HomeMy WebLinkAboutRESPONSE - RFP - 7390 CONSTRUCTION MANAGER FOR MAX BRT PROJECT1 -1-
Project Construction Management Services
Proposal for
Construction Management Services
Mason Corridor
May 2012
2 -2-
Project Construction Management Services
May 23, 2012
Mr. James B. O’Neill, II, CPPO, FNIGP
Director of Purchasing and Risk Management
215 North Mason Street, 2nd Floor
Fort Collins, CO 80524
RE: Proposal for Mason Corridor – MAX BRT
Construction Manager Services - 7390
Dear Mr. O'Neill:
Thank you for the opportunity to present the CH2M HILL team qualifications to the City of Fort Collins. Our
team is built from firms who believe and act through trust, dedication and quality. We recognize the need
for your consultant team to act as a direct extension of your staff. To this end, we have sought out local,
trusted individuals to play key roles in the construction delivery. This is backed by our national reputation and
leadership in the transportation and transit industry.
The Mason Corridor – MAX BRT project is one of the largest capital improvement projects the City has
undertaken. We stand ready to assist city staff through a unique partnership that will deliver the project on
time, on budget and to a high degree of quality. The project provides great challenges building through the
city’s urban core. Our team possesses the unique knowledge of corridor issues to tackle these challenges
and can “hit the ground running” with little learning curve – which is key to success considering the
accelerated nature of the schedule. Our team brings:
• Extensive FTA construction management delivery experience
• Local expertise with key City, CSU, CSURF, DDA, DBA, utility company and property owner relationships
• Demonstrated success in managing high risk, high profile construction projects
• Experience in design, procurement, construction, PM/CM management, and transit, enabling us to
understand all aspects of this important project.
Although you have multiple choices, our team is unique: unique in understanding that schedule, budget and
cost are critical success factors; unique in our trusted, partnership approach; unique in dedication and quality.
We are driven by our value system and the service it brings.
We acknowledge receipt of Addendum 1 and 2 associated with Bid 7390.
We are excited to join your Mason MAX BRT team! We look forward to meeting with you soon.
Sincerely,
Dan Heilig
Principal in Charge
CH2M Hill
9191 South Jamaica Street
Englewood, CO 80112
P.O. Box 22508
Denver, CO 80222
Tel 303.771.0900
Fax 720.286.9250
Mason Corridor - MAX BRT 3
Table of Contents
Executive Summary ................................................................................................................................................. 4
Qualifications and Experience...........................................................................................................................................7
a..Projects..........................................................................................................................................................................10
Qualifications and Experience of Staff........................................................................................................................26
a..Construction.Team.Organizational.Chart..........................................................................................................27
b..CH2M.HILL.Team.....................................................................................................................................................28
Technical Approach..............................................................................................................................................................35
a..Risk.Assessment.........................................................................................................................................................35
b..Preconstruction...........................................................................................................................................................38
c..Construction.................................................................................................................................................................39
d..Post.Construction......................................................................................................................................................44
.
Management Approach .......................................................................................................................................45
a..Team.Member.Roles................................................................................................................................................46
b..Relationship.Matrix....................................................................................................................................................48
c..Staffing.Plan.................................................................................................................................................................49
d..Quality.Management................................................................................................................................................51
e..Material.Testing.........................................................................................................................................................54
f...Safety.Management.................................................................................................................................................57
g..Start.Up.and.Testing.................................................................................................................................................59
Financial Information.......................................................................................................... Provided Separately
Mason Corridor - MAX BRT 4
Executive Summary
Constructing a major urban bus transit arterial in a
high-traffic area, given a constrained timeframe, is a
challenging, high-risk project. Being so, this project
requires a highly skilled CM team with relevant
experience, and the appropriate relationships
with the City of Fort Collins (City), Federal Transit
Administration (FTA), Colorado Department
of Transportation (CDOT), and other project
stakeholders. Our CH2M HILL / Ditesco / CTL-
Thompson team exceeds these attributes and is
poised and ready to successfully deliver the Mason
Corridor MAX Bus Rapid Transit (BRT) project,
managing the guide-way corridor from just south of
Harmony Road, north to Cherry Street on or under
budget and on schedule. Our CM team has the
construction oversight expertise, local understanding
of this project and processes, and knowledge of
federal funding requirements for documentation, for
innovative project delivery on time and within budget,
with minimal impact to traffic operations, the public,
and adjacent properties.
Proven Team Leadership and Performance
Our Construction Project Manager, Keith Meyer,
and Assistant Construction Project Manager/Project
Controls, Jon Spencer, bring a combination of
unique talents from local and national perspectives
to provide the City with the exact experience required
to integrate with City staff and protect the City’s
budgetary and schedule interests. They will work
closely with our Senior Construction Inspector, Tim
Hackworth, and leverage lessons learned on similar
projects for other agencies that have developed BRT
corridors, maintenance facilities and transit centers.
Keith, who has managed dozens of local design and
construction projects for Fort Collins and surrounding
communities, offers 19 years of experience managing
complex urban design and construction projects. He
is highly familiar with the City’s and local agencies’
requirements and expectations. Jon brings over
The CH2M HILL / Ditesco /
CTL-Thompson Team Offers:
• Highly experienced key staff with local and
national expertise who have worked on similar
large, complex urban arterial construction
projects for the City of Fort Collins and other
agencies around the country
• Experience in CM for large federally-funded
urban projects with the “right level” of
documentation - CH2M HILL is the #2 CM
firm in the US.
• At-risk contractor and design-builder
perspective - CH2M HILL is also a general
contractor.
• City of Fort Collins and CDOT materials testing
and investigative experience
• Trusted relationships with project stakeholders
and agencies involved
• Expertise in accommodating multimodal traffic
Mason Corridor - MAX BRT 5
30 years of experience overseeing construction
administration and inspection of complex
transportation projects in urban environments with
multiple stakeholders involved. Dan Heilig, our
Transit Principal and FTA Compliance Officer, has 35
years of experience managing dozens of federally-
funded transit, bridge, street and ITS projects
throughout the nation, adhering to FTA reporting and
auditing requirements, and has an excellent standing
relationship with the FTA Region and the assigned
PMOC. Chip Leadbetter, our Geotechnical Engineer
representing our team-exclusive and dedicated
materials testing firm, CTL-Thompson, provides local
expertise with the ability to respond to all material
testing and investigation timelines specified in the
RFP. All of our staff have experience in hazmat
construction conditions and methodologies, and are
dedicated to completing this project successfully,
making the City of Ft. Collins proud - understanding
the MAX BRT is more than just a transit project. It
is a community enhancement project, economic
development project and aims to increase transit
oriented development along the corridor.
Innovative Technical Approach for Risk
Management
Our Technical Approach revolves around the theme
of Partnering to focus our energies on resolving
inevitable challenges that the project will present.
Rather than pointing the finger at one another when
difficulties arise in the field, we begin every project
with the philosophy that the challenge is really the
project itself. Without the MAX BRT project to design
and construct, none of us would be coming together
to meet the challenges anticipated as we begin the
construction phase. From that grand ideal, we then
focus on our risk management processes and our
collective abilities to creatively mitigate and resolve
all risks before they are realized in the field. Our
key team members have performed work in Fort
Collins and have a clear understanding of what to
expect and how to mitigate issues before they arise.
We “expect the unexpected”, which helps to make
our “no surprises” perspective achievable. We are
well acquainted with your project and its’ specific
concerns, having reviewed the documents, toured
the site, interviewed neighboring businesses and
residents, and prepared a thorough risk analysis
(register and map), identifying major risk factors that
may impact project’s budget and schedule. Those
include: work in proximity to business and buildings,
traffic control, Old Town and Spring Creek floodplains
and floodways, work proximity to BNSF, Segment 3
challenges, MSO Outfall, environmental mitigation,
soil stabilization, and CSU coordination.
In addition, we have also developed a complete
project schedule containing over 800 job activities
that we will use with the City to review and evaluate
the proposed contractor’s understanding of the
project complexities and their ability to foresee
Mason Corridor - MAX BRT 6
we expect to assist the City with cursory efforts
related to constructability, value engineering,
unit quantity reconciliation, and design review.
During the Construction Phase, our CM team
will dedicate the required hours to supplement
the City’s staff in overseeing the contractor’s
work in the field. The elements we will focus on
include traffic management, underground utility
installation/relocation, floodplain geotechnical
engineering, materials testing, slip-form paving,
bridge construction, pipe boring and jacking,
caisson construction, and vertical construction at
the maintenance facility and transit center. Our
Post Construction Phase of the project really begins
at the start of the project to ensure as swift and
painless close-out process as possible. We will
ensure the timely preparation of testing, start-up,
and commissioning procedures to realize revenue
generation as soon as practically and safely possible.
Integrated Management Approach
Serving as an extension of the City’s staff and
representing the best interests of the City, our CM
team will control the cost, schedule, and quality
variables to ensure the best possible outcome on
the MAX BRT project. Our Staffing Plan combines
the right mix of local and national staff expertise to
effectively manage all aspects of the project. The
relationships we currently possess with the FTA,
PMOC, City agencies, CDOT, CSU, ditch companies,
utility companies, and other stakeholders will
enable us to hit the ground running, matching
the contractor’s ability to start the project in early
summer 2012. We are poised to mobilize our staff
concurrently with the contractor in order to insert our
project controls processes firmly in place soon after
our selection.
Our Quality Management plan serves as the over-
arching methodology to enact our Budget Control,
Schedule Control, QA/QC, and Reporting/Document
Control techniques. Each of these topics is covered
in detail in our Management Approach section along
with more specifics about Inspection, Material Testing,
Outreach and Communications, Safety, Third Party
Management, Start Up, Training, and Commissioning.
Lastly, our team has provided the required financial
information under separate cover as a confidential
document. Other key proposal information can be
found in the appendices.
Appendix A – Reference Letters
Appendix B – Risk Management Maps
Appendix C – Construction Schedule
Executive Summary
Schedule Snapshot
7 -7-
Project Construction Management Services
Qualifications and Experience
Our Team
The Mason Corridor MAX BRT project is a complex
urban bus rapid transit system affecting citizens,
businesses, CSU, BNSF and other interests through
the center of Fort Collins. This project is highly
anticipated throughout the community. It promises
to bring increased mobility throughout Fort Collins’
urban center. To meet the project goals, successful
construction delivery is critical. Our CM team
provides the values, customer service aptitude and
dedication to ensure the project goals are met.
CH2M HILL has sought out experts in the project and
construction management industry and is partnering
with the following firms to provide the City with an
unparalleled construction management team.
• Ditesco – local program, project and construction
management services firm
• CTL Thompson – local material testing and
inspection firm
• LS Gallegos – project and construction
management service firm based in Centennial,
CO (DBE)
This CM team is local in nature, containing key
team members in Fort Collins, while having the
national backing and depth that CH2M HILL
brings to each client. This approach will ensure
consistent, dedicated staff to the project throughout
construction.
CH2M HILL
With more than $6.5 billion in annual revenue,
CH2M HILL is a global project delivery firm that
provides services in engineering, construction
management, program management and
operations. Headquartered in Colorado, and with
a worldwide staff of over 30,000, CH2M HILL has
the resources and financial strength to prime this
contract with meaningful participation by our team
of local subconsultants. A full-service team means
consistent quality, efficient on-time delivery, and
clear communications. We bring the depth of talent
across all disciplines for office support as well as
for construction management roles in the field.
CH2M HILL is the largest private, employee-owned
consulting firm in the world. Our clients benefit by
reaping the rewards of a staff that has a personal
stake in achieving success on every project. The
quality of our work, our broad-based capabilities,
and our innovative application of technology are
recognized nationwide. With over 1,000 staff in
CH2M HILL’s Rocky Mountain offices, we have the
capacity to provide the full range of services this
project deserves.
CH2M HILL has been delivering full-service
construction management (CM) services since the
firm’s beginning in 1946. Engineering News-Record
has ranked us the #2 CM firm for the past 4 years
(2008–2011). CH2M HILL has received industry
Mason Corridor - MAX BRT 8
Qualifications and Experience
Ditesco
Ditesco is a local program, project and construction
management services firm based in Fort Collins,
Colorado. Ditesco focuses on delivering value through
trust, dedication, and hard work, utilizing a total
project delivery philosophy that provides clients with
a complete project management effort from project
conception through final close-out. We pride ourselves
on exceeding client expectations by providing high
quality professional services with an emphasis on
developing creative, cost effective, environmentally
sound solutions. Partnering team concepts are part of
our every-day business operation. Having this type of
relationship with owners, engineers and contractors
has led to the delivery of over $50 million in project
value at less than 0.09% contractor initiated changes.
The core strength of our firm comes from
commitment to our clients. Staff augmentation service
on public transportation, water, wastewater and
vertical building projects accounts for nearly 75%
of our annual revenue. This is a testament to client
trust, service and dedication. We routinely bridge the
gap between design and construction disciplines by
providing each owner with representation that suits
their individual needs. Whether federally or locally
funded we provide comprehensive management by
marrying detailed engineering concepts with today’s
construction practices, allowing projects to be wholly
successful.
LS Gallegos
LS Gallegos & Associates Inc (LSG) is a national
Project/Construction Management and Information
Technology Consulting and Support Services
Company headquartered in Centennial, CO with
regional offices in Chicago, IL and Los Angeles,
CA. LSG currently employs 30 Professional and 8
Administrative employees. Since its founding in
1988, LSG has delivered project management and
construction management services to federal, state
and local government organizations involved with
planning, design and construction of major public
rail transit, toll highway, municipal airport and public
works capital infrastructure projects. LSG also provides
IT enterprise resource planning (ERP) solutions to
federal, state and local government organizations.
LSG is a Colorado certified MBE/DBE/SBE firm
and is registered with the U. S. Small Business
Administration as a SDB firm. LSG is certified as a
MBE/DBE/SBE firm with approximately 30 state and
city government entities outside Colorado.
Mason Corridor - MAX BRT 9
Qualifications and Experience
CTL Thompson
CTL|Thompson is a consulting engineering firm
offering geotechnical, structural, and environmental
engineering, as well as construction observation
and materials testing. We provide these services
throughout the Front Range, Rocky Mountain Region
and beyond, with a history traceable for more than
50 years. Projects range from single-family residential
dwellings to major infrastructure systems in both the
private and public sectors. We have completed more
than 50,000 projects of vast diversity over the past
30 years.
Formed in 1977 with the merger of Robert
W. Thompson, Inc. (established in 1971) and
Commercial Testing Laboratories (established in
1948), we offer our services through our offices
in Colorado and Wyoming, providing the localized
expertise necessary to assist with each project. We
stand apart from our competition by staffing our
company with experienced scientists and engineers
who are experts in their fields.
Our geotechnical engineers and geologists include
more than 50 individuals, some with as much as
45 years of experience. These professionals are
supported by more than 150 trained field technicians,
project assistants and other supporting staff.
CTL | Thompson, Inc. offers a full range of
engineering and construction materials testing and
special inspection services to assist our clients in
sampling, testing, and documenting the quality of
both horizontal and vertical construction materials
and methods. All of our engineering technicians are
certified and trained in the construction observation
and materials testing services they are asked to
perform. Our Fort Collins branch office can provide
a full range of services including, but not limited
to: sampling and laboratory testing for aggregates,
concrete, and asphalt materials, construction
observation and materials testing services,
geotechnical investigations, pavement designs,
stormwater management plans, environmental
assessments and remediation, and structural designs
for retaining walls, bridges, and foundations.
Mason Corridor - MAX BRT 10
Projects
CH2M HILL
Soscol Gateway Transit Center, Napa County, CA
CH2M HILL is providing construction inspection services to the Napa County
Transportation and Planning Agency (NCTPA) for the new $5.4 million
Soscol Gateway Transit Center. This project is a highly visible and very
necessary upgrade to the transit system that runs through Napa Valley and
will coordinate systems riders on the VINE and intercity buses with WINE train
ridership. Project-specific duties included working closely with the NCTPA to
coordinate all necessary permits and other project documents through the City
of Napa and ensure contract compliance. The building design and materials
incorporate green standards and are LEED compliant.
CH2M HILL is monitoring the construction process through two-phase
construction with the first milestone recently met in coordinating with the
City of Napa’s Flood Protection Project control plan during this past 2011-
2012 winter season. Our resident engineer and inspector (Tim Hackworth,
proposed as our Senior Construction Inspector on the MAX BRT project)
resolves construction issues as they arise in the field to avoid costly claims or
project overruns.
The project includes new roadway, curb, gutter and sidewalk around the transit
center, and new bus pads for up to 16 buses in the turnaround area. When
completed at the end of the summer 2012, the facility will house the NCTPA
offices, the transit lobby, and retail and office space. To date, the biggest
challenge has been the relocation of the underground utilities. The solution
has been excellent communication and proactive meeting with PG&E, AT&T,
and other utility companies to locate their lines and relocate with minimal
disruption in community service.
Reference:
Paul Price
Executive Director
Napa County Transportation
and Planning Agency
707 Randolph St., #100
Napa, CA 94559
707.259-8634
pprice@nctpa.net
11 -11-
Project Construction Management Services
Projects
CH2M HILL
Fort Collins – Loveland Municipal Airport, On-Call services, 2002 to Present
CH2M HILL is currently the consultant for all on-call consulting services to the
cities of Fort Collins and Loveland. Consulting services include preliminary design
phase, detailed design phase, bidding/negotiation phase, construction phase,
and other incidental services. Sample past projects include:
2011: Rehabilitate Runway 15/33—Provided design, bidding and construction
management services for the rehabilitation and strengthening of the main
runway at FNL. Included with this project was the widening of the Runway Safety
Area (RSA) to meet FAA Standards for Aircraft D-III, such as the MD-83 used
by Allegiant Airlines. Few projects prove the CH2M HILL team’s commitment
to getting a project done correctly, regardless of obstacles outside our control,
better than this project. This project was a fast track project that highlights
CH2M HILL’s ability to design and manage the construction of projects to
minimize the impacts on the airport. On Monday August 15, 2011 the runway
was closed and the project was under way. This project was constructed within
budget and on schedule, with the runway opening at 8:00 am on September 1,
2011 and the first plane landing at 8:05 am.
2008/2009: Construct Taxiway E and Rehab T-Hangar Taxilanes—
Provided design and construction management services for the
construction of Taxiway E and the rehabilitation of the T-Hangar
area. Project included drainage improvements and utility lowering
in a very challenging and flat area that has proven to be a major
improvement that will help the pavement last far longer.
2007: Construct Taxiway A1 Extension—Provided design and
construction management services for the extension of Taxiway A1.
Project included drainage, edge reflectors, signage, and earthwork
to allow for future “through-the-fence” operations to the southwest
of the airport and future hangar development inside the airport.
2006 to 2011: Airport Security Improvements —CH2M HILL
developed a plan to secure the airfield and allow for cameras,
gates, and access control to meet TSA requirements for a Part 139
air carrier airport.
Other miscellaneous projects performed during our 10-year assignment include:
• Widen Taxiway C
• Taxiway A Rehabilitation
• Commercial Apron Expansion
Reference:
Fort Collins – Loveland
Municipal Airport
4900 Earhart Road
Loveland, CO 80538
Jason Licon – Airport Director
(970) 962-2852
liconj@ci.loveland.co.us
Larry Mack – Operations
Manager
(970) 962-2851
mackl@ci.loveland.co.us
• GA Ramp Rehabilitation (South)
• Overhead Security Lights (Main Ramp)
• Acquire ADA Compliant Airplane
Passenger Ramp
Mason Corridor - MAX BRT 12
Projects
CH2M HILL
Transit Maintenance Facilities – Nationwide Expertise from Planning and Design to
CM and Operations
CH2M HILL’s Vehicle Maintenance Facility (VMF) Design
Group staff has successfully completed more than 100
bus maintenance and operating facility projects throughout
the U.S. Our VMF staff specializes in facilities management,
personnel and space programming, phasing, site analysis
and acquisition, site layout, staffing and analysis, facility
design, and equipment selection and detailed equipment
layout for facilities supporting fleets ranging from 30 to
5,000 vehicles. Virtually all of these projects have been FTA
funded, and as a result, the VMF staff is very familiar with
Federal policies and requirements.
Our staff has extensive experience in planning, design, construction management, and
project delivery systems. A sampling of some of the recent project experience of our
multi-disciplined staff follows. Projects range from small to large fleets in locales across the
country and were performed for a wide variety of clients.
West Side Transit Facility–CH2M HILL staff completed facility programming, site planning,
final design, and construction management of a new bus operations and maintenance
facility to serve the fastest growing segment of the City of Albuquerque. The new West Side
Transit Facility serves as the central major component repair facility for the entire system,
as well as paint and body central repair. The facility was designed with many energy and
water saving features, including a specially-designed water reclamation system for the
bus washer that requires almost no water make-up. The facility was also designed and
constructed in four continuous construction phases to match the available funding stream.
Breckenridge Transit Facility–Our facilities team was
involved in the Master Planning and final design for a new
bus maintenance and storage facility designed to house
and maintain the Town’s growing transit fleet. The project
developed an initial Master Plan for all the agencies and
departments served at the existing Public Works site.
This enabled us to develop a clear understanding of site
operations, in order to propose a transit facility that will
be able to expand in the future without impairing other
operations on the site. The unique design solution called for
the facility to encapsulate the existing maintenance bays so
that infrastructure could be shared between the transit and
DPW maintenance areas.
13 -13-
Project Construction Management Services
Projects
CH2M HILL
Transit Maintenance Facilities – Nationwide Expertise
from Planning and Design to CM and Operations
West Transit Facility–CH2M HILL served as a key
member of an integrated consultant team, providing
owner-representative services for the Design-Build
procurement for the City of Phoenix Public Transit
Department’s West Transit Facility (WTF). The facility is
the Department’s flagship facility and is the first new
bus operating facility to be built for the City in 20 years.
It will serve as both a physical and operational model
for future facilities as the transit operation continues to
grow. The facility is programmed to accommodate 250
buses including high capacity articulated buses including
the City’s “RAPID” BRT fleet.
CH2M HILL’s Vehicle Maintenance Facility History of Relevant Experience
Facility Name and Location
Community Transit Kasch Park Facility Renovation, WA
Breckenridge Transit Maintenance and Operations Facility, CO, Breckenridge, CO
Visalia Bus Garage, CA
Island Transit Maintenance and Operations Facility, WA
MetroLINK Maintenance and Operations Facility Master Plan, IL
OCTA Maintenance and Operations Facility, CA
Colorado Army National Guard Helicopter Maintenance Facility, CO
Santa Clarita Bus Maintenance Facility, CA
Arapahoe County Eastern Service Center, CO
Albuquerque West Side Transit Facility, NM
OCTA Santa Ana Maintenance and Operations Base, CA
Phoenix Public Transit Facilities Improvement Project, AZ
Halawa Corporate Yard, HI
OCTA LNG Facility Conversion/Fueling Station Design, CA
Culver City Bus Maintenance Facility, CA
Lafayette City Bus Facility, IN
South Division LNG Modifications and Roof Improvements, AZ
Various CDOT Vehicle Storage & Repair Shops, State of CO
Westchester Bus Garage, NY
Wayne Township Bus Garage, NJ
Norwalk Bus Maintenance and Operations Facility, CT
Study
Design
Alternative Fuels
New Construction
Construction
Services
Phasaed
Construction
Maintenance of
Operations
Reuse of Existing
Facilities
Waterbury and Stamford Facility Feasibility Studies, CT
Town of Erie Parks and Public Service Center, CO
Phoenix Transit Bus Washer Replacement Project, AZ
NJT Washington Township and Newton Avenue Facilities, NJ
Boulder Special Transit Maintenance and Operations Facility, CO
Santa Cruz Bus Maintenance Facility, CA
Pearl City Bus Maintenance Facility, HI
14 -14-
Project Construction Management Services
Projects
CH2M HILL
University Line and Medical Center Light Rail Transit Extensions, Utah
Transit Authority
As the managing partner of the design-build team, CH2M HILL managed the
design and services during construction of the $83 million University Light
Rail Transit (LRT) Line and the $45 million Medical Center LRT Line design-
build project. The Medical Center LRT connects downtown Salt Lake City
and the existing North-South LRT line to the University of Utah’s Rice-Eccles
Stadium and to the University’s Health Sciences Center.
Approximately $4 million in project savings realized through CH2M HILL’s
value engineering proposals. CH2M HILL also provided permitting assistance,
agency coordination, and services during construction. Geotechnical
engineering services included the design of rail foundation, retaining walls,
slope stability, pavement widening, and retaining walls. Early construction
was expedited by providing stakeholder representatives with work space
in the project office; holding frequent design coordination meetings with
stakeholders, constructors, and designers; and completing “over-the-
shoulder” design reviews. This process allowed utility relocation crews to
complete underground work before the start of street reconstruction and
track-bed construction.
The contract included an incentive fee
based on the team’s success in minimizing
impacts to the community, as judged
by a community coordination team
composed of businesses and residents,
with representatives from each city block
along the alignment. These representatives
met periodically to score the design-
build team on how well they addressed
community concerns and minimized
impacts. The community outreach program
was so effective that the design-build team
received the maximum possible incentive
at each milestone. CH2M HILL staff
supported the public information and outreach program by advising property
owners of construction activities well in advance, incorporating their concerns
and requirements into design and construction packages, and maintaining
appropriate traffic capacity during construction activities.
Reference:
Mike Allegra
General Manager
Utah Transit Authority
669 West 200 South
Salt Lake City, UT 84101
8012435082
mallegra@rideuta.com
Winner of the Engineering
Excellence Award in Transportation
from the American Council of
Engineering Companies of Utah
Mason Corridor - MAX BRT 15
Projects
CH2M HILL
University Link (U-Link) Light Rail Transit Extension Construction
Management, Sound Transit, Seattle, WA
CH2M HILL is leading a joint venture to perform day-to-day contract management
and administration for all U-Link civil construction contracts. The Seattle Tunnel
and Rail Team (START) (CH2M HILL and another consultant) fully integrated
with the Sound Transit CM staff to provide a seamless CM organization. START
is proactively identifying and solving problems, managing costs and risks,
coordinating work with stakeholders, overseeing and inspecting all construction
activities, and maintaining the U-Link schedule.
Control of Costs: All four completed contracts to date have been closed out at or
below budget. Three of the four remaining major civil contracts are underway and
are trending significantly within budget with few outstanding issues. CM costs are
being managed effectively, with a large cost underrun achieved in the first 3-year
period and we are currently running under budget in the second term.
Quality of Work: All completed contracts were closed out without any outstanding
quality issues. All punch list work was completed expeditiously to ensure a
quick administrative close out. For the ongoing contracts, all known quality
issues are raised onsite immediately and where necessary and the contractual
nonconformance mechanism is followed to ensure a satisfactory conclusion to any
quality issues.
