voltage power lines, road crossing and a live second main track. This project was completed within a month. Port Terminal Railroad Association: The project consisted of 3.2 acres of clearing, grubbing & tree removal, and 5,100 CY of filterbed embankment, 2,590 CY of stock piling topsoil and 3.2 acres of seeding. Kansas City Southern Railway Company, Joplin, Missouri: Design and Construction of a 3500' Passing Track Extension with a 122' Prestressed Concrete Bridge. This work was performed under "live track" conditions. • • • • • • • • • • • • Appendix A-3 • • Summary Project Schedule • • Financial Summary Spreadsheet • • Risk Register • • • Document Control Log and • Filing Index AECOM Appendix A-3 7155 Mason Corridor Project Management Services . . . . . . . . . . . . . . . . . . . . . Mason Corridor MAX BIRT -Final Baseline Version 9 (Engineering Revisions)l 0 1 ;j;j ;;� W 123.83%1887 113- S�p.06 A 12 1 -SOp- 12 . . . �Pr.g P31 00 Frog Stan P3000 iProject Start 0 0 .0 121-Ap,-08 A P3660 0 1 R—n.. - bite 0 o I b D 100% 0 IT-��v-68A Perri— 21�_ 0 C.hlingon.y Flo.t 6 M__' o 30 oii� b �2�A.j!T�r 09M� 0 27-JW4_2_ Xkg-U P3090 mProgm, Cl,se-ow I FTA S,br6 Fin . s6.,W_IFF� 1; _-_ j M—g—M Pla. (PMP) q61 f 1101 734 1 3 7 112 0 23 12F3-1'. 2% 51:P IN_' 2�7 TI08 A 30-Sep-09 3691 138 Q_4321 1 Apr-OB A 19-Jun -Oq _ 100% 68 Cl 1 723 , 13 Ee;,.06 A OS Sep08 A 2" 198 1 31.5%. 74 1174408A:01-Sep-09 48�1 1613_-81 7-r�o -08 A 109-Sep-09 329 � _1 T i— 26 05J,,,,09 A ITTTT—. 10 07 651 R23 1 1 TF/;_,' F1ASub Pe.Irtqw Ii.. M ... 9 PI- IRAMPI FTAS,,bIFinan g.., WPlan FTA S-1.1, - Risk manawmem Plan (RIAP) 1TA PI,,, (11-) IFTASA-h- Thild Party Ag—.— P. .,nIsUIoA 130 505 1 463 � 8. q3 j2�% 4.2 0LJ.,n-Jan A 124-tA.y- 10 13 1 ;3 1 4 . �' 2 23_J" 867 AT s _ C — H_ 69 2±MvisEl 2LI01 2 1 248 114.49%j _05-J,,.-09 A 121-0�t-09 42 1 211 374 1 332 11,23%.L42 OSJ-09 A 13-J-10 133 60110,45% 1 42 105-J-2: A I 11-Fll-ll 42 1331 359 360 1 0 05-J,,,,- A TO-F b-10 14631 43 30 130.32%, 1 42 105-Jan-097 117-M.1-09 4*J In CW %I.ma ) YJW2X.LQ Wj�. 157 4681 393 16** 14-Nov-08 A 115-Mar-10 20 356 262 26.41% N-08 A 04-N.,09 287C351 17-Mar-10 is Jrd Party Aq— -is D, Ag,T� ue ihO nfel eNSP Railway _a0. - .r— Slate _ROW- Other Pr,wnt- Phana Row. Properties Ph.II _ I CIPO.jmncy (i during Final D-P.) _351 T91 414 403 I-A,,-09 7 -Jun:10 0 IM. �794R353M353]M0*/.=ON01TJGM i W 9MI8?_ 1100 FEMrI'PaintltunB 134 289 289 1 w U 10 9 02! 11 0 156 156 Fln,l Design 20 289 289 Construction c 0 24- u 12 112111516 . .... 0 3 ,. D.-ln .. Cmewctlon B: , 0 24- g-12 IL 11 -10 a T 1 Remaining 1dEffort CIRemaining Paso I Of I Project N, Nb Conido, NIAX BR I Final Baseline -.9-P- o ..' C—int Mason Corridor BRT - City of Fort Collins, CO R-3,u—) A-'- I el. 0 1-.1 COB—, Program Baseline Schedule 9 -Revision 0 Stanl) I'�"T�6 lzi,,i,h D: 21 -Sp-I 2 AD—W —.1 — . . .1-t— Summary View Roll -up DIth DaleF&-f)q Ly,,,,l N Mal— HK I SIy Vil, + October 20, 2009 Changes - R,fll,p P'.j I .... D. M .. C,nid., NIAX-9 ,,d D 21-1 9 10,01 AECOM Appendix A-3 7155 Mason Corridor Project Management Services Mason Corridor MAX BRT Project. Budget Summary Period Ending May 31, 2010 FTA Standard Cost Categories (SCC) Current Budget (SCC) Previous Totals Cost Incurred This Period Total Cost Incurred to Date Budget Percent Complete Balance Remaning Notes 10 GUIDEWAY & TRACK ELEMENTS (route miles) $ 20,686,000 $ - $' - $ - 0.00% $ 20,686,000 20 STATIONS, STOPS, TERMINALS, INTERMODAL (number) $ 9,652,000 $ - $ - $ - 0.00% $ 9,652,000 30 SUPPORT FACILITIES: YARDS, SHOPS, ADMIN. BLDGS $ 1,969,000 S - $ - $ - 0.00% $ 1,969,000 40 SITEWORK &SPECIAL CONDITIONS $ 8,349,000 $ - $ - $ 0.00% $ 8,349,000 50 SYSTEMS $ 7,641,000 $ 326,083 $ - $ 326,083 4.27% $ 7,314,917 1 Construction Subtotal (10 - 50) $ 48,297,000 $ 326,083 $ - $ 326,083 0.68% $ 47,970,917 60 ROW, LAND, EXISTING IMPROVEMENTS $ 14,405,000 $ 1,565,804 $ 118,184 S 1,683,988 11.69% $ 12,721,012 2 70 VEHICLES (number) $ 5,111,000 $ - $ - $ - 0.00% $ 5,111,000 80 PROFESSIONAL SERVICES (applies to Cats. 10-50) S 10,191,000 $ 1,884,258 $ 391,776 $ 2,276,034 22.33% S 7,914,966 3 Subtotal (10 - 80) $ 78,004,000 $ - 3,776,145 $ 509,960 1 $ 4.286,105 5.49% $ 73,717,895 90 UNALLOCATED CONTINGENCY $ 3,996,000 $ - $ - $ - 0.00% S 3,996,000 Subtotal (10 - 90) $ 81,970,000 $ 3,776,145 S 509,960 $ 4,286,105 5.23% $ 77,713,895 100 IFINANCE CHARGES S $ - $ - $ - 0.00% $ Totaf Project Cost (10 - 100) S 81,970,000 $ 3,776,145 S 509,960 $ 4,286,105 5.23 % $ 77,713,895 Notes: 1. Mason and Howes two-way street conversion 2. Includes 51.105 million STC land acquisition 3. Includes consultant and City charges AECOM Appendix A-3 7155 Mason Corridor Project Management Services Mason Corridor MAX BRT Project Risk Register Status May, 2010 Risk Item Risk Item Description Potential Project Probabilityof Occurrence i - No. Impact Initial Current Responsible Party Status BNSF C&M Schedule delays and increased costs due Steve McQuilkin, CPM Closed Signed March 15, 2010 001 Agreement - to inability to negotiate agreement with. Medium High Low Erika Keeton, City Engineering Downtown BNSF for Mason 2-way street conversion Stephanie Sangaline, RR consultant PUC Application - Schedule delays and increased costs Steve McQuilkin, CPM Open Final Ruling issued in December, 2009 002 Downtown related to Public Utilities Commision Medium High Low Erika Keeton, City Engineering approval of at -grade railroad crossings for Stephanie Sangaline, RR consultant Mason 2-way street conversion BNSF Construction Schedule delays and increased costs due Steve McQuilkin, CPM Open Per PUC ruling, scheduled to be 003 - Downtown to contruction to be completed by BNSF Medium High - Medium Erika Keeton, City Engineering completed no later than 3/31/11 forces Stephanie Sangaline, RR consultant BNSF C&M Schedule delays and increased costs due Steve McQuilkin, CPM Open Field diagnostic meetings held on 2/17110 004 Agreement - to inability to negotiate agreement with High High Medium Erika Keeton, City Engineering and 2/18/10; Draft agreement scheduled Guideway BNSF for BRT Guideway - Laurel to South Stephanie Sangaline, RR consultant to be submitted to BNSF July, 2010 Transit Center PUC Application - Schedule delays and increased costs Steve McQuilkin, CPM Open Field diagnostic meetings held on 2/17/10 005 Guideway related to Public Utilities Commision High High Medium Erika Keeton, City Engineering and 2/18110; PUC application scheduled approval of at -grade railroad crossings for PP 9 9 Stephanie Sangaline, RR consultant to be submitted to PUC June 2010 BRT Guidwewa BNSF Construction Schedule delays and increased costs due Steve McQuilkin, CPM Open Work to be scheduled prior to and in 006 - Guideway to contruction to be completed by BNSF High High High Erika Keeton, City Engineering conjunction with BRT construction forces Stephanie Sangaline, RR consultant BNSF Railroad Schedule delays and increased costs due