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HomeMy WebLinkAboutRESPONSE - RFP - 8134 VINE LEMAY BNSF IMPROVEMENTS PROJECTPrepared for July 8, 2015 City of Fort Collins 8134 Vine/Lemay/BNSF Improvements Project AECOM 1601 Prospect Parkway Fort Collins, CO 80525 www.aecom.com 970 493 8878 tel 970 493 0213 fax July 8, 2015 City of Fort Collins Purchasing Division 215 N. Mason St. 2nd Floor PO Box 580 Fort Collins, CO 80522 Ref: Proposal No. 8134, Vine/Lemay/BNSF Improvements Project Mr. Kemp and Selection Committee Members, AECOM has demonstrated our commitment and motivation as a partner with the City of Fort Collins (City) on high priority programs and projects, including the State Highway (SH) 392/I-25 Interchange, the Mason Corridor Express Bus Rapid Transit (MAX BRT), and several task-orders through the On-Call contract, including the Fossil Creek Underpass of BNSF. For Vine/ Lemay, we have helped to position the project to date through preliminary evaluations and TIGER grant funding applications. Our proposal and approach is organized into three phases of work that are clearly linked to a schedule of critical results and outcomes for each phase. ENGAGE (WITHIN 6 MONTHS)  Early Action Coordination with BNSF/PUC/Utilities/CDOT (depending on federal funds) – AECOM is uniquely positioned as a team that brings relationships combined with capability and results. We have worked with these agencies on no less than five projects, and in some cases more than 10, in the last three years.  Communicate with Public/Stakeholders/City Council – AECOM has a team who is experienced not only in Fort Collins with SH 392/I-25 and MAX BRT, but also with other recent alternatives projects, such as Estes Park and Sterling S-Curve.  Enhancement Opportunities – AECOM clearly understands the next steps to communicate the benefits, enhance the connectivity and urban design, and visualize the possibilities to the public on this important, high-impact project. DESIGN (WITHIN 10 MONTHS)  Concurrent Design – AECOM brings an in-depth understanding of the design optimization opportunities, such as alignments, walls, and Northeast College Corridor Outfall (NECCO) drainage integration.  Certainty of NEPA/ROW – AECOM has worked with you over the last two years to position this project for certainty of the NEPA process and accelerated right-of-way (ROW) acquisition. Our experience will help you navigate these requirements if the project is federalized.  Alternative Delivery/Phasing – AECOM is a leader in alternative delivery through Construction Manager/General Contractor (CM/GC) and Design- Build (D-B). We will help evaluate if alternative delivery offers benefits for this project. IMPLEMENT (BY JULY 2017)  Acceleration Flexibility – AECOM provides proven leadership, resources, and capabilities that can meet any schedule and critical issue. We will continue to work the critical path to keep the project on-track to meet funding obligations.  Construction Services – AECOM brings a full complement of construction CM, quality inspection, and can operate as a general contractor. These capabilities provide you with options for implementation. You have worked with and can trust our key leadership to deliver results. We also bring the capacity and breadth of capability to support the complexity of this project throughout its life cycle, spanning from community engagement and vetting of the alternatives, through design/NEPA clearance, and implementation. As the project could take several different paths of phasing and implementation, AECOM offers flexibility and an approach that clearly organizes a process focused on the success factors for the project. We will be with you as partners at every step of this process. AECOM acknowledges receipt of Addendum No. 1, dated June 18, 2015 and takes no exceptions to the contract terms. For further information about our submittal, please contact us at your convenience. Sincerely, Alan Eckman, PE, PTOE Project Principal, AECOM Vice President 303-376-2979 Alan.Eckman@aecom.com John Sabo, PE Project Manager 303-376-2945 John.Sabo@aecom.com LOCATION MATRIX / TABLE OF CONTENTS QUALIFICATION, WEIGHING FACTOR, STANDARD WHERE IN DOCUMENT Scope of Work (20%) ƒ Does the proposal address all elements of the RFP? ƒ Does the proposal show an understanding of the project objectives, methodology to be used and results/outcomes required by the project? ƒ Are there any exceptions to the specifications, Scope of Work, or agreement? ƒ Project Goals, Objectives, Results, and Outcomes | page 13 ƒ Methodology and Approach | page 13 (through page 25) ƒ No exceptions (Cover Letter) Assigned Personnel (20%) ƒ Do the persons who will be working on the project have the necessary skills and qualifications? ƒ Are sufficient people of the requisite skills and qualifications assigned to the project? ƒ Local Team Resources | page 4 ƒ Team Qualifications and Availability | page 6 Availability (10%) ƒ Can the work be completed in the necessary time? ƒ Can the target start and completion dates be met? ƒ Are other qualified personnel available to assist in meeting the project schedule if required? ƒ Is the project team available to attend meetings as required by the Scope of Work? ƒ Project Goals, Objectives, Results, and Outcomes | page 13 ƒ Methodology and Approach | page 13 ƒ Team Qualifications and Availability | page 6 ƒ see above Motivation (10%) ƒ Is the firm interested and are they capable of doing the work in the required time frame? ƒ Cover Letter, throughout submittal Firm Capability (30%) ƒ Does the firm have the resources, financial strength, capacity and support capabilities required to successfully complete the project on-time and in-budget? ƒ Has the firm successfully completed previous projects of this type and scope? ƒ A Trusted City Partner and Industry Leader | page 3 ƒ Local Team Resource | page 4 ƒ Financial Strength, Capacity, and Availability | page 5 AECOM 3 Vine-Lemay-BNSF Improvements Project A Trusted City Partner and Industry Leader AECOM is a premier, fully integrated professional and technical services firm for public- and private-sector clients. We are ranked as the #1 engineering design firm by revenue in Engineering News-Record magazine’s annual industry rankings for the sixth consecutive year (including number #1 in Transportation and #2 in Program Management), helping demonstrate our technical and financial strength to accomplish this important project for the City of Fort Collins (City). AECOM provides a blend of global reach, local knowledge, innovation, and technical excellence in delivering customized and creative solutions. What helps separate AECOM is our ability to leverage our full depth of resources on important local projects, as we have done on City projects for over 30 years. In the past, the City has trusted AECOM with some of its most important and complex projects. We have successfully proven our ability to deliver on the SH 392 and I-25 interchange and MAX BRT projects that required extensive City, agency, and community coordination. We have also completed multiple projects under our current On-Call Contract with the City, such as the Timberline and Kechter and BNSF Fossil Creek Underpass projects. Specific to this solicitation, the City has also worked with AECOM over the past several years at the Vine/Lemay intersection, which means zero ramp-up time, quick project initiation, established relationships with City staff and stakeholders, and a team that understands the issues associated with this important project. Our work on the Vine/Lemay intersection has included: ƒ Project Development Report ƒ Robust Alternatives Analysis ƒ Environmental Scan of Resources ƒ Conceptual Design for three design concepts ƒ TIGER Grant Applications (2013, 2015) ƒ Right-of-way (ROW) support (based on a comparison of scenarios) Taken together, our technical and management expertise combined with our extensive local experience – at the Vine/Lemay intersection and throughout Fort Collins and Larimer County – makes AECOM the team best equipped to successfully deliver the Vine/Lemay/BNSF Improvements project for the City and its residents. A Previous Experience at Vine/Lemay Will Help AECOM Deliver Success AECOM has partnered with the City on several tasks for the Vine/Lemay project, including the project development report and TIGER grant applications. We can quickly build on this experience while also keeping focused on the next AECOM 4 Vine-Lemay-BNSF Improvements Project Team Capabilities & Qualifications As the prime contractor, AECOM will be the City’s point of contact and lead all planning, design, and environmental tasks from our Fort Collins and Denver offices. In Colorado, AECOM has over 1,300 professionals, including hundreds of transportation, planning, environmental, and support staff, giving us the flexibility to staff this project as-needed to stay on target, even if the schedule is accelerated. To enhance our support to the City, our team includes specialty contractors for Public Involvement, Railroad and Agency Coordination, Bicycle/Pedestrian Network Connectivity, Geotechnical Engineering, and Drainage/ Floodplain. A summary of our team’s strengths and responsibilities are shown in the table below. Communication Infrastructure Group (CIG) is a certified DBE/WBE/SBE that provides the full spectrum of public involvement, public relations, marketing, and graphic design services, including complete bilingual outreach programs. The firm specializes in communicating complex, technical concepts to those impacted by public improvement projects. CIG worked with the City on its MAX BRT project with AECOM and with AECOM staff from the former URS as part of CDOT's Flood Recovery Office and RTD's FasTracks program. Railroad Coordination, LLC (RRC) is a Colorado DBE whose founder Susan Grabler has 42 years of railroad engineering experience. In her nearly 35 years as a railroad employee, she managed new industry and public projects in multiple states and worked with the City on upgrades of several at-grade crossings. She later worked on the City’s SH 14/Jefferson Street Railroad Study. Toole Design Group (TDG) is a certified DBE/ WBE that specializes in planning, engineering, and landscape architecture for bicycle and pedestrian transportation. TDG is the prime consultant for the City's Bicycle Master Plan, spearheaded the City's Bike Share Business Plan, and worked on the Colorado State University (CSU) Bicycle Master Plan. This experience will help this project have a seamless connection with the City’s existing bike/ped system. Ayres Associates (Ayres) has held an on- call contract with the City for the last 10 years. This experience gives Ayres a total understanding of how best to serve the City and support this project. Ayres has also worked with AECOM on several