Ability To Meet Schedule: During the startup phase of the program, prior to
construction, the START team reviewed the master schedule to identify synergies
between contracts and was able to compress the schedule and create more flexibility.
All contracts to date have been completed on or ahead of schedule and the two active
tunnel contracts are on schedule, as is the active U250 station contract.
Cooperation and Responsiveness: START’s main focus has been a quick resolution
to any issue as it is raised and to make sure Sound Transit is fully aware of its
maximum exposure at any one time. START has fully embraced project partnering
for issues that could not be resolved expeditiously at the project level.
Safety Record: 225,000 hours worked without accident or incident
Future Work: Our same U-Link team was recently selected to manage the $1.4
billion North Link, which is the next segment to be constructed. The project will
extend the University Link Light Rail from the University District to Northgate. North
Link’s 4.3-mile light rail segment through Seattle includes two 3.6-mile twin-bored
tunnels, two underground stations, and an aerial guideway with a light rail station.
Reference:
Joe Gildner
Executive Project Director
Sound Transit
401 Jackson Street
Seattle, WA 98104
206.398.5394
joe.gildner@soundtransit.org
16 -16-
Project Construction Management Services
Projects
CH2M HILL
Program Management Oversight, Mid-Jordan and Draper Light Rail Transit,
Salt Lake City, UT
The Federal Transit Administration (FTA) administers grants and loans to state and
local agencies for financing, constructing, and improving transit facilities across the
United States. CH2M HILL is assisting and supplementing FTA, under its program
management contract, to expand transit services throughout the nation. Program
management services include technical studies, quality assurance and safety
reviews, project development and monitoring, and other management consulting
services. Technical reviews involve transit scope and capacity, capital cost, schedule,
risk assessment, and Small Starts projects reviews. CH2M HILL is providing contract
support and special studies including performing transit reviews of various transit
project planning and study activities for FTA headquarters in Washington D.C.
CH2M HILL’s specific project task orders included providing program management
oversight services for Utah Transit Authority’s (UTA) Mid-Jordan and Draper LRT
projects for FTA Region 8. The Mid-Jordan TRAX line is a 10.6-mile light rail line
connecting the communities of Murray, Midvale, West Jordan, and South Jordan
with the existing Sandy/Salt Lake TRAX line.
The Draper TRAX line will be a two-track
extension of the existing UTA North-South
Light-Rail TRAX line from its current terminus
in Sandy to Draper along the UTA-owned
right-of-way.
Program management services under this
contract provide FTA assistance in working
with transit operating agencies throughout
the country as they expand high capacity to
meet the demands of growing ridership.
CH2M HILL’s transit expertise and strategic
office locations throughout the United States allow for the successful delivery
of projects on a national level. CH2M HILL is providing program management
oversight and administration on FTA projects in metropolitan areas throughout the
United States. The FTA program management contract’s goal is to expand transit
services in the United States.
CH2M HILL will assist and supplement FTA under its program management
contract, providing contract support and special studies; program management
services, including technical studies, quality assurance and safety reviews; project
development and monitoring, and other management consulting services;
and technical reviews, including scope and capacity, capital cost, schedule, risk
assessment, and Small Starts projects reviews.
Reference:
Mike Allegra
General Manager
Utah Transit Authority
669 West 200 South
Salt Lake City, UT 84101
.801. 243.5082
mallegra@rideuta.com
17 -17-
Project Construction Management Services
Projects
Ditesco
2008 Mulberry Water Reclamation Facility Improvements
Ditesco staff provided on-site resident engineering and project construction
management services for
this $22 million wastewater
treatment plant upgrade.
We partnered directly with
City of Fort Collins staff,
MWH Americas and Hydro
Construction to deliver this
complex design/build project
on time and on budget. Our
team provided budget and
schedule control including monthly job cost analysis and reporting. We
also performed all quality control inspections on the project in partnership
with CTL Thompson. Work included headworks modifications, activated
sludge basin, blower, RAS, WAS and non-potable water system installation;
final clarifier modifications, site restoration and paving. The project was
commissioned in May 2011.
Timnath Development Authority – Infrastructure Improvements
In 2008-09, Ditesco managed over $5 million of trunk main sewer and
road improvements for the Town of Timnath in preparation for the Wal-Mart
Supercenter development. The
sewer was managed for the South
Fort Collins Sanitation District/
Fort Collins Loveland Water District
and included 16,000 feet of 18"
SDR 35 pipe, 15-ft to 25-ft deep
beginning near the Ptarmigan
subdivision and ending near the
Harmony and I-25 interchange. Our
team also managed the realignment of the I-25 Frontage Road in coordination
with CDOT and widening and paving of Harmony Road from the I-25
Interchange east. The construction management team overcame extremely
difficult construction conditions including high groundwater, tight utilities,
wetland mitigation and property owner coordination. The project was finished
20 days ahead of schedule avoiding $100,000 per day liquidated damages.
Reference:
Link Mueller, P.E.
Project Manager
City of Fort Collins Utilities
700 Wood Street
Fort Collins, CO 80521
970.222.0465
lmueller@fcgov.com
Reference:
Grant Nelson
Republic Investment Group
707 17th Street
Denver, CO 80202
303.228.3594
303.887.2508 (cell)
gnelson@republicig.com
Mason Corridor - MAX BRT 18
Reference:
Matt Robenalt
Executive Director
19 Old Town Square, Ste. 230
Fort Collins, CO 80524
970.419.4381
mrobenalt@fcgov.com
Projects
Ditesco
Downtown Development Authority Alley Program
Ditesco joined the Downtown Development Authority (DDA) team
to provide staff augmentation services in project and construction
management. We helped manage their initial $4 million phase to construct
three alley improvements - Montezuma
Fuller, Old Firehouse and West Myrtle
Alleys. These three comprise the initial
phases of 14 total alleys representing a
$14 million construction program. The
Ditesco team provided PCM services
including constructability reviews, design
phase management, construction quality
control inspection/oversight, schedule and cost control. We did this in direct
cooperation with the City of Fort Collins Engineering, Utilities and Purchasing
Departments. The $4 million initial program phase was completed in
2011 and managed on time and $100,000 under budget. The projects
included extensive utility relocation, concrete paving, flatwork, installation of
architectural pavers, pedestrian-scaled lights, site amenities and artwork.
Colorado State University Projects
Ditesco has been regularly working with Colorado State University since
2006. Yearly, we have projects which involve project and construction
management and civil engineering services. Most recently, we completed
site engineering work for the Equine Reproduction Lab. Over the past
6 years we have also provided staff augmentation project management
services to their Facilities Management Group. This work included the
following projects.
• $2 million North Steam and Condensate Line Replacement
• $1.5 million Controls and Fire Alarm Upgrades
• $1.4 million Sanitary Sewer Project
Throughout this time our firm has been a trusted partner in delivering
projects to the CSU Community. Each project has been brought in on time,
and on budget. In 2010, the Sanitary Sewer project upgraded collection
system pipelines along Mason Street including a jacked bore under the
BNSF tracks at Pitkin. This project was both designed and managed by the
Ditesco team.
Reference:
Tracey Abel
Project Manager
Facilities Service Center North
Fort Collins, CO 80523
970.491.0306
Tracey.Abel@ColoState.EDU
Mason Corridor - MAX BRT 19
Projects
Ditesco
Cerro Verde CV Unit Expansion
Ditesco is currently providing construction scheduling, construction risk
management and safety planning services for a new $150M wastewater
treatment plant (WWTP) in Arequipa, Peru. Our delivery team includes MWH
Global, Fluor and Freeport McMoran. This WWTP project is associated with a
new $2.3B unit expansion of the Cerro Verde copper mine. In a very unique,
creative, environmentally sound way Freeport is building the WWTP for the City
while planning to use portions of its effluent to process copper ore. We have
delivered the 30% program schedule and associated equipment procurement
schedule. Our team is working side-by-side with MWH engineers to develop
60% design drawings, schedule, safety and risk management plans.
Reference:
Craig Irwin
Project Manager
MWH Americas
1801 California Street
Suite 2900
303.291.2222
craig.n.irwin@us.mwhglobal.com
20 -20-
Project Construction Management Services
Projects
LS Gallegos
Federal Transit Administration (FTA) Program Management
Oversight Consultant Services
The FTA administers grants and loans ($8-10 billion annually) to assist State
and local public bodies (Grantees) implementing planned public transit
capital infrastructure projects and programs. In order to execute its duties of
grants approval and on-going oversight, the FTA maintains an active Project
Management Oversight Program which relies heavily on assistance from
independent professional engineering services companies which serve as
Project Management Oversight Consultants (PMOCs). The role of PMOCs
is to serve as an extension of FTA staff to: perform project oversight that is
proactive, includes investigation of issues and conditions, involves dialogue
and problem solving with the Grantees, provides professional opinions and
recommendations for action, provides concise oversight reports that support
oversight activities and provide FTA with critical input to its decision making
regarding project advancement and funding.
Under the FTA PMO Program (2009-2014), LS Gallegos is currently providing
PMO services as a sub consultant on contracts with Jacobs, and CH2M
HILL for rail and bus rapid transit projects currently under development in
Honolulu, HI (Commuter Rail) ; Salt Lake City, UT (Light Rail); New Orleans,
LA (Electrified Trolley); St. Paul, MN (Light Rail) ; Cleveland, OH (Bus Rapid
Transit); Kent, OH (Bus Rapid Transit); Flint, MI (Bus Rapid Transit); and Grand
Rapids Michigan (Bus Purchases).
Denver Regional Transportation District (RTD), FasTracks,
Eagle P3 Project
The Eagle P3 Project is a $2.0 billion rail transit project involving a public-
private partnership where the RTD contracted with a private consortium to
design, build, finance, operate and maintain (DBFOM) component projects of
the RTD’s FasTracks Program. The component projects include: the 22-mile
East Corridor Electrified Commuter Rail Line; the 11-mile Electrified Commuter
Rail Gold Line; a short segment of the Northwest Rail Commuter Rail Line; and
a Commuter Rail Maintenance Facility.
LS Gallegos & Associates Inc (LSG) as a sub consultant to Fluor/HDR Global
Design Consultants, a member of the Denver Transit Partners Consortium, is
providing project controls support during the design phase of the project. LS
Gallegos is providing an on-site team to support components of the project
control function including document control and project scheduling.
References:
Tim Mantych
Jacobs Vice President
314.335.4454
tim.mantych@jacobs.com
Donald Ulrich
CH2M HILL Vice President
720.286.5248
don.ulrich@ch2m.com
Reference:
Lisa Braden, HDR Manager
Project Administration
302.837.2675
lisa.braden@hdrinc.com
Mason Corridor - MAX BRT 21
LS Gallegos
City and County of Denver International Airport (DIA), AECOM,
Inc, Project/Construction Management and Inspection Support
Services Contract
Since its opening in 1995, the City and County of Denver has maintained
an on-going capital improvement and expansion program to accommodate
growing service demands. In 2000 and subsequently in 2004 and 2009,
AECOM was selected as the lead firm to provide Project/Construction
Management and Inspection Support Services, with LS Gallegos as a sub
consultant team member. The consultant team serves as both advisor and
extension of staff to the City and County of Denver, Airport Engineering and
Construction Division. DIA is its own city involving a wide range of highway,
roads, drainage, structures, mechanical, electrical and telecommunication
systems and building remodeling projects. The consultant team assists
with annual project planning and scheduling; design; review and approval
of design submittals; solicitation, evaluation and selection of construction
contractor bids; construction contracts administration; on-site construction
inspection, testing, commissioning and construction contractor close-out
activities. Consultant team members also assist with grants administration,
contractor change order administration, claims management, contractor
submittal reviews, cost estimating, budget management, production of GIS
documents, records management and document control.
LS Gallegos provides a variety of on-site, full-time, construction management
personnel including: Project Engineers; Contract Administrators; Electrical,
Mechanical, Civil, and Building Inspectors; GIS Specialists; and Cost
Estimators to perform on-going construction management and inspection
related activities.
Reference:
Mark Kelley
AECOM Vice President
303.342.4484
mark.kelley@flydenver.com
Mason Corridor - MAX BRT 22
Projects
CTL Thompson
City of Fort Collins – Shields Street/Harmony Road
CTL|Thompson provided subgrade investigation, pavement design services
and materials testing for the improvements to West Harmony Road and the
reconstruction of the intersection of Shields Street and West Harmony Road
in Fort Collins, Colorado. This project posed many challenges for both design
and construction. The design of the intersection involved developing a paving
solution that resolved the differences between the existing subgrade and the
new subgrade under the widened areas as well as dealing with many difficult
soil problems. Construction Observation and Materials Testing (COMT)
included soil compaction testing, concrete testing, and asphalt testing with a
portion of the testing adhering to CDOT standards.
From an administrative perspective, the project was separated into two projects
being constructed together. The West Harmony Road Improvements portion
was funded by the City of Fort Collins while the intersection portion was funded
by CDOT, which meant the testing requirements and expectations varied as
well. We juggled the staff, specifications, and record keeping requirements for
each project separately, while still meeting project goals and deadlines. Unique
project tracking systems were created and employed to prevent confusion,
mistakes and missed testing that could result from the separation of the two
portions of the project.
Reference:
Mark Laken
City of Fort Collins
Engineering Department
281 N. College Ave.
Fort Collins, CO 80521
970.221.6605
mlaken@fcgov.com
23 -23-
Project Construction Management Services
Projects
CTL Thompson
North College Marketplace (King Soopers KS-099)
Fort Collins, Colorado
CTL | Thompson performed geotechnical engineering and materials
testing services for the new North College Marketplace located at Willox
Street and N. College Avenue in Fort Collins, Colorado. The project
included construction observation and materials testing during site
preparation as well as during the construction of multiple buildings
including the new 123,000 square-foot King Soopers KS-099 store and
the adjacent fuel center and commercial space. Sitework improvements
such as flatwork, parking areas, and loading docks were also included
in the project. The building was a reinforced masonry wall and steel-
framed one-story structure with a partial mezzanine level built on a
footing and slab-on-grade foundation.
We performed soil compaction testing, reinforcing steel inspection,
concrete testing, asphalt testing, structural steel weld and bolt
inspection, and masonry inspection services for this project.
Reference:
King Soopers
Mr. Jeff McEnaney
303.778.3068
Mason Corridor - MAX BRT 24
Projects
CTL Thompson
North College Corridor – Fort Collins, CO
The North College Corridor is an older section of State Highway 287 on the
north side of Fort Collins. The majority of the roadway was 4 lanes (two each
direction) and included a center turn lane. The roadway had been upgraded
and widened several times providing for an inconsistent mixture of concrete and
asphalt road sections. As a part of the upgrade for this project, CTL teamed with
Stolfus and Associates to design and prepare the construction documents.
The geotechnical evaluation verified the variable road sections and also
identified expansive soils in the areas of planned road widening. Being a state
highway, only one lane could be removed from service at a time, and with
many business entrances on the road, extended construction periods were not
possible. CTL worked closely with the City to develop a construction scheme
for the road that only required short term road closures to maximize business
access.
CTL performed the environmental Phase 1 and Phase 2 assessments for
the project, and provided construction support for additional contamination
identified during the construction phase.
CTL | Thompson performed construction observation and materials testing
services for the various phases of this project. We performed soil compaction
testing, concrete testing, and asphalt testing for this project. We performed
both QA and QC testing and assisted in the management of the Materials
Documentation Form 250 for the City of Fort Collins Engineering Department
portion of the project.
Reference:
Kyle Lambrecht
City of Fort Collins
Engineering Department
281 N. College Ave.
Fort Collins, CO 80521
970.221.6605
klambrecht@fcgov.com
25 -25-
Project Construction Management Services
Projects
CTL Thompson
Harmony Bridge Replacement
CTL|Thompson provided a geotechnical investigation, construction
observation and materials testing services for the $2 million dollar Harmony
Bridge Replacement project for the City of Fort Collins. Located along East
Harmony Road at Fossil Creek Reservoir Inlet Ditch, our team anticipated
and encountered expansive bedrock along this geological shelf. CTL
recommended the new bridge foundation design to be drilled piers with shear
rings to accommodate the expansive bedrock and scour issues. Because of
the shallow claystone bedrock, drilled pier foundations were used and very
little casing was required during drilling.
Construction observation and materials testing services included soil
compaction testing, drilled pier observation, concrete and asphalt testing
for this project. We also assisted in the management of the Materials
Documentation Form 250 according to CDOT requirements.
Reference:
Jin Wang
City of Fort Collins
Engineering Department
281 N. College Ave.
Fort Collins, CO 80521
970.221.6605
jwang@fcgov.com
Randy Maizland
rmaizland@fcgov.com
Mason Corridor - MAX BRT 26
The people assigned to this project, from the
consultant CM team, the City, contractor and outside
agencies will define its ultimate success. This exact
reason is why CH2M HILL assembled a team of local
and national experts to work on the project. The local
presence through Ditesco, CTL, CH2M HILL Denver
and LS Gallegos is dedicated to the success of this
project. With Keith Meyer assigned as Construction
Project Manager, and as owner of Ditesco, we
can guarantee the person filling the CPM role will
not change. As you know, he is dedicated to his
community. He cares deeply about Fort Collins, the
health, welfare and environment of the city in which
his family, employee’s families and others can grow
and prosper.
This commitment not only lies with Keith, but
spans our CM team. CH2M HILL, CTL Thompson
and LS Gallegos all have long standing employees
committed to the project.
In addition to our commitment, you can be assured
our CM team is fully integrated. For example,
Ditesco, CH2M HILL and CTL Thompson all have
long-term standing relationships and staff at each
firm has worked successfully together for the past 10
years. Ditesco maintains a standing order contract
with CH2M HILL for construction management
services to assist their Denver office on various
projects. This contract has been in place since
2009 and currently spans to 2014. Prior to this
time, Jeff Mack and Keith Meyer worked together as
part of the program management team at Denver
International Airport during its original construction.
CTL and Ditesco have completed over $20 million
of constructed improvements as team members
just since 2010. Our respective staff has a full
understanding of each other’s operations and how
we approach projects. That said, there will be little to
no learning curve between our team members as we
begin construction of the MAX BRT project.
Qualifications and Experience of Staff
City of Fort Collins
Program Manager
(City Engineer)
Erika Keeton
City of Fort Collins
Project Manager
Keith Meyer
Ditesco
Construction Project Manager
Dan Heilig
CH2M Hill
Project Principal
FTA Compliance Officer
Jill Colasuonno
Ditesco
Office/Field Engineer
Diana Yust
CH2M Hill
Fianancial Coordinator
Beau Javernick
Ditesco
Estimator/Scheduling
Willie Franklin
CH2M Hill
DBE Admin
General Contractor
Project Manager
GC General
Superintentent
GC Paving
Superintentent
GC Utility
Superintentent
GC
Pipe Foreman
GC
Pipe Foreman
GC
Pipe Foreman
GC Structures
Superintentent
Subcontractors
Tracy Dyer
City of Fort Collins
Chief Inspector
Safety Officer
Public
Involvement
Jon Spencer
CH2M Hill
Asst. Construction Manager
Baker
FHU
ALM
Jeff Mack
CH2M Hill
CM Lead
Joe Biedenbach
CH2M Hill
Maint. Facility Lead
Mason Corridor - MAX BRT 28
Dan Heilig – Project Principal
CH2M HILL, FTA Compliance Officer
Dan has 30+ years of project
and construction management
experience in transportation,
facilities, Department of
Defense (DOD), Department
of Energy (DOE), power,
petroleum, petrochemical,
mining, aerospace projects,
and design-construction
claims. He has provided
project management and construction management
on several projects ranging in value from $50,000
to $10 billion in total installed costs. Dan teaches
organizational, leadership, project management,
scope, schedule, and budget control, contract
development and negotiation and loss containment.
He has developed requirements for several computer
programs to provide project management, material
and equipment tracking, and accountability. Dan has
experience in Design-Bid-Build, Design-Build, CMGC,
and Public-Private Partnership (P3) delivery methods.
Jeff Mack, P.E. - CM Lead
CH2M HILL, Vice President, Construction
Management Director
Jeff is located in our Denver
office and is responsible
for the implementation and
advancement of construction
management best practices,
delivery processes, systems
and technologies for specific
business group needs. He
is responsible for ensuring that the CH2M HILL
Transportation Business Group’s (TBG) projects
throughout the country have the necessary staff to
achieve project success. He is directly involved in
developing strategies and tactics for positioning cross-
business group collaboration to enhance enterprise
wide growth in CM services. Jeff is an active
participant in the Construction Leadership Team,
helping to implement technology, quality programs,
workload leveling, leveraging of TBG construction and
enterprise resources.
Jeff also has over 12 years experience on the “hard
money” general contracting side of the industry and
has a proven track record in business development,
contract negotiations, program management, and
general contracting operational leadership. He is
knowledgeable in a variety market sectors including
transportation, transit, aviation, commercial,
residential, sports facilities, K-12 and higher
education, industrial, and military projects.
Keith Meyer, P.E. – Construction Project
Manager, Ditesco
Keith is the owner of
Ditesco and brings over
19 years of experience
Mason Corridor - MAX BRT 29
Tim Hackworth, P.E. CH2M HILL, Senior
Construction Inspector
Tim is proposed as our
Senior Construction
Manager working
with the City of Fort
Collins Chief Inspector
to oversee all field
inspection activities
and mange our
construction inspection
and materials testing
staff. Tim is returning to Colorado, coming off of
the Soscol Gateway Transit Center project in Napa,
CA. His experience on that project, where he was
instrumental in permit procurement, construction
contract analysis, and management of construction
for an 8400 SF operations facility and executive
offices serving Napa County Transportation Planning
Agency, will benefit the MAX BRT project significantly.
Tim also oversaw the financing, planning and
construction of the Tahoe Area Regional Transit
maintenance and operations facility at Lake Tahoe,
CA. Locally, Tim provided construction management
for new Principal Arterial roadways serving Colorado
Springs Airport and supporting troop movement to
and from Fort Carson. The project included auxiliary
lane widening for primary access to the airport, mass
earthwork (230,000 CY) with balanced cut/fill, storm
drain (up to 84” RCP), sanitary sewer, water main
extensions, detention basins and service utilities. He
provided overall construction project management
including construction oversight, financial
coordination and owner relations. Federal funds were
used passing through CDOT for implementation with
full CDOT procedural compliance.
Jon Spencer, P.E. – CH2M HILL, Assistant
Project Manager
Jon has more than 32 years
of experience in program,
project and construction
management ranging
from conceptual planning
through implementation.
He has coordinated and
directed project activities to
meet client needs at major
transportation hubs including Amtrak’s Northeast
Corridor, NYC Transit and Port Authority Trans
Hudson (PATH) commuter rail facilities, and John F.
Kennedy, LaGuardia and Newark Airports. He has led
design design-build teams implementing LRT lines
and teams in preparing EIS and EA documents to
obtain NEPA clearance for transportation projects.
Jon is a routine technical trainer and recently led
a session to provide an overview of the FTA’s May
2011 Construction Project Management Handbook
at the Colorado Association of Transit Agencies
(CASTA) Facilities Spring 2012 Training Workshop.
Mason Corridor - MAX BRT 30
Joe Biedenbach - CH2M HILL
Bus Maintenance Facilities
Joe brings over 25 years of
experience in the planning
and design of transit
vehicle maintenance and
operating facilities – nearly
100 bus maintenance
and operating facilities
nationwide. He has
experience with transit
agencies meeting FTA and FAR regulations for design
and construction. Joe has been responsible for
coordinating maintenance facility studies; developing
master plans, conceptual layouts, operational
concepts, equipment selection, specifications, and
providing design coordination for transit facility
design. He is a former Transit General Manager with
fleet operations and management experience. Joe is
currently a member of APTA’s Standards Committee
for Bus Maintenance and Operating Facilities and part
of the Transportation Research Board Committee for
Transit Fleet Maintenance.
Qualifications and Experience of Staff
Diana Yust – CH2M HILL, Financial
Coordinator
Diana brings over 20
years of document control
expertise. She has provided
project planning and control
services to program and
project management efforts
on numerous multi-million
dollar government projects.
She routinely performs tracking exercises; completes
reconciling reports, earned value reports, labor
distribution and variance reports. Diana has extensive
business and administrative management experience
including document control, property management
and procurement, field operations support and
administrative supervision.
Jill Colasuonno, E.I. – Ditesco, Field
Engineer/Document Control
Jill has worked with
Ditesco for over 2 years
and has experience in civil
engineering and construction
management. Her
experience spans design and
construction management
of projects involving water
and wastewater treatment
plants, structural concrete
construction, masonry construction, utility design and
coordination, road grading design, and construction
inspection. She has a thorough understanding of
job document control working under Mr. Meyer on
various projects requiring both web based and paper
document management tools.
Mason Corridor - MAX BRT 31
Willie Franklin – CH2M HILL, DBE
Coordinator
Willie has 31 years of
experience in commercial
and federal contracts. He
has managed CH2M HILL’s
supplier diversity and small
business programs for
the past 17 years, and is
responsible for managing
the socio-economic
outreach program to ensure small, minority, woman,
and veteran-owned business concerns receive the
maximum practicable subcontracting opportunity to
participate in the performance of subcontracts with
the enterprise. He also hosts small business trade
fairs, conducts seminars on how to do business with
CH2M HILL, assists in establishing source list, and
conducts onsite and offsite visits with businesses, as
well as provides lectures and training to industry on
effective management of programs. Additionally, he
develops and maintains databases/reports to monitor
the progress of small business subcontracting.
Mario Magdeleno – LS Gallegos,
Construction Inspection
Mario has over 18 years of experience in civil,
structural and mechanical inspection services
including inspection of heavy/highway construction;
road and bridge construction with CDOT. He has
considerable expertise in quality assurance and
control testing of materials including concrete, soil
and asphalt testing. Mario is CDOT certified in
erosion control, traffic control, mapping, surveying
and certified payroll. His USACOE certification
includes quality control systems and construction
management.
Qualifications and Experience of Staff
Raymundo Leon – LS Gallegos,
Construction Inspection
Raymundo has 10 years of experience in
civil engineering with a strong background in
heavy highway construction. He has served
as an engineering inspector, project engineer,
and design engineer. He has experience with
major highway projects, which have required
multifaceted coordination between local businesses,
municipalities, and the Colorado Department of
Transportation (CDOT). He has extensive experience
in all aspects of roadway and bridge design
implementation, rock drilling and blasting, and slope
stabilization techniques including micro-piling and
mechanically stabilized earth walls. Ray also has
extensive experience in the coordination of multi-
utility issues, which include dealing with multiple
owners and organizing compound removals and
relocations with an emphasis on maintaining project
schedules, and deadlines. Ray is bi-lingual and has
training in CDOT TCS, SWMP, Concrete and Material
Inspection.