Steve McQuilkin, CPM Open Draft easement exhibits submitted in April 007 Easement to inability to obtain easements for BRT High High High Erika Keeton, City Engineering 2010; Final easement agreement 9 Agreement - 9 Guidwa Laurel to South Transit Center Y' Stephanie Sangaline, RR consultant scheduled to be submitted in September, Guideway 2010 Spring Creek Scheduling delays and increased costs Steve McQuilkin, CPM Open City working with FEMA to address non- 008 FEMA Permitting due to FEMA permitting requirements High High Medium Brian VareIla, City Floodplain Adminstrato levyembankment issues; CLOMR associated with construction of BRT Anderson Consulting Engineers application submitted 4/9/10 Guidwa in the S rin Creek Flood lain Real Estate Schedule delays and increased costs due Steve McQuilkin, CPM Open Appraisals and acquisition of 31 of 42 009 Acqusition to inability to acquire property from 43 Medium Medium Medium Helen Matson, CityReal Estate Services private properties in process property owners to accommodate BRT Real Estate consultants ROW Irrigation Company Schedule delays and cost increases due Steve McQuilkin, CPM Open Irrigation agreement negotiations in 010 Agreements to irrigation ditch agreements with four Medium Medium Medium Erika Keeton, CityEngineering 9 9 process separate irrigation companites Utility Agreements Schedule delays and increased costs due Steve McQuilkin, CPM Open Utility agreement negotiations in process 011 to utility relocation agreements Medium Medium Medium Erika Keeton, City Engineering Unknown Utilities Schedule delays and increased costs Construction Manager Open Utility potholing for BRT corridor has been 012 associated with encountering unknown Medium Medium Medium CityEngineering 9� g completed, final potholing to util[ies during construction Construction contractor be schedule be scheduled in advance of construction n FTA Project Schedule delays and increased costs due Steve McQuilkin, CPM Open 65% conformed plan package and cost 013 Construction Grant to inability to meet FTA requirements for High Medium Meum di Helen Migchelbrink, City Engineer review to be completed in June, 2010; Agreement construction funding grant agreement Final BNSF agreements scheduled for October, 2010 Risk Risk Item Description P PotentialProject Probabilityof Occurrence Responsible Party Status No. . Impact Initial Current . CSU Agreements Potential for schedule delays and Steve McQuilkin, CPM Closed Final agreements approved 2/16/10 014 increased costs due to CSU agreement Medium Medium Low Helen Migchelbrink, City Engineer requirements Escalation of Risk of impacts to project budget due to - Steve McQuilkin, CPM Open Cost estimates to be updated at the 65%, 015 Construction escalation of construction costs, labor and Medium Medium Medium Helen Migchelbrink, City Engineer 90%and final construction package Material Costs materials overtime submittals Hazardous Schedule delays and increased costs Construction Manager Open Phase 1 site assessment completed 016 Materials associated with encountering unknown Medium Medium Medium CityEngineering 9 9 during EA. Phase 2 site n2010 hazardous materials during construction 9 Construction contractor scheduled to be completed by June Shared Parking Potential for schedule delays and Steve McQuilkin, CPM Open Negotiations with four property owners is 017 Agreements increased costs due to inability to Low Medium Medium Helen Matson, City Real Estate Services in process to secure shared parking P 9 negotiate agreements with four property 9 9 P P Y Real Estate consultants easements owners for shared Arkin AECOM Appendix A-3 ATTACMENT VI S - Sent R - Received PROJECT DOCUMENT CONTROL LOG I - Internal Chronological Log PROJECT NAME: Mason Corridor BRT PROJECT NUMBER: 7155 Mason Corridor Project Management Services Dates Ore Inator Reci lent a 3 E L g o p Additional a IY Orlg Doc Receivetl u u Subject Comments Protect Filling No. 00D01 202.1 S Letter 12123108 Steve MCQuilkin, City Jennifer Stewart, FTA Updated Mason Documents O0002 304.1 5 Workortler Ot/0&09 Fester Valuation Company, LLC Patrick Rowe, City Appraisal of 4919 S College Ave Pfopedy 00003 304.1 S Workorder 01/05/09 City of Fort Collins, Attorney Jeanine D Peterson, FEMA City of Fort Collins Adoption of Read Insurance Rate 00004 203 S Meeting Notes 12109/08 Sieve MCQuilkin, City Steve MCQuilkin. City CSU IGA Draft W(3/09 DD005 203 S Meeting Notes 11/13/08 Steve MLQullka, Cu, Sieve McQuilkln, City Fleet Management Plan 00006 203 S Notes 1D21I08 Sieve MCQuilkin, City Real Estate/BNSF Team Meeting Notes fmm meeting 2/4109, Agenda attached 00007 203 S Meetrg Agenda 12111/08 Steve MCQuilkin, City Tom Mau- Adam Rolstad, Proposal. Phase I, Downtown 10 CSU CDOT Headquarters 00008 203 S Meeting Notes 12/03/08 Sieve MCQuilkin, City Sieve MCQuilkin, City 3r6 Party Agreements 00009 203 S Meeting Notes 12/18/08 Terry Rosapep, FTA Jeff Scheick, Clly & FC Cover Letter 00010 203 S Meeting Agenda 12/18/08 Terry Rosapep, FTA Darin Alabury, City of FC Confirmation W local matched luntls D0011 510.3 5 Letter ()Vi6109 Sieve MCQuilkin. City Core Team Signage Meelirg 00012 203 5 Meeting Agenda 01/21109 Stave MCGuilkin, City City and CSU Meeting Notes fmm meeting 1121/08 00D13 202.1 S Letter 01/30/09 Steve MCQuilkin, Ciry Senator Mark Udall Update on Mason Project 11 00014 202A S Letter o1114109 Sieve MCQuilkin, City Core Team Core Team Meeting Agenda 00015 202.4 S Letter O1/14/09 Steve MCQuilkin, City Real Estate/BNSF Team Meeting Notes from meeting 1]7/09, Agenda attached 00016 202A S Leiter O1/14M9 IRS Vwon lnfmslucture W-9 Request for Taxpayer ID A ad Cedifcation 00017 510.8 S E-Mail 02/04/09 Collins Starke, Mark Jackson, Rick Coal Reduction AIL Miff 510.8 S E-Mail 12/16/08 Jennifer Slowed, FTA Steve MCQuilkin, City real LONP 00019 5108 S Manual 12119/OB Bruce Bernhard, PxCbell Steve MCQuilkin. CityMaint. F,oluy Review Comments 00020 510.8 R Safely Plan 10/10/08 Isteve MCQuilkin. City PMOC Res rise 10 PMOC Comments OOD21 201.1 R Letter 11/20/0] Steve MCQuilkin, City Bonnie Reeng WOMorder APR-09-2008 00022 203.3 R TmnsrNttal 12/17108 Terry Rosapep, FTA Clarence Marsella Sample LONP's 00023 203 - S Status Report O1IO6I09 D, Anthony Frank, CSU Mike Freeman, City of FC Support for Mason Conidor 0002a 203 S Meeting Agenda 011OW09 Felsbur,, HPIl Ullevig Sieve McQ &a, City 5 aerial maps 00025 203 S Meeting Notes /1101/09 Sieve MCQuilkin, City Sieve MCQuilkin, City Legal )-puione 2/8109. Exhlbil A 00026 305.11 S Tax Fonn 02109/09 Sieve MCQuilkin, City Eric Dahlgren; Janet Mclague; BRT-L8P Coordination Meeting Notes from April 1, 00027 202.1 S Lefler 1223108 Steve MCQuilkin. CitySenator Michael Bennet U ale on Mason Praia. 00028 202,3 S Leiter 12/09rue Felsbur , Holt 8 Jllrvig Steve MCQuilkin, CI Transmittal OD029 202.3 S Leiter Follow -Up 12/19108 Sieve MCQuilkin, City Steve MCQuilkin, City Mason Progress 8 Status Report (since 10120/08) D0030 202.1 S Letter Follow-U 0M(iffl9 I ISt- MCQuilkin. City Con resswoman Birriv MarkeyU ate on Mason Pro ecURe test for meetin OOD31 308.2 S IGA Draft 02/06109 1 ISI.