area projects, including the Larimer County Road (CR) 31D Hydraulic Analysis Project and CR 29 Repairs project. CTL | Thompson (CTL) is also a current On- Call Contractor for the City, giving CTL an extensive portfolio of local projects, such as Mason Street Corridor, North College Corridor, and BNSF Fossil Creek Underpass performed with AECOM. Local Team Resources Firm Why Right Firm for Vine/Lemay/BNSF Improvements Project Responsibilities AECOM ƒ Proven ability to deliver on complex projects for the City, with management and technical AECOM 5 Vine-Lemay-BNSF Improvements Project Ability to Exceed UDBE Goals The AECOM team includes three UDBEs that will help us exceed the City's 5% UDBE participation goal: CIG (public involvement), RRC (railroad/agency coordination), and TDG (bike/pedestrian network connectivity). Additionally, our team has the flexibility and scalability to meet higher participation goals should this project become 'federalized' in the future. We have always met the City's goals in the past, a tradition we will continue, regardless of the project’s future goals. AECOM takes great care in choosing the best partners. For this project, we chose firms with direct experience on City projects and on projects with very similar scopes. Ayres and CTL are both on-call contractors with the City, and TDG worked on the City’s Bicycle Master Plan. Public Involvement partner CIG supported the City's MAX BRT project as a contractor to Concrete Express Inc., and RRC’s Susan Grabler has worked with the City on several railroad-related projects over the years, including several at-grade crossings. The AECOM team knows the City, knows the community, and knows the project area, making us the team best-equipped to successfully deliver the Vine/Lemay/BNSF Improvements project for the City and its residents. Financial Strength, Capacity, and Availability With nearly 100,000 employees, AECOM is a publicly- traded Fortune 500 firm whose companies, including URS Corporation and Hunt Construction Group, had revenue of approximately $19 billion during the 12 months that ended December 31, 2014, demonstrating our financial strength. Locally, we have offices in Fort Collins and Denver, with hundreds of transportation, planning, environmental, and support staff ready to support this important project (over 1,300 Colorado employees, including 75+ in Fort Collins). The recent combination of AECOM and URS furthers our capabilities, capacity, and availability. This strength gives us the flexibility to address any project challenge. Our leadership team is fully committed and available to give this project the attention it deserves, including meeting support. We also have the full depth of qualified support to keep this project on track, even if the schedule is accelerated. We are committed to on-time delivery and have shown this commitment and flexibility on previous City projects. Our key team member’s history with the City serves as the foundation of our ongoing commitment. We have cited availability percentages for each member later in this document, and we anticipate more than sufficient availability to complete this project. Our combination of extensive local, national, and global resources and financial strength means the City has a partner that can deliver this project. Team Capabilities & Qualifications AECOM Delivers Under Accelerated Schedule AECOM supported CDOT Region 5 on the replacement of the US 24 Bridge over UPRR in Chaffee County, AECOM 6 Vine-Lemay-BNSF Improvements Project He is familiar to the City as the Principal in Charge for On-Call Services, including the Vine/Lemay Project Development Report, and as Project Director for the SH 392/I-25 Interchange. Planning Lead Lindsey Sousa has over 15 years in transportation and municipal planning and leads AECOM Denver’s Planning and Traffic group. Her specialties include transportation planning, Planning and Environmental Linkage (PEL) Studies, NEPA analysis, land use planning and policy, and transit-oriented development. Lindsey worked closely with the City to develop a comprehensive TIGER grant application for the Vine/Lemay project and offers extensive experience in Alternatives Analysis, Public Information and Communication, Sustainability/Green Infrastructure, and Multi-modal connectivity. Design Lead Terry Tyrrell has 19+ years on a wide range of civil engineering transit projects, including management, planning, design and construction coordination. He is the AECOM’s Colorado Transportation Civil Design Department Manager and a seasoned manager and design lead. His experience includes coordination and collaboration with local, state, and federal agencies, as well as private stakeholders. Terry has addressed such issues as transit-oriented design, roadway/highway, bridges, and hydraulics and hydrology, including stormwater runoff systems and pollution prevention, utility coordination, and water distribution systems, from conceptual planning, to final design, to construction implementation oversight. Terry is known to the City from his engagement as the MAX BRT Project Consultant Program Manager and the North College Phase III Project. Environmental Lead Brian Kennedy (NEPA, Compliance and Permitting) provides the City with 31 years of interdisciplinary environmental impact documentation, permitting, and compliance experience involving transportation projects. He has proven success working with of FHWA, CDOT, and Colorado resource agency requirements and personnel and has in depth project knowledge based on his lead roles in the Vine/Lemay TIGER Grant application and Project Development Report Process. Brian wrote the environmental compliance process and technical issues discussions in the grant application and Project Development Report, and he was integrally involved in the alternative development and evaluation processes. Brian’s environmental strategies involve development of alternatives that avoid, minimize, and mitigate potential effects before reaching the NEPA documentation and environmental compliance and permitting phases of a project and reflect respect for informed public input. Team Qualifications and Availability The AECOM team is well-known to the City, with most of our proposed staff having worked with you in the past. Our project organization and summary of our entire project team are shown on the next page (p7). AECOM 7 Vine-Lemay-BNSF Improvements Project Role, Name, Availability Why Selected to Lead Vine/Lemay/BNSF Project Relevant Experience PROJECT MANAGER John Sabo, PE Available: 70% ƒ 17 years as project manager, design lead, and transportation planner – from conceptual analysis/planning, through completion of constructed project – for projects across the Front Range who knows Fort Collins and is known to the City. ƒ Fort Collins, On-Call Civil Engineering and Design, Timberline/ Kechter, Project Manager ƒ SH 392/I-25 Interchange, Technical Project Manager ƒ CDOT, US 50 Over BNSF, Project Manager PROJECT PRINCIPAL Alan Eckman, PE, PTOE Available: 35% ƒ AECOM Vice President with 17 years of experience in transportation planning and design and leadership of projects involving multi- agency perspectives with high profile objectives and outcomes. ƒ Fort Collins, On-Call Civil Engineering and Design, Program Principal ƒ SH 392/I-25 Interchange, Project Director ƒ Fort Collins, Vine/Lemay TIGER Grant, Technical Advisor PLANNING LEAD Lindsey Sousa, AICP, LEED AP Available: 70% ƒ 15 years in transportation planning, PEL Studies, NEPA analysis, land use planning and policy, and transit-oriented development. Expert in applying sustainability into transportation project delivery process. ƒ Fort Collins, Vine/Lemay TIGER Grant, Capture Manager ƒ Town of Estes Park, Alternatives Analysis, Planning Lead ƒ CDOT, Sterling S-Curve (SH 14), Planning Lead DESIGN LEAD Terry Tyrrell, PE Available: 60% ƒ 19 years on a wide range of civil engineering transit projects, including management, planning, design and construction coordination. ƒ Fort Collins, On-Call Civil Engineering and Design, Multiple ƒ Fort Collins, MAX BRT, Program Manager ƒ Fort Collins, North College Phase III, Design Coordination ENVIRONMENTAL LEAD Brian Kennedy, AICP Available: 50% ƒ 31 years in environmental planning, permitting, impact documentation, and public process management for transportation. infrastructure, and land development projects. ƒ SH 392/I-25 Interchange, Environmental Lead ƒ CDOT, Sterling S-Curve (SH 14), Environmental Lead ƒ FHWA, Multiple Task Orders, I-70 East, Environmental Lead PUBLIC OUTREACH Laurie Meza (CIG) Available: 50% ƒ 14 years providing marketing and public relations support for large transportation and development projects across the Front Range, including T-REX, FasTracks, and US 285 D-B. ƒ CDOT, Flood Recovery Office, Public Outreach ƒ Denver Airport, Hotel and Transit Center Program, Public Outreach ƒ Kiewit/Denver, T-REX, Public Outreach AGENCY COORDINATION AECOM 8 Vine-Lemay-BNSF Improvements Project Community Involvement Lead Laurie Meza is a Senior Associate at CIG with nearly 15 years in public involvement, public relations, and marketing for large transportation and land development projects. Her duties include public information and community outreach efforts, such as public meetings, content development, and internal and external stakeholder relations. Her relevant experience includes serving as Public Information Manager on Denver’s $1.67 billion Transportation Expansion (T-REX) project; serving as a Communications Specialist for the Regional Transportation District’s (RTD) FasTracks Program Public Information Team, and working as a Strategic Communication Consultant on the $40.1 million US 285 D-B for safety/mobility improvements. She also continues to support CDOT’s Flood Recovery Office following the devastating Colorado floods of 2013. AECOM has a multi-year history working with the Vine/ Lemay project. As part of the City’s TIGER Grant Applications (2013, 2015), AECOM completed alternatives evaluation of Lemay Avenue realignment and at-grade vs. grade separation options at the Vine Drive and BNSF crossing. AECOM provided services to help the City advance the project definition by evaluating alternatives through a review of alignments and ROW requirements, phasing, traffic analysis, environmental scan, risk, and cost analysis. A more robust cost estimating, funding, and finance plan analysis was conducted to help frame the range of alternatives relative to foreseeable future local funding streams and local, state, and federal funding and finance opportunities. In 2013, the team provided support in preparing the first TIGER grant submittal, which was again refreshed and submitted in 2015 with more up-to- date and relevant information gained through the project development evaluations. COMPLETION