Mason Corridor - MAX BRT 32
Chip Leadbetter – CTL, Project Principal
Chip has over 15 years of
geotechnical engineering
experience. He is currently
the Division Manager of the
CTL Fort Collins operations
and has worked on a diverse
set of projects throughout
Colorado and several
other states. He provides
project engineering for
geological and geotechnical
explorations for residential, commercial, and public
works projects. Chip’s experience includes large
bridge projects, roadway and highway engineering,
utility installation and tunneling, power generation
and transmission facilities, wind farms, embankment
stability analysis, soft soil remediation, design and
installation of wicking drains, shallow and deep
foundations for commercial and residential structures,
alternative foundation systems, percolation testing
and residential septic design, geologic reviews, insitu
testing and full-scale load tests.
Heather Grubb – CTL, Field
Operations Manager
Heather graduated from
Stanford University with a
BS in Industrial Engineering.
She began her career with
CTL|Thompson in 2005
and became the Field
Department Manager at the
Fort Collins branch office in
2009. Her duties include
management and supervision
of our field department where
she is responsible for providing proposals and fee
estimates as well as reporting and invoicing of all field
observation and laboratory test results.
Qualifications and Experience of Staff
Craig Ellis- CTL, Field/Lab Supervisor
Craig has worked for
CTL|Thompson, Inc. for 20
years. He began in 1986
at our Denver office, and
then left in 1995 to work
for a materials supplier in
quality control until 2001. He
returned to CTL in 2001 and
now is the Field Supervisor
for our Fort Collins office. As an Engineering Technician,
his duties included testing and observation of fill and
backfill, field and laboratory testing of asphalt, field and
laboratory testing of concrete, residential inspections,
masonry observation and testing, as well as structural
steel weld and bolt inspections. Craig’s current duties
include supervising and training the field technicians,
scheduling field site visits, as well as supervising and
performing testing of soils and materials in the Fort
Mason Corridor - MAX BRT 33
Jeff Odell – CTL, Materials Testing
Technician
Jeff has over 10 years
of experience with
CTL|Thompson. He began
as a field technician in our
Colorado Springs Office in
2000 and has provided
testing and observation
services for a wide variety
of commercial, municipal,
and industrial facilities
throughout Colorado. His duties include the
observation and testing of fill, backfill, and subgrade
materials, asphalt testing, concrete testing, drilled
pier installation, observation of reinforcing steel, and
laboratory testing of soil, concrete, asphalt, masonry,
and aggregates. Jeff holds the following certifications:
ACI Strength Testing
WAQTC Embankment and Base Testing
CAPA A, B, and C
LabCat Inspector Level I
Jack Pappert – CTL, Materials Testing
Technician
Jack’s career at
CTL|Thompson, Inc. began
in 2001. Prior to that time,
Jack held various positions
on a Seismic crew as well as
working as a Geophysicist,
Geologist, and a Senior
Laboratory Technician. As a
Senior Field Technician, his
duties include the inspection
and testing of fill, backfill, and subgrade materials,
asphalt testing, drilled pier observation, concrete
Qualifications and Experience of Staff
testing, residential inspection, masonry observation
and testing, structural steel weld and bolt inspection,
and spray-applied fireproofing inspection. Jack holds
the following certifications:
AWS Welding Inspector
ICC Structural Steel and Bolt Special Inspector
ICC Structural Welding Special Inspector
ICC Structural Masonry Special Inspector
WAQTC Embankment and Base Testing
ACI Field Testing Grade I
NICET Level II for Soils, Asphalt and Concrete
CAPA A
Fred Braun – CTL,
Materials Testing
Technician
Fred’s career began at
CTL|Thompson, Inc. in
1990. As a Senior Field
Technician with more than
20 years experience, his
duties include the observation
and testing of fill, backfill, and subgrade materials,
Mason Corridor - MAX BRT 34
Qualifications and Experience of Staff
Melissa Chalona, P.E. - CTL Environmental
Melissa joined
CTL|Thompson in
2008 with 13 years of
experience in civil and
environmental engineering.
As a Project Manager in
our Fort Collins office, her
responsibilities include
project management
and consultation on all
environmental related
issues. She has developed Storm Water Management
Plans (SWMP), Spill Prevention Control and
Countermeasure (SPCC) plans, Oil Spill Contingency
Plans and Erosion and Sedimentation Control
Plans. She is also involved in Phase I and Phase
II Environmental Site Assessments, environmental
compliance audits, and groundwater remediation.
Melissa has ten years project engineering experience
in stormwater site design, floodplain modeling, and
erosion and sedimentation control.
Mason Corridor - MAX BRT 35
Technical Approach
As noted earlier, our approach is based on
partnerships. Our CM team will be a trusted
extension of the City’s staff. To support this approach,
our team brings a diverse technical background as
well as a keen eye towards cost, schedule and quality
control. The CH2M HILL CM team has a strong focus
on local technical talent utilizing Ditesco and CTL
Thompson staff.
Success will be defined by a project that is well
coordinated, technically sound, demonstrates ease
of operation, is on time, on budget and is safely built
ID Project Component Description of Action
1 Work in Proximity to
businesses/buildings
a. Close coordination with property owners/notices
b. Preconstruction documentation
c. Work area protections/specs
d. Delivery and pick up coordination
2 Traffic Control a. Utilize advance warning message boards
b. Prepare/approve scenario based MHTs
c. Communicate clear expectations to community members and business owners
3 Old Town and Spring Creek
Floodplain/Floodways
a. Verify preconstruction survey and conditions
b. Verify conditions inside floodplain use permits
c. Develop early warning communication strategy
d. Implement standard for removing floatables from floodway
e. Institute job site safety training for work in floodplains
f. Verify/model post construction conditions
4 Work Proximity to BNSF a. Proactive communication with RR flaggers
b. Understanding and communication of train schedule
c. Develop safety zone from track centerline
d. Develop action plan for RR or other accidents
5 Segment 3 a. Required schedule monitoring/control
b. Coordination with other contracts
c. Develop work plans for each component
6 MSO Outfall a. Verify advance utility relocation
b. Consider jacked bore changes; pipe type changes
c. Schedule control
7 Environmental a. PsCO building demolition – action plan for contaminated soils if deemed “high occupancy”
b. BMP installation and maintenance
c. Overall tree protection
8 Soil Stabilization a. Implement plan to address swell potential issues along the corridor; swell mitigation areas
are provided on page 36
9 CSU Coordination a. Develop full contact matrix based on Ditesco relationships
b. Incorporate CSU events calendar into CPM schedule
c. Incorporate CSU outage request practice when working on campus
d. Adhere to CSU “open hole” policy
e. Install perimeter security fencing around key project sites
to a high degree of quality. To achieve these goals
the construction management team will need to be
knowledgeable, agile, trustworthy, and hardworking.
Our team excels in these attributes and has provided
a risk map and risk register summary to demonstrate
our understanding of the technical issues facing the
project. The risk map attachment can be found in
Appendix B. Both the map and preliminary risk register
summary provided below illustrate the importance of
7.1% 5.2%
5.6%
5.8%
7.8%
5.4% 6.1%
6.3%
6.1%
7.9% 7%
X%
CRITICAL AREAS OF SOIL
S:(//% VALUE SWELL POTENTIAL >5%
8.3%
7.9%
36
37 -37-
Project Construction Management Services
Technical Approach
Each risk item has been described above with
proposed solutions. Our CM team would ensure
each item is addressed and acted upon during the
initial phases of construction.
Our team has also developed a complete project
schedule outlining over 800 job activities. We did
this to highlight our understanding of the project
details and to effectively project our staffing plan
relative to anticipated contractor work force and
effort. This schedule is provided in Appendix C.
Our draft “master” schedule will be flexible and
can be adjusted to concur with the contractor’s
schedule portions as well. It is based on a 50-hour
work week and does not contain any allowance for
weather related delays. We believe the schedule
is achievable but will require unique contractor
partnering and construction team efforts to deliver the
project on time. The project will need simultaneous
construction activities across all work areas and
along the length of the corridor. Our CM team will
continually monitor the CPM schedule, analyze float
and critical work timeframes to ensure the schedule is
maintained. In addition to the overall CPM schedule,
our team routinely develops RAS schedules (required
at site) for management of equipment and material
delivery dates. This tool has proved increasingly useful
as vendors and manufacturers carry less inventory.
Our detailed technical construction management
approach to managing the MAX BRT project is
outlined below and separated into project delivery
phases: preconstruction, construction and post
construction. From this systematic approach, our
CM team has demonstrated a thorough knowledge
of project delivery and risk management. We further
discuss safety, cost, schedule and quality control in
the Management Approach section of this proposal.
A final constructability review of the drawings will lead
to recommendations for cost savings and schedule
acceleration. CH2M HILL has performed over 400
constructability/VE reviews and saved our clients
millions of dollars in design/construction costs.
Although it is preferable to conduct constructability
reviews earlier in the design phase than the
current MAX BRT schedule allows, we will hold this
review with the general contractor and all major
subcontractors immediately upon our selection.
Ideally this effort begins right after the formal
partnering session and is carried through during
quarterly partnering to develop opportunities for
improvement and identity rocks in the road for team
members to subsequently develop action plans
to address. As a unique feature of our CM team,
CH2M HILL also self-performs our own construction
on highway and bridge projects throughout the
U.S. and our staff understands the best means and
methods as well as the cost impact of material
selection. Our estimators are second to none as
Mason Corridor - MAX BRT 38
Technical Approach
Preconstruction Phase
Constructability/Value Engineering Review
• Bore/jack storm pipeline under Prospect
Road (F1-1)
• Bore/jack storm pipeline under Harmony
Road (B-1)
• Accept contractor-suggested change from arch RCP
pipe; coordinate hydraulic design around elliptical
or round
• Define removal and disposal procedures for
transite waterline pipe; this should not be an
“unforeseen condition”
• Change retaining wall foundation to all caissons/
piers for taller wall sections (Segment 3)
• Investigate changes to curb type to accelerate
paving
• Coordinate and funnel oversight and reporting
for all FTA funded contracts through our FTA
Compliance Officer
• Investigate locating mobile concrete batch plant
on site
• Investigation co-location of contractor, construction
manager and City personnel; utilize existing office
space availability in the Drake Professional Park
area which is centrally located to the project
corridor
• Maximize work through road closures to collector
and local designated roads (specifically throughout
CSU campus)
• Focus on scheduling as much construction as
possible through the CSU campus during summer
months
• Change pipe material type for storm sewer (longer
lay lengths; production increase)
• Maximize use of high early concrete mix designs at
intersection construction locations
• Improve pavement section recommendation based
on subgrade stabilization methods
• Utilize ground heaters and winter protection options
to facilitate construction during winter months
• Use trenching technology to accelerate perforated
drainage pipe installation north of Laurel (in BNSF
tracks)
• Change light pole standard specification from
AASHTO to IBC
• Develop hazardous material management plan and
fix cost
• Incentivize the contract to encourage night work and
schedule acceleration. This can be done in ways
other than strict monetary compensation.
• Thoroughly define measurement and payment for
each unit price item; develop schedule of values
for lump sum station construction items avoiding
confusion and delay
• Change traffic control bidding approach to cost
per setup or closure. Re-price these setups after
standardized MHTs are submitted and approved.
This approach would pay the contractor for lane
39 -39-
Project Construction Management Services
Technical Approach
Preconstruction Phase
Unit Quantity Reconciliation/Method of Payment
Review
As part of our Technical Approach to managing the
MAX BRT construction phase, we feel it is vital to
facilitate a full reconciliation of the unit quantities,
how they are measured, and how they are paid.
During the contractor bidding process and as part of
our plan/specification review, we recognized many
discrepancies in the definition and measurement of
pay items. In the Management Approach section of
this proposal, we outline how we plan to measure,
collect and reconcile unit pay items. For this approach
to be successful, we need full contractor, CM and City
understanding of each pay item, what it includes, and
how it is measured. Additionally, further breakdown
of station construction payment is needed. We would
further define the payment for stations based upon
CSI divisions through a schedule of values. This overall
approach will help minimize risk through unclear
payment for unit price items and define station work to
ensure payment is provided for work completed, thus
eliminating advance billing issues.
Design Review
The MAX BRT design contains elements that warrant
a brief review of design intent prior to starting those
areas of construction. Our CM team would facilitate
a half day meeting with Baker, AECOM, and ALM to
ensure design intent is conveyed to the construction
team, minimizing confusion and questions during
construction. This meeting could occur as part of
the value engineering session or be conducted as a
separate effort. Prior to this meeting, our CM team
would develop action items to discuss and issue this
list to parties involved.
Construction Phase
During the construction phase, our Technical
Approach would shift to those elements contained
within the project such as:
Horizontal Slip-form Paving
Our CM team would evaluate paving plans as
presented by the general contractor ensuring
the appropriate joint patterns are maintained;
production schedules are met; surface (smoothness)
specifications are within tolerances; concrete curing is
appropriate for both hot and cold weather construction
and concrete strength meets or exceeds specifications.
Our CM team is uniquely qualified and brings
numerous years of concrete paving expertise in design,
construction and maintenance for airport runways,
interstate highway and arterial road construction.
Bridge Construction
The MAX BRT bridge construction is limited to
Mail Creek/New Mercer and the Larimer No. 2
Crossing. Each structure is relatively simple in its
construction from a strict technical perspective.
However, certification of caisson installation, pre-stress
Mason Corridor - MAX BRT 40
Construction Phase
Pipe Boring and Jacking
During bidding, potential MAX BRT contractors
provided many questions related to the pipe boring
and jacking components of the project. Rightly so,
the design drawings are unclear on the appropriate
casing techniques for pipelines if not directly jacked.
We have extensive experience with augered, cased
bores using many different types of carrier pipe. In
2010, Ditesco staff completed a jacked, cased bore
across the BNSF tracks at Pitkin for Colorado State
University. This project, as well as numerous others,
demonstrates our technical expertise related to
complicated utility installation.
Caisson Construction
Caisson, or pier construction on the MAX BRT project,
is limited to retaining wall, moment slab, bridge and
headwall installation. Caissons, as a foundation
construction technique, can be very useful and
accelerate construction delivery. To that end, our
technical approach to this construction element
would be proactive to ensure the depth to bedrock is
confirmed, penetration into bedrock is achieved and
the caisson alignment, reinforcement and concrete
installations are all within specification tolerances.
Traffic Control
To allow a safe work environment for the general
contractor, as well as a safe traveling environment
for vehicle, bicycle and pedestrian modes of
transportation, a complete traffic management plan
will need to be implemented for the MAX BRT project
to be successful. With our locally-based companies
and focus on the community, we understand the travel
patterns across Fort Collins, rush hour times, arterial
traffic control time limitations (8:30 am- 3:30 pm) and
event schedules. We also understand the importance
of emergency response times and how this project
will affect PFA, Police and Ambulatory response. Page
41 contains an exhibit of the nearest fire stations and
response patterns. Each MHT contemplated must
address these response patterns. Our CM team
would work with City Traffic Operations personnel
(Syl Mireles) to ensure MHTs are submitted in a
timely, complete and thoughtful way. We would also
work with Syl to approve “template” MHTs that can
be implemented across the project minimizing delays
in review and approval. This might apply to simple
lane closures or road closures. We have done this
successfully before on other projects within the City.
Floodplain Management
During construction, technical issues surrounding
floodplain management will include ensuring
the staging of materials outside of critical areas,
documenting any changes in design or construction
that may affect the BFE or cause a floodway/floodplain
rise, and meeting floodplain use permit requirements.
Our CM team excels in this area and has successfully
managed storm drainage projects inside City and
FEMA regulated floodplains. Portions of the project
Safety Management Emergency Response
Station Number Station Address
Station 1 505 Peterson St.
Station 2 415 S. Bryan
Station 3 2000 Matthews St.
Station 4 1945 W. Drake Rd.
Station 5 4615 Hogan Dr.
Station 6 2511 Donella Ct.
Station 10 2067 Vermont Drive
Major response routes affected
by MAX BRT Construction
Taft Hill Road
Shields Street
Harmony Road
Horsetooth Road
Drake Road
Prospect Road
Mulberry Street
College Avenue
Lemay Avenue
Timberline Road
41
City of Fort Collins City Floodplain
42
Water Quality Pond (MSO Pond)
Permit #11047
MSO Pond located in Spring Creek 100-year floodway
12,183 cu. cut (storage increase)
No BFE Impact
Post construction no rise certificate required
Active Document Affecting Spring Creek Floodplain
1. Choice Center CLOMR #09-08-0735R
2. Mason Corridor CLOMR #10-08-0570R
3. Poudre to Horsetooth LOMR #10-08-0392P
BRT Construction
Permit #11045
Fill in floodway STA 166+00 to 181+00
Ditch construction, retaining wall, fill, culvert and underpass extensions
Post construction no-rise certificate required
City of Fort Collins City Floodplain
Construction Management Strategies
1. Review alternative compliance methods
2. Verify/obtain preconstruction survey at modeled cross sections
3. Verify design elevations at critical cross sections
4. Monitor/check elevations during construction
5. Complete post construction survey / no-rise certification
6. Verify model updates - post construction no-rise certificate required.
Mason/Mulberry Station
Permit #11018
- Station construction in flood fringe
- Post construction survey and no-rise (if required)
Mason/Olive Station
Permit #11020
- Bus pad at or below grade in floodway
- Grade tolearnce I 0.049
- TNM in flood fringe
- Post construction no-rise certificate required
Laurel to Oak Roadwork
Permit #11046
- BNSF track, curb and gutter modifications
- Matching grade requirement
- Post construction no-rise certificate required
Mason/Olive Station
Permit #11019
- Bus pad at or below grade in floodway and flood fringe
- Platform, TVM, curb and gutter in ineffective flow area of floodway
43
Mason/Olive Station
Permit #110019
- Bus pad at or below grade in floodway and flood fringe
- Platform, TVM, curb and gutter in ineffective flow area of floodway
Laurel to Oak Roadwork
Permit #11046
- BNSF track, curb and gutter modificatiions
- Grade tolearnce I 0.049
- Post construction no-rise certificate required
44 -44-
Project Construction Management Services
Construction Phase
Vertical Construction (cont.)
team would work cooperatively with the City Building
Department to inspect and certify construction through
our Building Inspection Records which are discussed
in the Management Approach section of this proposal.
Our team has successfully completed numerous
projects using this approach with Building and Zoning
Department personnel.
Utility Relocation Coordination
There are many private and pubically owned utilities
along the corridor. These include Century Link,
Comcast, Xcel Energy, FCLWD, City of Fort Collins
Utilities – Water; Light and Power. Our approach to
utility relocation is simply aggressive. We understand
that third party work on this project can significantly
affect the job schedule and progress. This can
become a major risk item on any project as control
over their work can be limited, despite our best-laid
plans. That said, our CM team brings years of local
utility relocation coordination expertise. We know the
players, their roles and how to motivate response. We
are aggressive, yet fair in our working relationship with
each agency, knowing that these relationships are a
key to our long-term success and not dependent upon
one project.
To summarize our Technical Approach to the
construction phase, we are purely “hands-on.” Our
experience, local relationships and proactive approach
will lead to active and claims avoidance resulting in a
MAX BRT project that is built on time, on budget, and
to the quality standards you expect.
Post Construction Phase
The post construction phase is defined by final
testing, commissioning and start up. Here, critical
post construction technical issues will revolve around
floodplain certifications, ITS testing, system start up,
training and commissioning.
Our Technical Approach to each post construction
activity is summarized below.
Floodplain Use Permits
To successfully close out these permits (Spring Creek
and Old Town floodplains), our CM team will work
with City personnel to ensure as-built elevations are
consistent with those contained in the permits. We
will provide final certification and information needed
to ensure the floodplain model as-built condition is
accurate.
ITS
The ITS component of the MAX BRT project will
require extensive testing. Our approach to this
technical component of the project will be to ensure
the City’s fiber contractor (H&H) is well coordinated
with the general contractor’s electrical subcontractor
in equipment and line installation and terminations.
Testing and coordination are expected to include
continuity tests, understanding of control and
communication logic, programming and resulting
Mason Corridor - MAX BRT 45
Management Approach
It is our belief that an integrated City of Fort Collins-
CH2M HILL / Ditesco Management Approach to the
MAX BRT project will determine the success of the
project. So much so, we have proposed a team of
individuals that is defined by their exceptional qualities:
they are hardworking, dedicated, honest, trusted, and
well respected in the industry. They are people who
are driven by their values to deliver extremely high
levels of customer service; people who will dictate and
define the final success of this project.
As highlighted previously and again below, our CM
team is a diverse cross-section of individuals from
leading project and construction management firms
locally and nationwide. We intend to use local staff
to bolster the Fort Collins economy on this most
important project, but also have the ability to call
upon our depth of other national experts as required.
• CH2M HILL – Locally headquartered national leader
in engineering, construction and management -
Ranked by ENR 1st in Program Management every
year since 2004, as well as 2011 rankings of 2nd in
Construction Management, 7th in Transit and Rail,
and the 2011 4th top Transportation firm;
• Ditesco – Local leader in public infrastructure project
and construction management;
• CTL Thompson – Local leader in material testing
and inspection; and
• LS Gallegos – Regional leader in construction
management and inspection.
Our overall Management Approach to the MAX BRT
project is broken into the following components:
• Staffing Plan
• Partnering
• Quality Management, consisting of:
- Budget Control
- Schedule Control
- Quality Assurance and Control
• Outreach and Communications
• Safety Management
• Third Party Management
• Start Up, Training and Commissioning
46 -46-
Project Construction Management Services
Management Approach
Team Member, Title and Roles
Dan Heilig/
CH2M HILL
Project Principal
FTA Coordination
FTA Compliance Officer
FTA Reporting Oversight
PMOC Coordination
Jeff Mack, PE/
CH2M HILL CM Principal
Oversight of CM Operations
Resource Control
Partnering, Constructability and Value Engineering
Keith Meyer,
PE/Ditesco
Construction Project
Manager
Construction Delivery Oversight
Budget, Schedule and Quality Control
Management Coordination with City
Jon Spencer,
PE/CH2M HILL
Assistant Construction
Project Manager /
Project Controls
Controls Oversight
Budget, Schedule and Quality Control
DBE Compliance
Tim Hackworth
CH2M HILL
Senior Construction
Inspector
Construction Inspection
Quality Control
Oversight of Consultant Inspectors
Coordination with City Senior CM / Inspector
Joe
Biedenbach/
CH2M HILL
Bus Maintenance
Facility Specialist
Constructability Review of Maintenance Facility Review of Maintenance Facility
Quality Control
Advice for Consultant and City Inspection Staff
Coordination with City Maintenance Staff
Diana Yust/
CH2M HILL Financial Coordinator
Budget Reporting
Draw Schedules
Earned Value Reports
Cost Control Reports
Jill
Colasuonno, EI
Ditesco
47 -47-
Project Construction Management Services
Management Approach
Staffing Plan
Our staffing approach is defined by the roles
we expect to fill within the Fort Collins MAX BRT
management organization and the talented people
selected to be assigned to the project. Our staffing
approach is centered upon the “best-talent we can
offer” philosophy, regardless of which firm employs
the individual. Nowhere is this more true than in
the assignment of Ditesco’s Keith Meyer as our
Construction Project Manager (CM) based upon his
close relationship with the City of Fort Collins and his
thorough understanding of the project complexities
and challenges. Keith has dedicated hundreds
of hours preparing risk analyses, a preliminary
master schedule, a corridor site constraint map,
and conducting interviews with several project
stakeholders. This proactive approach is indicative
of our team’s eagerness and dedication to ensure
the success of the MAX BRT project.
In addition to Keith, Dan Heilig as our Principal
in Charge has lead numerous “integrated” teams
and will assist in organizing the project into a
seamless working relationship with the City of Ft.
Collins, all 3rd parties, GC, FTA, PMOC utilizing his
key relationships. Below is a relationship matrix
that highlights Keith, Dan and Jon’s (our ACM)
key relationships between our CM team and the
community stakeholders involved in the project,
followed by a summary of each individual assigned
to the project and their role.
Mason Corridor - MAX BRT 48
Dan Heilig
Principal in Charge
FTA Compliance Officer
Keith Meyer
Construction Project Manager
Jon Spencer
Assistant Construction Manager
FTA Deputy
Regional Administrator
FTA Deputy
Regional Administrator
PMOC STV
PMOC STV
CDOT
CSU Facilities Purchasing
FTA Engineers
FTA Program
Management Team
Leader
Ditch Const. Legal
NFRMPOPolice
DDA/DBA Risk Management
DNSF PFA
Engineering
UtilityForestry Const.
TransfortPUCTransfort
Communications
Third Party Agencies City of Fort Collins
CH2M HILL Team
Realationship Matrix
Management Approach
Staffing Plan - Hours
Team Member Title July
2012
Aug.
2012
Sept.
2012
Oct.
2012
Nov.
2012
Dec.
2012
Jan.
2013
Feb.
2013
Mar.
2013
Apr.
2013
May
2013
Jun.
2013
Jul.
2013
Aug.
2013
Sept.
2013
Oct.
2013
Nov.
2013
Dec.
2013
Jan.
2014
Feb.
2014
Mar.
2014
Dan Heilig/
CH2M HILL
Project Principal
FTA Coordination 40 8 8 8 8 8 8 8 8 8 8 8 24 8 8 8 8 8
Jeff Mack, PE/
CH2M HILL CM Principal 40 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
Keith Meyer,
PE/Ditesco
Construction Project
Manager 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 80
Jon Spencer,
PE/CH2M HILL
Assistant Construction
Project Manager /
Project Controls
159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159
Tim Hackworth/
Mason Corridor - MAX BRT 50
Management Approach
Partnering
Our CH2M HILL/Ditesco CM team believes that
Partnering concepts should be part of every project.
This process brings project participants together to
jointly solve problems in a highly cooperative, team
environment. It also highlights the common goals
amongst participants, and the ability to proactively
resolve conflict and jointly solve project challenges.
Each key member of our team has participated in
numerous partnering sessions and understands the
value it brings.
Early Partnering Aids Conflict Resolution
and Helps Prevent Construction Claims
Conflict resolution and claims avoidance are best
handled through early identification of potential
problems and by all parties working together in
developing a quick, cost-effective, least schedule-
affecting solution. Our CM staff has found that
initiating discussions on contentious issues as
soon as they arise results in potential claims being
resolved before intractable positions are adopted
by opposing parties. Partnering and building trust in
each other simply leads to “claims resolution”. One
of the primary methods of preventing and mitigating
claims is building a teamwork environment at the
onset of the project.
CH2M HILL endorses conducting a Partnering
meeting for the MAX BRT project once the contractor
and CM selections have been finalized. During this
partnering meeting, lines of communication are
established and overall goals and milestones for the
project are agreed on by the various project parties:
the City of Fort Collins, Colorado State University,
Utility Companies, Contractor, Architect, Engineer, CM
team, and other project stakeholders. At this meeting
the project team also identifies senior individuals
within each party to whom unresolved issues will be
elevated if needed. In the event the onsite team is
unable to resolve an issue at the project level within
a specific amount of time, the issue is elevated to the
predefined senior individuals representing the various
parties involved in the project.