- MCQUllkln, Cil Sieve MCQuilkin, City Risk Maria era- Plan, revised 1/30/09 00032 510.6 S Management Plan 11/26/08 Steve McQuilkn, Cit Mad Sillner, Ci STC-GrantA Iicalion 00033 203 S Meeting Notes 02/04/09 Stephanie Sangaline, FHU Sieve MCQuilkin, City Legal Doeriptions Revisions, Exhibit A 00034 202.2 S Pro osal 121N108 Tetry R.-Ipap. FTA can, Allebu . Cu,of FC Letter Pro'ect Develo merit A royal 00035 510.9 S 3rd Party 01/30/09 A reamers Steve MCQuilkin, City - File QC Review of SSMP 9/2I09 00036 2021 R Letter 1126MB Sieve MCQuilkin, CityOnala Atala Cast eslimale SSMP 00037 2W2 l R Lefler 11126/08 Sieve MCGuilkin. City Onala A1ala Project size Is not propodional to level of efort in D0038 203 S Meeting Notes 11/21/OB MC Sieve Quilkin, cityieve SMCQuilkin, Guy develo n S Springi Creek FkoSMPdplain. multiple documents 00039 201.5 R Letter 112,tM8 Steve MCQuilkin. Ci Core Team Core Team Meeti A entla 00040 308.2 R me NIA Felsbur . Ho118 Ullevi Slave MCQuilkin. Cit Review Workbook 00041 402.1 S Legal Descriptions 02/08/09 Steve MCQuilkin, City Sieve MCQuilkin, City RFQ Draft 00042 402.4 R Legal Descriplans 02/0&09 Diane Jone, Deputy City Manage Steve MCGuilkin, City Memo 9125109 R-i- 00043 411 S Multiple Page 02/03/09 And- Faucell, Ayres Associates Sieve MCQuilkin, City Ayres DrainagESIudy R Transmittal Ot/30/09 Pat Hyland. CSU Helen Matson, City of FC Subject: Maso- City and CSU/CSURF 203 S Meetin A enda 02I05/09 Felsbur ee00045 00046 510.9 S 3rtl Party .Holt 8 Ullevi Kathleen Bracke Cit of FC Transmittal, Conic tlocumen(s reemems Ton Atala, AECOM FTA Safe and Seca emenl Plan 10/6/0900047 510.6 5 Manage -Plan D2106109 StoveCQuilkin Cil Nanc Hud City-CSUJoitPaper 00048 510.5 S Management Plan Ot/301D9 Sieve McWilkin, City Atlam Rolstad, CDO308T September 9 Invoice 00049 510.3 S Management Plan O1113109 Suave MCQuilkin, City Steve McQuilkln, City Progress Report, September 2009 OOD50 510.2 S Management Plan Ot/30/09 A1tI-Lingle.Massey Architects Sieve Seefed Proposal for South Transil Center Revised letter from 00051 203 S Meelin te Minus 12/09108 Si eve MCQuilkin, city Core Team Core Team Meetin A entla with notes nden 6I10109 00052 203 S MortIne A enda 02/1&09 I IST.- MCQuilkin, Cit Steve MCQuilkin, Cit 3r1 Padv A reemenla, color co 00053 2012 S Memo O2/20/09 1 Isla- MCQuilkin, City Citv of Fort Collins Dmine elUtilit Coordination M-u- 00054 402.2 R Legal Descriptions 02/26/09 FTA Sieve MLQUilkln. City FTA Gormrenls 0DO55 203,3 R Transmittal 02124/09 Pat Hyland, CSU Helen Matson, Cluy of FC Subject: Mason Corridor- City and CSU/CSURF meeli s OOOSfi 202.1 / S E-Mail 12/10/08 Cif of Fort Collins Em b ees Risk Maria emem: CitySafetyManual 00057 309 S E-Mail 12I18108 Stave MCQuilkin, CitySieve MCQuilkin. Cit STC Pro'ect Team Directo 00058 309 S E-Mail 12129/O8 Sieve MCGuilkin. CitySieve McQuilkn, Ciu Cost EsGmale 8114108 00059 -ma 510 S Before 8 After Sep. SWtl OB The Spitfire Group,.LLC Dean Erickson, Ciry Sharepoiut To 201.1 R E-Mail 12112/OB Steve m1cuilkin. Cit Bonnie Roan W.*-ar APR-07-2008 OOD61 202.4 S Leiter of 12105108 Sieve MCQuilkin, City Jennifer Stewad, FTA Meeting Summary Untlerslandin 00062 201.1 R E-Mail 12/23/08 Sieve McQuilkln, City Executive Management Team Mason Corridor Executive Management Team Meelin OOOfi3 201.1 R E-Mail 1210928 Sieve MCQuilkin. CII Core Team Minutes and Notes Mason Corridor Core Team Meetin Notes 00064 510.2 R PMOC Comments Dec. 2008 Aller.Lingle.Massey Amhit- Sieve Seefeid Proposal for SouN Transit Center Revised teller I- 00065 308 R Deed 01/12/09 ARRA 6/10/09 Prgecls W066 410.2 R Ph siwl Needs 0625/07 Sieve MCGuilkin, Cil Steve MCQuilkin, Ci Executive Team 918109 OOOfi] 203 S Meeli Mlnules 02111I09 Steve MCQuilkin. Cu Sieve MCQuilkin, IfFleet Maria ement Plan, revised 2/6/09 00068 201.1 S LONP 2007 Steve MCQuilkin, Cil Sieve McQuilkln, Cit Handwritten Notes 00069 201,5 R E-Mail 12/01/08 Sieve MCQuilkin. Cil Jennifer Stewart, FTA RAMP Manual U ate 00070 201.5 R E-Mail 12101I08 Slave MCQuilkin, Gil Real Estate/BNSF Team Real EslalelBNSF Team Meetin E % k 0- 0 3 / / 0 E \ 7 / ® § R /co \ O k -0 2 a)c coE # § ƒ 2 / LL $ \ < / \ 3 ƒ 3 ƒ � $ ƒ § o R rrd 6 E g e w c w U k / \ \ \ \ \ \ \ aC) -OGQ LuZ o IwQrr 00 % a-» g » Q 2 w U L O o ƒ � E a g % c LL F ) > / k f k E k 2 k E ƒ L) k k � \ £ w < = Z / \ m ) / @ $ 3 E z t ƒ ƒ 2 ƒ \ 0 a 2 \ I R / k = k @ t m t = g I R e ] 0 > Q I c 2 2 E L E k \ \ \ \ \ \ \ $ / w f F w k p W k Q \ ( k ƒ / 7\ 0 3 % 0 \ / f ƒ \ q \ / cr ƒ 3 % / _ / ) I : o / / E/ / % E G < % co/ ° \ \ / \ / $ I / q $ D Z a / k / a) ƒ /co § / / k$ / R \ / 9 m f g R m It e & CO NT o o 0 0 0 0 0 0 &&&& 0 0 0 0 6& 0 0 m 0 w 0 w 0 6 0 w 0 7 a) / ± O / _0 . / / 2 E a)/ / o . . f ƒ c 0 E _ ¥ \ k % 0) / % G % o ƒ a G� % c _ g°» � _ ° � m o k / @ 0 .g 0 0 7 -° C)% E c- .g E o £__§ R U f » \ e 5 /ƒ m ® e% / 5 E_ "5 t 3 c g c c R O% E e 5ƒ R ) 7 a<_ 0 2 q«° c£ /§$ C ƒ k / / 3 \ % / $ o / $ / / / § 0 $ @ £ c _ // 5 0 0 0@ o« < c 2% a- o O c _ m c@ o f o E O R R R E m> 3< c m= c E L U U 01$ '- > m3 6 3 m � Cl) q & \ / \ / / x 9 x 0 0 0 0 0 0 0 0 9 0 @ 0 CO 0 0 0 0 0 0 0 0 a 0 r 0 0 0 0 0 m m m m m m r m r m m m m m n n r r m m m r r m r U< Z0§£ W22o U-00� E LU §e O / CE O ƒƒ 2 \ 7 CO 2 � LU �_ UL q ± - 2 Om -0 z S ƒ d L) q / w � / 2 a) 0) » » E o m ƒ G / E \ c E §$ ° .t!Ee c m f e CZ / $ § o \ CD f 0 /\/ k/\ E f 7§ CO / o k \ / } \ k k ' / / 2 « E o O LL E/ a m\ƒ�\<< m Q 77 % - 2 - \ $ o 0 8 a 0 m� 0 0 m 0 a 0 a 0 a 0 7 a 0 a 0 a 0 w 0 a 0 - a 0 a 0 n r m r m r m r m r m r r m r r � Project Understanding and Scope �t`�l� Risk Management Plan - Quality Management Plan - Real Estate Acquisition Management Plan Financial Management Plan - SCC worksheets, cost estimating methodology and Small Starts submittal FTA has recently negotiated a ' new work order with their project management oversight consultant ,z (PMOC), STV, to perform reviews of all of the Project documents. The RAMP review was held in -- June and Steve is working with the real estate team on the RAMP document. STV is also reviewing all other management plans, proj- ect design, scope, cost and schedule and it is anticipated that updates will be required on all of these documents. The PMT will also be responsible for the coordination of the FTA project construction grant application (PCGA) with support from other City Departments. AECOM brings to the City a significant level of FTA, transit, BRT and Small Starts experience. AECOM has current more than a dozen similar FTA projects in various stages of planning, design and construction. AECOM transit experts such as Jim Lightbody and Tom Williams are available to the Ma- son Team to help guide them through the PCGA application process and other FTA procedures. Meetings: Monthly