DATE: 2015 REFERENCES: Dean Klingner, City of Fort Collins, 970-221- 6511; Timothy Kemp, City of Fort Collins, 970-416-2719; Rick Richter, City of Fort Collins, 970-221-6798 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: Alan Eckman, John Sabo, Lindsey Sousa, Brian Kennedy, Gary Maji Team Capabilities & Qualifications Relevant Experience We have already mentioned some of the relevant experience of AECOM and its team partners. Next, we provide more detailed information about some of this work and others that demonstrates our ability to successfully deliver this project. Railroad and Utility Coordination Lead Susan Grabler (RRC) will assist the project team in navigating the railroads requirements, agreements, and funding participation, as well assisting with PUC applications and processes. She is an expert in this area based on her 42 years of railroad engineering and capital improvement experience. During her 34 years as a railroad employee, she managed new industry and public projects and developed relationships with a wide range of federal, state, and local agencies, as well as other railroads, utilities, and the AECOM 9 Vine-Lemay-BNSF Improvements Project Design: Civil Engineering On-Call Contract, City of Fort Collins The AECOM team has strong working relationships through past projects we have completed for the City. Relevant projects include the RIght-Turn Lanes at Timberline/Kechter and the Fossil Creek Underpass at BNSF. TIMBERLINE/KECHTER NORTHBOUND AND SOUTHBOUND RIGHT-TURN LANES | AECOM developed the final advertisement package for this successfully constructed project. This project has met the goal of providing measurable operational improvements through the addition of dedicated northbound and southbound right turn lanes on Timberline Road at Kechter Road. The project also included traffic signal reconstruction, sidewalks, continuous bike lanes through the intersection, and pedestrian ramp reconstruction to meet ADA requirements. AECOM provided the City with exhibits and supporting information for the ROW acquisition process and utility coordination. Design was completed for 70% of budget. Completed: Summer 2014 (construction) FOSSIL CREEK UNDERPASS AT BNSF (PRELIMINARY DESIGN) | AECOM preformed conceptual and preliminary design engineering to facilitate the programming and design development for a trail underpass at BNSF along Fossil Creek. This effort required extensive design coordination with the City’s Park Planning & Development and Utilities Departments to expedite conceptual and preliminary design submittals to BNSF railroad. AECOM also supported the City to facilitate the Project Site Diagnostics Meeting and development of the PUC submittal application. Completed: Fall 2014 RECOGNITIONS: “I would like to thank you (John Sabo) and your staff for AECOM’s professionalism during the full life of the project. From the preliminary design through construction, AECOM was always responsive and provided quality services.” Timothy Kemp, City of Fort Collins, Timberline/Kechter Project REFERENCE: Timothy Kemp, Fort Collins, 970-416-2719 PROPOSED PERSONNEL WHO WORKED ON THESE PROJECTS: John Sabo, Alan Eckman, Matt Salek, Gary Maji Team Capabilities & Qualifications Program Management: Mason Corridor Bus Rapid Transit (MAX BRT), City of Fort Collins AECOM assisted the City with the MAX BRT, which consists of five miles of primarily fixed guideway for the BRT System that parallels BNSF ROW. The project includes seven park-n- ride lots, seven BRT Stations with pedestrian and bicycle access, 10 BRT curb-side stops, a new Transit Center at the southern terminus AECOM 10 Vine-Lemay-BNSF Improvements Project AECOM provided a multi-discipline services spanning from project development, funding support, final design and construction service for the interchange. Under the leadership of Alan Eckman, the AECOM team worked as a partner to help champion this project as a priority in Northern Colorado. The AECOM team streamlined several elements of this project at all phases of project development and delivery. These elements included: ƒ Elected Official Decision Making | Presentations to the Fort Collins City Council, Windsor Town Board, and CDOT Transportation Commission regarding key decisions about community character, land use, and sustainability, resulting in early resolutions of support and financial contribution to the project. ƒ Public Meetings and Briefings to CDOT and Agencies | The collaborative planning and design of the interchange was successful on many levels, resulting in priority funding of the interchange construction. ƒ NEPA Clearance | AECOM worked with CDOT and FHWA to prepare Justification for Separate Action, 1601 CDOT Transportation Commission Approval, and CatEx clearance within a nine-month time frame. ƒ Accelerated Design | AECOM provided a Value Engineering assessment that resulted in a savings of over $1.2M. The project team worked in an accelerated three-month time frame to complete the re-design and bid package. ƒ Alternative Delivery | In early 2009 at the time of potential ARRA funding opportunity, AECOM prepared an assessment of delivery options. Schedules and risks were assessed, and a decision was made to move forward with accelerated Design-Bid-Build. 90% plans were produced within seven months of the decision and then shelved, which allowed funding to be secured. COMPLETION DATE: 2012. RECOGNITIONS: 2012 APWA Large Community Engineering/Construction Management Project Award; 2013 Rocky Mountain Masonry Institute Award; 2012 CDOT Executive Director Project Award. REFERENCE: Rick Richter, Fort Collins, 970-221-6798 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: Alan Eckman, John Sabo, Gary Maji, Matt Salek, Brian Kennedy Team Capabilities & Qualifications PLANNING AND DESIGN: I-25/SH 392 Interchange, City of Fort Collins/CDOT/Larimer County ALTERNATIVES ANALYSIS: Downtown Loop, Town of Estes Park AECOM’s approach for the Estes Park EA required a thorough investigation of a wide range of alternatives, including alternatives suggested by AECOM 11 Vine-Lemay-BNSF Improvements Project Team Capabilities & Qualifications PLANNING AND DESIGN: US 50 Bridge Replacement Over BNSF Railroad, CDOT AECOM provided design services, from the alternative conceptual alignment analysis phase through project advertisement, for this 325-foot bridge over the BNSF Railroad. The project included alternative alignment analysis, structure selection report, and coordination with the railroad to facilitate PUC and BNSF Railroad approvals. AECOM provided multiple design concepts that allowed CDOT to select the best alternative for design, safety, and the construction budget. Project was delivered on-schedule and $42k under the contracted design budget by proposed Vine/ Lemay/BNSF Project Manager John Sabo. COMPLETION DATE: Summer 2014 RECOGNITIONS: “I want to thank you and your staff for AECOM’s performance on the US 50 East and West of Granada bridge replacement project. I have had the opportunity to work with you (John Sabo) and your staff on several projects now, and I appreciate the expertise, professionalism, and ability of AECOM Transportation to continually deliver on-time and on-budget.” Paul Westhoff, PE, Resident Engineer, CDOT-R2 REFERENCE: Paul Westhoff, CDOT-R2, 719-336-3228 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: John Sabo, Matt Salek ALTERNATIVES ANALYSIS: Sterling S-Curve, CDOT For CDOT’s Sterling S-Curve (SH 14) project, AECOM’s approach to presenting the alternative development and screening process to the public relied on preparing clear and distinct graphics and tiered evaluation criteria and findings that together distilled the issues and trade offs between alternatives in a manner that supported alternative and option selection findings and handled perspectives that focused on a more limited rational for opposition or other choices. AECOM presentations, boards, graphics, and handouts and interpersonal discussions with meeting attendees illustrated the process, analysis methods, rationales, and results. AECOM will be preparing a “Template EA” for the project using CDOT’s streamlined NEPA format. COMPLETION DATE: Ongoing (design) REFERENCE: Brett Locke, CDOT-R4, 970-522-0481 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: Alan Eckman, Lindsey Sousa, Brian Kennedy, Corey Lang Sterling S-Curve Project S-Curve Alignment & Design Areas 4th St Poplar St AECOM 12 Vine-Lemay-BNSF Improvements Project Team Capabilities & Qualifications AECOM Recognized for Leading MAX BRT Project “Terry (Tyrrell) was instrumental in coordinating and moving the project forward with the design consultants, the FTA, Local and State Agencies, Colorado State University, the Public Utilities Commission, BNSF Railroad, and various other stakeholders.” Erika Keeton, MAX BRT Project Manager, July 2014 DESIGN: I-76 Bridges Over BNSF Railroad and Beaver Creek, CDOT As part of our on-going On-Call Engineering Design Contract with CDOT, AECOM developed preliminary and final design packages for the construction of the I-76 Bridges over BNSF Railroad and Beaver Creek in Morgan County. This five-span, 800-ft, twin-bridge structure required significant design preparation coordination with the railroad to facilitate PUC and BNSF Railroad approvals. In addition, AECOM supported CDOT with the development of the Construction and Maintenance Agreement required to facilitate the advertisement package. COMPLETION DATE: Fall 2014 RECOGNITIONS: “Your attention to detail and project schedule makes you one of our better bridge consultants, and we look forward to working with you in the future.” Dick Osmun, CDOT R4 Bridge Leader REFERENCES: Lou Keen, CDOT-R4, 970 506-4954 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: Gary Maji, Alan Eckman, John Sabo DESIGN: Permanent Flood Repairs on SH 71 and SH 39, CDOT This high priority flood recovery project was on the Governor’s list of early out projects. Lead by John Sabo, this project was completed within six weeks of NTP, including obtaining all project clearances. The project won the statewide CDOT Project of the Month award and was delivered for $75k under the contracted design budget. The design cost came in at under 5% of the actual bid, which was “outstanding” according to CDOT Resident Engineer Jeff Vickers. COMPLETION DATE: Summer 2014 RECOGNITIONS: “Your staff received the notice to proceed on June 10th and delivered the completed design of the $3.5 million project for advertisement on July 24th. This was a very difficult time frame to reach, and you delivered on your promise, and for that you and your staff should be commended.” Jeff Vickers, Project Engineer, CDOT-R4 REFERENCES: Jeff Vickers, CDOT, 970-520-1379 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: John Sabo, Matt Salek, Elliott Drumright