Project
Construction
Manager
Architect/
Engineer
Contractor
Owner
51 -51-
Project Construction Management Services
Management Approach
Quality Management
As indicated previously, Quality Management
includes the proactive and aggressive oversight of
Budget Control, Schedule Control, Quality Assurance
and Control, Permitting, and Reporting/Document
Control. We will address each of these topics in the
following paragraphs in order to demonstrate our
complete and thorough understanding of the Scope
of Services provided in the Request for Proposal
document, as well as our role within the City of Fort
Collins MAX BRT project organization.
Budget Management
The success of the MAX BRT project will depend, to
a great extent, on how well the cost control system
functions. Managing costs on a construction project
begins during the preplanning phase and continues
through contract completion. Open communication
between all project participants is imperative to
avoid unnecessary impacts to the project budget and
schedule. As a first step to cost control, we would
reconcile the various unit price pay items; how they
are measured and paid throughout construction
delivery. With this, the construction team will
have a full understanding of these expectations.
Through construction, we would anticipate weekly
reconciliation of job quantities for payment and
cost control. This would be done through the
inspector’s daily quantity tracking sheets submitted
to Document Control weekly.
Our CM team’s cost control system enables the
CM and ACM to monitor current costs, compare
them with the established budget and, if necessary,
implement corrective actions. If an item which has
the potential to impact costs is identified, the ACM
will implement a formalized early warning process,
as illustrated in Figure 1, to track and resolve cost
issues before they become change orders.
During the course of the MAX BRT project, the
CH2M HILL team will conduct regular budget control
meetings with the City to review and evaluate
budget compliance by comparing each budget line
item against the actual cost.
Change and Claims Control
Perhaps the most important tasking that our CM
team will undertake in support of the MAX BRT
project is to assist in the mitigation, evaluation,
and resolution of potential claims. These potential
claims may arise from existing site conditions, design
and construction issues. Taking our lead from
the City of Fort Collins, we will assist in the early
identification and resolution of potential challenges
to increase the likelihood of adding value to the
project. As time passes, less value is realized from
the impact of changes, claims, or disputes during
project construction (see Figure 2 on next page).
To address the MAX BRT project needs, we have
assembled seasoned staff resources that possess
Mason Corridor - MAX BRT 52
When the City requests estimating support, we will
prepare an independent check estimate for any
significant City-initiated Change Order, or provide
input into the analysis and evaluation of a Contractor
Change Request or Claim. We will monitor project
costs including all variation orders and progressively
advise the City on the estimated final construction
costs and also provide estimating assistance for
change order and claims negotiations.
Our staff will evaluate interim progress payment
applications submitted by the Contractor(s) and
advise the City for approval/payment. Additionally,
our staff will evaluate the final progress payment and
recommend the release of retention sum submitted
by the Contractor.
Schedule Control
As noted above, we have created a complete CPM
schedule for the project based on how we feel it
could be built. This schedule includes an allowance
for the Troutman Underpass and NRRC Overpass
to ensure these parts outside the main BRT
contract are incorporated. Our team looks forward
to the opportunity to review this schedule with the
contractor’s schedule to ensure the best possible
delivery method can be provided to the City. That
said, once the final schedule is established we will
evaluate progress against the overall job and “look
ahead” schedules weekly. This will also occur during
weekly progress meetings to communicate schedule
details to all parties involved. As challenges arise,
we will verify and manage schedule details such as
total float, available float and critical path activities/
changes. In addition, we will work with the
contractor to develop more detailed construction
schedules and equipment procurement schedules to
ensure the projects parts are delivered on time.
Potential delays
Potential
disagreements
Contract
ambiguities
Proactive
communication
methods
Standard rates
Site conditions
Preconstruction
surfveys
Explore recovery
schedules
Early clarifications
Quick response to
questions
Contactual dispute
resolution process
Prompt dispute
resolution
Retrievable
documentation
53 -53-
Project Construction Management Services
Management Approach
Quality Assurance and Control
The purpose of every good quality control plan
is to perform the necessary quality testing and
observation during the construction process. A
good plan also brings with it the quality assurance
of compiling, distributing, and documenting the
information generated during this process. The
combined expertise that our team brings is superior.
In addition to certified, experienced inspectors in
the field, we have an AASHTO-accredited laboratory
located in Fort Collins, which is fully staffed and
ready to meet the accelerated deadlines of this
project. A majority of the laboratory testing would
be completed locally with few specialized tests sent
to CTL’s Denver laboratory.
Accuracy and availability of information are key
elements to keeping the project on track. Our team
has a well thought-out and well-executed plan to
distribute the right information quickly to the rest
of the project team. This approach will guarantee
accurate reporting and quality control delivery
throughout the construction phase. An example of
our quality process flowchart is provided below.
Continuous Quality Management
The Quality Management process we are proposing
is integrated and continual. It not only includes
the field quality control measures, it also includes
budget/cost and schedule control as they all lead to
a “quality” project. The flowchart below shows how
each quality element is incorporated into the project
and its continual implementation throughout the
construction delivery.
Continuous Schedule, Budge, Quality Control and Reporting
Project
Timeline
Start Revenue
Service
Constructability
Review
Intermittant QA Audits Schedule
Analysis
Review
Reconcile
Measurement
and Payment
QC Testing Reporting Budget
Monitoring/
Control
Change
Control
Review/
Implement
QA/QC Plan
CPM
Schedule
Review/
Reconcile
Mason Corridor - MAX BRT 54
Management Approach
Site Construction, Testing and
Specialty Inspection
Our overall quality control sampling, testing, and
documentation will be in accordance with the CDOT
Construction Manual, Field Materials Manual and
LCUASS. In accordance with the CDOT 2012 Field
Materials Manual, a list of all inspections required
will be generated and documented on CDOT form
250. Random sampling will be in accordance with
Chapter 75 of the Field Materials Manual. At the
start of construction, a summary of required IAT tests
will be developed in accordance with CDOT 379.
Our CM team will contact the IAT no less than 48
hours in advance. Our team has the qualifications
and facilities to easily handle the test requirements
outlined in Table 1 of the RFP. The accelerated
nature of the “turnaround time” for testing is already
practiced by the local CTL lab for various Fort Collins
projects. This approach will be “old hat” for us.
Our field quality control plan will require that
technicians report their field observations and test
results (particularly any non-compliant test results)
to the appropriate GE, CI and CM representatives
as soon as they have completed their site visit. If
a representative is not available when testing is
completed, all non-compliant test results will be
communicated to them via phone. Our technicians
will leave a field copy of their test results with
the CI or at the jobsite office prior to leaving the
project site. When issues occur, our technicians
are experienced and can provide immediate
recommendations in most situations. They are
also able to bring in further input or expertise if
necessary. As our technicians and laboratory are
local, we can have additional assistance on site very
quickly to address problems head-on.
Our laboratory will report asphalt test results to
the appropriate GE, CI and CM representatives as
soon as they are ready (normally via phone). We
will provide final, signed reports within 48 hours of
the site visit. The one exception to this would be
concrete compressive strength test results, which are
typically reported as the breaks occur. Therefore, the
first report is often not issued until 7 days after the
site visit. Our reports will include a summary of test
results and clearly state whether the test results are
within specified limits as detailed in the project plans
and specifications. Non-compliant laboratory test
results will be communicated via phone to the CI,
CM and GE or other designated parties as soon as
they are known.
Regardless of the type of test, or when it is
scheduled or reported, our team will provide the
quickest and highest level of customer service to
the project. We will enhance all of the reporting
through the SharePoint site giving all team members
continual access to the quality management
document control.
55 -55-
Project Construction Management Services
Management Approach
Testing Frequency and Standards
In-Place Density: Colorado procedure CP-80 will
be used to determine the embankment density.
Colorado Procedure 23 will be utilized to determine
maximum dry density and optimal moisture for soil
and rock embankment and Colorado Procedure
25 will be utilized to calibrate percent of relative
compaction for soil and rock mixtures.
Soil Classification: Colorado procedure CP-31A
and CP-31B will be used to determine the gradation
and AASHTO T 89 and ASSHTO T 90 will be used
to determine the liquid and plastic limits. AASHTO
classification can be determined by soil gradation
and liquid limit.
Concrete: Sampling will be performed in accordance
with ASTM C172-99; Air Content by the Pressure
Method in accordance with ASTM C 231-97; Sieve
Analysis of Fine and Coarse Aggregate in accordance
with ASTM C 136-96a; Slump in accordance with
ASTM C143-98. Air Content, Unit Weight and
Yield in accordance with ASTM C138-00; Casting
Concrete Cylinders in accordance with ASTM C 31-
98; and testing for Compressive Strength will be
performed in accordance with ASTM C39-99.
Asphalt: Sampling of asphalt and aggregate will
be performed in accordance with CP 75, random
sampling of materials. Gradation testing will be
performed in accordance with CP 31A. Bulk specific
gravity of pavement cores will be in accordance with
CP 44. Asphalt cement content will be determined
by the ignition furnace method CP 6307 and in-
place density will be determined in accordance with
CP 81.
Other applicable test standards will be followed
as indicated in the project plans and the CDOT
Standards.
Follow Up
Daily checks will be performed to assure control
activities, including control testing, are providing
continued compliance with contract requirements,
until completion of the particular work. The checks
shall be made a matter of record in the QA/QC Daily
Report. Final follow-up checks shall be conducted
and all deficiencies corrected prior to the start of
additional work, which may be affected by the
deficient work. As is normal practice, the contractor
shall not be allowed to build upon or conceal non-
conforming work.
The Senior Inspector will generate a log sheet to
track CAR’s (Corrective Action Reports). This log
sheet along with all CAR’s will be kept in a log book
on site for review. The CAR will explain what portion
of work is not in compliance with the specifications,
which will be generated by the Senior Inspector. The
contractor will then have to make a Corrective Action
recommendation, receive approval for the corrective
action, perform the corrective action, and the receive
Mason Corridor - MAX BRT 56
Management Approach
Permitting
At the earliest stages of the construction contract,
we will work cooperatively with the general
contractor to obtain outstanding permits. We will
work as a facilitator to ensure these are obtained
in a reasonable timeframe to meet job schedule
requirements. We anticipate assistance with the
following permits.
• CDPHE Stormwater Discharge
• Air Quality
• City of Fort Collins Building
• Groundwater Dewatering/Water Quality
• Potential Hazardous Materials
Reporting / Document Control
Existing Conditions Documentation
During the preconstruction phase, one of the most
important first field steps will be to perform a full job
site photo and video documentation. This effort will
ensure the City of Fort Collins’ risk is minimized from
potential claims during and after construction. Our
team will summarize the photograph and video record
in a searchable database format for ease of use.
Document Management Standards
Consistency in standards for document
management, whether paper or electronic files, is
critical when managing the complexity of projects
like MAX BRT. Our CM team has well-established
document management standards. These standards
range from file organization/structure to file naming
and file type for permanent archiving. During the
first two weeks of the project, we would facilitate
a meeting with all team members to review the
standards and jointly develop a system that works
for the entire team. Once adopted, this system
would then be used to manage both paper and
electronic files.
Document Management
Our team proposes to manage all electronic files
through a SharePoint site designed specifically for the
MAX BRT project. This site would be housed on our
servers. The entire project team would have access
to the site. Portions of the site could be access
restricted for owner use only. SharePoint would
be configured to automatically notify project team
members of site changes, such as when test reports
are posted. This approach keeps all team members
informed on a very regular basis. The site could also
be designed as a reporting dashboard for schedule,
budget and informational updates as well as informal
team communication. Lastly, the site can be
configured to sync with Outlook calendars providing
scheduling information to team members for testing
times, pour times and other daily/weekly events.
Action Log
A standard practice amongst all of our CM firms is
to maintain an action log or pending issues log to
manage all job changes, issues, change directives
and field orders. This tool becomes very powerful
57 -57-
Project Construction Management Services
Management Approach
RFI Log
Similar to the project submittal log, our CM team
would develop an RFI log for use on the MAX
BRT project. The RFI and Submittal Log would be
available for all team member use on the SharePoint
site making tracking of each item seamless.
Other Forms Utilized on the Project
Would Include:
• Daily Logs/Diaries
• Pay Application
• Work Change Directives
• Field Orders
• Change Order
• Transmittal
• Joint Submittal Review
• Photo Logs
• Building Inspection Records
• Material Test Reports
• Daily/Weekly Summary Quantity Forms
• Transmittal Forms
• Cost Analysis Forms
• Work Order Forms for Force Account Work
• Cost Control/Earned Value Reports
• Monthly Reports
• Meeting Minutes
• Safety Management Reports
• Format and Location of Record Drawings
• O&M and Training Manual Format
Outreach and Communications
The CH2M HILL CM team is accustomed to
performing project and construction management
of high-profile projects and is acutely aware of the
need for effective public outreach to the surrounding
residential, business and governmental communities
to make these projects a success. Keith Meyer, our
CM, will enhance open communications and provide
monthly status reports that will allow the City and all
stakeholders to stay current with all aspects of the
project from its inception at groundbreaking through
construction completion. All communications
will be thoughtful and tailored to the intended
audience through a coordinated effort with the
City’s Communications and Public Involvement
Department.
Additionally, Keith will participate in all public
information meetings, being the “face” of the
project. Communication with the public is vital when
working in areas with residences and commercial
business interests that may be impacted by
construction activities.
Safety Management
The CH2M HILL CM team will ensure the
effectiveness of the safety program by encouraging
active participation and cooperation of all contractors
and their employees in the coordination of
their efforts in carrying out the following basic
responsibilities:
Mason Corridor - MAX BRT 58
Management Approach
Safety Management (cont.)
• Providing adequate protection for adjacent public
and private properties and to ensure the safety
and security of the public at all times. Use of a
public risk assessment prior to construction helps
to identify and if possible eliminate those key
risk factors that expose the public to temporary
sidewalks, temporary egress, building activities
from above, limited lighting, heavy equipment,
rail hazards as well as noise and dust. Barriers/
barricade, fencing warning sign, temporary lights
and safe access egress is heavily enforced.
• Establishing and conducting safety education
programs designed to gain, stimulate and
maintain the interest and active participation of all
employees through:
• Project safety orientations
• Safety meetings and communication of critical
information to workers
• Use of proper work procedures, personal protective
equipment and mechanical guards (Safety Task
Hazard Analysis.)
• Safety instruction for individual employees and
safety training programs.
• Investigation of incidents that have caused or
could cause injuries and potential safety incidents
to determine the root cause and the taking of
necessary corrective actions. Records of incidents
and losses and development of injury/losses
experience summaries are maintained and the data
shared with the entire project team to establish
benchmarks and best practices during the project.
• Ensuring emergency response is planned and
available for any contingency that could occur
on the project site or impact the public. On all
projects CH2M HILL ensures outreach occurs to
the local emergency response network and regular
briefings are provided to emergency providers
identifying any impact construction will have on
emergency response functions.
Third Party Management (City of Fort
Collins, Utility Companies, BNSF, CSU)
The CM team will support the City staff in
coordinating project activities compliance with Third
Party Agreements, and maintaining good working
relationships with the following:
• Regulatory permitting agencies
• Utility Companies
• Burlington Northern Santa Fe Railway Company
• Colorado State University
• Private companies and property owners along the
project corridor
Our local and experienced staff has worked
with the City of Fort Collins, CSU Facilities, ditch
operators, utilities, and others for many years.
The relationships and trust developed with
these agencies will assist the project in utility
relocation, campus event coordination, ditch water
59 -59-
Project Construction Management Services
Management Approach
Start Up, Training and Commissioning
Area/Systems Safety Certification, Walk-Down and
Turnover
Our CM team will implement a walk-down process,
including the quality procedures consistent with
project specifications. The walk-down process will
be led by both Keith Meyer, our CM and Wayne
Gilles, our Systems Safety and Security Specialist,
along with discipline representatives from the City.
The purpose of the walk-down is to verify that
the installation and required testing have been
completed and documented as acceptable per
design and specification requirements. A walk-down
verifies the completeness of both the physical work
and the supporting documentations.
Some of the critical phases of work that will be
verified during this process are: Americans with
Disabilities Act, signaling, communication, electrical,
and civil works. Keith and Wayne are responsible
for ensuring that proper coordination is achieved
among all parties, prior to performing the walk-
down process. This includes advance notifications,
scheduling, closing out punch list items and securing
signatures for submittal of turnover documents to
the City.
Approach to Testing/ Commissioning and
Safety Certification – Start Early!
Our CM team understands how to provide practical
input to the design and manage the construction of
a bus rapid transit system that works. But the system
component is more than just the functionality of
individual components. Each component needs to
work with others, needs to interact with the public,
and needs to be verified as safe for the operators
and the public. This is where testing, commissioning,
and safety certification all come together.
We understand that an early start on these elements
ensures proper completion for revenue service
of the MAX BRT project. As in most BRT system
startups, the development of the testing regimen,
commissioning procedures, and safety certification
process will involve many entities. From the
contractors who design and install the basic elements
to the City of Fort Collins IT group to others who will
review, coordinate and accept the safety certification,
all have critical involvement in bringing this system to
life. It is essential to secure the review and approval
of the processes to allow the work to proceed and
achieve the goal of an operating system.
Figure 3: Testing and Commissioning engages many
project stakeholders and demonstrates our approach
and understanding of how these processes will
take place. This schedule identifies the points of
interaction required of all stakeholders for the testing
and commissioning phase of the project. We have
divided the project into “levels” to better identify
those involved and their interactions.
Mason Corridor - MAX BRT 60
Management Approach
Testing
Commissioning and certification testing starts with the
documentation of design, construction, and quality
testing for every project component. Every pour of
concrete, every wire, and every other component
needs to be approved for construction, installed,
and inspected for compliance with the project
design specifications and standards. The work, once
completed by the contractor, needs to be inspected
by the CM team, the City and other stakeholders. Our
CM team will ensure that this procedure occurs and
document every aspect of this essential testing.
The next level of testing involves using the basic
elements and ensuring that they interact properly
with other components around them as a system.
Verification of items such as ground resistance, utility
protective device coordination, and ensuring that
traffic signals are receiving proper inputs from buses
all need to be verified and documented.
Once the individual systems are completed, the
interaction of systems needs to be addressed. This
level of testing ensures that the major system works
properly as a whole. This is really the beginning
of what is more commonly known as “systems
integration.” It is this process that verifies that the
utility systems are safe; that buses have proper
safety clearances and that the vehicles have sufficient
clearance from wayside structures. This level of
testing is also where numerous manufacturers and
public agencies become involved in the process.
As systems integration becomes more the focus
of the testing regimen, the project transitions to a
transit system. Buses are run to determine how the
operations work. The public sees the reality of an
operating BRT system. Documentation for this level
of testing documents the interaction of the network
with the public and how they react as well.
Commissioning
The next level of testing is where the commissioning
really takes place. The system is run in “pre-
revenue” service for a period of time. Buses are
dispatched on a simulated schedule (with no
passengers). Operators are trained. Emergency drills
are run for both the City and public safety officials.
Documentation for this phase is not intensive;
however, commissioning is a key element of making
sure that the system is ready to serve the public.
Safety Certification
The CM team understands that the end result of all
of these tests is a system that is safe, efficient and
ready for public use. To this end, our entire safety
certification program will document all levels of
testing previously mentioned. Each level of testing will
identify the person responsible for the element and
require their certification as to the completeness and
acceptability of the testing. Only when all levels of
testing are complete and all documentation has been
finished, submitted for review, and approved, will
-1-
Project Construction Management Services
Appendix A
Reference Letters
Mason Corridor - MAX BRT
-2-
Project Construction Management Services
Mason Corridor - MAX BRT
To: Whom it may concern
From: Owen L. Randall, P.E., Chief Engineer, City of Fort Collins Utilities
Date: February 6, 2012
Topic: Letter of Recommendation for Keith Meyer and Ditesco
I have known and worked with Keith Meyer for more that 12 years in a number of different
circumstances. Keith worked for me as a Special Projects Manager at the City of Fort Collins
Utilities and at Ditesco he has provided resident engineering services for multiple projects at the
Utility treatment plants. Previously, he managed projects for the City Engineering Department
that required coordination with Utility projects. In all cases the work that Keith (or Ditesco)
performed for the Utility has been excellent in every regard, bringing value for the money spent,
quality plans, strategic thinking, willingness to challenge and be challenged and to present new
ideas for solving problems.
I have always had an excellent working relationship with Keith. Projects that Keith has been
involved with have covered a wide variety of disciples including storm drainage, water and
sewer lines as well as large treatment plant work at both the water treatment facility as well as
the water reclamation facilities. Work has included detailed design, contract project management
and construction resident engineering.
In every regard, Keith has done excellent work and has demonstrated leadership, quality work,
strong work ethic and outstanding knowledge of many different types of heavy civil construction
projects. Keith simply works harder than anyone else on a project.
I would highly recommend Keith and Ditesco for all they bring to any heavy civil project. I am
glad to talk in more detail about the qualifications that Keith Meyer and Ditesco may bring to
your project.
Please feel free to contact me by phone at 970-217-8403 or by email orandall@fcgov.com.
Mason Corridor - MAX BRT
-5-
Project Construction Management Services
Mason Corridor - MAX BRT
Appendix B
Risk Management Maps
Risk Item:
Mail Creek Bridge Construction
Solutions:
Confined Work Area – ensure existing
conditions documented; proper protections
in place for adjacent private property
Water Control – develop coordination
plan with New Mercer ditch rider to divert
irrigation flows around job site
Water Quality – ensure groundwater
dewatering permits are obtained, water
quality samples taken, TSS limits not
exceeded and appropriate BMPs are
implemented
Access – develop access plan/coordinate
with adjacent property owners (south
primary access)
Geotechnical – ensure subsurface conditions
are known to minimize delays in caisson and
footer construction
Risk Item:
Arterial Traffic/Access – Harmony Road
Solutions:
Access – develop appropriate MHT to
phase intersection construction including
all utility installation; coordinate business
access with property owners, sign
appropriately
Emergency Access – coordinate job
phasing plans/MHT with PFA, Police
and PVH to ensure response times are
minimally affected
Safety – implement job site training for
work crews for heavy traffic or night work
conditions; provide advance warning signs
Risk Item:
B2-1 Storm Sewer to College Avenue
Solutions:
Traffic Control – develop lane closure
plan/MHT to connect storm sewer into
College Ave; closure plan for east bound
Troutman Parkway
Utility Conflicts – ensure utility potholing
effort is complete; identify and address
conflict issues before installation begins
Risk Item:
Troutman Underpass
Solutions:
Coordination – separate construction
contract; cooperatively coordinate/share
job meetings and schedule to ensure
seamless delivery; incorporate ALL job
activities regardless of contract into one
schedule
Track Closure – develop coordination
plan to perform other track work during
closure for underpass installation
Utility Construction – develop phased
plan to install utility lines at depths and
locations to accelerate construction
Risk Item:
Larimer No. 2 Bridge Crossing
Solutions:
Access – develop appropriate MHT to phase
construction or close Mason Street
Water Control – develop coordination plan
with Larimer No. 2 ditch rider to divert
irrigation flows around job site/build crossing
during fall/winter months
Utility Conflicts – ensure utility potholing
effort is complete; identify and address
conflict issues before installation begins
Risk Item:
Arterial Traffic/Access – Drake Road
Solutions:
Access – develop appropriate MHT to phase
intersection construction including all utility
installation; coordinate business access with
property owners, sign appropriately
Emergency Access – coordinate job phasing
plans/MHT with PFA, Police and PVH to ensure
response times are minimally affected
Utility Conflicts – ensure utility potholing effort
is complete; identify and address conflict issues
before installation begins
Safety – implement job site training for work
crews for heavy traffic or night work conditions;
provide advance warning signs to public;
consider speed reductions in work zone
Segment 2 - Horsetooth Road to Drake Road
Segment 3 - Drake Road to Prospect Road
Risk Item:
E2-1 Storm Sewer
Solutions
Bore/Receiving Pits – develop bore/jack plan to
ensure surface impacts are minimized; provide
fencing and open hole protection
Pipe Specification – clarify type and amount of
jacked RCP/cased/uncased/grouted, etc.