progress meetings with FTA and coordination and reuiew meetings with PM®C. Deliverables: Document updates of all manage- ment plans, update to project cost estimate, SCC worksheets, and Small Sfiarts submittal, oversight of PCGA application. General Project Reporting AECOM will prepare routine project reports and updates to the City, FTA and other agencies as required. Steve commenced the preparation of monthly progress reports to FTA in July 2009. The progress reports provide important information relative to the status of the MAX BRT project including progress narrative, project cost, schedule and risk register. The progress reports are provided to all members of the project team including the Executive Management Team. Meetings: Internal project coordination meetings as required. Deliverables: Monthly FTA progress report, Monthly. AE-C•OM progress report. AECOM Project Controls AECOM will provide project controls including project schedule, cost, quality, and document control. Project Scheduling AECOM will be responsible for the continued manage- ment of the resource -loaded Primavera project schedule in accordance with FTA requirements. The schedule will be updated on a monthly basis to track progress from the various project teams — i.e. real estate acquisition, railroad, utilities — and will be updated as new schedule and cost data is developed. The master project schedule will form the foundation for the overall MAX BRT project and can be expanded to include construction schedule to be developed in conjunction with the construction contractor. Frank Perricelli of AECOM will continue to provide scheduling services for the project. At this time, it is no surprise that the BNSF agreement ac- tivities are dictating the critical path of the project schedule. It is imperative that the PMT make measurable progress with the BNSF negotiations in order to meet the 2012 project completion date. A copy of the summary project schedule is included in Appendix A. Meetings: Internal scheduling meetings as required. Deliverables: Updated resource-Ioadecl baseline Primavera project schedule and monfihly progress updates. Project Cost/Budget Control The MAX BRT Project has a fairly complex funding and fi- nancial model consisting of numerous City funding sources, CDOT and FTA grant funding, local matching funds from outside agencies such as the DDA, and other local in -kind match such as land value. Considering that there are re- strictions on the use of these 12 different funding sources, combined with the 10 different FTA cost categories and two independent CDOT grant projects — the South Transit Center and the Phase 1 Downtown Project — the manage- ment of the financial model for the MAX BRT Project is a challenging assignment. Steve has worked closely with the City's financial team, Sandy O'Brien and Karl Gannon, to develop a matrix ac- counting system to address the needs of the project. A copy of the financial summary spreadsheet is included in Appendix A. The accounting system is set up in the City's JD Edwards system and Steve works very closely to monitor charges to the Project and assign them to the appropriate account. Steve also works with the finance team on the processing the constant stream of consultant and City invoices and other charges to the project, CDOT 7155 Mason Corridor Project Management Services C C U O co E (a OW LL ca Z N a c0 U cu U N O m O O LL d U N OE O C N a � U O 0 C N � i CL O C M a)O N Q C M W O C U O F— F— LL O 2 LL C/) 'o cr r m N r N c•7 X N x p i O O O O p r N_ m � T O W U Q �t v �t - a CD — 0 O co wzo J O N LLwU� -j C O o a� 6i 75 Q z U w O a z 0 i'- CC CC U) C (n C — E_ i L 0 O OU. i N N Z C O O O N U� Cr � Q _�76 � O O C5 -Q V E C CO O 5 LL (n (n C O O E > iLu 0 03 n UU (nZ r UO F-- U = U - U) M -Q i N w Z cn 0- CL Lu a Q Lu _ U U U (� J C'J 2 m LL U CL O U) c) cn 2 2 N co co N N co Izi- Ln N r r N O O r O N O N O N O N O N O m O C7 O cyi O ,t O 4 O 4 O 4 O V O 4 O Lfi O (O O (O O (O O t� t�: 00 00 06 O 6 IT It It 't't It 'IT ct It NT -It lzt "t 't"t O O O 't O ct O "t O O m E (D 0) cz c cz U a) _O O IL O LO � m WUQ- z0 00 Wz-2O J O N LLWUrr C O ° cu 6i Q z H U w O m r IL LL C C N co z N a O 0 c LL c0 a> U c E aci c ca a) E ca c 0 42 co cn o ca cO c c o (n } W a> U J cnn m c E U Q Q 0 u a> o o 0 Q c E E v> C C cz •U U Q as c in a> mcO Q off$ co (n o w c 2 2 Q LL w ooC i L oC FLLL cn Ca O CV CV C7 'It LO O P- CO CA "T LO M LO m Ln Ln Ln m LO m LO O O O Appendix A-4 Letters of Commendation D AECOM Letters of Commendation 7155 Mason Corridor Project Management Services STATE OF COLORADO DEPARTMENT OF TRANSPORTATION Region Two - North Program OT 1480 Quail Lake Loop Colorado Springs, Colorado 80906 (7 19) 63=1-2323 /.Fax (7 ] 9) 227-3298 DEPARTMENT OF TRANSPORTATION April 7, 2003 RE: Circle/Lake - 1-25 Interchange Project No. IM 0252-307 SUbaeCoum 11933 To Whom It May Concern: I would like to take this opportunity to commend DMJM+HARRIS and Figg Bridge Engineers for their efforts on the 1-25 Circle/Lake Interchange. The DMJM+FIARRIS team was responsive to the needs of' CDOT and was insu-umental in the success of this project. This included close coordination with numerous stakeholders surrounding this interchange complex. The DMJM+1-IARRIS and Figg Bridge Engineers would he a significant asset .to any transportation project. Sincerely, Day id Poling, P.E. Program Manager CDOT Region'—? North Program AECOM Letters of Commendation 7155 Mason Corridor Project Management Services STATE OF COLORADO DEPARTMENT OF TRANSPORTATION Region Two - North Program ®T 1480 Quail Lake Loop Colorado Springs. Colorado 80906 DEPARTMENT OF (719) 634-2323 / Fax (719) 227-3298 April T 2003 RE: N. Nevada/Rockrimn]On Interchange Project No. IM 0251-325 Subaccount 12934 To Whoin It May Concern: The design team of DMJ1%1I+HARRIS, including Figg Bridge Engineers, lne., was contracted in AttgUst Of 1999 to provide conceptual design and public involvement, preliminary design, fur11 design, and construction contract documents for the North Nevada/Rockrimmon Interchange with Interstate 25 in Colorado Springs. Colorado. This interchang,c, estimated at $50,1 to $100M in construction, is one of the capacity projects under desi-Rn as part of the Environmental Assessment fort-25 Corridor through El Pa150 County. 