AECOM 13 Vine-Lemay-BNSF Improvements Project key contacts for the project. All tasks and deliverables will be defined along with a corresponding labor and other direct costs budget for AECOM, subconsultants, and vendors. Key responsibilities will be clarified along with an integrated project schedule. AECOM’s Project Manager and Project Director/Principal will collaborate with City staff to create the final Project Work Plan that will serve as a single road map and reference document for the team to execute the project. Project Work Plan Components AECOM’s recommended management kick-off tasks will include customizing the following Project Work Plan components for specific application to this project: ƒ Project Controls and Quality Management Systems: AECOM’s ISO 14001 certification and commitment to quality drives formal quality assurance and quality control procedures for all AECOM projects and deliverables (design sheets, specifications, technical reports, etc.). ƒ Health and Safety Plan: AECOM’s Safety Health & Environment (SH&E) Management System requires preparation of project Health and Safety Plans. AECOM’s plan for the project will include components and requirements to address roadway, railroad, and other field and project-related health and safety requirements. Compliance with BNSF safety protocols will be built into the plan. Training requirements and personnel protection equipment needs will be defined by a Task Hazard Analysis completed before any field activity occurs. Project Goals, Objectives, Results, and Outcomes The City’s goal is to define a transportation solution that improves connectivity and safety in the vicinity of the Vine/ Lemay intersection. The current intersection is inadequate from a number of perspectives, most notably safety (of all modes), rail and vehicular conflicts, increasing congestion and travel delays, and lack of pedestrian and bicycle continuity. The AECOM objectives align with the City’s project goals by clearly mapping and executing the next steps to advance the project in three phases of: ENGAGE DESIGN IMPLEMENT Our understanding of the project’s critical issues and context is also a valuable asset of the AECOM team. On the next page (p14) we provide our proposed schedule and a summary of major results/outcomes by phase. And the following page (p15) shows a map of critical issues for the project, along with AECOM’s proposed solutions. Methodology and Approach Management Kick-off AECOM’s approach begins by developing a Project Work Plan, including a complete scope of work, budget, schedule, and B The AECOM team is committed to the success of this priority project and provides a multi-disciplinary team and approach that spans the duration of the proposed engagement, design, and implementation phases. Our team has worked with you on many projects, demonstrating a client-service approach that is both results- and schedule-oriented. We will hit the ground running by building from previous development efforts that AECOM 14 Vine-Lemay-BNSF Improvements Project Understanding & Approach Project Tasks Mgmt. Š Project Work Plan Š Public Engagement Plan Š Data Coordination Š Project Kick-Off Engage Š PI/Neighborhood Meetings Š Bike/Ped Connectivity Analysis Š Urban Design Concept/ Visualizations Š Utility/Drainage Coordination Š Alternative Delivery Assessment Š Funding/Finance Update Š ROW/NEPA Clearance Plan Š BNSF/PUC Coordination Design Š Pavement Design/Geotech Foundations Š Structure Selection Š Landscaping/Irrigation Š Roadway, Storm Sewer, Utility, Water Quality Š FIR, FOR, or Alternate Delivery Package Š Cost Estimates/Phasing Plan Š BNSF Agreements Š Environmental Documentation Implement Š Bid Packages and Specifications Š Environmental Clearance Š ROW/Utility Clearances Š Construction Services/ Depending on Delivery Preferred Concept Plan/Report Stage 1 Project Work Plan Public Involvement Plan Continuous Team Coordination  Stage  2 Stage  3 BNSF/ PUC/Utilities/CDOT BNSF/ PUC/Utilities/CDOT FIR Plans/Specs/Estimate Preliminary NEPA (CatEx) Obligate Construction Funds no later than July 2017.  Key Outreach Activities Major Deliverables NTP 1 2 3 4 5 6 7 8 9 10 11 12 13 14 ► BNSF/PUC Funding and Technical Feedback ► Council/Department Preferred Alternative Clarity ► Public Vetted Alternative Enhancements ► Funding/Phasing Clarity AECOM 15 Vine-Lemay-BNSF Improvements Project ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! " " N Lemay Ave Conifer St Main St Buckingham St E Lincoln Ave Alta Vista Andersonville/ San Cristo CULTURAL SITE 5LR10638 PARK ROMERO HOUSE & PARK (MUSEO DE LAS COLONIAS) AIRPORT RUNWAY DRY CREEK «¬6 «¬2 «¬10 «¬7 «¬1 «¬ 3 «¬1 «¬ 3 «¬4 «¬6 «¬ 8 «¬9 «¬7 «¬6 «¬10 PROPOSED DETENTION POND FUTURE SUNIGA DRIVE AECOM 16 Vine-Lemay-BNSF Improvements Project ƒ Team Communications Plan: In situations where communications between the client, other government agencies, subconsultants, vendors, stakeholders, and the general public are sensitive, AECOM prepares a project- specific communications plan to define protocol. For this project, we will prepare a plan that highlights how City staff and AECOM’s leaders will interact to streamline engineering, environmental, and public communications. ƒ Public Engagement Plan: Clarity on who and how the team will communicate with elected officials and the public is critical for the success of the project. Refer to the Public and Stakeholders section on this page for a more detailed overview of our approach. ƒ Data Evaluation: The team will create a full assessment of the data available and necessary data requests to fill any gaps, including survey requests and utility information. AECOM has already started working with the City’s Survey Department to help make sure the necessary survey and ROW needs are understood and coordinated during the early stages of the Project. This advance work will allow the City Survey and ROW Team to be efficient with their time and effort, minimizing field visits and accompanying office time for any supplemental survey needs that will be required. AECOM will strive to combine any additional requested utility field investigations and survey, thus allowing the City Survey Team to be efficient and allow the project to move forward in a more timely fashion. AECOM will continue to provide all necessary ROW plans or exhibits necessary to facilitate the ROW Acquisition process. INTRODUCTION The Project Development Report identified three primary design scenarios for an alternate crossing of Vine/Lemay: At-Grade, Underpass, and Overpass. The report outlined the benefits and limitations of each of these alternatives, as well as potential funding, phasing, risks, and costs. From a technical perspective, and at a very high level, the Project Development Report shows that the overpass alternative would likely perform the best of all three scenarios. This alternative would completely separate rail operations from vehicular traffic, thereby enhancing safety. It would be less complex to design and build compared to the underpass, which necessitates extensive drainage improvements and railroad coordination. These are real benefits that make the overpass a viable option. PHASE 1 | ENGAGE Although the Project Development Report is clear, the next and most critical phase of the project is to share the findings of the report, provide open opportunities for public input, and implement a process that fully addresses all of the issues and public sensitivities such that a decision can be made to focus on the most viable alternative. This work requires strong communication about the benefits and the complimentary enhancement opportunities, including urban design and connectivity features, such as new bike facilities, sidewalks, and connecting local access that will be an improvement for the neighborhoods. With this context in mind, our recommendation for this next phase is to embark on a context-sensitive, neighborhood- AECOM 17 Vine-Lemay-BNSF Improvements Project Understanding & Approach a short walking tour with periodic stops to provide specific opportunities for dialogue between project team members and the attendees. Comment cards would be provided to all participants, and refreshments would be served. AECOM would present the project history and the information that has been developed to date, including an initial comparison of the alternatives for public review. Qualitative and quantitative statements about the alternatives would be provided in easy to understand formats. Input would be requested and questions would be answered. Participants would be asked to evaluate the adequacy of the evaluation methods, individual evaluation criteria, data presented, and importance of key issues, along with their initial reactions to the pros and cons of each alternative. The project team would be available to answer questions and encourage further participation, with AECOM summarizing the input after the meeting. STAGE 2 | Design Preferences Based on the input received through the Alternatives Analysis Meeting, Site Tour, and follow-up analysis, the project team will make preliminary recommendations for the alternative(s) to carry forward for further design refinement and community review. Stage 2 of the public involvement process provides the community with an opportunity to comment on team recommendations at an Open House/Workshop forum. This forum would be held at a public meeting space near the project site. Following receipt of input on the recommendations, the discussion would shift to facility design features that community input can influence. These features may include access and driveway options, pedestrian and bicycle facility and route options, transit integration details, aesthetic treatments, lighting, art, and others. AECOM would present a set of feasible alternative enhancement options and obtain and track neighborhood preferences. STAGE 3 | Design Features, Package Review Based on the design preference input received at Stage 2 and follow-up analysis, the project team will develop and then present the Preferred Concept Plan at an Open House. Stage 3 of the public involvement process provides the community with an opportunity to comment and provide influence on design elements for further development during the Final Design phase of the project. This forum would be held at a public meeting space near the project site. Following receipt of input on the recommendations, the team would finalize the 30% plans and complete the environmental compliance and clearance processes for the Preferred Concept Plan. Three-Stage Outreach Plan STAGE 1 | Alternatives Analysis Meeting and Site Tour The public involvement program for this stage of the process begins with a neighborhood meeting to be held on a Sunday afternoon. Participants would be invited to meet at a neighborhood