Access – develop access plan for business access
throughout parking lot; ensure circulation if
possible; develop MHT for bore pit in College Ave
Utility Conflicts – ensure utility potholing effort
is complete; identify and address conflict issues
before installation begins
Underground Storage Tanks – locate and develop
removal plan if necessary to install pipeline
Property Owner Coordination – provide owners/
businesses with regular updates as work will
proceed slowly and impact to their operations will
be great
Risk Item:
NRRC Overpass
Solutions:
Coordination – separate construction
contract; cooperatively coordinate/share
job meetings and schedule to ensure
seamless delivery; incorporate ALL job
activities regardless of contract into one
schedule
Access – develop access plan that
addresses ALL contractors involved in
project; ensure implementation to efficient
construction delivery
Risk Item:
Retaining Wall No. 3 Construction
Solutions:
Schedule – segmental design of wall
extends construction duration; ensure
schedule is maintained by close monitoring
and use of mico-schedules
Access – develop coordinated access
plan to ensure all access to this portion of
Segment 3 construction is consistent; well
understood
Geotechnical – ensure subsurface
conditions are known to minimize delays in
caisson and footer construction (e.g. plan
for casing)
Risk Item:
F1-1 Storm Sewer - Arterial Traffic/
Access – Prospect Road
Solutions:
Access – develop appropriate MHT to
phase intersection construction including
all utility installation; consider jacked
bore for N-S storm crossing; coordinate
business access with property owners, sign
appropriately
Emergency Access – coordinate job
Segment 4 - Prospect Road to Laurel Street
Risk Item:
F1-4 Storm Sewer
Solutions:
Access – develop appropriate MHT to close
intersections along pipeline route; coordinate
closely with CSU and jointly develop detour routes
Emergency Access – coordinate job phasing plans/
MHT with PFA, CSU Police and PVH to ensure
response times are minimally affected
Utility Conflicts – ensure utility potholing effort
is complete; identify and address conflict issues
before installation begins
Risk Item:
Public Service Company Building Demolition
Solutions:
Safety – ensure hazardous materials are abated;
develop demolition and disposal plan according to
completed reports/standards
Disposal – confirm PCB and ACM mitigation
scenarios, incorporate plan to remove materials/
soil as necessary to facilitate construction delivery
Risk Item:
CSU Campus Coordination
Solutions:
Communication – develop coordination matrix, leverage
established relationships through Ditesco
Job Activity Coordination – distribute and incorporate CSU events
calendar into job schedule; ensure understanding of parking,
class and events issues on campus
Closure Coordination – follow CSU outage request standard for
traffic control closures or changes
Access – develop appropriate MHTs; coordinate closely with CSU
and jointly develop detour routes
Emergency Access – coordinate job phasing plans/MHT with
PFA, CSU Police and PVH to ensure response times are minimally
affected
Safety – adhere to CSU open hole protection policy and consider
installation of perimeter fencing across work on campus
Risk Item:
BNSF Track Reconstruction - Perforated Pipe Installation
Solutions:
Schedule – 24 hr, 7 day schedule monitoring for work between
Laurel and Maple; develop hourly schedule to ensure activities
and durations are addressed and understood
Pipe Installation – as an add-alternate, consider trenching
installation techniques to accelerate construction
Safety – develop night work safety plan to ensure all crews are
visible and emergency response plans are fully known
Coordination – develop outreach plan for downtown property
owners/businesses to communicate daily schedule, maintain
access and sign “open for business”
Noise Abatement – measure pre and post noise levels on the
site to mitigate claim scenarios
Segment 1A - Laurel Street to DTC
Risk Item:
BNSF Track Reconstruction - Perforated Pipe Installation
Solutions:
Schedule – 24 hr, 7 day schedule monitoring for work between Laurel and Maple; develop hourly schedule to
ensure activities and durations are addressed and understood
Pipe Installation – as an add-alternate, consider trenching installation techniques to accelerate construction
Safety – develop night work safety plan to ensure all crews are visible and emergency response plans are fully
known
Coordination – develop outreach plan for downtown property owners/businesses to communicate daily
schedule, maintain access and sign “open for business”
Noise Abatement – measure pre and post noise levels on the site to mitigate claim scenarios
Risk Item:
Business Access During Closure
Solutions:
Detour to College Avenue and Howes Street
Open alley access and thoroughfare and deliveries
Proactive business communication - hand deliveries;
e-mail blast updates
Risk Item:
Station Construction
Solutions:
Confined Work Area – ensure existing conditions documented; proper protections in
place for adjacent private property
Utility Conflicts – ensure utility potholing effort is complete; identify and address conflict
issues before installation begins
-1-
Project Construction Management Services
Appendix C
Construction Schedule
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
MAX�BRT MAX�BRT5�15�12 5�15�12 422.00 13�Apr�12 A 23�Dec�13 0.00
Mason Corridor � MAX BRT 422.00 13�Apr�12 A 23�Dec�13 0.00
Bidding 6.00 13�Apr�12 A 18�May�12 0.00
3 Pre�Bid Meeting 0.00 13�Apr�12 A
4 Bid Opening 0.00 18�May�12* 0.00 3
PPrreeccoonnssttrruuccttiioonn 38.00 18�May�12 05�Jul�12 382.00
10 Preconstruction Documentation 8.00 29�Jun�12 05�Jul�12 382.00 6
6 Construction Agreement 30.00 18�May�12 29�Jun�12 0.00 4
7 NTP 0.00 29�Jun�12 0.00 6
8 Partnering Session 4.00 29�Jun�12 05�Jul�12 382.00 7
9 Preconstruction Meeting 0.00 05�Jul�12 382.00 8
BRT BRTConstruction Construction 386.00 29�Jun�12 23�Dec�13 0.00
12 Mobilization 10.00 29�Jun�12 13�Jul�12 0.00 7
13 Staging/Office Set Up 5.00 13�Jul�12 20�Jul�12 204.00 12
Segment 1 (S. End to Horsetooth)124.00 02�Jul�12 21�Dec�12 261.00
Troutman TroutmanUnderpass Underpass 120.00 02�Jul�12 17�Dec�12 212.00
16 Troutman Underpass 120.00 02�Jul�12* 17�Dec�12 212.00
Clear ClearGrubb and Grubb 13.00 13�Jul�12 01�Aug�12 0.00
18 STA 8+00 to 23+00 5.00 13�Jul�12 20�Jul�12 0.00 12
19 STA 24+00 to 75+95 8.00 20�Jul�12 01�Aug�12 0.00 18
20 Erosion Control/BMPs 11.00 13�Jul�12 30�Jul�12 2.00 12
Demolition 24.00 01�Aug�12 04�Sep�12 231.00
22 STA 8+00 to 23+00 4.00 01�Aug�12 07�Aug�12 0.00 19, 20
23 STA 24+00 to 75+95 5.00 07�Aug�12 14�Aug�12 0.00 22
24 Spur Removal 4.00 07�Aug�12 13�Aug�12 247.00 22
25 Layout/Staking 15.00 14�Aug�12 04�Sep�12 187.00 13, 23
Utility UtilityRelocation Relocation 30.00 14�Aug�12 25�Sep�12 227.00
27 Comcast 5.00 14�Aug�12 21�Aug�12 197.00 23
28 Century Link 5.00 14�Aug�12 21�Aug�12 197.00 23
29 Xcel 8.00 14�Aug�12 24�Aug�12 197.00 23
30 COFC Light and Power 30.00 14�Aug�12 25�Sep�12 227.00 23
31 FCLWD Waterline � Harmony 6.00 14�Aug�12 22�Aug�12 201.00 22, 23
32 FCLWD Waterline � Horsetooth 6.00 22�Aug�12 30�Aug�12 201.00 31
Cut to Fill (to 0.2�ft)18.00 07�Aug�12 31�Aug�12 244.00
34 STA 8+00 to 23+00 7.00 07�Aug�12 16�Aug�12 63.00 22
35 STA 24+00 to 75+95 11.00 16�Aug�12 31�Aug�12 244.00 34, 24
Storm Sewer Installation w/MHs & Inlets (precast)52.00 14�Aug�12 25�Oct�12 302.00
37 Profile B1�1 (400 LF) 12.00 24�Aug�12 11�Sep�12 331.00 71
38 Asphalt Patch (B1�1) � Harmony 3.00 11�Sep�12 14�Sep�12 331.00 37
39 Profile B2�1 (1333 LF) 20.00 14�Aug�12 11�Sep�12 0.00 23
40 Asphalt Patch (B2�1) � Troutman 6.00 11�Sep�12 19�Sep�12 328.00 39
41 Profile B2�2 (56 LF) 2.00 11�Sep�12 13�Sep�12 0.00 39
42 Profile B2�3 (12 LF) 2.00 13�Sep�12 17�Sep�12 0.00 41
43 Profile B2�4 (18 LF) 2.00 17�Sep�12 19�Sep�12 0.00 42
44 Profile B3�1 (248 LF) 12.00 19�Sep�12 05�Oct�12 0.00 43
45 Asphalt Patch (B3�1) � Mason 2.00 05�Oct�12 09�Oct�12 314.00 44
46 Profile B4�1 (467 LF) 10.00 05�Oct�12 19�Oct�12 0.00 44
47 Asphalt Patch (B4�1) � Horsetooth 4.00 19�Oct�12 25�Oct�12 302.00 46
48 Profile B4�2 (11 LF) 2.00 19�Oct�12 23�Oct�12 0.00 46
MIS Duct Bank/Vaults 31.00 16�Aug�12 28�Sep�12 241.00
50 MIS Segment 1 (200 LF) 2.00 16�Aug�12 20�Aug�12 63.00 34
51 MIS Segment 2 (961 LF) 4.00 20�Aug�12 24�Aug�12 63.00 50
52 MIS Segment 3 (961 LF) 4.00 24�Aug�12 30�Aug�12 63.00 51
53 MIS Segment 4 (960 LF) 4.00 30�Aug�12 05�Sep�12 63.00 52
54 MIS Segment 5 (961 LF) 4.00 05�Sep�12 11�Sep�12 63.00 53
55 MIS Segment 6 (962 LF) 5.00 11�Sep�12 18�Sep�12 63.00 54
56 MIS Segment 7 (900 LF) 4.00 18�Sep�12 24�Sep�12 63.00 55
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
61 STA 24+00 to 75+95 16.00 10�Sep�12 02�Oct�12 186.00 29, 60
Staking StakingTrim for Paving/Stringline/Trim 23.00 10�Sep�12 11�Oct�12 219.00
63 STA 8+00 to 23+00 3.00 10�Sep�12 13�Sep�12 232.00 60
64 STA 24+00 to 75+95 7.00 02�Oct�12 11�Oct�12 219.00 63, 61
Concrete ConcreteGuideway Paving � Guideway 25.00 25�Sep�12 30�Oct�12 219.00
66 STA 8+00 to 23+00 4.00 25�Sep�12 01�Oct�12 227.00 35, 63, 30
67 STA 24+00 to 75+95 13.00 11�Oct�12 30�Oct�12 219.00 64, 66
Intersection IntersectionConstruction Construction 32.00 22�Aug�12 05�Oct�12 316.00
69 Tie in at STC 4.00 01�Oct�12 05�Oct�12 263.00 66
E. E.Harmony Bound Harmony 12.00 22�Aug�12 07�Sep�12 316.00
71 S. Lane Demolition 2.00 22�Aug�12 24�Aug�12 251.00 31, 18
72 S. Lane Paving (high early) 4.00 24�Aug�12 30�Aug�12 316.00 31, 71
73 N. Lane Demolition 2.00 30�Aug�12 03�Sep�12 316.00 72
74 N. Lane Paving (high early) 4.00 03�Sep�12 07�Sep�12 316.00 73
W. W.Harmony Bound Harmony 20.00 07�Sep�12 05�Oct�12 316.00
76 S. Lane Demolition 2.00 07�Sep�12 11�Sep�12 316.00 74
77 S. Lane Paving (high early) 4.00 11�Sep�12 17�Sep�12 316.00 76
78 N. Lane Demolition 2.00 17�Sep�12 19�Sep�12 316.00 77
79 N. Lane Paving (high early) 4.00 19�Sep�12 25�Sep�12 316.00 78
80 Flatwork 8.00 25�Sep�12 05�Oct�12 316.00 79
Troutman TroutmanCul�de�sac Cul�de�sac 18.00 11�Sep�12 05�Oct�12 263.00
82 Curb and Gutter 6.00 11�Sep�12 19�Sep�12 263.00 39
83 Sidewalk 10.00 19�Sep�12 03�Oct�12 263.00 82
84 Asphalt Paving 2.00 03�Oct�12 05�Oct�12 263.00 83
SSttrruuccttuurreess 97.00 20�Jul�12 04�Dec�12 274.00
Mail MailBridge Creek Bridge 97.00 20�Jul�12 04�Dec�12 274.00
87 Structure Excavation 4.00 20�Jul�12 26�Jul�12 37.00 18
88 Drilled Piers 3.00 26�Jul�12 31�Jul�12 42.00 87
89 F/R/P Columns/Pier Caps 3.00 31�Jul�12 03�Aug�12 361.00 88
90 F/R/P Abutments 17.00 26�Jul�12 20�Aug�12 221.00 87
91 Set Girders 2.00 20�Aug�12 22�Aug�12 221.00 90
92 F/R/P Deck Slab 18.00 22�Aug�12 17�Sep�12 221.00 91
93 F/R/P Parapet/Rails 12.00 17�Sep�12 03�Oct�12 318.00 92
94 Structural Backfill 6.00 09�Oct�12 17�Oct�12 244.00 92, 96
95 F/R/P Approach Slabs 11.00 17�Oct�12 01�Nov�12 244.00 94, 92
96 Retaining Walls/Wing Walls 16.00 17�Sep�12 09�Oct�12 221.00 92
97 Guardrail Installation 40.00 09�Oct�12 04�Dec�12 221.00 96, 66
Retaining Wall 4 11.00 26�Jul�12 10�Aug�12 303.00
100 F/R/P Footings 4.00 27�Jul�12 02�Aug�12 139.00 99
101 F/R/P Walls 5.00 02�Aug�12 09�Aug�12 139.00 100
102 Structure Backfill 1.00 09�Aug�12 10�Aug�12 303.00 101
99 Structure Excavation 1.00 26�Jul�12 27�Jul�12 37.00 87
Station StationConstruction Construction 105.00 27�Jul�12 21�Dec�12 261.00
Harmony Station (Type 1) 77.00 27�Jul�12 13�Nov�12 289.00
105 Site Utilities 7.00 27�Jul�12 07�Aug�12 141.00 99
106 Footings/Foundation 8.00 09�Aug�12 21�Aug�12 139.00 105, 101
107 Framing 14.00 21�Aug�12 10�Sep�12 196.00 106
108 Roofing 10.00 10�Sep�12 24�Sep�12 203.00 107
109 Rough Electrical 12.00 24�Sep�12 10�Oct�12 203.00 108
110 Concrete Flatwork 15.00 24�Sep�12 15�Oct�12 276.00 108
111 Paver Installation 4.00 15�Oct�12 19�Oct�12 302.00 110
112 Electrical Final 6.00 10�Oct�12 18�Oct�12 236.00 109
113 Artwork Installation 18.00 18�Oct�12 13�Nov�12 236.00 112
114 Finishes 12.00 18�Oct�12 05�Nov�12 295.00 112
Troutman Station (Type 1) 84.00 07�Aug�12 03�Dec�12 275.00
116 Site Utilities 6.00 07�Aug�12 15�Aug�12 143.00 105
117 Footings/Foundation 8.00 21�Aug�12 31�Aug�12 139.00 106, 116
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
121 Concrete Flatwork 15.00 15�Oct�12 05�Nov�12 276.00 119, 110
122 Paver Installation 4.00 05�Nov�12 09�Nov�12 291.00 121, 111
123 Electrical Final 6.00 30�Oct�12 07�Nov�12 222.00 120
124 Artwork Installation 18.00 07�Nov�12 03�Dec�12 222.00 123
125 Finishes 12.00 07�Nov�12 23�Nov�12 281.00 123
Horsetooth Station (Type 1) 92.00 15�Aug�12 21�Dec�12 261.00
127 Site Utilities 7.00 15�Aug�12 24�Aug�12 144.00 116
128 Footings/Foundation 8.00 31�Aug�12 12�Sep�12 139.00 127, 117
129 Framing 14.00 28�Sep�12 18�Oct�12 196.00 118, 128
130 Roofing 10.00 18�Oct�12 01�Nov�12 198.00 129, 119
131 Rough Electrical 12.00 01�Nov�12 19�Nov�12 199.00 130, 120
132 Concrete Flatwork 15.00 05�Nov�12 26�Nov�12 276.00 130, 121
133 Paver Installation 4.00 26�Nov�12 30�Nov�12 276.00 132
134 Electrical Final 6.00 19�Nov�12 27�Nov�12 199.00 131
135 Artwork Installation 18.00 27�Nov�12 21�Dec�12 208.00 134
136 Finishes 12.00 27�Nov�12 13�Dec�12 222.00 134
Signal SignalInstallation Installation 85.00 24�Aug�12 21�Dec�12 261.00
Harmony Road 85.00 24�Aug�12 21�Dec�12 261.00
139 Foundations (w/cure time) 12.00 24�Aug�12 11�Sep�12 251.00 71
140 Pole/Mast Arm Installation 2.00 11�Sep�12 13�Sep�12 328.00 139
141 Conduit Installation 12.00 11�Sep�12 27�Sep�12 251.00 139
142 Set Signal Heads 4.00 13�Sep�12 19�Sep�12 328.00 140
143 Install Cabinets 10.00 27�Sep�12 11�Oct�12 251.00 141
144 Wiring/Terminations 8.00 11�Oct�12 23�Oct�12 251.00 143
145 Segment 1 Complete 0.00 21�Dec�12 208.00 84, 113, 135, 95, 102, 124, 69, 144
Segment 2 (Horsetooth to Drake)148.00 01�Aug�12 25�Feb�13 215.00
Clear ClearGrubb and Grubb 9.00 01�Aug�12 14�Aug�12 13.00
148 STA 77+00 to 87+00 4.00 01�Aug�12 07�Aug�12 13.00 19
149 Erosion Control/BMPs 5.00 07�Aug�12 14�Aug�12 13.00 148
Demolition 12.00 14�Aug�12 30�Aug�12 13.00
151 Milling STA 77+00 to 129+00 12.00 14�Aug�12 30�Aug�12 13.00 149
Utility UtilityRelocation Relocation 8.00 30�Aug�12 11�Sep�12 334.00
153 Comcast 8.00 30�Aug�12 11�Sep�12 334.00 151
154 Xcel Energy (at Larimer No. 2) 4.00 30�Aug�12 05�Sep�12 16.00 151
155 COFC Light and Power 5.00 30�Aug�12 06�Sep�12 337.00 151
156 COFC Waterline � McClelland 6.00 30�Aug�12 07�Sep�12 59.00 151
Cut to Fill (to 0.2�ft)4.00 14�Aug�12 20�Aug�12 69.00
158 STA 77+00 to 87+00 4.00 14�Aug�12 20�Aug�12 69.00 149
Storm Sewer Installation w/MHs & Inlets (precast)35.00 30�Aug�12 18�Oct�12 250.00
160 Profile C1�1 (50 LF) 4.00 30�Aug�12 05�Sep�12 61.00 151, 158
161 Profile C1�2 (57 LF) 4.00 07�Sep�12 13�Sep�12 59.00 160, 156
162 Profile C3�1 (500 LF) 18.00 13�Sep�12 09�Oct�12 59.00 161
163 Asphalt Patch C3�1 7.00 09�Oct�12 18�Oct�12 250.00 162
MIS Duct Bank/Vaults 40.00 28�Sep�12 23�Nov�12 221.00
165 MIS Segment 9 (960 LF) 4.00 28�Sep�12 04�Oct�12 63.00 57
166 MIS Segment 10 (960 LF) 5.00 04�Oct�12 11�Oct�12 63.00 165
167 MIS Segment 11 (970 LF) 6.00 11�Oct�12 19�Oct�12 63.00 166
168 MIS Segment 12 (961 LF) 4.00 19�Oct�12 25�Oct�12 63.00 167
169 MIS Segment 13 (963 LF) 4.00 25�Oct�12 31�Oct�12 63.00 168
170 MIS Segment 14 (960 LF) 8.00 31�Oct�12 12�Nov�12 63.00 169
171 Set/Grade Utility Vaults 9.00 12�Nov�12 23�Nov�12 221.00 170
Subrade SubradeReconditioning Prep/Reconditioning 4.00 13�Sep�12 19�Sep�12 191.00
173 STA 77+00 to 87+00 4.00 13�Sep�12 19�Sep�12 191.00 161
Staking StakingTrim for Paving/Stringline/Trim 3.00 11�Oct�12 16�Oct�12 305.00
175 STA 77+00 to 87+00 3.00 11�Oct�12 16�Oct�12 305.00 64, 173
Concrete ConcreteGuideway Paving � Guideway 4.00 30�Oct�12 05�Nov�12 295.00
177 STA 77+00 to 87+00 4.00 30�Oct�12 05�Nov�12 295.00 175, 67
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
182 S. Lane Demolition 3.00 19�Oct�12 24�Oct�12 162.00 46, 202
183 S. Lane Paving (high early) 6.00 24�Oct�12 01�Nov�12 162.00 32, 182
184 N. Lane Demolition 3.00 01�Nov�12 06�Nov�12 162.00 183
185 N. Lane Paving (high early) 6.00 06�Nov�12 14�Nov�12 162.00 184
W. W.Horsetooth Bound Horsetooth 27.00 14�Nov�12 21�Dec�12 162.00
187 S. Lane Demolition 3.00 14�Nov�12 19�Nov�12 162.00 185
188 S. Lane Paving (high early) 6.00 19�Nov�12 27�Nov�12 162.00 187
189 N. Lane Demolition 3.00 27�Nov�12 30�Nov�12 162.00 188
190 N. Lane Paving (high early) 6.00 30�Nov�12 10�Dec�12 162.00 189
191 Flatwork 9.00 10�Dec�12 21�Dec�12 162.00 190
W. Bound Swallow 10.00 30�Aug�12 13�Sep�12 172.00
193 S. Lane Demolition 2.00 30�Aug�12 03�Sep�12 172.00 151
194 S. Lane Paving (high early) 3.00 03�Sep�12 06�Sep�12 172.00 193
195 N. Lane Demolition 2.00 06�Sep�12 10�Sep�12 172.00 194
196 N. Lane Paving (high early) 3.00 10�Sep�12 13�Sep�12 172.00 195
E. Bound Swallow 16.00 13�Sep�12 05�Oct�12 172.00
198 S. Lane Demolition 2.00 13�Sep�12 17�Sep�12 172.00 196
199 S. Lane Paving (high early) 3.00 17�Sep�12 20�Sep�12 172.00 198
200 N. Lane Demolition 2.00 20�Sep�12 24�Sep�12 172.00 199
201 N. Lane Paving (high early) 3.00 24�Sep�12 27�Sep�12 172.00 200
202 Flatwork 6.00 27�Sep�12 05�Oct�12 172.00 201
E. Bound Drake (inc McClelland crossing)16.00 21�Dec�12 14�Jan�13 178.00
204 S. Lane Demolition 6.00 21�Dec�12 31�Dec�12 162.00 191
205 S. Lane Paving (high early) 6.00 31�Dec�12 08�Jan�13 178.00 204
206 N. Lane Demolition 2.00 08�Jan�13 10�Jan�13 178.00 205
207 N. Lane Paving (high early) 2.00 10�Jan�13 14�Jan�13 178.00 206
W. W.Drake Bound Drake 14.00 14�Jan�13 01�Feb�13 178.00
209 S. Lane Demolition 2.00 14�Jan�13 16�Jan�13 178.00 207
210 S. Lane Paving (high early) 2.00 16�Jan�13 18�Jan�13 178.00 209
211 N. Lane Demolition 2.00 18�Jan�13 22�Jan�13 178.00 210
212 N. Lane Paving (high early) 2.00 22�Jan�13 24�Jan�13 178.00 211
213 Flatwork 6.00 24�Jan�13 01�Feb�13 178.00 212
SSttrruuccttuurreess 47.00 30�Aug�12 05�Nov�12 242.00
Larimer LarimerCrossing No. 2 Crossing 47.00 30�Aug�12 05�Nov�12 242.00
216 Structure Excavation 4.00 30�Aug�12 05�Sep�12 13.00 151, 99
217 Drilled Piers 3.00 05�Sep�12 10�Sep�12 16.00 216, 154, 88
218 F/R/P Floor 8.00 10�Sep�12 20�Sep�12 242.00 90, 217
219 F/R/P Walls and Deck 15.00 20�Sep�12 11�Oct�12 242.00 218
220 Structural Backfill 3.00 19�Oct�12 24�Oct�12 242.00 219, 222
221 F/R/P Sidewalk and Parapets 8.00 24�Oct�12 05�Nov�12 242.00 220
222 F/R/P Headwalls/Wingwalls 6.00 11�Oct�12 19�Oct�12 242.00 219
223 Ditch Slope Paving 4.00 19�Oct�12 25�Oct�12 245.00 222
Station StationConstruction Construction 97.00 24�Aug�12 08�Jan�13 249.00
Swallow Station (S. Bound � Type 2) 87.00 24�Aug�12 25�Dec�12 259.00
226 Site Utilities 4.00 24�Aug�12 30�Aug�12 148.00 127
227 Footings/Foundation 6.00 12�Sep�12 20�Sep�12 139.00 128, 226
228 Framing 10.00 18�Oct�12 01�Nov�12 196.00 227, 129
229 Roofing 8.00 01�Nov�12 13�Nov�12 198.00 228, 130
230 Rough Electrical 8.00 13�Nov�12 23�Nov�12 198.00 229
231 Concrete Flatwork 7.00 13�Nov�12 22�Nov�12 278.00 229
232 Paver Installation 4.00 22�Nov�12 28�Nov�12 278.00 231
233 Electrical Final 4.00 23�Nov�12 29�Nov�12 206.00 230
234 Artwork Installation 18.00 29�Nov�12 25�Dec�12 206.00 233
235 Finishes 10.00 29�Nov�12 13�Dec�12 267.00 233
Swallow Station (N. Bound � Type 2) 93.00 30�Aug�12 08�Jan�13 249.00
237 Site Utilities 3.00 30�Aug�12 04�Sep�12 151.00 226
238 Footings/Foundation 6.00 20�Sep�12 28�Sep�12 139.00 227, 237
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
242 Rough Electrical 8.00 27�Nov�12 07�Dec�12 196.00 230, 241
243 Concrete Flatwork 7.00 15�Nov�12 26�Nov�12 276.00 240
244 Paver Installation 4.00 26�Nov�12 30�Nov�12 276.00 243
245 Electrical Final 4.00 07�Dec�12 13�Dec�12 196.00 242
246 Artwork Installation 18.00 13�Dec�12 08�Jan�13 196.00 245
247 Finishes 10.00 13�Dec�12 27�Dec�12 237.00 245
Signal SignalInstallation Installation 119.00 11�Sep�12 25�Feb�13 215.00
Horsetooth Road 44.00 24�Oct�12 25�Dec�12 259.00
250 Foundations (w/cure time) 14.00 24�Oct�12 13�Nov�12 206.00 182
251 Pole/Mast Arm Installation 3.00 13�Nov�12 16�Nov�12 281.00 250
252 Conduit Installation 12.00 13�Nov�12 29�Nov�12 206.00 250
253 Set Signal Heads 5.00 16�Nov�12 23�Nov�12 281.00 251
254 Install Cabinets 10.00 29�Nov�12 13�Dec�12 206.00 252
255 Wiring/Terminations 8.00 13�Dec�12 25�Dec�12 206.00 254
McClelland McClellandMerge Drive Merge 27.00 11�Sep�12 18�Oct�12 307.00
257 Foundations (w/cure time) 12.00 11�Sep�12 27�Sep�12 254.00 139, 158
258 Pole/Mast Arm Installation 2.00 27�Sep�12 01�Oct�12 318.00 257
259 Conduit Installation 6.00 27�Sep�12 05�Oct�12 254.00 257
260 Set Signal Heads 2.00 01�Oct�12 03�Oct�12 318.00 258
261 Install Cabinets 5.00 05�Oct�12 12�Oct�12 254.00 259
262 Wiring/Terminations 4.00 12�Oct�12 18�Oct�12 254.00 261
Swallow Road 40.00 17�Sep�12 12�Nov�12 290.00
264 Foundations (w/cure time) 12.00 17�Sep�12 03�Oct�12 237.00 198
265 Pole/Mast Arm Installation 3.00 03�Oct�12 08�Oct�12 311.00 264
266 Conduit Installation 12.00 03�Oct�12 19�Oct�12 237.00 264
267 Set Signal Heads 4.00 08�Oct�12 12�Oct�12 311.00 265
268 Install Cabinets 8.00 19�Oct�12 31�Oct�12 237.00 266
269 Wiring/Terminations 8.00 31�Oct�12 12�Nov�12 237.00 268