1 have been working with the. DM.IM+HARRIS team over the latst two years during which they have completed a vet _v involved and comprehensive conceptual desii-In and public involvement process and are nearing completion of the preliminary design phase. They implemented a conceptual design process that of fectivcly utilized Cl--JOT tears members, sub consultants, and other CDOT consultants to consistently apply the project cloak and objectives. "'his process was key in identifying aPreferred Alternative that will provide a great improvement to a key interchange location along the 1-25 Corridor. During the preliminary design phase of the project the design team has continued to refine the project. The most notable accomplishment chring this phase has been the implementation of a very detailed structure selection process. This has been key to the project goals as this project is structure intensive, with an estimated S40iM of bridges and walls required. The process provided an effective means to analyze, compare, and dOCtttlletlt several structure types, while coils iderill - overall cost, aesthetics, constructibility, dcuability, and maintenance. Key to this process was significant coordination with CDOT Region 2 staff, CDOT Staff Bricloe. the Union Pacific Railroad, and the regional floodplain administrator. Sincerely, David Watt, P.E. Project 1%4ana«er. Region 2 AECOM Letters of Commendation 7155 Mason Corridor Project Management Services . STATE OF COLORADO DEPARTMENT OF TRANSPORTATION Re ion I Construction 359 Inverness Drive South, Suite K Englewood, Colorado 80112 Phone (303) 790- 1 020 Fax (303)790-1037 February 24, 2003 Nlr. Steve NicQuilkin DMJM+HARRIS 717 Seventeenth Street Suite 500 Denver, CO. 50202 Re: US 85 Project No. IM 0252-323 Subaccount12524 Dear Steve. I would like to take this opportunity to recognize DMJM+I-IARRIS for their design efforts on the US 85 Project for CDOT Region 1. 1 served as Project Engineer on this project from the design phase through construction, which was recently completed in October of 2002. 1 found the DMJM-t-HARRIS team to be responsive to the needs of' CDOT during both the design and construction phase. The construction documents, plans and specifications were well prepared, easy to read and contained few, if any discrepancies. The Town of Castle Rock requested several changes during design and construction and DMJM-+-HARRIS was very responsive in making design changes and resubmitting plans in a timely manner in order to meet the needs of the Town and the Contractor schedule. The construction of the project was very successful and was completed on schedule and within budget with insignificant change orders. I thank you for your efforts on this project and look forward to the opportunity to work with DMJNI+HARRIS on fixture projects. Sincerely. Michael Brenner, Project Engineer CDOT Region I AECOM Letters of Commendation Planning,. Development & Transportation City of Fort Collins March 10, 2008 To Whom It May Concern: 7155 Mason Corridor Project Management Services Transportation Administration 250 N. Mason Street PO Box 580 Fort Collins, CO 80522-0580 970.224-6058 970221-6239 - fax /cgov.com Please accept this letter along with my highest recommendation for R.A. Plummer. I have had the pleasure to work with RA. on several occasions over the past nine years. Each project and assignment was managed well and the product was delivered at the very highest quality on each occasion. My most recent experience with R.A. has been with developing a prototype performance measurement program for the City's Transportation Group. R.A. is an exceptional project manager and brings both Engineering and Planning expertise to any task. He has shown time and again that he will deliver the highest level of customer service and professional capabilities. He is also very skilled in dealing with staff, the public, key stakeholders, and Boards, Commissions and Councils. I have worked with R.A. on very complex, controversial projects and issues and have had successful outcomes on each occasion. Please give R.A. your strongest consideration for any transportation -related project. He is a proven leader with a winning record in Northern Colorado. I hold him in very high. regard and recommend his abilities without reservation. Please feel free to contact me should you have questions or wish to discuss in depth R. A.'s work for the City of Fort Collins. Regards, Mark A. Jackson, AICP Transportation Group Director City of Fort Collins PO Box 580 Fort Collins, CO 80522-0580 (970)416-2029 mjackson@fcgov.com AECOM Letters of Commendation 7155 Mason Corridor Project Management Services DBIA DE51GN-BUILD July 9. 2008 Mr. Mark Mehalko, P.E. Vice President DMJM Harris 717 Seventeenth St. Suite 500 Denver, CO 80202 Subject: 2008 National Design -Build Awards Competition Dear Mr. o, /'>� Congratulations! 1-701E-470 FA-bv Interchange Complex is a National Design -Build Award winner. As such, you will have two tremendous opportunities at the 2008 Design Build Conference & Expo. Nov. 3-5 at the Mandalay Bay Resort & Casino in Las Vegas. First, DBIA will recognize your project at An Evening of Entertainment and Celebration, DBIA's annual awards dinner Nov. 3, We hope that representatives of your design -build team will attend. Full details, including ticket and table purchase information will be sent under a different cover. Second, you may develop a 30" X 40" mounted poster to highlight your award -winning design -build project. The poster will be identified as an "award winner" and displayed during the conference.* As this is for planning purposes only, Please make no formal announcement or your pmiect award until after the Nov 3 awards dinner. But please share this information with your owner and other members of your design -build team. Please review the attached Award Acknowledgement Form to verify that our records are accurate and to make any necessary corrections or additions. Also indicate your desire to be part of the DBIA Education Program during the conference on the Poster Sessions form. Fax all forms, with any updates, to Stephenie Zvonkovich at 202-682-5877 by Friday, Aug. 24, 2008. DBIA will use the information on the Award Acknowledgement Form as the basis for the award announcement at the awards dinner and for its preparation of Presentation documents so please make sure all information is accurate Once again, congratulations. We look forward to seeing you at this year's conference. Sincerely, I 4— Walker Lee Evey President Enclosure D,u✓,�4 -e- DESIGN - BUILD INSTITUTE OF AMERKA 1100 N Street, N.W. • Suite 500 • Washington, 0.(. 