location where a presentation would be delivered by the project team. One possibility would be to meet outside at the Museo de las Tres Colonias, which is the “focal point for continuous celebration of Hispanic culture, AECOM 18 Vine-Lemay-BNSF Improvements Project Understanding & Approach OTHER MEETINGS AECOM will work closely with the City leadership to determine the appropriate time to engage the City Council Work Session. The most content will be developed and strongest feedback required between Stage 2 and Stage 3 public meetings, likely in Fall 2015 after the TIGER grant outcome. Project Coordination Meetings will be distributed equally during Stages 1, 2, and 3. The first BNSF/PUC/Utility/CDOT coordination and BNSF/PUC coordination meetings will occur prior to the Stage 1 meeting and site tour. The other set will occur following the Stage 3 Open House. Meetings with City Department leaders, individual property owners, business operators, and advocacy groups will occur before, during, and after the three primary public forums, as needed. Clearly Communicating with the Public We do not recommend opening more alternatives beyond the three studied in the Project Development Report. The key is to package and discuss the benefits and drawbacks to each alternative through clear and concise methods. A screening matrix (see examples on next page) would show the pros and cons of each alternative compared with each other, and would demonstrate the alternative(s) that shows the greatest benefit, thereby requiring more detailed analysis. This matrix provides a springboard through which to communicate with the public and can be modified based on public input. To clearly communicate to the community and neighborhood, it will be important to develop visualizations/simulations/and urban design concepts that clearly communicate the complimentary enhancements to the preferred alternative that will help the community to make a tangible connection to the benefits, not just the hard infrastructure. AECOM brings proven national urban design and visualization capabilities. As part of our approach, we will work alongside your team to effectively communicate with City Council. We have worked together well in the past for the SH 392/I-25 Interchange to Our approach will be to budget for some flexibility to respond to issues as they arise and be able to quickly respond and resolve concerns closest to the root of the issue as possible. This approach will help de-escalate and provide responsive and comfortable discussions that help to connect the community to the project. City Council EXAMPLE | INNOVATIVE VISUALIZATIONS AND VIDEO COMMUNICATION AECOM proposes to use visualizations and videos to adequately communicate the project features and benefits. We have already used SketchUp to provide rough dimensional visualizations for the grade separation issues. These SketchUp models provide a great starting point to engage a more comprehensive palette of visualizations that will help communicate the project features and opportunities for enhancements and benefits to the AECOM 19 Vine-Lemay-BNSF Improvements Project Understanding & Approach EXAMPLE | ALTERNATIVE COMPARISON For the Downtown Estes Park project, our team developed a straightforward alternatives matrix that identified such criteria as mobility, level of service, technical feasibility, and right- of-way impact to screen to a preferred option. This tool helps convey the process clearly to the public. EXAMPLE | ALTERNATIVE VISUALIZATION For CDOT Region 4’s Sterling S-Curve (SH 14) project, our team developed many graphics and visualizations that help communicate the project’s benefits and features. Sterling S-Curve Project S-Curve Alignment & Design Areas 4th St Poplar St 3rd St Chestnut St E Main St Main St & 5th St Intersection Chestnut St & 4th St Intersection 5th St 6th St Poplar St Intersection Chestnut St & 3rd St Intersection Oak St Sterling S-Curve Project Ash St One-Way Conversions N Broadway St Sidney Ave 3rd Street 4th Street STOP STOP Preliminary Subject to Change ALTERNATIVE EVALUATION CRITERIA Traffic Operations/Capacity Poor Operations Extended Queues and Delay involving Downtown Intersections and approach roadways due to Inadequate Capacity Good Operations Significant Improvement to Intersection Capacity, More Green Time for Primary Movements AECOM 20 Vine-Lemay-BNSF Improvements Project Understanding & Approach plan for Council work sessions, including preparing agenda item summaries, preparing presentations and workshop materials, presenting the project, and responding to questions with white-paper resolutions. At the conclusion of each Stage of the Outreach process, the team will create thorough summaries that will be useful in communicating with your management team and City Council. A critical and early action aspect of the ENGAGE phase will be to advance the discussions and negotiations with BNSF Railway and Public Utility Commission (PUC). AECOM has successfully navigated the railroad’s submittal requirements and obtained approvals for bridges, at-grade crossings, and underpasses. Our experience with the PUC regarding field diagnostics and approvals yielded approvals on such projects as Denver Union Station and the I-225 Light Rail extension, which had over 30 PUC applications. In our experience, three aspects are critical to success. ƒ Drawing on local relationships and experience. ƒ Drawing on railroad and PUC specific relationships. ƒ Defining solutions that work for railroad safety and operations. Our approach offers expertise in all three of these areas. Design Lead Terry Tyrrell’s experience with the City’s MAX BRT Project combined with the support of Erika Keeton, the City’s BNSF Railroad Liaison, including her engagement with the MAX BRT Project as the City’s Project Manager, will allow the Project Team to act seamlessly in resolving critical issues with both the PUC and BNSF. To further our strength in this area, Susan Grabler with Colorado DBE Railroad Coordination, LLC, will help navigate the railroad agreements, requirements, and funding participation, as well as assisting with PUC application and field diagnostics. Susan’s deep knowledge of BNSF’s requirements and personnel, including the area Manager of Public Projects Bentley Tomlin, will be invaluable to the project’s success. AECOM’s John Van Hoff’s immense experience with rail crossing projects in Colorado and nationwide provides both local and national views on best practices. He is an expert on rail safety, with recent experience on the Statewide Railroad Safety Program for Utah DOT and the Grade Crossing Safety Program for Minnesota DOT. His experience will allow the project to achieve a safe and reasonable solution for bike/ ped crossing, quickly allowing the PUC process and railroad coordination efforts to be as smooth as possible. BNSF/PUC Coordination Expertise in Railroad Coordination and Safety Helps Facilitate Approvals and Protects the Community One of the strength of the AECOM team is the inclusion of Susan Grabler from Colorado DBE Railroad Coordination, LLC, and AECOM’s John Van Hoff, PE, PTOE. Susan is a 42-year railroad industry veteran who is a recognized expert in the coordination of railroad-related projects, AECOM 21 Vine-Lemay-BNSF Improvements Project Understanding & Approach Graphics and visualizations that connect the project to the community will be critical to the early action urban design concept development. AECOM successfully coordinated a similar process for the SH 392/I-25 Interchange, and we will again bring world-class capability to this project, including understanding the neighborhood context and illustrating concepts that connect to the community. Working closely with City leadership, AECOM landscape architects will provide conceptual proposals and options for urban design features, planting areas, irrigation requirements, safety and aesthetic lighting features, and possible art that links the area’s cultural and agricultural heritage with the anticipated shift toward the character envisioned in the Mountain Vista planning processes. Early efforts will address possibilities common and unique to the three primary alternatives, including possible measure to address visibility and privacy effects associated with the proximity of new road facilities near existing residential property boundaries. Lemay is a priority bicycle route for the City and provides connectivity to the Poudre Trail, a planned east-west trail to the north, the Lincoln Avenue corridor, and many neighborhoods. During the 2014 Bicycle Master Plan process, Lemay consistently came up as in need of improvement. Lemay is one of the city’s top bicycle crash corridors—the site of 4.3 crashes per mile over the past six years—despite having bicycle lane. A fatal crash in June 2015 is the most recent illustration of how the existing street configuration needs improvement for all modes of travel, and particularly the most vulnerable modes. Segments of both streets at the intersection were rated to be moderate to highly stressful for bicyclists because of traffic speeds, bicycle lane drops, and vehicular volumes. Because of these issues, along with Lemay being one of the most bicycled north-south streets in the City, it was voted as the #2 ranked north-south street for a protected bicycle lane pilot project. At the July 2014 Open Streets event, it was voted #1. Multi-Modal Connectivity The 2014 Bicycle Master Plan includes a protected bicycle lane along Lemay as one of the 2020 Low Stress Network streets, which means this project should be a near-term project. The Plan also identifies the intersection of Vine/ Lemay as a priority intersection project. It identifies a protected bicycle lane along Vine as a longer-term, full-build project. A future bike/ped-focused, at-grade intersection at Lemay/Vine would align with the City’s vision of enhanced bicyclist mobility and safety along Lemay. Moreover, safety improvements to the intersection, in whatever physical form selected, would align with the Bicycle Master Plan and the City’s multi-modal safety goals. Early utility investigation is crucially important for all projects, but even more so in projects near or on railroad property. Many utilities on railroad property are unknown or not well identified; therefore, great attention must be attributed to utility investigation for a successful project. AECOM has been successful in dealing with these types of complicated utility investigations with projects, such as Denver Union Station redevelopment and I-225 Light Rail AECOM 22 Vine-Lemay-BNSF Improvements Project Understanding & Approach As a result of the first six months, a preferred alternative will be vetted, confirmed, and enhanced through the public process, and the design will concurrently be advanced to the