Drake Road 40.00 31�Dec�12 25�Feb�13 215.00
271 Foundations (w/cure time) 12.00 31�Dec�12 16�Jan�13 162.00 204
272 Pole/Mast Arm Installation 3.00 16�Jan�13 21�Jan�13 236.00 271
273 Conduit Installation 12.00 16�Jan�13 01�Feb�13 162.00 271
274 Set Signal Heads 4.00 21�Jan�13 25�Jan�13 236.00 272
275 Install Cabinets 8.00 01�Feb�13 13�Feb�13 162.00 273
276 Wiring/Terminations 8.00 13�Feb�13 25�Feb�13 162.00 275
277 Segment 2 Complete 0.00 25�Feb�13 162.00 213, 255, 179, 234, 262, 269, 246, 221, 276
Segment 3 (Drake to Prospect)285.00 09�Jul�12 12�Aug�13 95.00
NRRC NRRCOverpass Overpass 180.00 09�Jul�12 18�Mar�13 147.00
280 NRRC Overpass 180.00 09�Jul�12* 18�Mar�13 147.00
Clear ClearGrubb and Grubb 18.00 14�Aug�12 07�Sep�12 162.00
282 STA 130+00 to 158+00 4.00 14�Aug�12 20�Aug�12 7.00 23
283 STA 158+00 to 182+00 8.00 20�Aug�12 30�Aug�12 7.00 282
284 Erosion Control/BMPs 18.00 14�Aug�12 07�Sep�12 162.00 23
Demolition 14.00 20�Aug�12 07�Sep�12 7.00
286 STA 139+00 to 158+00 4.00 20�Aug�12 24�Aug�12 11.00 282
287 STA 158+00 to 182+00 6.00 30�Aug�12 07�Sep�12 7.00 286, 283
Utility UtilityRelocation Relocation 35.00 24�Aug�12 12�Oct�12 311.00
289 Comcast (line) 12.00 24�Aug�12 11�Sep�12 334.00 286
290 Xcel Energy (gas relocation near 180+00) 3.00 07�Sep�12 12�Sep�12 333.00 287
291 COFC Light and Power (vaults, line) 25.00 07�Sep�12 12�Oct�12 311.00 287
292 Century Link (vaults, peds, line) 22.00 07�Sep�12 09�Oct�12 7.00 287
293 COFC Waterline (at F1�1, Prospect) 10.00 30�Aug�12 13�Sep�12 332.00 283
294 COFC Sewer (at Johnson Invest) 3.00 09�Oct�12 12�Oct�12 7.00 292
Cut to Fill (to 0.2�ft)213.00 24�Aug�12 19�Jun�13 13.00
296 STA 130+00 to 161+00 5.00 24�Aug�12 31�Aug�12 27.00 286
297 STA 161+00 to 166+00 10.00 07�Sep�12 21�Sep�12 22.00 287, 296
298 STA 166+00 to 182+00 (Structural Fill) 30.00 08�May�13 19�Jun�13 13.00 389
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
302 Profile E1�3 (23 LF) 4.00 09�Nov�12 15�Nov�12 0.00 301
303 Asphalt Patch E1�1 2.00 30�Oct�12 01�Nov�12 297.00 300
304 Profile E2�1 (1254 LF) 40.00 15�Nov�12 10�Jan�13 0.00 302
305 Excavate/Shore Bore Pit (College Ave) 6.00 10�Jan�13 18�Jan�13 0.00 304
306 Excavate/Shore Receiving Pit (Parking Lot) 4.00 18�Jan�13 24�Jan�13 0.00 305
307 Profile E2�1 (170 LF � jacked) 17.00 24�Jan�13 18�Feb�13 0.00 306
308 Profile E2�1 Repair (Asphalt Patch/C&G) 16.00 18�Feb�13 12�Mar�13 128.00 307
309 Profile E4�3 (66 LF) 4.00 10�Jan�13 16�Jan�13 51.00 304
310 Profile E4�2 (66 LF PVC) 4.00 16�Jan�13 22�Jan�13 51.00 309
311 Profile E4�1 (55 LF) 3.00 22�Jan�13 25�Jan�13 57.00 310
312 Profile E3�1 (510 LF) 8.00 25�Jan�13 06�Feb�13 57.00 311
313 Spring Creek BMPs 3.00 07�Sep�12 12�Sep�12 162.00 284
314 Profile SC1, SC2, SC3 (24 LF) � 84" 8.00 06�Feb�13 18�Feb�13 57.00 381, 312, 313
315 Profile E5�1 (1546 LF) 22.00 18�Feb�13 20�Mar�13 57.00 314
316 Profile E5�2 (11 LF) 1.00 20�Mar�13 21�Mar�13 142.00 315
317 Profile E5�3 (34 LF) 1.50 21�Mar�13 22�Mar�13 142.00 316
318 Profile E5�4 (6 LF) 0.50 22�Mar�13 25�Mar�13 142.00 317
Profile ProfileF1�1 F1�1 130.00 09�Oct�12 09�Apr�13 131.00
320 FES to Inlet F1.1 (574 LF � 60") 14.00 09�Oct�12 29�Oct�12 59.00 162
321 Inlet F1.1 to F1.2 SRPP (23 LF under Prospect � 60") � S half 4.00 29�Oct�12 02�Nov�12 59.00 320
322 Inlet F1.1 to F1.2 SRPP (23 LF under Prospect � 60") � N half 4.00 02�Nov�12 08�Nov�12 59.00 321
323 Excavate/Shore Bore Pit 3.00 18�Feb�13 21�Feb�13 0.00 306, 307, 322
324 Excavate/Shore Receiving Pit 3.00 21�Feb�13 26�Feb�13 0.00 323
325 Inlet F1.2 to MH 1.4 (92 LF � 79' jacked epoxy lined steel � 0.20%) 18.00 26�Feb�13 22�Mar�13 0.00 307, 324
326 Pond and Outfall 12.00 22�Mar�13 09�Apr�13 131.00 325
MIS Duct Bank/Vaults 36.00 12�Nov�12 01�Jan�13 66.00
328 MIS Segment 15 (961 LF) 4.00 12�Nov�12 16�Nov�12 63.00 170
329 MIS Segment 16 (961 LF) 5.00 16�Nov�12 23�Nov�12 63.00 328
330 MIS Segment 17 (967 LF) 8.00 23�Nov�12 05�Dec�12 63.00 329
331 MIS Segment 18 (966 LF) 4.00 05�Dec�12 11�Dec�12 63.00 330
332 MIS Segment 19 (960 LF) 4.00 11�Dec�12 17�Dec�12 63.00 331
333 Set/Grade Utility Vaults 11.00 17�Dec�12 01�Jan�13 66.00 332
Subrade SubradeReconditioning Prep/Reconditioning 47.00 22�Jan�13 28�Mar�13 57.00
335 STA 130+00 to 158+00 8.00 22�Jan�13 01�Feb�13 51.00 333, 310
336 STA 158+00 to 182+00 6.00 20�Mar�13 28�Mar�13 57.00 315, 335
Staking StakingTrim for Paving/Stringline/Trim 50.00 01�Feb�13 12�Apr�13 57.00
338 STA 130+00 to 155+62 6.00 01�Feb�13 11�Feb�13 90.00 335
339 STA 155+62 to 160+00 6.00 28�Mar�13 05�Apr�13 57.00 336, 338
340 STA 160+00 to 182+00 5.00 05�Apr�13 12�Apr�13 57.00 339
Concrete ConcreteGuideway Paving � Guideway 100.00 11�Feb�13 01�Jul�13 13.00
342 STA 130+00 to 155+62 7.00 11�Feb�13 20�Feb�13 92.00 338
343 STA 155+62 to 160+00 6.00 05�Apr�13 15�Apr�13 60.00 342, 339
344 STA 160+00 to 182+00 8.00 19�Jun�13 01�Jul�13 13.00 298, 343, 389
Asphalt Patching/Parking Lot Repair 23.00 12�Mar�13 12�Apr�13 128.00
346 STA 133+00 to 145+00 15.00 12�Mar�13 02�Apr�13 128.00 308
347 STA 148+00 to 156+00 8.00 02�Apr�13 12�Apr�13 128.00 346
Intersection IntersectionConstruction Construction 30.00 01�Jul�13 12�Aug�13 95.00
E. E.Prospect Bound Prospect 14.00 01�Jul�13 19�Jul�13 111.00
350 S. Lane Demolition 2.00 01�Jul�13 03�Jul�13 42.00 344, 321
351 S. Lane Paving (high early � xwalk and c&g) 4.00 03�Jul�13 09�Jul�13 42.00 350
352 N. Lane Demolition 2.00 09�Jul�13 11�Jul�13 42.00 351
353 N. Lane Paving (high early � xwalk and c&g) 4.00 11�Jul�13 17�Jul�13 42.00 352
354 Mill and Pave 2.00 17�Jul�13 19�Jul�13 111.00 353
W. W.Prospect Bound Prospect 18.00 17�Jul�13 12�Aug�13 42.00
356 S. Lane Demolition 2.00 17�Jul�13 19�Jul�13 42.00 353, 322
357 S. Lane Paving (high early � xwalk and c&g) 4.00 19�Jul�13 25�Jul�13 42.00 356
358 N. Lane Demolition 2.00 25�Jul�13 29�Jul�13 42.00 357
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
SSttrruuccttuurreess 238.00 05�Sep�12 05�Aug�13 100.00
Sherwood SherwoodLateral Lateral 181.00 05�Sep�12 16�May�13 104.00
364 Structure Excavation 1.00 05�Sep�12 06�Sep�12 13.00 283, 216
365 Set precast box (10x5) 2.00 06�Sep�12 10�Sep�12 272.00 364
366 F/R/P Headwall/Toewall (predecessor BRT wall 3) 3.00 08�May�13 13�May�13 104.00 389, 365
367 Structural Backfill 1.00 13�May�13 14�May�13 104.00 366
368 Ditch Slope Paving and Toewall 2.00 14�May�13 16�May�13 104.00 367
Pedestrian PedestrianExtension Underpass Extension 180.00 06�Sep�12 16�May�13 104.00
370 Structure Excavation 1.00 06�Sep�12 07�Sep�12 13.00 364
371 Install Steel Pipe Culvert (10'6" x 11'7") 3.00 10�Sep�12 13�Sep�12 272.00 370, 365
372 Concrete Collar 1.00 13�Sep�12 14�Sep�12 272.00 371
373 Install End Treatment (predecessor BRT wall 3) 2.00 08�May�13 10�May�13 104.00 372, 389
374 F/R/P Sidewalk Retaining Wall 2.00 10�May�13 14�May�13 104.00 373
375 Flatwork 2.00 14�May�13 16�May�13 104.00 374
Retaining Wall 2 13.00 21�Sep�12 10�Oct�12 260.00
377 Structure Excavation/Prep 3.00 21�Sep�12 26�Sep�12 260.00 386
378 F/R/P Footing 4.00 26�Sep�12 02�Oct�12 260.00 377
379 F/R/P Wall 6.00 02�Oct�12 10�Oct�12 260.00 378
Profile SC1�SC3 (Spring Creek)15.00 07�Sep�12 28�Sep�12 268.00
381 Structure Excavation 1.00 07�Sep�12 10�Sep�12 13.00 370
382 Drilled Piers 6.00 10�Sep�12 18�Sep�12 16.00 381, 217
383 F/R/P Headwall Extension 5.00 18�Sep�12 25�Sep�12 268.00 382
384 F/R/P Wingwalls 3.00 25�Sep�12 28�Sep�12 268.00 383
Retaining Wall 3 (1719 LF)188.00 10�Sep�12 30�May�13 129.00
386 Structure Excavation 9.00 10�Sep�12 21�Sep�12 13.00 381
387 Drilled Piers 18.00 21�Sep�12 17�Oct�12 13.00 382, 386
388 F/R/P Footing 25.00 17�Oct�12 21�Nov�12 13.00 387
389 F/R/P Walls (w/formliner) � approx 20 wall segments 120.00 21�Nov�12 08�May�13 13.00 388
390 Bridge Rail Type 7 & Fencing 16.00 08�May�13 30�May�13 129.00 389
Prospect Moment Slab 190.00 17�Oct�12 10�Jul�13 100.00
392 Drilled Piers 1.00 17�Oct�12 18�Oct�12 282.00 387
393 F/R/P Slab (17 CY) 3.00 01�Jul�13 04�Jul�13 100.00 392, 344
394 Bridge Rail Type 7 4.00 04�Jul�13 10�Jul�13 100.00 393
Guardrail GuardrailInstallation Installation 18.00 10�Jul�13 05�Aug�13 100.00
396 STA 130+00 to 182+00 (misc locations) 18.00 10�Jul�13 05�Aug�13 100.00 394, 390
Station StationConstruction Construction 170.00 04�Sep�12 30�Apr�13 169.00
Drake Station (Type 1) 78.00 04�Sep�12 21�Dec�12 261.00
399 Site Utilities 6.00 04�Sep�12 12�Sep�12 151.00 237, 296
400 Footings/Foundation 6.00 28�Sep�12 08�Oct�12 139.00 399, 238
401 Framing 8.00 08�Oct�12 18�Oct�12 208.00 400
402 Roofing 14.00 18�Oct�12 07�Nov�12 208.00 401
403 Rough Electrical 10.00 07�Nov�12 21�Nov�12 208.00 402
404 Concrete Flatwork 10.00 07�Nov�12 21�Nov�12 279.00 402
405 Paver Installation 4.00 21�Nov�12 27�Nov�12 279.00 404
406 Electrical Final 4.00 21�Nov�12 27�Nov�12 208.00 403
407 Artwork Installation 6.00 27�Nov�12 05�Dec�12 273.00 406
408 Finishes 18.00 27�Nov�12 21�Dec�12 208.00 406
Bay Farm Station (northbound � Type 2) 50.00 01�Feb�13 12�Apr�13 181.00
410 Site Utilities 4.00 01�Feb�13 07�Feb�13 51.00 335, 399
411 Footings/Foundation 6.00 07�Feb�13 15�Feb�13 51.00 410, 400
412 Framing 10.00 15�Feb�13 01�Mar�13 51.00 411
413 Roofing 8.00 01�Mar�13 13�Mar�13 51.00 412
414 Rough Electrical 8.00 13�Mar�13 25�Mar�13 51.00 413
415 Concrete Flatwork 5.00 13�Mar�13 20�Mar�13 184.00 413
416 Paver Installation 4.00 20�Mar�13 26�Mar�13 194.00 415
417 Electrical Final 4.00 25�Mar�13 29�Mar�13 128.00 414
418 Artwork Installation 4.00 29�Mar�13 04�Apr�13 187.00 417
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
422 Footings/Foundation 6.00 15�Feb�13 25�Feb�13 53.00 421, 411
423 Framing 10.00 25�Feb�13 11�Mar�13 53.00 422
424 Roofing 8.00 11�Mar�13 21�Mar�13 53.00 423
425 Rough Electrical 8.00 25�Mar�13 04�Apr�13 51.00 414, 424
426 Concrete Flatwork 9.00 21�Mar�13 03�Apr�13 183.00 415, 424
427 Paver Installation 5.00 03�Apr�13 10�Apr�13 183.00 426
428 Electrical Final 4.00 04�Apr�13 10�Apr�13 51.00 425
429 Artwork Installation 4.00 10�Apr�13 16�Apr�13 51.00 428
430 Finishes 10.00 16�Apr�13 30�Apr�13 51.00 429
Signal SignalInstallation Installation 28.00 03�Jul�13 12�Aug�13 95.00
Prospect Road 28.00 03�Jul�13 12�Aug�13 95.00
433 Foundations (w/cure time) 8.00 03�Jul�13 15�Jul�13 51.00 350
434 Pole/Mast Arm/Gate Installation 4.00 15�Jul�13 19�Jul�13 109.00 433
435 Conduit Installation 4.00 15�Jul�13 19�Jul�13 51.00 433
436 Set Signal Heads 2.00 19�Jul�13 23�Jul�13 109.00 434
437 Install Cabinets 4.00 19�Jul�13 25�Jul�13 51.00 435
438 Wiring/Terminations 3.00 25�Jul�13 30�Jul�13 51.00 437
439 Segment 3 Complete 0.00 12�Aug�13 42.00 326, 368, 379, 347, 375, 318, 361, 408, 419, 430, 384, 438
Segment 4 (Prospect to Laurel)283.00 30�Aug�12 01�Oct�13 59.00
Clear ClearGrubb and Grubb 20.00 30�Aug�12 27�Sep�12 40.00
442 STA 183+00 to 206+00 12.00 30�Aug�12 17�Sep�12 40.00 283
443 Erosion Control/BMPs 8.00 17�Sep�12 27�Sep�12 40.00 442
Demolition 35.00 27�Sep�12 15�Nov�12 287.00
445 STA 183+00 to 206+00 15.00 27�Sep�12 18�Oct�12 40.00 443
446 PsCo Building Demolition 20.00 18�Oct�12 15�Nov�12 287.00 445
447 STA 1207+00 to 1222+00 12.00 18�Oct�12 05�Nov�12 40.00 445
Utility UtilityRelocation Relocation 26.00 18�Oct�12 23�Nov�12 281.00
449 BNSF Structures 5.00 18�Oct�12 25�Oct�12 302.00 445
450 Comcast (pedestals) 8.00 05�Nov�12 15�Nov�12 40.00 447
451 CSU Irrigation 12.00 18�Oct�12 05�Nov�12 287.00 445
452 CSU Electric 15.00 18�Oct�12 08�Nov�12 282.00 445
453 CSU Waterline (near STA 204+00) 4.00 05�Nov�12 09�Nov�12 287.00 451
454 COFC Light and Power (vaults, line) 10.00 08�Nov�12 22�Nov�12 282.00 452
455 Century Link (vaults) 6.00 15�Nov�12 23�Nov�12 40.00 450
456 COFC Waterline (at Lake Street) 4.00 09�Nov�12 15�Nov�12 287.00 453
Cut to Fill (to 0.2�ft)8.00 23�Nov�12 05�Dec�12 40.00
458 STA 183+00 to 206+00 8.00 23�Nov�12 05�Dec�12 40.00 455
Storm Sewer Installation w/MHs & Inlets (precast)137.00 05�Dec�12 14�Jun�13 136.00
Profile ProfileF1�1 F1�1 51.00 05�Dec�12 14�Feb�13 40.00
461 MH 1.4 to MH F 1.16 (2260 LF � 60" to 24") 46.00 05�Dec�12 07�Feb�13 40.00 458, 322
462 Profile F1�2 (28 LF) 2.00 07�Feb�13 11�Feb�13 40.00 461
463 Profile F1�3 (48 LF) 3.00 11�Feb�13 14�Feb�13 40.00 462
Profile F1�4 (59 LF)60.00 22�Mar�13 14�Jun�13 136.00
465 Excavate/Shore Bore Pit 3.00 22�Mar�13 27�Mar�13 0.00 325
466 Excavate/Shore Receiving Pit 3.00 27�Mar�13 01�Apr�13 0.00 465
467 MH F1.8C to MH F1.8A (40 LF jacked) 8.00 01�Apr�13 11�Apr�13 0.00 466
468 Backfill/Restore 6.00 11�Apr�13 19�Apr�13 176.00 467
469 Profile F1�4A (74 LF) 4.00 11�Apr�13 17�Apr�13 0.00 467, 463
470 Profile F1�5 (5 LF) 2.00 17�Apr�13 19�Apr�13 0.00 461, 469
471 Profile F1�5A (3 LF) 1.00 19�Apr�13 22�Apr�13 0.00 470
472 Profile F1�6 (51LF) 3.00 22�Apr�13 25�Apr�13 0.00 471
473 Profile F1�7 (23 LF) 2.00 25�Apr�13 29�Apr�13 37.00 472
474 Profile F1�8 (18 LF) 2.00 29�Apr�13 01�May�13 37.00 473
475 Profile F1�9 (2 LF) 1.00 01�May�13 02�May�13 37.00 474
476 Profile I1�1 (78 LF) 4.00 02�May�13 08�May�13 37.00 475
477 Profile J1�1 (691 LF) 20.00 08�May�13 05�Jun�13 37.00 476
478 Profile H1�1 (450 LF) 7.00 05�Jun�13 14�Jun�13 44.00 477
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
482 MIS Segment 22 (907 LF) 4.00 01�Jan�13 07�Jan�13 63.00 481
483 MIS Segment 23 (+/� 960 LF) 5.00 07�Jan�13 14�Jan�13 63.00 482
484 Set/Grade Utility Vaults 10.00 14�Jan�13 28�Jan�13 63.00 483
Subrade SubradeReconditioning Prep/Reconditioning 7.00 25�Apr�13 06�May�13 0.00
486 STA 183+00 to 206+00 7.00 25�Apr�13 06�May�13 0.00 484, 472
Staking StakingTrim for Paving/Stringline/Trim 12.00 06�May�13 22�May�13 41.00
488 STA 183+00 to 206+00 12.00 06�May�13 22�May�13 41.00 486, 340
Concrete ConcreteGuideway Paving � Guideway 8.00 01�Jul�13 11�Jul�13 13.00
490 STA 183+00 to 206+00 8.00 01�Jul�13 11�Jul�13 13.00 344, 488
Asphalt Patching/Parking Lot Repair 38.00 11�Jul�13 03�Sep�13 79.00
492 Lake Street Parking Lot/Bikeway 18.00 11�Jul�13 06�Aug�13 13.00 490
493 University Station Lot 12.00 06�Aug�13 22�Aug�13 13.00 492
494 Industrial Sciences Lot (S. of Laurel) 8.00 22�Aug�13 03�Sep�13 79.00 493
CG and Sidewalk 21.00 22�Aug�13 20�Sep�13 13.00
496 STA 1207+00 to 1222+00/Bikeway 14.00 22�Aug�13 11�Sep�13 13.00 493
497 HBP Patching 7.00 11�Sep�13 20�Sep�13 13.00 496
Intersection IntersectionConstruction Construction 116.00 17�Apr�13 26�Sep�13 9.00
W. Lake Street (closure)20.00 17�Apr�13 15�May�13 1.00
500 Demolition 2.00 17�Apr�13 19�Apr�13 1.00 469
501 Concrete Paving (high early) 10.00 19�Apr�13 03�May�13 1.00 500
502 Curb&Gutter, Ramps 2.00 03�May�13 07�May�13 1.00 501
503 HBP (paving/patch) 2.00 07�May�13 09�May�13 1.00 502
504 Flatwork 4.00 09�May�13 15�May�13 1.00 503
W. Pitkin Street (closure)26.00 15�May�13 20�Jun�13 1.00
506 Demolition 5.00 15�May�13 22�May�13 1.00 504
507 RR Crossing Material 2.00 22�May�13 24�May�13 1.00 506
508 Concrete Paving (high early) 9.00 24�May�13 06�Jun�13 1.00 507
509 Curb&Gutter, Ramps 4.00 06�Jun�13 12�Jun�13 1.00 508
510 HBP (paving/patch) 2.00 12�Jun�13 14�Jun�13 1.00 509
511 Flatwork 4.00 14�Jun�13 20�Jun�13 1.00 510
University Ave (closure)25.00 20�Jun�13 25�Jul�13 1.00
513 Demolition 5.00 20�Jun�13 27�Jun�13 1.00 511
514 RR Crossing Material 2.00 27�Jun�13 01�Jul�13 1.00 513
515 Concrete Paving (high early) 8.00 01�Jul�13 11�Jul�13 1.00 514
516 Curb&Gutter, Ramps 4.00 11�Jul�13 17�Jul�13 1.00 515
517 HBP (paving/patch) 2.00 17�Jul�13 19�Jul�13 1.00 516
518 Flatwork 4.00 19�Jul�13 25�Jul�13 1.00 517
Old Main Dr. (closure)17.00 25�Jul�13 19�Aug�13 37.00
520 Demolition 3.00 25�Jul�13 30�Jul�13 1.00 477, 518
521 RR Crossing Material 2.00 30�Jul�13 01�Aug�13 1.00 520
522 Concrete Crosswalk (high early) 4.00 01�Aug�13 07�Aug�13 1.00 521
523 Curb&Gutter, Ramps 3.00 07�Aug�13 12�Aug�13 1.00 522
524 HBP (paving/patch) 2.00 12�Aug�13 14�Aug�13 1.00 523
525 Flatwork 3.00 14�Aug�13 19�Aug�13 37.00 524
East EastStreet Bound Laurel Street 14.00 14�Aug�13 03�Sep�13 24.00
527 S. Lane Demolition 2.00 14�Aug�13 16�Aug�13 1.00 478, 524
528 S. Lane Paving (high early � xwalk and c&g) 5.00 16�Aug�13 23�Aug�13 1.00 527
529 N. Lane Demolition 2.00 23�Aug�13 27�Aug�13 1.00 528
530 N. Lane Paving (high early � xwalk and c&g) 3.00 27�Aug�13 30�Aug�13 1.00 529
531 HBP Patching 2.00 30�Aug�13 03�Sep�13 1.00 530
532 RR Crossing Material 2.00 27�Aug�13 29�Aug�13 27.00 529
West WestStreet Bound Laurel Street 17.00 03�Sep�13 26�Sep�13 9.00
534 S. Lane Demolition 2.00 03�Sep�13 05�Sep�13 1.00 531
535 S. Lane Paving (high early � xwalk and c&g) 3.00 05�Sep�13 10�Sep�13 1.00 534
536 N. Lane Demolition 4.00 10�Sep�13 16�Sep�13 1.00 535
537 N. Lane Paving (high early � xwalk and c&g) 6.00 16�Sep�13 24�Sep�13 1.00 536
538 HBP Patching 2.00 24�Sep�13 26�Sep�13 1.00 537
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
543 Footings/Foundation 6.00 22�May�13 30�May�13 34.00 542
544 Framing 8.00 30�May�13 11�Jun�13 34.00 543
545 Roofing 14.00 11�Jun�13 01�Jul�13 34.00 544
546 Rough Electrical 10.00 01�Jul�13 15�Jul�13 34.00 545
547 Concrete Flatwork 15.00 01�Jul�13 22�Jul�13 98.00 545
548 Paver Installation 12.00 22�Jul�13 07�Aug�13 98.00 547
549 Electrical Final 4.00 15�Jul�13 19�Jul�13 34.00 546
550 Artwork Installation 6.00 19�Jul�13 29�Jul�13 34.00 549
551 Finishes 18.00 29�Jul�13 22�Aug�13 34.00 550
University Station (Type 1) 94.00 22�May�13 01�Oct�13 29.00
553 Site Utilities 12.00 22�May�13 07�Jun�13 0.00 542
554 Footings/Foundation 6.00 07�Jun�13 17�Jun�13 0.00 553
555 Framing 8.00 17�Jun�13 27�Jun�13 0.00 554
556 Roofing 14.00 27�Jun�13 17�Jul�13 0.00 555
557 Rough Electrical 10.00 17�Jul�13 31�Jul�13 69.00 556
558 Concrete Flatwork/Bikeway 15.00 17�Jul�13 07�Aug�13 0.00 556
559 Arch Surface Installation 15.00 07�Aug�13 28�Aug�13 6.00 558
560 Electrical Final 4.00 31�Jul�13 06�Aug�13 69.00 557
561 Artwork Installation 6.00 28�Aug�13 05�Sep�13 6.00 559
562 Finishes 18.00 05�Sep�13 01�Oct�13 6.00 561
Signal SignalInstallation Installation 32.00 16�Aug�13 01�Oct�13 59.00
Laurel LaurelStreet Street 32.00 16�Aug�13 01�Oct�13 59.00
565 Foundations (w/cure time) 12.00 16�Aug�13 03�Sep�13 13.00 527
566 Pole/Mast Arm Installation 4.00 03�Sep�13 09�Sep�13 71.00 565
567 Conduit Installation 5.00 03�Sep�13 10�Sep�13 13.00 565
568 Set Signal Heads 4.00 09�Sep�13 13�Sep�13 71.00 566
569 Install Cabinets 4.00 10�Sep�13 16�Sep�13 13.00 567
570 Wiring/Terminations 4.00 16�Sep�13 20�Sep�13 13.00 569
571 Segment 4 Complete 0.00 01�Oct�13 6.00 525, 570, 551, 497, 562, 539
Segment 1A (Laurel to DTC)134.00 16�Jul�12 18�Jan�13 241.00
Demolition 14.00 16�Jul�12 03�Aug�12 230.00
574 STA 1223+00 to 1234+00 (Mulberry) 4.00 16�Jul�12* 20�Jul�12 214.00
575 STA 1235+50 to 1254+40 (Mountain) 6.00 20�Jul�12 30�Jul�12 230.00 574
576 STA 1255+50 to DTC 4.00 30�Jul�12 03�Aug�12 230.00 575
BNSF BNSFWork Closure Work 24.00 23�Jul�12 24�Aug�12 346.00
Perf Drain Installation � 24 hr (7/23 to 7/29) � Trencher (500�ft day avg)7.62 23�Jul�12 01�Aug�12 362.38
579 Profile H1�1 (684 LF) 1.30 23�Jul�12* 24�Jul�12 362.38 574
580 Profile H2�1 (436 LF) 0.88 24�Jul�12 25�Jul�12 362.38 579
581 Profile H3�1 (290 LF) 0.58 25�Jul�12 25�Jul�12 362.38 580
582 Profile H4�1 (399 LF) 0.80 25�Jul�12 26�Jul�12 362.38 581
583 Profile H5�1 (384 LF) 0.80 26�Jul�12 27�Jul�12 362.38 582
584 Profile H6�1 (395 LF) 0.80 27�Jul�12 30�Jul�12 362.38 583
585 Profile H7�1 (563 LF) 1.12 30�Jul�12 31�Jul�12 362.38 584
586 Profile H8�1 (265 LF) 0.53 31�Jul�12 31�Jul�12 362.38 585
587 Profile H9�1 (405 LF) 0.81 31�Jul�12 01�Aug�12 362.38 586
BNSF BNSFWork � Laurel to DTC Work 6.00 23�Jul�12 31�Jul�12 223.00
589 RR Track Demolition/Ballast/Replacement 6.00 23�Jul�12* 31�Jul�12 223.00
Curb CurbInstallation and Gutter Installation 15.00 31�Jul�12 21�Aug�12 223.00
591 STA 1223+00 to 1234+00 (Mulberry) 4.00 31�Jul�12 06�Aug�12 223.00 589
592 STA 1235+50 to 1254+40 (Mountain) 6.00 06�Aug�12 14�Aug�12 223.00 591
593 STA 1255+50 to DTC 5.00 14�Aug�12 21�Aug�12 223.00 576, 592
Asphalt AsphaltPatching Patching 14.00 06�Aug�12 24�Aug�12 346.00
595 STA 1223+00 to 1234+00 (Mulberry) 3.00 06�Aug�12 09�Aug�12 357.00 591
596 STA 1235+50 to 1254+40 (Mountain) 4.00 14�Aug�12 20�Aug�12 350.00 592
597 STA 1255+50 to DTC 3.00 21�Aug�12 24�Aug�12 223.00 593
Intersection IntersectionConstruction Construction 94.00 23�Jul�12 30�Nov�12 276.00
W. Myrtle (BNSF Closure)4.00 23�Jul�12 27�Jul�12 366.00
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
603 S. Lane Paving (high early � xwalk and c&g) 4.00 29�Aug�12 04�Sep�12 223.00 602
604 N. Lane Demolition 2.00 04�Sep�12 06�Sep�12 223.00 603
605 N. Lane Paving (high early � xwalk and c&g) 4.00 06�Sep�12 12�Sep�12 223.00 604
606 HBP Patching 2.00 12�Sep�12 14�Sep�12 223.00 605
607 RR Crossing Material 4.00 23�Jul�12* 27�Jul�12 366.00
West WestStreet Bound Mulberry Street 54.00 23�Jul�12 05�Oct�12 316.00
609 S. Lane Demolition 2.00 14�Sep�12 18�Sep�12 223.00 606
610 S. Lane Paving (high early � xwalk and c&g) 4.00 18�Sep�12 24�Sep�12 223.00 609
611 N. Lane Demolition 3.00 24�Sep�12 27�Sep�12 223.00 610
612 N. Lane Paving (high early � xwalk and c&g) 4.00 27�Sep�12 03�Oct�12 223.00 611
613 HBP Patching 2.00 03�Oct�12 05�Oct�12 223.00 612