20005-5476 • Phone 202.682.0110 • fox 202.682.5877 AECOM Letters of Commendation 7155 Mason Corridor Project Management Services RECEIVED AUG 2-0 2008 PUBLIC HIGHWAY AUTHORITY Adams County, Arapahoe County, Douglas County, Cities of Aurora, Brighton, Commerce City, Thornton, and the Town of Parker, Colorado August 14th, 2008 Mr. Steve McQuilken DMJM Harris 717 17th Street Suite 500 Denver, CO 80202 Dear Steve: It is the pleasure of the Board of Directors and the E-470 Public Highway Authority staff to inform you of the Board's decision to present you with a Driving Force Award for the year 2008. This award will be presented September 11, 2008 at the E-470 Public Highway Authority office at 22470 E. 6th Parkway, Aurora, CO 80018 at the E-470 Board of Directors Workshop and Driving Force Awards Luncheon at 12 noon. You are welcome to attend the workshop which begins at 8:00 am. Please let Diane Lundquist at (303) 537-3737 know if you and a guest will be able to attend. Congratulations on your Award. Sincerely, David Casiano Chairman of the Board of Directors 22470 E. 6th Parkway, Suite 100, Aurora, Colorado 80018 (303) 537-3470 FAX (303) 537-3472 AECOM Letters of Commendation March 31, 2006 Mark Mehalko, PE DMJM Harris 717 17`I' Street, Suite 500 Denver, CO 80202 Dear Mark: 7155 Mason Corridor Project Management Services This letter is to commend DMJM Harris and their Ports to Plains Team for the excellent work and service they provided in developing the Corridor Development and Management Plan (CDMP) for the Ports to Plains Corridor. In particular, the DMJM Harris Team worked very well to listen and respond to input from the 4 states, local communities and business interests along the corridor as they developed the CDMP. DMJM Harris was always responsive to the questions and needs that arose during the development of the CDMP and always made the effort to meet with community leaders along the corridor. We have worked with different consultants on various projects for Ports to Plains, but your team understood the essence of the project the best of anyone to date. That makes the final project much more useful to our coalition. Perhaps the best result of DMJM Harris' efforts was the credible plan to implement improvements along the corridor. The results were developed professionally, communicated in a very understandable manner, and were objective — identifying both the benefits and trade-offs or risks associated with the recommendations. This plan was used as part of our coalition's effort in working with the US Congress in obtaining priority funding for the Ports to Plains Corridor. We continue to use it today as we work with the state departments of transportation and private industries seek additional funding. It is without hesitation that I recommend DMJM Harris for a similar project. I am certain their approach, and more importantly the expertise and integrity their professionals bring, are the precise mix necessary to develop a unique, objective and achievable plans for any corridor they are serving Sincerely, Michael Reeves President R o u t e 3 B o x 3 9 5 L u b b o c k, T e x a s 7 9 4 0 3 P h o n e 8 0 6./ 7 7 5 2 3 3 8 f a x 8 0 6/ 7 7 5 3 9 8 1 w w w. p o r t s t o p I a i n s. c o m Project Understanding and Scope and FTA invoices; and maintaining a handle on the Project budget. At this time, the MAX BRT project has utilized ap- proximately 6 percent of the overall project budget mostly related to real estate acquisition and professional services; and is proceeding within budget. Document Control Steve has established a document control system and pro- cedure for the project. The system is based upon AECOM's QMS document control system and involves a systematic procedure for tracking and controlling docu- ments both hard copy and electronically. Document control filing is maintained at the City's Engineering office. An electronic log is kept on all documents using a Microsoft Excel® spreadsheet. All documents are assigned a docu- ment control number before being filed in order that they may be retrieved as needed. A copy of the document con- trol log and filing index is included in Appendix A. Steve has also established an identical filing system and index on the City's network for electronic documents. Quality Management Plan Our Regional Quality Assurance Manager, David Chase will continue to oversee AECOM's QA/QC procedures on the project. AECOM's in-house Quality Management Program is certified in accordance with ISO 9001 require- ments. Although not necessarily responsible for the quality as- surance activities of the various design consultants, AECOM will confirm that the design consultants have QA procedures in place as part of the engineering oversight program. If desired by the City, AECOM can implement a more formal QA program which would involve formal QA re- view of all design consultants, QA audits on a routine basis and on all project deliverables. A=GOM Risk Management AECOM maintains a monthly risk register in accordance with FTA project reporting requirements. The risk register includes a summary of all risk related items associated with the project — i.e. railroad agreements, utilities, cost escala- tion, etc. It is updated monthly and submitted to FTA as part of the monthly progress report. The risk register is used to assign a level of risk to the project and to deter- mine the amount of cost and contingency and schedule float that must be assigned to the project to mitigate the risk. As the project proceeds through final design, PCGA and the bid phase, AECOM will work with FTA to adjust these contingencies as risk items are addressed and closed. A copy of the risk register is included in Appendix A. Support Services Design Support AECOM offers the City the full range of design support services ranging from specialized technical support in the areas of FTA procedures, BRT transit systems, safety and security, BRT fleet procurement and maintenance. AECOM also offers the full resources of our firm in the areas of civil, structural, traffic engineering. Our Construction Manage- ment department lead, Skip Had is available to assist the City with constructability reviews and other CM related services. Constructability Review AECOM will provide constructability reviews and consulta- tion. Skip Mad, who serves as Construction Manager for the Denver office will be available to assist the project team with these reviews. 7155 Mason Corridor Project Management Services AECOM Letters of Commendation April 9, 2008 To Whom It May Concern: 7155 Mason Corridor Project Management Services FAMMACKS IZf —®iii n1ia 1560 Broadway, Suite 700, Denver, CO 80202 phone 303.299.6990 Over the past 5 years, I have had the opportunity to work with R.A. Plummer on the East Corridor EIS, a complex $15 million, 24-mile cormnuter rail project linking downtown Denver with the Denver International Airport (DIA). This project is extremely important to the Regional Transportation District as it will bring into fruition a long -sought desire to cortnect downtown Denver and the rest of the metro region with rapid transit service to the airport. The constituent base potentially served and impacted both by the project varies from the inner city's most impoverished low-income minority neighborhoods to burgeoning multi -billion dollar green field developments near DIA. R.A.'s skills in developing creative and insightful strategies to address concerns across this range of stakeholders were instrumental in developing and establishing the trust needed to successfully achieve consensus on a number of controversial elements throughout the course of this challenging project. In, addition, I would like to commend R.A. for excellent performance as demonstrated by his ability to successfully balance differing political agendas, provide responsive service, and deliver high -quality work products. Through his direction, sound planning and technical solutions for the District's transit needs in the East Corridor were developed and effectively communicated to all levels of govenmient, from local to Federal interests. R.A.'s breadth of knowledge and expertise spanning both planning and engineering endeavors, combined with his communication abilities, represents a rare and invaluable asset in managing these kinds of complex projects. 