preliminary (30%) level of technical design and plan/report package. During this phase of the project, plan sheets and associated reports will be developed for specific infrastructure elements, including roadway, bridge, walls, drainage, utility, bike/ ped connectivity facilities, potential transit components, conceptual landscape/aesthetic opportunities, and traffic engineering. Environmental investigation activities will also be developed during the DESIGN phase, including the documentation necessary for NEPA Clearance via Categorical Exclusion (CatEx). AECOM recommends a field review as part of the official review of plans. The preliminary plan package will include: ƒ Developing drainage plans and a preliminary hydraulic report. ƒ Identification of utility conflicts and utility relocation plans. ƒ Preliminary structure layouts. ƒ General construction phasing. ƒ Structure selection report (as necessary). ƒ Preliminary geotechnical investigation with recommendations. PHASE 2 | DESIGN CROSSINGS, MAJOR ENTRANCES, AND DRIVEWAYS Major consideration will be taken the during preliminary design regarding safety of the traveling public, including vehicular, bicycles, pedestrians, and trains. Additionally, the design team will ensure that as much access as possible is allowed to the current neighborhood and businesses. Where lower speed and volume traffic is anticipated, the team will use design standards that encourage lower speed and higher interaction with the bicycle and pedestrian interface. Green infrastructure considerations will help to maximize the use of recycled materials and long-term water quality features. Preliminary lighting design will advocate for a safe crossing environment while taking into consideration any light spillover impacts to the adjacent neighborhood. We are currently working with the City to establish a reasonable envelope with both ROW and utility easements that provides flexibility for the design and construction of the alignment. AECOM will continue to work closely with the City’s ROW Acquisition and Survey teams as they continue to advance the process this summer and fall. It is understood that the City will be leading the Survey and ROW process, with support as needed from AECOM in-house survey and ROW expertise – led by Stan Vermilyea, PLS, who has 25+ years of experience. Stan and AECOM provide a resource backstop if needed for any quick-turnaround requirement. Team partner Ayres is very familiar with the hydrology and hydraulics of the drainage and floodplain in and around the project area, including NECCO storm sewer, NECCO detention ponds, CLOMR, and Dry Creek FEMA hydraulic modeling. This background and ongoing work will be seamlessly integrated into the AECOM approach. The proposed realignment of Lemay, north of Vine, can AECOM 23 Vine-Lemay-BNSF Improvements Project Understanding & Approach According to the Master Plan, the proposed realignment of Lemay, south of Vine, can discharge into existing drainage swales south of Vine. This area would not need to provide detention but would be required to provide water quality. If the City determines that detention would also be required (a change from the Master Plan), then detention can be provided adjacent to the road in undeveloped land prior to discharging into the existing drainage swales. The project lies within a FEMA designated floodplain and floodway. The floodplain and floodway are north of Vine and run along Dry Creek. The proposed intersection improvements would impact both the floodplain and the floodway at the crossing of the proposed Lemay alignment with Dry Creek. The FEMA floodplain and floodway can be found on FEMA FIRM Panel 08069C0981G. While construction can occur within the floodplain as long as floodplain development criteria are met and a Floodplain Use Permit is approved, construction within the floodway is much more complex. The floodplain represents an area that gets inundated during a 100-year flood event. The floodway refers to the channel of a river or other watercourse and the adjacent land areas that must be reserved in order to convey the base flood without cumulatively increasing the water surface elevation more than a designated height. The floodway is a no- rise area regulated by the City’s Floodplain Administrator. If any fill is placed within the designated floodway as part of the project, then it necessitates modeling the floodway to ensure a no-rise condition. This modeling is required to evaluate the effect of the fill on flood hazards and to create a design that protects public health, safety, and welfare. If a no-rise condition cannot be met, then a CLOMR submitted to FEMA is required. The project will require a culvert crossing be constructed at the location of the re-aligned Lemay. This culvert would need to be a 4-ft high by 6-ft wide box culvert in order to convey approximately 250 cfs. The culvert will be designed so there are no floodway impacts, and a No-Rise Certification can be signed in order to avoid a CLOMR submittal for the culvert. The project will require a Floodplain Use Permit for work in the floodplain and a No-Rise Certification for work within the Floodway. Ayres has submitted, and had approved, over 20 Floodplain Use Permit and No-Rise Certifications for the City. Following early utility investigations and consultations, AECOM will lead the engineering design process to fully address utility connectivity and potential service disruption issues. We have already done preliminary mapping of the utilities in the area; however, this phase of the work will be more detailed in locating the utilities and determining both horizontal and vertical impacts, as well as potential relocation/new utilities alignments within the realigned Lemay utility easements and structural utility bank accommodations. Based on our preliminary evaluations, there will be utility and conflict resolution for overhead power, stormwater, sanitary, and waterlines along the realignment and for connecting local access roads. The NECCO Phase III Storm Sewer Crossing and overhead power lines north of existing East Vine, and water AECOM 24 Vine-Lemay-BNSF Improvements Project Understanding & Approach Separation Projects” will be key elements of our preliminary design efforts. For example, on the City’s Fossil Creek Underpass at BNSF Preliminary Design project, AECOM successfully facilitated timely reviews and approvals by BNSF to help expedite the final design efforts. Retaining wall designs will consider both cast-in-place concrete and precast mechanically stabilized earth wall structure types to retain the proposed fill section at the Vine/ Lemay overpass location. Wall length and height requirements will be compared with proposed ROW and utility cost impacts in order to optimize the wall layout requirements. Wall-type alternatives supported on shallow or MSE foundations will likely provide a cost-effective wall structure type. AECOM provides the City with the project experience, environmental awareness, and procedural expertise (CDOT relationships) to fully comply with and streamline the environmental documentation, permitting, and clearance requirements. If necessary based on funding, our approach to the environmental analysis will comply with federal NEPA requirements while ensuring the City maintains flexibility if federal funding is not secured. Our environmental strategy includes: ƒ Early engagement with project area residents, business operators, other community members, advocacy groups, and resource agencies to describe potential issues and listen to their concerns. ƒ Direct involvement with the engineering staff and their design refinement processes and the parallel alternative evaluation analysis to avoid, minimize, and mitigate potential effects up front rather than later. This strategy will focus the analysis on key issues and streamline documentation, permitting, and clearance efforts. ƒ Timely engagement with CDOT and FHWA, as needed, to implement the project in a manner that either fully complies with NEPA and related federal requirements initially, or virtually complies such that formal compliance later is as simple as possible. NEPA Clearance Approach ƒ Proven environmental leadership and support staff committed to the project who bring past involvement with the project, local understanding, and the right levels of expertise to efficiently and effectively deliver information to team members, the community, and state and federal participants. NEPA Documentation As described in AECOM’s Project Development Report, the key issues and procedural requirements for the project alternatives can be addressed through the CatEx process. However, this CatEx requires several things. First, the team must engage in early and continuous consultation and coordination to avoid, minimize, and mitigate potential effects up front. Next, staff must work carefully to properly characterize the alternative evaluation process. And most importantly, CatEx requires clarity when describing the nature of the alternative that advances forward. AECOM is in an ideal position to address these issues and resolve procedural matters with CDOT based on our past AECOM SECTION TITLE 25 Vine-Lemay-BNSF Improvements Project This phase puts in motion the many years of planning and design that has already taken place; it is the ultimate goal of our team. We understand the importance of implementing the project from a safety and operations perspective, as well as for opening new opportunities in the Mountain Vista sub-area. The AECOM team approach has the foresight and flexibility to meet any funding, packaging, and construction phasing of components. We will prepare bid packages that meet the funding, compliance, and accountability requirements that are needed to successfully deliver construction. Our approach does not end with final packaging and bidding of the project, as the AECOM team can continue with a depth of resources and specialty needed in construction management, oversight, and inspection services. Phasing and packaging of the project hinges on the timing of funding and finance. If TIGER funds are successful this fall, our team will immediately respond with evaluation of critical path to meet the funding requirements. If funds are granted, meeting the requirement of obligating construction funds by July 2017 becomes the primary driver. Alternative delivery, including CM/GC and D-B will be considered, as appropriate, to satisfy any schedule, risk, or innovation needs. Based on our preliminary analysis, we identified NEPA, ROW, BNSF/PUC, and utility clearances as the critical path elements. The AECOM team provides the City flexibility by offering proven capabilities in any delivery method, whether packaging the project for D-B procurement, continuing as designer through CM/GC, or accelerating