614 RR Crossing Material 4.00 23�Jul�12* 27�Jul�12 366.00
W. Magnolia Street (BNSF Closure)5.00 23�Jul�12 30�Jul�12 365.00
616 RR Crossing Material 5.00 23�Jul�12* 30�Jul�12 365.00
East EastStreet Bound Olive Street 68.00 23�Jul�12 25�Oct�12 302.00
618 S. Lane Demolition 3.00 05�Oct�12 10�Oct�12 223.00 613
619 S. Lane Paving (high early � xwalk and c&g) 4.00 10�Oct�12 16�Oct�12 223.00 618
620 N. Lane Demolition 2.00 16�Oct�12 18�Oct�12 223.00 619
621 N. Lane Paving (high early � xwalk and c&g) 3.00 18�Oct�12 23�Oct�12 223.00 620
622 HBP Patching 2.00 23�Oct�12 25�Oct�12 223.00 621
623 RR Crossing Material 2.00 23�Jul�12* 25�Jul�12 368.00
West WestStreet Bound Olive Street 81.00 23�Jul�12 13�Nov�12 289.00
625 S. Lane Demolition 2.00 25�Oct�12 29�Oct�12 223.00 622
626 S. Lane Paving (high early � xwalk and c&g) 2.00 29�Oct�12 31�Oct�12 223.00 625
627 N. Lane Demolition 3.00 31�Oct�12 05�Nov�12 223.00 626
628 N. Lane Paving (high early � xwalk and c&g) 4.00 05�Nov�12 09�Nov�12 223.00 627
629 HBP Patching 2.00 09�Nov�12 13�Nov�12 223.00 628
630 RR Crossing Material 2.00 23�Jul�12* 25�Jul�12 368.00
W. Oak Street (BNSF Closure)3.00 23�Jul�12 26�Jul�12 367.00
632 RR Crossing Material 3.00 23�Jul�12* 26�Jul�12 367.00
W. Mountain Ave (BNSF Closure)4.00 23�Jul�12 27�Jul�12 366.00
634 RR Crossing Material 4.00 23�Jul�12* 27�Jul�12 366.00
W. LaPorte Ave (BNSF Closure)2.00 23�Jul�12 25�Jul�12 368.00
636 RR Crossing Material 2.00 23�Jul�12* 25�Jul�12 368.00
W. W.Street Maple Street 13.00 13�Nov�12 30�Nov�12 223.00
638 S. Lane Demolition 1.50 13�Nov�12 14�Nov�12 223.00 629
639 S. Lane Paving (high early � xwalk and c&g) 2.00 14�Nov�12 16�Nov�12 223.00 638
640 N. Lane Demolition 1.50 16�Nov�12 20�Nov�12 223.00 639
641 N. Lane Paving (high early � xwalk and c&g) 2.00 20�Nov�12 22�Nov�12 223.00 640
642 HBP Patching 2.00 22�Nov�12 26�Nov�12 223.00 641
643 Signing and Striping (COFC) 4.00 26�Nov�12 30�Nov�12 223.00 642
Station Construction (separate station crew)107.00 20�Jul�12 18�Dec�12 264.00
Laurel Station Northbound (Type 2) 43.00 20�Jul�12 19�Sep�12 328.00
646 Site Utilities 4.00 20�Jul�12 26�Jul�12 214.00 574
647 Footings/Foundation 4.00 26�Jul�12 01�Aug�12 214.00 646
648 Framing 6.00 01�Aug�12 09�Aug�12 214.00 647
649 Roofing 8.00 09�Aug�12 21�Aug�12 214.00 648
650 Rough Electrical 8.00 21�Aug�12 31�Aug�12 275.00 649
651 Concrete Flatwork 4.00 21�Aug�12 27�Aug�12 341.00 649
652 Bus Pad � Concrete 4.00 27�Aug�12 31�Aug�12 341.00 651
653 Paver Installation 4.00 27�Aug�12 31�Aug�12 341.00 651
654 Electrical Final 3.00 31�Aug�12 05�Sep�12 275.00 650
655 Artwork Installation 4.00 05�Sep�12 11�Sep�12 275.00 654
656 Finishes 6.00 11�Sep�12 19�Sep�12 275.00 655
Laurel Station Southbound (Type 2) 47.00 26�Jul�12 01�Oct�12 320.00
658 Site Utilities 4.00 26�Jul�12 01�Aug�12 222.00 646
659 Footings/Foundation 4.00 01�Aug�12 07�Aug�12 218.00 647
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
663 Concrete Flatwork 4.00 31�Aug�12 06�Sep�12 333.00 661
664 Bus Pad � Concrete 4.00 06�Sep�12 12�Sep�12 333.00 663
665 Paver Installation 4.00 06�Sep�12 12�Sep�12 333.00 663
666 Electrical Final 3.00 12�Sep�12 17�Sep�12 267.00 662
667 Artwork Installation 4.00 17�Sep�12 21�Sep�12 267.00 666
668 Finishes 6.00 21�Sep�12 01�Oct�12 267.00 667
Mulberry Station Northbound (Type 2) 51.00 01�Aug�12 11�Oct�12 312.00
670 Site Utilities 4.00 01�Aug�12 07�Aug�12 222.00 658
671 Footings/Foundation 4.00 07�Aug�12 13�Aug�12 222.00 659, 670
672 Framing 6.00 17�Aug�12 27�Aug�12 218.00 660, 671
673 Roofing 8.00 31�Aug�12 12�Sep�12 214.00 672, 661
674 Rough Electrical 8.00 12�Sep�12 24�Sep�12 259.00 673
675 Concrete Flatwork 2.00 12�Sep�12 14�Sep�12 327.00 673
676 Bus Pad � Concrete 4.00 14�Sep�12 20�Sep�12 327.00 675
677 Paver Installation 4.00 14�Sep�12 20�Sep�12 327.00 675
678 Electrical Final 3.00 24�Sep�12 27�Sep�12 259.00 674
679 Artwork Installation 4.00 27�Sep�12 03�Oct�12 259.00 678
680 Finishes 6.00 03�Oct�12 11�Oct�12 259.00 679
Mulberry Station Southbound (Type 2) 55.00 07�Aug�12 23�Oct�12 304.00
682 Site Utilities 4.00 07�Aug�12 13�Aug�12 226.00 670
683 Footings/Foundation 4.00 13�Aug�12 17�Aug�12 226.00 682, 671
684 Framing 6.00 27�Aug�12 04�Sep�12 220.00 672, 683
685 Roofing 8.00 12�Sep�12 24�Sep�12 214.00 673, 684
686 Rough Electrical 8.00 24�Sep�12 04�Oct�12 251.00 685
687 Concrete Flatwork 2.00 04�Oct�12 08�Oct�12 311.00 686
688 Bus Pad � Concrete 4.00 08�Oct�12 12�Oct�12 311.00 687
689 Paver Installation 4.00 08�Oct�12 12�Oct�12 311.00 687
690 Electrical Final 3.00 04�Oct�12 09�Oct�12 251.00 686
691 Artwork Installation 4.00 09�Oct�12 15�Oct�12 251.00 690
692 Finishes 6.00 15�Oct�12 23�Oct�12 251.00 691
Olive Station Northbound (Type 2) 59.00 13�Aug�12 02�Nov�12 296.00
694 Site Utilities 4.00 13�Aug�12 17�Aug�12 230.00 682
695 Footings/Foundation 4.00 17�Aug�12 23�Aug�12 230.00 683, 694
696 Framing 6.00 04�Sep�12 12�Sep�12 222.00 684, 695
697 Roofing 8.00 24�Sep�12 04�Oct�12 214.00 685, 696
698 Rough Electrical 8.00 04�Oct�12 16�Oct�12 243.00 697
699 Concrete Flatwork 2.00 04�Oct�12 08�Oct�12 311.00 697
700 Bus Pad � Concrete 4.00 08�Oct�12 12�Oct�12 311.00 699
701 Paver Installation 4.00 08�Oct�12 12�Oct�12 311.00 699
702 Electrical Final 3.00 16�Oct�12 19�Oct�12 243.00 698
703 Artwork Installation 4.00 19�Oct�12 25�Oct�12 243.00 702
704 Finishes 6.00 25�Oct�12 02�Nov�12 243.00 703
Olive Station Southbound (Type 2) 63.00 17�Aug�12 14�Nov�12 288.00
706 Site Utilities 4.00 17�Aug�12 23�Aug�12 234.00 694
707 Footings/Foundation 4.00 23�Aug�12 29�Aug�12 234.00 695, 706
708 Framing 6.00 12�Sep�12 20�Sep�12 224.00 696, 707
709 Roofing 8.00 04�Oct�12 16�Oct�12 214.00 697, 708
710 Rough Electrical 8.00 16�Oct�12 26�Oct�12 235.00 709
711 Concrete Flatwork 2.00 16�Oct�12 18�Oct�12 303.00 709
712 Bus Pad � Concrete 4.00 18�Oct�12 24�Oct�12 303.00 711
713 Paver Installation 4.00 18�Oct�12 24�Oct�12 303.00 711
714 Electrical Final 3.00 26�Oct�12 31�Oct�12 235.00 710
715 Artwork Installation 4.00 31�Oct�12 06�Nov�12 235.00 714
716 Finishes 6.00 06�Nov�12 14�Nov�12 235.00 715
Mountain Station Northbound (Type 2) 67.00 23�Aug�12 26�Nov�12 280.00
718 Site Utilities 4.00 23�Aug�12 29�Aug�12 238.00 706
719 Footings/Foundation 4.00 29�Aug�12 04�Sep�12 238.00 707, 718
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
723 Concrete Flatwork/Stairs 4.00 26�Oct�12 01�Nov�12 293.00 721
724 Bus Pad � Concrete 4.00 01�Nov�12 07�Nov�12 293.00 723
725 Paver Installation 4.00 01�Nov�12 07�Nov�12 293.00 723
726 Electrical Final 3.00 07�Nov�12 12�Nov�12 227.00 722
727 Artwork Installation 4.00 12�Nov�12 16�Nov�12 227.00 726
728 Finishes 6.00 16�Nov�12 26�Nov�12 227.00 727
Mountain Station Southbound (Type 2) 71.00 29�Aug�12 06�Dec�12 272.00
730 Site Utilities 4.00 29�Aug�12 04�Sep�12 242.00 718
731 Footings/Foundation 4.00 04�Sep�12 10�Sep�12 242.00 719, 730
732 Framing 6.00 28�Sep�12 08�Oct�12 228.00 731, 720
733 Roofing 8.00 26�Oct�12 07�Nov�12 214.00 721, 732
734 Rough Electrical 8.00 07�Nov�12 19�Nov�12 219.00 733
735 Concrete Flatwork 2.00 07�Nov�12 09�Nov�12 287.00 733
736 Bus Pad � Concrete 4.00 09�Nov�12 15�Nov�12 287.00 735
737 Paver Installation 4.00 09�Nov�12 15�Nov�12 287.00 735
738 Electrical Final 3.00 19�Nov�12 22�Nov�12 219.00 734
739 Artwork Installation 4.00 22�Nov�12 28�Nov�12 219.00 738
740 Finishes 6.00 28�Nov�12 06�Dec�12 219.00 739
DTC Station 75.00 04�Sep�12 18�Dec�12 264.00
742 Site Utilities 2.00 04�Sep�12 06�Sep�12 248.00 730
743 Footings/Foundation 4.00 10�Sep�12 14�Sep�12 246.00 731, 742
744 Framing 6.00 08�Oct�12 16�Oct�12 230.00 743, 732
745 Roofing 8.00 07�Nov�12 19�Nov�12 214.00 733, 744
746 Rough Electrical 8.00 19�Nov�12 29�Nov�12 264.00 745
747 Concrete Flatwork 3.00 19�Nov�12 22�Nov�12 214.00 745
748 Paver Installation 4.00 22�Nov�12 28�Nov�12 278.00 747
749 Electrical Final 3.00 29�Nov�12 04�Dec�12 264.00 746
750 Artwork Installation 4.00 04�Dec�12 10�Dec�12 264.00 749
751 Finishes 6.00 10�Dec�12 18�Dec�12 264.00 750
752 DTC C&G/HBP 15.00 22�Nov�12 13�Dec�12 214.00 747
Signal SignalInstallation Installation 102.00 29�Aug�12 18�Jan�13 241.00
Mulberry MulberryStreet Street 19.00 29�Aug�12 25�Sep�12 324.00
755 Foundations (w/cure time) 9.00 29�Aug�12 11�Sep�12 267.00 602
756 Pole/Mast Arm Installation 2.00 11�Sep�12 13�Sep�12 330.00 755
757 Conduit Installation 4.00 11�Sep�12 17�Sep�12 267.00 755
758 Set Signal Heads 2.00 13�Sep�12 17�Sep�12 330.00 756
759 Install Cabinets 2.00 17�Sep�12 19�Sep�12 267.00 757
760 Wiring/Terminations 4.00 19�Sep�12 25�Sep�12 267.00 759
Olive OliveStreet Street 19.00 10�Oct�12 06�Nov�12 294.00
762 Foundations (w/cure time) 9.00 10�Oct�12 23�Oct�12 241.00 618
763 Pole/Mast Arm Installation 2.00 23�Oct�12 25�Oct�12 300.00 762
764 Conduit Installation 4.00 23�Oct�12 29�Oct�12 241.00 762
765 Set Signal Heads 2.00 25�Oct�12 29�Oct�12 300.00 763
766 Install Cabinets 2.00 29�Oct�12 31�Oct�12 241.00 764
767 Wiring/Terminations 4.00 31�Oct�12 06�Nov�12 241.00 760, 766
Oak OakStreet Street 17.00 06�Nov�12 29�Nov�12 277.00
769 Foundations (w/cure time) 9.00 06�Nov�12 19�Nov�12 241.00 767
770 Pole/Mast Arm Installation 2.00 19�Nov�12 21�Nov�12 281.00 769
771 Conduit Installation 4.00 19�Nov�12 23�Nov�12 241.00 769
772 Set Signal Heads 2.00 21�Nov�12 23�Nov�12 281.00 770
773 Install Cabinets 2.00 23�Nov�12 27�Nov�12 241.00 771
774 Wiring/Terminations 2.00 27�Nov�12 29�Nov�12 241.00 767, 773
Mountain MountainAvenue Avenue 18.00 29�Nov�12 25�Dec�12 259.00
776 Foundations (w/cure time) 9.00 29�Nov�12 12�Dec�12 241.00 774
777 Pole/Mast Arm Installation 2.00 12�Dec�12 14�Dec�12 264.00 776
778 Conduit Installation 4.00 12�Dec�12 18�Dec�12 241.00 776
779 Set Signal Heads 2.00 14�Dec�12 18�Dec�12 264.00 777
Activity ID Activity Name Original
Duration
Start Finish Total Float Predecessors
783 Foundations (w/cure time) 9.00 25�Dec�12 07�Jan�13 241.00 781
784 Pole/Mast Arm Installation 2.00 07�Jan�13 09�Jan�13 246.00 783
785 Conduit Installation 4.00 07�Jan�13 11�Jan�13 241.00 783
786 Set Signal Heads 2.00 09�Jan�13 11�Jan�13 246.00 784
787 Install Cabinets 2.00 11�Jan�13 15�Jan�13 241.00 785
788 Wiring/Terminations 3.00 15�Jan�13 18�Jan�13 241.00 781, 787
789 Segment 1A Complete 0.00 13�Dec�12 214.00 656, 716, 692, 704, 740, 752, 643, 668, 728, 680
IIrrrriiggaattiioonn 255.00 19�Sep�12 11�Sep�13 68.00
791 Irrigation Sleeving � Segement 1 10.00 02�Oct�12 16�Oct�12 186.00 61, 792
792 Irrigation Sleeving � Segement 2 4.00 19�Sep�12 25�Sep�12 191.00 173
793 Irrigation Sleeving � Segement 3 15.00 28�Mar�13 18�Apr�13 69.00 336, 791
794 Irrigation Sleeving � Segement 4 10.00 06�May�13 20�May�13 57.00 793, 486
795 Irrigation Installation � Segment 1 25.00 13�Dec�12 17�Jan�13 222.00 136
796 Irrigation Installation � Segment 2 15.00 27�Dec�12 17�Jan�13 237.00 247
797 Irrigation Installation � Segment 3 20.00 30�Apr�13 28�May�13 51.00 430
798 Irrigation Installation � Segment 4 25.00 07�Aug�13 11�Sep�13 0.00 558, 794
Landscaping � Soil Prep and Plantings 115.00 01�May�13 09�Oct�13 53.00
800 Segment 1 � S. End to Horsetooth 15.00 01�May�13* 22�May�13 148.00 795
801 Segment 2 � Horsetooth to Drake 5.00 22�May�13 29�May�13 148.00 796, 800
802 Segment 3 � Drake to Prospect 25.00 28�May�13 02�Jul�13 51.00 797
803 Segment 4 � Prospect to Laurel 20.00 11�Sep�13 09�Oct�13 0.00 802, 798
MIS MISTerminations Fiber Pull and Terminations 210.00 27�Nov�12 17�Sep�13 69.00
805 Segment 1 � S. End to Horsetooth 20.00 27�Nov�12 25�Dec�12 199.00 67, 58, 134
806 Segment 2 � Horsetooth to Drake 15.00 25�Dec�12 15�Jan�13 199.00 171, 805, 245
807 Segment 3 � Drake to Prospect 15.00 10�Apr�13 01�May�13 138.00 806, 428, 333
808 Segment 4 � Prospect to Laurel 20.00 06�Aug�13 03�Sep�13 69.00 484, 560, 807
809 Segment 1A � Laurel to DTC 10.00 03�Sep�13 17�Sep�13 69.00 808
Signing SigningStriping and Striping 28.00 26�Sep�13 05�Nov�13 1.00
811 Signing 18.00 26�Sep�13 22�Oct�13 1.00 538
812 Striping 10.00 22�Oct�13 05�Nov�13 1.00 538, 811
Start StartTesting Up & Testing 53.00 09�Oct�13 23�Dec�13 0.00
814 Start Up and Testing 20.00 09�Oct�13 06�Nov�13 0.00 16, 280, 803, 439, 97, 789, 571, 145, 277
815 ITS and Operator Training 18.00 06�Nov�13 02�Dec�13 0.00 814, 812
816 Commissioning 15.00 02�Dec�13 23�Dec�13 0.00 815
817 MAX BRT Completion 0.00 23�Dec�13 0.00 816
818 MAX BRT Begin Service Operation 0.00 23�Dec�13 0.00 817
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Segment 1A Complete
Irrigation
Landscaping � Soil Prep and Plantings
MIS Fiber Pull and Terminations
Signing and Striping
Start Up & Testing
MAX BRT Completion
MAX BRT Begin Service Operation
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 14 of 14 TASK filter: All Activities
No Weather Delay
780 Install Cabinets 2.00 18�Dec�12 20�Dec�12 241.00 778
781 Wiring/Terminations 3.00 20�Dec�12 25�Dec�12 241.00 774, 780
LaPorte LaPorteAvenue Avenue 26.00 13�Dec�12 18�Jan�13 241.00
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Mountain Station Southbound (Type 2)
DTC Station
Signal Installation
Mulberry Street
Olive Street
Oak Street
Mountain Avenue
LaPorte Avenue
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 13 of 14 TASK filter: All Activities
No Weather Delay
720 Framing 6.00 20�Sep�12 28�Sep�12 226.00 708, 719
721 Roofing 8.00 16�Oct�12 26�Oct�12 214.00 720, 709
722 Rough Electrical 8.00 26�Oct�12 07�Nov�12 227.00 721
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Mulberry Station Northbound (Type 2)
Mulberry Station Southbound (Type 2)
Olive Station Northbound (Type 2)
Olive Station Southbound (Type 2)
Mountain Station Northbound (Type 2)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 12 of 14 TASK filter: All Activities
No Weather Delay
660 Framing 6.00 09�Aug�12 17�Aug�12 216.00 648, 659
661 Roofing 8.00 21�Aug�12 31�Aug�12 214.00 649, 660
662 Rough Electrical 8.00 31�Aug�12 12�Sep�12 267.00 661
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
West Bound Mulberry Street
W. Magnolia Street (BNSF Closure)
East Bound Olive Street
West Bound Olive Street
W. Oak Street (BNSF Closure)
W. Mountain Ave (BNSF Closure)
W. LaPorte Ave (BNSF Closure)
W. Maple Street
Station Construction (separate station crew)
Laurel Station Northbound (Type 2)
Laurel Station Southbound (Type 2)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 11 of 14 TASK filter: All Activities
No Weather Delay
600 RR Crossing Material 4.00 23�Jul�12* 27�Jul�12 366.00
East EastStreet Bound Mulberry Street 39.00 23�Jul�12 14�Sep�12 331.00
602 S. Lane Demolition 3.00 24�Aug�12 29�Aug�12 223.00 597
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
University Station (Type 1)
Signal Installation
Laurel Street
Segment 4 Complete
Segment 1A (Laurel to DTC)
Demolition
BNSF Closure Work
Perf Drain Installation � 24 hr (7/23 to 7/29) � Trencher (500�ft day avg)
BNSF � Laurel to DTC Work
Curb and Gutter Installation
Asphalt Patching
Intersection Construction
W. Myrtle (BNSF Closure)
East Bound Mulberry Street
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 10 of 14 TASK filter: All Activities
No Weather Delay
539 RR Crossing Material 2.00 16�Sep�13 18�Sep�13 15.00 532, 536
Station StationConstruction Construction 106.00 06�May�13 01�Oct�13 59.00
Prospect Station (Type 1) 78.00 06�May�13 22�Aug�13 87.00
542 Site Utilities 12.00 06�May�13 22�May�13 0.00 486, 421
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Subrade Prep/Reconditioning
Staking for Paving/Stringline/Trim
Concrete Paving � Guideway
Asphalt Patching/Parking Lot Repair
CG and Sidewalk
Intersection Construction
W. Lake Street (closure)
W. Pitkin Street (closure)
University Ave (closure)
Old Main Dr. (closure)
East Bound Laurel Street
West Bound Laurel Street
Station Construction
Prospect Station (Type 1)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 9 of 14 TASK filter: All Activities
No Weather Delay
MIS Duct Bank/Vaults 30.00 17�Dec�12 28�Jan�13 63.00
480 MIS Segment 20 (961 LF) 6.00 17�Dec�12 25�Dec�12 63.00 332
481 MIS Segment 21 (961 LF) 5.00 25�Dec�12 01�Jan�13 63.00 480
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Signal Installation
Prospect Road
Segment 3 Complete
Segment 4 (Prospect to Laurel)
Clear and Grubb
Demolition
Utility Relocation
Cut to Fill (to 0.2�ft)
Storm Sewer Installation w/MHs & Inlets (precast)
Profile F1�1
Profile F1�4 (59 LF)
MIS Duct Bank/Vaults
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 8 of 14 TASK filter: All Activities
No Weather Delay
419 Finishes 10.00 29�Mar�13 12�Apr�13 128.00 417
Bay Farm Station (southbound � Type 2) 58.00 07�Feb�13 30�Apr�13 169.00
421 Site Utilities 3.00 07�Feb�13 12�Feb�13 56.00 410
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Structures
Sherwood Lateral
Pedestrian Underpass Extension
Retaining Wall 2
Profile SC1�SC3 (Spring Creek)
Retaining Wall 3 (1719 LF)
Prospect Moment Slab
Guardrail Installation
Station Construction
Drake Station (Type 1)
Bay Farm Station (northbound � Type 2)
Bay Farm Station (southbound � Type 2)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 7 of 14 TASK filter: All Activities
No Weather Delay
359 N. Lane Paving (high early � xwalk and c&g) 4.00 29�Jul�13 02�Aug�13 42.00 358
360 Mill and Pave 2.00 02�Aug�13 06�Aug�13 42.00 359
361 Flatwork 4.00 06�Aug�13 12�Aug�13 42.00 360
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Profile F1�1
MIS Duct Bank/Vaults
Subrade Prep/Reconditioning
Staking for Paving/Stringline/Trim
Concrete Paving � Guideway
Asphalt Patching/Parking Lot Repair
Intersection Construction
E. Bound Prospect
W. Bound Prospect
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 6 of 14 TASK filter: All Activities
No Weather Delay
Storm Sewer Installation w/MHs & Inlets (precast)152.00 07�Sep�12 09�Apr�13 184.00
300 Profile E1�1 (151 LF) 5.00 23�Oct�12 30�Oct�12 0.00 294, 297, 48, 287
301 Profile E1�2 (276 LF) 8.00 30�Oct�12 09�Nov�12 0.00 300
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Signal Installation
Horsetooth Road
McClelland Drive Merge
Swallow Road
Drake Road
Segment 2 Complete
Segment 3 (Drake to Prospect)
NRRC Overpass
Clear and Grubb
Demolition
Utility Relocation
Cut to Fill (to 0.2�ft)
Storm Sewer Installation w/MHs & Inlets (precast)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 5 of 14 TASK filter: All Activities
No Weather Delay
239 F/R/P Retaining Wall 5 8.00 28�Sep�12 10�Oct�12 212.00 238
240 Framing 10.00 01�Nov�12 15�Nov�12 196.00 228, 239
241 Roofing 8.00 15�Nov�12 27�Nov�12 196.00 229, 240
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
W. Bound Horsetooth
W. Bound Swallow
E. Bound Swallow
E. Bound Drake (inc McClelland crossing)
W. Bound Drake
Structures
Larimer No. 2 Crossing
Station Construction
Swallow Station (S. Bound � Type 2)
Swallow Station (N. Bound � Type 2)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 4 of 14 TASK filter: All Activities
No Weather Delay
Asphalt AsphaltOverlay Overlay 4.00 25�Oct�12 31�Oct�12 245.00
179 STA 77+00 to 129+00 4.00 25�Oct�12 31�Oct�12 245.00 223, 163
Intersection IntersectionConstruction Construction 111.00 30�Aug�12 01�Feb�13 178.00
E. E.Horsetooth Bound Horsetooth 18.00 19�Oct�12 14�Nov�12 162.00
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Horsetooth Station (Type 1)
Signal Installation
Harmony Road
Segment 1 Complete
Segment 2 (Horsetooth to Drake)
Clear and Grubb
Demolition
Utility Relocation
Cut to Fill (to 0.2�ft)
Storm Sewer Installation w/MHs & Inlets (precast)
MIS Duct Bank/Vaults
Subrade Prep/Reconditioning
Staking for Paving/Stringline/Trim
Concrete Paving � Guideway
Asphalt Overlay
Intersection Construction
E. Bound Horsetooth
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 3 of 14 TASK filter: All Activities
No Weather Delay
118 Framing 14.00 10�Sep�12 28�Sep�12 196.00 107, 117
119 Roofing 10.00 28�Sep�12 12�Oct�12 201.00 118, 108
120 Rough Electrical 12.00 12�Oct�12 30�Oct�12 201.00 109, 119
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
Staking for Paving/Stringline/Trim
Concrete Paving � Guideway
Intersection Construction
E. Bound Harmony
W. Bound Harmony
Troutman Cul�de�sac
Structures
Mail Creek Bridge
Retaining Wall 4
Station Construction
Harmony Station (Type 1)
Troutman Station (Type 1)
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 2 of 14 TASK filter: All Activities
No Weather Delay
57 MIS Segment 8 (895 LF) 4.00 24�Sep�12 28�Sep�12 63.00 56
58 Set/Grade Utility Vaults 14.00 10�Sep�12 28�Sep�12 241.00 60
Subrade SubradeReconditioning Prep/Reconditioning 19.00 05�Sep�12 02�Oct�12 186.00
60 STA 8+00 to 23+00 3.00 05�Sep�12 10�Sep�12 186.00 27, 25, 28, 53
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
2012 2013 2014
MAX�BRT 5�15�12
Mason Corridor � MAX BRT
Bidding
Pre�Bid Meeting
Bid Opening
Preconstruction
NTP
Preconstruction Meeting
BRT Construction
Segment 1 (S. End to Horsetooth)
Troutman Underpass
Clear and Grubb
Demolition
Utility Relocation
Cut to Fill (to 0.2�ft)
Storm Sewer Installation w/MHs & Inlets (precast)
MIS Duct Bank/Vaults
Subrade Prep/Reconditioning
MAX�BRT 5�15�12 16�May�12 15:58
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining W...