1 welcome the opportunity to highly recommend R.A. Plummer and would encourage anyone who wishes to do so to contact me at 303/299-2366 with any requests for further information. Sincerely, ZATrner, AICP RTD Project Manager East Corridor EIS www.rtd-fastracks.com AECOM Letters of Commendation 7155 Mason Corridor Project Management Services April 7, 2003 IL I:t,:, or F,>A::!;:Of. ,•RU;_CI Alan R. Eclonan Ttn-ncr Collie & Braden Inc. 999 1 Sth Street, Suite 1500 Denver, C'O 80202 Dear Alan: 7200 S. Altun 6Vay, Suite,100 . Centennial, CO80112-2201 On bchalfof everyone. at the Transportation Expansion (T-REX) Project, we'd like 303357.9600 Ninne to thank you for your hard work and dedication in dcsigning portions of the S 1.67 720.529AS19 Fax billion highway and light rail improvement project along the Southeast Corridor of sr;m•.trcrprojict.com 1-25/1.225. Never before has a multi -modal project of this scale been attempted in Colorado. Your team faced significant challenges in transforming the vision of T-Rl X into reality. Each challenge was nlet with an equal amount of determination and innovation, both of which have allowed the Project to progress at an incredibly rapid pace. As design nears completion, we would like to take this opportunity to personally thank you for your participation on the "f-REX proicct. Your dedication to the project has contributed to delivering a high -quality product of which we all can be proud. We also want to recognize that this cflort was made at considerable personal sacrifice and we are truly appreciative of that effort. Early on, we established a Design Team Charter that con-unitted the entire T-RF\ team to work together to successfully clesign and construct our project by agreeing to open communication, mutual respect, trust and cooperation at all levels. The specific goals established lilt, safety, cost, Schedule, quality, constructibility and teamwork have been nict by this design team. Most of all, We have thoroughly enjoyed working with you and the entire design staff in achieving the successful completion of this phase of T-REX. ('ongratulations and thank you again for your hard work and significant contributions. We have been fortunate to have Such qualified and talented designers collaborating on this project; and the public will be v:ell-served by the transportation illfi-astructurc inlagincd by you and the entire project CICSis011 team. A cidzemendnnerf, form»unity, supponeriproiecrled bythe S111ccrcly, combined efforts of tha Colo -do (7ryTntlmCnt n1 llanip0'ratiri;i n l end the Be,ionol T,( sportation ry�l�i.%LC.�T,I.. �i;trat.nn us.rx-rx,rlmentnr 1-:1urcnce E. \\'arncr Richard F. C'larkc \V.1-1, (Bill) (\'tuPphV 7onsporiation, along with I , l, ojcct Director 1)c))uty Project Director Pro N'lanagcl- nuaieroin coumies, titles, and .lect 1 -REX Southeast Corridor C 011Si1'tICl01'S jurisdictions. 0@@Rhn 1.01 Project Understanding and Scope Safety/Security The AECOM team brings to the MAX BRT project a unique combination of highly experienced, multi -disciplinary, transit industry -acclaimed experts in the field of system safety and security who have been "hands-on" implementing and ap- plying system safety and security programs at transit sys- tems in North America and abroad for over 30 years. More importantly, our proposed staff are uniquely familiar with the site -specific system safety and security characteristics, challenges and solutions (both in design and procedures) for the MAX BRT system. The AECOM safety and security team, lead by Tony Atala and supported by Yoav Arkin and Isabella Lode, have, in the past year, developed the MAX BRT Safety and Se- curity Management Plan (SSMP) and have recently been developing a System Safety Program Plan (SSPP), System Security Plan (SSP), Preliminary Hazard Analysis (PHA), Threat and Vulnerability Analysis (TVA), and a Safety and Security Certification Plan (SSCP)-for the Final Design (FD) Phase. Our safety and security team has an unequalled, in-depth understanding of MAX BRT design and opera- tional configuration, interfaces, potential safety hazards and security threats and vulnerabilities and their associated risk. Our team has the capability to provide the MAX BRT project with recommended controlling/ mitigation measures that will bring the risk to a level acceptable to the City of Fort Collins, Transfort and the Project management team, in a manner that meets or exceeds the FTA and transit industry requirements, guidelines and practices. Safety and Security Tasks — Final Design Phase: The AECOM team will implement the following MAX BRT Safety and Security tasks during Final Design (FD): Develop System Safety Program Plan. Prepare Plan, coordinate with City staff as needed, and incorpo- rate comments from the City and one submittal cycle from PMOC. Prepare System Security and Emergency Manage- ment Plan. During final design, our team will use any existing documentation that the City has and build on it to develop the System Security and Emergency Management Plan The plan will be reviewed and updated, as required, during the construction phase. We will also prepare plans working with City staff and incorporate comments from City and one submittal cycle from PMOC. During the construc- tion phase, we will coordinate with the City to update exist- ing plan and incorporate comments from the City and one submittal cycle from PMOC. The plan will then be finalized prior to revenue service. Conduct Threat and Vulnerability Analysis (TVA), with update during construction phase, as re- quired. TVA will be based on FTA guidelines and practices such as "Transit Agency Security and Emergency Manage- ment Protective Measures, 2006", and "Public Transporta- tion System Security and Emergency Preparedness Plan- AECOM ning Guide, 2003". We will conduct TVA workshops and analysis; coordinate with relevant project staff/ disciplines seeking their input, present recom- mendations, incorporate comments from the City and one submittal cycle from PMOC. Conduct Preliminary Hazard Analysis (PHA). The PHA will follow FTA's "Hazard Analysis Guidelines for Tran- sit Projects" (January 2000). AECOM will conduct analy- ses and workshops with relevant project staff/disciplines seeking their input, present recommendations, incorporate comments from the City and one submittal cycle from the FTA/PMOC. Conduct Hazard Management. AECOM will imple- ment tracking and resolution of identified hazards. Activities include: - Developing hazard log and input all identified hazards; - Assisting in reaching mitigation measures acceptance by the City; - Leading the hazard resolution tracking process through construction and testing phases to ensure that all haz- ards are resolved prior to revenue service; - Coordinating hazard management and resolution pro- cess activities with all stakeholders; - Incorporating input into final safety/ security certification report. Assist the City in establishing and implementing a consolidated Safety and Security Committee (SSC), and Fire/Life Safety (F/LS) Committee. Activities include: - Helping the City establish one combined SSC acting also as FLS committee; preparing MOU/ charter for commit- tee, and participating in meetings (at a minimum, to be held quarterly). - Scheduling meetings and preparing meeting minutes; - Assisting/coordinating issue resolution as they arise. Develop Safety and Security Certification Plan (SSCP). In accordance with FTA's "Handbook for Tran- sit Safety and Security Certification (November, 2002)", AECOM will prepare the SSCP and, incorporate comments from the City and one submittal cycle from PMOC. 7155 Mason Corridor Project Management Services 1.01 Project Understanding and Scope Develop Certifiable Elements List (CEL) and Certifiable Items List (CIL). Activities include: Developing Certifiable Elements List (CEL); - Reviewing codes, standards and design criteria to develop the certifiable items list (CIL). - Completing the development of, and deliver the CIL. Conduct Design Verification/Reviews and pre- pare a Technical Memorandum. AECOM will conduct workshop with design staff performing design verification; review design verification data. Meetings During Final Design: Safety and secu- rity committee meetings, including the fire/life safety committee meetings and activities, PHA worksho, TVA workshop, Design verification workshop, Presentations to Project management Deliverables During Final Design: SSFP, SSP, TVA, PHA, Hazard Tracking Log, Safety and security committee charter; SSC meeting minutes, SSCP, CEL; CIL, Design Verification Technical Memoran- dum including completed/verified criteria confor- mance checklist, and a draft, initial specifications conformance checklist to be verified during construc- tion by the construction management staff. Safety and Security Tasks — Construction Phase During the construction phase, the AECOM team will per- form the following tasks as they relate to safety and secu- rity certification process: t Provide safety and security Construction Phase verification support. During the construction phase, AECOM will provide safety and security verification support services. The services include: - Updating safety and security certifiable items checklist for construction verification; - Conducting training workshop with the contractor, construction management and the City staff on how to use the safety and security checklist to perform inspec- tion and activities that will verify the construction and installation is in accordance with the design and its requirements. - Reviewing of construction verification data obtained by the contractor and/or the City staff; Provide safety and security support in operations preparedness (rules, procedures and training). As part of the safety certification/verification process, AECOM t Collins will review documents prepared and/or revised by the City and/or Project staff including Designers, City, Transfort, Construction Contractor, and PFA Emergency Manager to ensure that safety and security matters are adequately ad- dressed in procedures, rules and training documents. Provide safety and security support. As part of the safety and security cer- tification process, the AECOM team will provide safety and security support in the development and implementation of emergency preparedness planning, including first respond- ers' training and drills. Safety and Security Certification Verification Report. The safety certification process requires that a safety and security verification report be prepared by the City and approved by the PUC prior to commencement of revenue service. The report will attest that the system is ready for revenue service from a safety and security point of view. To do so, the AECOM team will prepare a safety and security verification report that includes certificates of compliance signed by the project team and construc- tion Contractor as required by the SSCP. We will prepare a draft report for review and comments by all stakehold- ers. We will incorporate comments from the City and one comment cycle from PMOC and submit the final report for approval by the PUC. Meetings During Construction: Safety and security committee meetings, including the fire/life safety committee meetings and activities, workshop with construct1-7711management staff performing construction verification, meetings with construction management sfiaff performing construction verifica- tion, meetings with Operations/ Maintenance/ Train- ing/ Transfort staff and emergency preparedness managers, presentations to Project management, as needed, meetings with the FTA/PMOC, as required. Safety and Security Deliverables During the Construction Phase: Updated SSPP; updated SSP; updated SSCP; updated Hazard Tracking Log, schedule, coordinate, attend and prepare meeting minutes of safety and security meetings as listed above, and as required; updated specifications conformance checklists; updated Certifiable Items List (CIL}; review -comments on documents prepared and/or revised by the Project staff including Design- ers, City, Transfort, Construction Contractor, and PFA Emergency Manager; safety and Security Certifica- tion Verification Report; submit Draft report, includ- ing certificates of compliance signed by the project team and Construction Contractor as required by the SSCP; incorporate comments from C•it�y, and one comment cycle from PMOC; and submit Final Safety and Security Verification Report. 7155 Mason Corridor Project Management Services cfty of Project Understanding and Scope t_�[!nS 7 Summary In this Proposal, we have demonstrated just a brief over- view of our understanding of the MAX BRT project and the Scope of Services necessary to lead this Project to. successful implementation. Over the past 20 months, AECOM, and in particular, our Project Manager, Steve McQuil.kin, have become intimately involved in the details or this Project. Our firm and our Project Manager are com- mitted to seeing the MAX BRT project through final design, construction and revenue service, and working together with the rest of the City's Project Management Team - Helen Migchelbrink and Erika Keeton - we are confident that we will be successful. ACOM 7155 Mason Corridor Project Management Services