Milestone
5day/week � 10 hr/day 1 of 14 TASK filter: All Activities
No Weather Delay
phasing plans/MHT with PFA, Police
and PVH to ensure response times are
minimally affected
Utility Conflicts – ensure utility potholing
effort is complete; identify and address
conflict issues before installation begins
Safety – implement job site training for
work crews for heavy traffic or night work
conditions; provide advance warning signs
to public; consider speed reductions in
work zone
Risk Item:
Spring Creek
Solutions:
Regulated Floodplain/Floodway – verify all
preconstruction conditions/elevations and restrictions
in use permit; certify grade of existing and constructed
improvements
Early Warning – develop safety plan to communicate
flood early warning to construction crews/supervision
Staging and Storage – ensure floatable materials are
staged outside of floodplain
Water Control – develop water management plan to
effectively divert creek flows around or through critical
work components (84-inch pipe extensions)
Water Quality – ensure groundwater dewatering permits
are obtained, water quality samples taken, TSS limits
not exceeded and appropriate BMPs are implemented
Risk Item: Prospect Shops Moment Slab
Solutions:
Confined Work Area – ensure existing conditions documented; proper
protections in place for adjacent private property
Access – develop access plan/coordinate with adjacent property
owners (delivery and grease trap access)
Risk Item:
B3-1 Storm Sewer to Mason Street
Solutions:
Confined Work Area – ensure existing
conditions documented; proper
protections in place for adjacent private
property; work is closely coordinated with
property owners
Utility Conflicts – ensure utility potholing
effort is complete; identify and address
conflict issues before installation begins
Property Restoration – ensure easement
agreements are honored and property
is restored to conditions outlined in
agreement
Access – develop MHT to connect storm
sewer in Mason; ensure business access
Risk Item:
Arterial Traffic/Access – Horsetooth Road
B4-1 Storm Sewer
Solutions:
Access – develop appropriate MHT to
phase intersection construction including
all utility installation; develop lane closure
for storm sewer installation to Mason;
coordinate business access with property
owners, sign appropriately
Emergency Access – coordinate job
phasing plans/MHT with PFA, Police
and PVH to ensure response times are
minimally affected
Utility Conflicts – ensure utility potholing
effort is complete; identify and address
conflict issues before installation begins
Safety – implement job site training for
work crews for heavy traffic or night work
conditions; provide advance warning signs
to public; consider speed reductions in
work zone
Segment 1 - South End to Horsetooth Road
the system be presented as safe for operations. Our
past experience with these processes and procedures
tells us that the timing will always be tight. There may
be those who will press to move quickly. However,
we have always insisted on having sufficient time,
without compromising the project schedule, to
ensure that the new BRT system is safe.
DBE/MBE/WBE Participation Plan
The 11% DBE/MBE/WBE participation will be met
by the inclusion and active inspection role served
by LS Gallegos. Our firms have worked together on
previous CM projects and LSG continues to be one of
our “go-to” firms in the Rocky Mountain region.
Testing Requirements
Level 1 - Basic Materials Testing
Concrete
Compaction
Signalization Equipment
Communications Backbone
Other Materials (as requiired)
Level 2 - Individual Systems
Grounding Requirements
Traffic Signals (basic operation)
Security Systems
Level 3 - Interaction of Systems
Traffic Signals (including pre-emption)
Safety Clearances
Level 4 - Systems Integration
Running of Buses (limited to support
task)
Simulateed Service (continuous
operations
Safety Certifications
Level 5 - Pre-Revenue Service
Continuous Operations
Emergency Drills
Operator Training
Public Awareness
Contractor
City of Fort Collins
Independtnt
Testing Agency
CM Consultant
H7H (Data
Integration)
management and other critical coordination points
to maintain project schedule. Our staff can resolve
challenges quickly and maintaining the project
schedule and budget.
The construction contractor will be primarily
responsible for coordinating third party utility owner
relocation work within the overall job schedule.
Our CM staff will monitor the relocation efforts
by the contractors and third party utility owners
to ensure compliance with the provisions of City-
Third Party Agreements. We will confirm that the
relocation effort conforms to contract requirements
and will support the project schedule, meets the
needs/requirements for the regulatory agencies
and is being located per approved drawings.
Our CM team will monitor utility conflicts and
installation of new utility services. We will also
participate in coordination meetings with field
participants and monitor the locating and marking
of underground utilities. Finally, we will review
payment applications for utility relocations by third
parties to be paid directly by the City, if any.
• Establishing and maintaining a system for early
detection and correction of unsafe practices
and conditions. Prior to construction and at
each phase of construction, a four step hazard
analysis to identify safety and security risks posed
by construction is performed. If previously
unidentified risks are identified at any stage the
site specific safety/security plan can be modified.
Safety personnel also conduct frequent job site
audits to ensure the material condition of the job
site is safe and the behaviors of contract personnel
on site are efficient and safe.
• Planning all work to eliminate personal injury,
property damage, theft, and the loss of productive
efforts. Planning work at the crew level, identifying
critical tasks and activities that require a second
look and providing for contractor feedback for
safety when critical tasks are performed ensures
human and systemic errors that can cause loss are
reduced.
as an instant look at budgetary and change control
issues affecting the project.
Submittal Log
The project submittal log would be generated by
our CM team and presented for review. We use
submittal log templates that track submittal name,
submitted date, team response, due date, returned
date and submittal disposition. Utilizing this tool,
our team has successfully managed submittal/shop
drawing review for projects which have contained
over 500 unique submittal items.
final acceptance by our CM once the work has been
performed and accepted to be in compliance with
the onsite specifications.
A dashboard of schedule, budget and other project
metrics will be provided to City staff on a very
routine basis (weekly/monthly) in an effort to
maintain open communication lines and report to
upper City management.
Testing Frequency and Standards
The frequency of testing will be in general
accordance with the CDOT Materials Testing
Schedule, job specifications and in accordance with
the applicable special provisions. To assist in tracking
quality control tests, a summary of quality control
test requirements based on project plan quantities
will be developed. This will be summarized on the
CDOT 250 form.
Testing standards will include the CDOT, AASHTO
or ASTM procedures. The CDOT Field Materials
Manual, Standard Specifications and LCUASS will be
referenced as minimum standards.
Moisture-Density Relationships (Proctor Values):
AASHTO T 180 and AASHTO T 99 will be used to
determine moisture and density relationships. ASTM
D1557 or D698 could also be used for modified
and standard proctor testing.
with CM
Value
Engineering
Session
First 30-45 days Ongoing
Escarow of bid
documents
Autorize overtime
Issue summaries
Audit clause
Payroll certification
Contractor claim
certification
Quick negotiations
Mediation
Arbitration
Value to Project
Managing Changes to Minimize Claims
Identify Issues
Avoid Claims
Mitigate
Resolve
Project
Completion
Figure 2: Change In Claims Control
Management Approach
expertise in claims analysis, CPM schedule analysis,
estimating, document control, financial auditing, and
contract administration. Key features of our claims
avoidance approach include:
• Our qualified, multi-disciplined, and in-depth claims
management resources will provide technical,
contractual, and financial claim resolution support
to the City.
• Claims mitigation analysis, processes, and CPM
scheduling experience on similar ports projects,
including Constructability Reviews and Value
Engineering analyses.
• Current knowledge and support of dispute
resolution procedures affecting claims outcomes.
• Participating in a Partnering program to build team
consensus for claims avoidance.
Figure1: Change Estimate Process
Determine if
issue has cost
or schedule
implications
Notify City
and assign an
early warning
number
Estimate
change impact
and determine
early warning
amount
Determine
actual cost and
present to City
for approval
Once approved,
authorize contractor to
proceed and enter in next
Prime Change Order
CH2M HILL
Senior Construction
Inspector 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159
Joe
Biedenbach/
CH2M HILL
Bus Maintenance
Facility Specialist
as
needed
Diana Yust/
CH2M HILL Financial Coordinator 80 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40
Jill
Colasuonno,
EI/Ditesco
Field Engineer 80 80 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159
Willie Franklin/
CH2M HILL DBE Coordinator 80 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24
Wayne Gilles/
CH2M HILL
Safety and Security
Specialist 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40
Beau
Javernick/
Ditesco
Scheduling and Cost
Estimating 80 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40
Mario
Magdeleno/LS
Gallegos
Construction Inspector 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159
Raymundo
Leon/LS
Gallegos
Construction Inspector 159 159 159 159 159 159 159 159 159 159 159 159 159 159 159
Chip
Leadbetter, PE/
CTL
QC / Materials Testing
Project Principal 40 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
Heather Grubb/
CTL
Materials Testing Field
Operations Manager 80 80 80 80 80 80 80 80 80 80 80 80 80 80
Craig Ellis/CTL Lab Manager 80 80 80 80 80 80 80 80 80 80 80
Melissa
Chalona/CTL
Environmental
Compliance Officer 40 40 20 20 20 20 20 20 20 20 20 20 20 20
Jeff Odell/CTL Material Testing
Technician 80 80 80 80 80 80 80 80 80 80 80
Jack Pappert/
CTL
Material Testing
Technician 80 80 80 80 80 80 80 80 80 80 80
Fred Braun/
CTL
Material Testing
Technician 80 80 80 80 80 80 80 80 80 80 80
Total 1,035 1,121 1,481 1,540 1,540 1,540 1,540 1,540 1,540 1,540 1,540 1,540 1,540 1,220 1,220 1,200 795 771 467 397 317
People Resource 6.0 6.5 9.3 9.7 9.7 9.7 9.7 9.7 9.7 9.7 9.7 9.7 9.7 7.7 7.7 7.5 5.0 4.8 3.0 2.5 2.0
49
Total Hours: 25,274
Total People Resource: 9.7 highest
Field Engineer
Document Control Coordinator
Field Engineering Support
Willie Franklin/
CH2M HILL DBE Coordinator
Contractor/Subcontractor DBE Compliance
Davis Bacon Audits
Wayne Gilles/
CH2M HILL
Safety and Security
Specialist
System Safety Analysis
Safety and Security Certification
Safety Audits
Beau
Javernick/
Ditesco
Scheduling and Cost
Estimating
Schedule Monitoring/Updates
Independent Cost Analysis for Job Changes
Mario
Magdeleno/LS
Gallegos
Construction Inspector
Structural, Embankment, Road Inspection, Job Documentation
Raymundo
Leon/LS
Gallegos
Construction Inspector
Structural, Embankment Road, Utility Inspection, Job Documentation
Chip
Leadbetter, PE/
CTL
QC / Materials Testing
Project Principal
Quality Control and Specialty Inspection Oversight
Heather Grubb/
CTL
Materials Testing Field
Operations Manager
Quality Assurance/Control Coordination
Specialty Inspection Coordination
Craig Ellis/CTL Lab Manager
Quality Control Testing Support
Lab Services Coordination
Material Testing Technician Coordination
Melissa
Chalona, PE/
CTL
Environmental
Compliance Officer
Remediation Assistance
Environmental Compliance Reporting
Jeff Odell/CTL Material Testing
Technician
Soil, Concrete, Asphalt, Embankment, Masonry Quality Control Testing
Field Reporting
Jack Pappert/
CTL
Material Testing
Technician
Soil, Concrete, Asphalt, Embankment, Masonry Steel, Quality Control Testing/
Inspection
Field Reporting
Fred Braun/
CTL
Material Testing
Technician
Soil, Concrete, Asphalt, Embankment, Masonry Quality Control Testing
Field Reporting
Contractor Oversight
Design Consultant Coordination
Outside “Face” of Project
Davis Bacon Compliance
Scheduling and Cost Estimating
Oversight
Submittal Processing
RFI Processing
Test Report Processing/Review
Office Reporting
VMB displays; ticket vending machine feedback
and system run tests. Our CM team will approach
this work with tools such as verification reports
and start up and testing forms that will minimize
errors in operation and ultimately commissioning
of the system. Additional information on the Start
Up and Testing of the ITS system is included in the
Management Approach.
affected by these floodplains are shown on
Pages 42-43.
Vertical Construction
The vertical construction components of the MAX BRT
project are the south Transit Center, Bus Maintenance
Facility, Overpass and Stations. The single, primary
technical issue surrounding all vertical construction
projects is coordination between trades. All too
often, architectural, structural, mechanical, electrical
and civil design trades are not well coordinated. We
would provide a third party review to ensure issues
are identified and resolved early. Our CM team has
extensive experience in industrial and commercial
construction of buildings including all quality control
components surrounding them. Jeff Mack, our CM
Principal, possesses 12 years of vertical general
contracting experience in addition to his 18 years
of transportation-related CM work. Keith Meyer,
our CPM has over 10 years of experience with
commercial construction. Keith, Jeff and our CM
girder fabrication, substructure and superstructure
construction will be critical to quality and longevity of
these structures.
Geotechnical
A key member to our team, CTL Thompson,
performed the initial site investigation work and is
intimately familiar with the site conditions. Their
preliminary work encompassed pavement, foundation
and soil stabilization recommendations. Having their
expertise on our CM team through construction sets us
apart. Our Technical Approach would include engaging
their key personnel to update recommendations in the
original investigative report based on field conditions
witnessed during construction. This may extend to
completing a fly ash stabilization design for various
segments of the guideway construction.
closures, road closures, parking closures, etc.
• If operations are not intended to commence until
May 2014, change approach to assessing liquidated
damages based on Dec, 31, 2013. Consider an
increasing “sliding scale” of LDs as risk for opening
increases.
most of our 250 estimators came from the hard
money “contractors” side and do not just provide
an “engineer’s” estimate. This results in significant
value-added benefit to the City of Fort Collins on
this project. In addition, our CH2M HILL engineering
staff has designed nearly 50% of the bus
maintenance facilities in the U.S. as well as hundreds
of miles of highway/bridge (BRT guideways as
well) and exceed the experience expected. Joe
Biedenbach (proposed as a technical resource)
leads our maintenance facility design group and
is expected to provide helpful constructability and
value engineering input on the bus maintenance
facility.
In summary, we feel there are many opportunities
for cost savings prior to construction beginning in the
field. To that end, our team has already reviewed
many of the construction drawings and offers the
following ideas that may save the project time and
money.
risk identification, understanding, and management with
a team qualified to work in areas ranging from jacked
bores to horizontal slip-form paving.
Risk Register Summary
asphalt testing, concrete testing, drilled pier and
sheet pile installation, observation and testing of
masonry materials, observation of reinforcing steel,
and laboratory testing of soil, concrete, asphalt,
masonry, and aggregates. Fred holds the following
certifications:
EIT in the State of Colorado
WAQTC Embankment and Base Testing
ACI Field Testing Grade I
NICET Level II for Soils, Asphalt and Concrete
CAPA A and B
Collins laboratory. Craig holds the following certifications:
ACI Field Testing Grade I
NICET Level II for Asphalt and Concrete
NICET Level I for Highway Materials
CAPA A and B
Beau Javernick – Ditesco, Scheduling and
Estimating Support
Beau has more than
10 years of experience
working in the construction
industry as both a project
engineer and manager. His
experience ranges from
managing municipal projects
above $20 million to smaller
privately held projects.
Beau’s experience spans construction management,
planning, estimating, scheduling and administration
of contracts. His experience in cost and schedule
control has brought numerous projects in on time
and on budget. Beau is OHSA 30 hour, confined
space, fall protection and first aid certified.
Wayne Gilles – CH2M HILL, Safety and
Security Specialist
Wayne has 21 years of
professional engineering
experience in procurement
specifications for transit
vehicles/systems, system
safety analyses, safety
and security certification,
safety and security plans,
safety audits, reliability
demonstration testing
and analyses, maintainability, human factors, safety
culture assessments, and operating and emergency
procedures. He has completed hazard analysis of
transit systems including Preliminary Hazard Analysis
(PHA), Failure Modes and Effects Analysis (FMEA’s),
Fault Tree Analysis (FTA), and Operating and Support
Hazard Analysis (O&SHA). His knowledge spans
industry, state, and Federal Transit Administration
regulations and guidelines for system safety and fire/
life safety.
The objective of this session was to (1) increase
the participants’ understanding of planning, design,
construction, and management of transit facilities,
and (2) include discussion of FTA’s requirements and
expectations in the development and management of
federally sponsored projects.
Qualifications and Experience of Staff
in the engineering and
construction fields. His
experience spans program,
project and construction
management for projects
ranging from complex
utilities, regional storm
drainage ponds and conveyances, buildings, dams,
water and wastewater treatment plants, roads
and bridges. He is well versed in all elements of
local, federal and state contract administration,
procurement; risk management, negotiations, claims
avoidance and overall delivery strategy. Keith has
specific Transit training from the National Transit
Institute in Project and Construction Management.
He has worked on design-build, CMR, CMGC, pre-
qualified bid and hard bid projects varying in size
from a few hundred thousand dollars to over $20
million. Collectively he has managed well over $120
million in capital improvements throughout northern
Colorado. Keith has unique experience in presenting
projects to both public and private interests through
is past role as Engineering Manager for Weld County
Public Works and with the City of Fort Collins.
Qualifications and Experience of Staff
Wayne Gilles
CH2M Hill
Safety and Security
Ron Kechter
City of Fort Collins
Project Manager (STC)
Terry Tyrrell
AECOM
Consultant Project Manager
Tim Hackworth
CH2M Hill
Senior Inspector
Mario Magdeleno
LS Gallegos
Inspector
City of Fort Collins
Inspector - Road
City of Fort Collins
Senior Inspector
City of Fort Collins
Financial Coordinator
Raymundo Leon
LS Gallegos
Inspector
Chip Leadbetter
CTL Thompson
Project Principal
Jeff ODell
CTL Thompson
MTT
Heather Grubb
CTL Thompson
Field Manager
Fred Braun
CTL Thompson
MTT
Jack Pappert
CTL Thompson
MTT
Craig Ellis
CTL Thompson
Field/Lab Supervisor
City of Fort Collins
Inspector - Utilities
27
Max BRT Construction Team
Community Transit Kasch Park Operating Base Expansion, WA
Beaver Creek Mountain Operations Maintenance Shop, CO
East Valley Bus Operations and Maintenance Facility, AZ
Phoenix Public Transit, West Transit Facility, AZ
Boulder Special Transit Maintenance Facility–CH2M
HILL provided specialty planning and design services,
including programming, site, building and shop layout,
as well as equipment selection and specification to a
local architect for the design and construction of a new
state-of-the-art maintenance and operations facility
for Boulder Special Transit (BST).The project services
and maintains BST’s proposed fleet of 60 buses on
a 6.9 acre site. Construction value of the 37,500 sf
facility project is $4.35 million. Work includes analyzing
existing operations; programming functions and space
planning for future fleet expansion; site planning; site
and maintenance building layouts; equipment selection
and shop layouts; construction cost estimates for
alternatives; design criteria and preliminary and final
design documents.
recognition, as well, for our successful delivery of CM
services. The Construction Management Association
of America (CMAA) has awarded CH2M HILL 11
Project Achievement Awards since 2005. Our firm
has also received 7 project awards from regional
construction magazines. In addition to CM, CH2M
HILL provides a full range of transit services for
project development, planning, design, construction,
operations, and management of public and private
infrastructure and facilities.
Subsidiaries of CH2M HILL Companies, Ltd.
1. Operations Management International Inc., a
California corporation
2. CH2M HILL, Inc., a Florida corporation
3. CH2M HILL Constructors, Inc., a
Delaware corporation
4. LG Constructors, Inc., a Delaware corporation
5. VECO Services, Inc., an Alaskan corporation
6. CH2M HILL Energy, Ltd., a Delaware corporation
7. Halcrow Holdings Ltd., a United Kingdom private
company limited by shares
constraints well in advance of actual field work.
Our Technical Approach is further developed
during the short Preconstruction Phase in which
Executive Summary
for complex urban arterial construction projects
• Proven track record of collaboration among
team members on past CM projects
• Commitment to a comprehensive inclusion
plan and mentoring of DBE/MBE/WBE firms
for exceeding the City’s 11% goal through the
assignment of LS Gallegos & Associates