design for traditional D-B-B. As a potential continuation into the construction of the project, AECOM can provide on-site CM and inspection staff that are familiar with the requirements for federal documentation and compliance. Our transportation-specific field services team brings over 40 staff in Colorado in CM and inspection, and our self-performing construction division brings over 400 staff in Colorado who act as general contractors on major infrastructure projects. This broad capability in construction offers the highest flexibility to respond to the project schedule, quality, and risk mitigation. PHASE 3 | IMPLEMENT Phasing, Packaging, Alternative Delivery Construction Services and corresponding requirements will be addressed early-on with a detailed schedule for agency coordination and final resolution. Section 404/401: AECOM’s ongoing consultation, coordination, and permitting work with the US Army Corps of Engineers will streamline Nationwide Permitting processes for the project. Immediately, a formal wetland delineation process to establish jurisdiction and associated constraints will be performed to guide alternative development (impact avoidance and minimization) and coordinate with floodplain and stormwater mitigation requirements. The nationwide process is anticipated to address Section 401 requirements. Floodplains, Drainage, and Stormwater Management: AECOM’s water resources expertise and ongoing work with local government, CDOT, FHWA, and FEMA roadway repair projects provides the City with strategic insight into Appendix A | Sustainability AECOM i Vine-Lemay-BNSF Improvements Project Sustainability FAQ: AECOM’s Commitment to Sustainability Question AECOM Response Does your organization publish an annual Sustainability Report? Yes. AECOM publishes an enterprise Sustainability Report, a Corporate Social Responsibility (CSR) Report, and an Asia-Focused Sustainability Report. Does your organization have a Corporate Social Responsibility (CSR) policy/strategy? Yes. The AECOM Corporate Social Responsibility (CSR) Program supports opportunities to make a positive and material impact in the communities where we work and live. Our CSR activities span many different areas including community and environmental support, education, health and wellness, sustainable office operations and disaster recovery. These activities are driven by our employees through local offices with support from region, geography, business line and corporate levels. What is the level of management engagement & commitment for sustainability? AECOM’s senior management team is committed to making sustainability an integral part of everything we do as a company, as reflected in our statement of purpose -- to positively impact lives, transform communities and make the world a better place. To achieve this, we assess the company’s global operations on a yearly basis to ensure that we are working toward our goal of reducing our carbon footprint and to identify additional areas where improvements can be made in the sustainability performance of our operations and of the projects we deliver. Does your organization have formally defined roles, responsibilities, and accountabilities for sustainability? Yes. AECOM’s Chief Sustainability Officer is formally assigned with overall responsibility for managing continuous sustainability performance improvement of our operations and for facilitating the achievement of sustainable outcomes for our clients. Does your organization track and report greenhouse gas (GHG) emissions? Yes. AECOM’s GHG inventory information is included in our annual Sustainability Report. Which protocol(s) is used to measure your GHG emissions? Significant business reorganization in 2014 requires that AECOM prepare a new baseline for the organization’s GHG emissions. We are currently evaluating which protocol is most appropriate. How does your organization actively reduce energy/water usage and waste generation? The AECOM Enterprise Sustainability Initiative works to minimize the environmental impact of our business operations by combining a “top-down” and a “bottom-up” approach to sustainability improvement. The “top-down” approach consists of developing systems, policies, initiatives, and partnerships designed to drive measurable reductions in our consumption of energy, water, fuel, paper, and other resources. The “bottom-up” approach consists of providing tools, resources to office teams that are driving sustainability improvements in our workplaces around the world. Sustainability: AECOM's Comprehensive Commitment AECOM cares deeply about the impact our work leaves on our world and our communities. As a global citizen, sustainability is an idea that transcends all of our business lines and geographies. It is not a separate service or an “add-on”. It is an approach that allows us to create value for our clients and communities, and to reduce the risks of unintended consequences that may compromise future success. Our office locations and project sites around the world have been directed to implement sustainability measures that save energy, AECOM ii Vine-Lemay-BNSF Improvements Project Sustainability Question AECOM Response Does your organization have a formally established environmental management system (EMS) in place? Yes. The AECOM Safety, Health, & Environment (SHE) Management System documents the policies, processes and procedures for managing the impact of our operations on the environment. The Environmental Procedures Summary (S2-007-PR1) refers to ISO14001 and includes guidance on assessing and managing environmental impacts related to air pollution, noise/vibration, energy and water consumption, waste minimization, and other environmental aspects. Several individual AECOM offices maintain customized Environmental Management Systems that are ISO 14001 certified. Does your organization consume energy from renewable resources? If yes, what is the percentage of the energy that comes from renewable energy? Yes. While the data related to how much of our energy comes from renewable resources is incomplete, it is estimated that the percentage of total renewable energy consumed by AECOM offices is between 2-5% of total electricity consumption. Does your organization publicly endorse (signed or public adherence) any international charters or frameworks related to human rights? Yes. AECOM is a signatory to the UN Global Compact on Human Rights and to the UN Universal Declaration of Human Rights. Does your organization have a formal supplier sustainability management system in place? The AECOM supplier sustainability management system supports and facilitates the purchase of products, materials, and services that minimize the harmful effects to the environment from their production, transportation, use and disposition. This program includes specific initiatives focused on two key stakeholder groups: ƒ Subcontractors - AECOM uses a subcontractor pre-qualification questionnaire which includes questions to assess the sustainability performance of our business partners. This information is taken into consideration along with other criteria during the selection process. ƒ Suppliers - AECOM actively seeks new ways to work with our suppliers to minimize the environmental impact of the goods and/or services they provide. We do this by including sustainability-related requirements in many of our contracts with suppliers and hosting co- sponsored sustainability events/promotions with our suppliers. Does your organization have a process in place to share learning and best practices with interested shareholders regarding sustainability? AECOM has several processes in place for sharing sustainability best practices with our stakeholders. Through our monthly sustainability webinar series and dedicated intranet site, we are able to engage with our employees and share new tools, techniques, services and best practices related to sustainability. Through our Strategic Partner Sustainability Assessment program we collaborate with our vendors to identify opportunities for mutual sustainability improvement. AECOM regularly produces white papers on current issues and developments in the many fields related to sustainability that are available to our employees and to our clients. Our Chief Sustainability Officer participates in several international and industry sustainability forums where we have an opportunity to learn from and to share information with our supply chain, our clients, our shareholders, and the public at large. Does your organization have programs in place to reward employees, suppliers and AECOM 1601 Prospect Parkway Fort Collins, CO 80525 970.493.0213 About AECOM AECOM is a premier, fully integrated professional and technical services firm positioned to design, build, finance and operate infrastructure assets around the world for public- and private-sector clients. With nearly 100,000 employees — including architects, engineers, designers, planners, scientists and management and construction services professionals — serving clients in over 150 countries around the world, AECOM is ranked as the #1 engineering design firm by revenue in Engineering News-Record magazine’s annual industry rankings. The company is a leader in all of the key markets that it serves, including transportation, facilities, environmental, energy, oil and gas, water, high-rise buildings and government. AECOM provides a blend of global reach, local knowledge, innovation and technical excellence in delivering customized and creative solutions that meet the needs of clients’ projects. A Fortune 500 firm, AECOM companies, including URS Corporation and Hunt Construction Group, have annual revenue of approximately $19 billion. More information on our services can be found at www.aecom.com. customers for sustainability innovation? We have a variety of rewards programs for various stakeholder groups: ƒ Most important of course is the shared rewards of helping our clients achieve their objectives in more sustainable ways thus creating more value and enhancing their brand with customers, employees and stakeholders, ƒ Because we work best in collaboration with our customers we are constantly sharing what we’ve learned and learning how to best apply it to solving the most critical of design, building, financing and operating facilities and infrastructure, ƒ Our Strategic Partner Sustainability Assessment program recognizes the performance and innovations of our suppliers, ƒ Partnerships with Universities around the world allow us to rapidly pull innovation into our works rather than wait for the new ideas to diffuse through literature, ƒ Our Senior Fellows program, Annual Innovation Awards and Excellence Awards reward those employees within the firm that provide the best service to our clients and bring invention to problem solving. FAQ: AECOM’s Commitment to Sustainability reduce supplies, reduce waste, maintain clean air, conserve water, and reduce our carbon footprint. Our efforts have been recognized by Newsweek magazine, who has named us one of its Greenest Big Companies. resolving modified floodplain, stormwater management, and water quality permitting requirements linked to the project. Coordination with our teaming partner Ayres will assist in bringing in all relevant data early-on in the process. Biological Resources: Compliance with the Endangered Species Act, Migratory Bird Treaty Act, prairie dogs, and noxious and invasive weeds will be handled by AECOM’s qualified biologists and standard practices, beginning with consultation and coordination with USFWS, CPW, database searches, and the uses of established protocol, including the City’s Natural Areas Wildlife Management Guidelines. Other: Early and extensive neighborhood public involvement efforts will meet important environmental justice public engagement requirements. Documented efforts showing how impacts have been avoided, minimized, and mitigated will reduce community concerns about key issues, such as access, mobility and visual intrusion. Noise analyses performed in alignment with CDOT NEPA guidance will address construction and operational noise issues. Design features will be evaluated to reduced noise levels near sensitive receptors. Hazardous materials investigations will characterize potential effects from past and ongoing industrial and railroad operations and include recommendations for Phase II testing and mitigation/remediation, as needed. Standard air quality permits (APENs) will be obtained through established practices and application of best management practices as project commitments. work on this project, ongoing work with Region 4 CDOT staff members and decision makers, and our proactive strategies to resolve neighborhood concerns and develop concurrence. If CDOT seeks an Environmental Assessment (EA), AECOM’s ongoing work on a “Template EA” for the Sterling (SH 14) S-Curve project for CDOT Region 4 will be suggested as a streamlined mechanism for NEPA documentation. Template EAs are relatively new to CDOT, but they can be applied if warranted to meet NEPA requirements. Our recent experience in Sterling can help make things as efficient and quick to complete as the CatEx. NEPA Key Issues AECOM’s previous work identified the key issues, environmental permits, and clearances associated with the project. This experience offers a significant advantage and value to the City by having a team that is already familiar with the issues and has been discussing and developing streamlined strategies to achieve NEPA clearance if the project is awarded federal funding. The following discussion clarifies AECOM’s strategies to address environmental resources we have determined to be priority and therefore on the critical path. Section106/Section 4(f): We will conduct early and continuous consultation and coordination with the State Historic Preservation Office to define the project’s Area of Potential Effects, fully characterize local cultural resources, properly determine potential effect findings, and document the process. AECOM’s deep pool of technical experts with ongoing experience on CDOT Region 4 projects will help guide the process smoothly. Any associated Section 4(f) impacts Recognized Design Performance “I just wanted to take a moment to recognize the outstanding contribution by your design team…” Jeff Vickers, CDOT-R4, Permanent Flood Repairs, SH 71 & SH 39, August 2014 and sanitary lines that service the neighborhoods to the south of East Vine will be specifically targeted for early coordination, data collection and conflict/relocation mitigation planning. Our team includes CTL | Thompson (CTL) for geotechnical investigations. AECOM also offers in-house capabilities in geotechnical and pavement design through Elliott Drumright, PhD. Elliott helped with value engineering for the pavement section on North College Avenue, helping to preserve project budget while delivering a high quality and durable pavement section. Early data collection will support developing value- engineering pavement, foundation, and wall alternatives that will greatly inform the 30% cost estimating for the project. AECOM will prepare structure-type selection reports to identify cost-effective bridge and wall type alternatives. Bridge layout alternatives will consider both one-span and three-span configurations that accommodate the proposed Vine typical section and satisfy BNSF’s horizontal/vertical clearance requirements. Early communication with the railroads and preliminary design submittals developed in accordance with “BNSF/UPRR’s Guidelines for Grade Utilities Pavement, Geotechnical Requirements Team partner Ayres Associates has been an on-call contractor with the City for over 10 years and is very familiar with the hydrology and hydraulics of the drainage and floodplain in/around the project area. discharge into the NECCO Backbone that is being constructed this fall. The project will be required to provide detention and water quality prior to discharge into the system. Because the area around the project is primarily high-value real estate for development, the location of the detention and water quality pond will be located away from the intersections where it will have minimal impact to development and the surrounding area. ROW and Easements Drainage and Floodplain Roadway Safety AECOM Will Build Off Preliminary Work to Optimize Alignment AECOM has provided preliminary alignments and engineering feasibility study during the project development evaluations. The AECOM team will continue to work with the City to optimize the alignment to achieve the appropriate horizontal/vertical curves that are appropriate for the design speed, function of the roadway in the system, and the anticipated level of traffic using the corridor. The team will provide a design standards evaluation matrix that will weigh the trade-offs of various design optimization trade-offs appropriate for the roadway. Extension with BNSF, Amtrak, and UPRR. AECOM will utilize a utility locater service that specializes in these types of projects to locate and identify the underground utilities affecting the project. Schedule, Cost, Opportunity for Innovation, and Risk Assignment are critical perspectives to consider in determining if the project is suitable for alternative delivery. Within the first six months of the project, AECOM will help facilitate an alternative delivery decision process that will be structured to follow processes we have developed for the Colorado Bridge Enterprise (CBE) program management. For the CBE program, we have supported alternative delivery review sessions that determine the pros/cons and suitability of projects for D-B or CM/GC. Our work in the CBE led to the creation of CDOT Innovative Contracting Advisory Committee policies, guidelines, and tools. We have advised alternative delivery determinations and provided procurement support for over 25 alternative delivery projects within the CBE program. Matthew Cirulli, who is the AECOM program manager for the CBE, will help to lead the facilitation of this decision- making process for this project. Utility Coordination Alternative Delivery Evaluation Urban Design Team Partner TDG Worked with the City on its Bicycle Master Plan and knows the issues at Vine/Lemay. working closely with the railroads, PUC, and other agencies to deliver capital improvement projects. John is a subject matter expert in designing at-grade railroad bike/ped crossings. John recently authored the Utah Department of Transportation Pedestrian Grade Crossing Manual and can offer innovative ideas on how to minimize BNSF/PUC concerns with an at- grade bike/ped crossing. UDOT Pedestrian Grade Crossing Manual – July 2013 6 DWS at the base of curb ramps, which is required per ADA standards, provides sufficient warning. Standard Drawing GW 5C provides a detail of a typical DWS and Standard Drawing GW 12B1 illustrates the appropriate placement of DWSs at grade crossings. 2.2 LOOK SIGN (R15-8) The MUTCD standard LOOK sign (R15-8) requires that pedestrians look both ways prior to entering the crossing. MUTCD presents this sign as an option however, this sign is applicable wherever trains operate in two directions whether on one or multiple sets of tracks. When used at a crossing with passive control or in street running alignments the LOOK sign should be placed near the detectable warning surface. When active devices are present the LOOK sign should share the post with the crossbucks as illustrated in and Standard Drawing GW12A1, but may be placed on its own post. 2.3 PAVEMENT MARKINGS The “STOP” pavement marking, shown in Figure 2, is currently used in semi-exclusive alignments. These markings are often coupled with a DWS and may be located just inside the dynamic envelope. Their purpose is to remind pedestrians to stop outside the dynamic envelope of the train and wait until the train clears the grade crossing. The “STOP” marking shall be placed according to Standard Drawing GW 12B1. 2.4 PATHWAY DELINEATION For the purposes of this manual, pathway delineation is defined as the pavement markings, color and/or texture that guide a pedestrian through the crossing. It is important for pedestrians to have a clear path in order to efficiently navigate a grade crossing. Pedestrians should not have to make decisions as to the appropriate direction of travel after entering the grade crossing. Figure 3: LOOK Sign (R15-8) UDOT Pedestrian Grade Crossing Manual – July 2013 5 Figure 1: Shared Roadway/Pedestrian Control Devices The MUTCD also identifies optional warning devices which may be applied as necessary to maintain the proper warning and control of pedestrians at grade crossings when factors such as sight distance restrictions and high pedestrian activity are present. This chapter identifies several design elements intended to address typical pedestrian risky behaviors at grade crossings. The design elements described in this chapter include MUTCD optional treatments and best practices that are used throughout the country, which are included in several national and local publications. These design elements are not intended to be an all inclusive list; rather they are representative of some of the more common practices. The final section of this chapter provides a brief discussion on the UDOT Standard Drawing GW12 series, which defines the standard application of many of the treatments presented in this chapter. 2.1 DETECTABLE WARNING SURFACE A DWS consists of raised, truncated domes as shown in Figure 2. When placed on either side of a grade crossing, DWSs alert visually impaired individuals of the presence of the grade crossing. The intent of the DWS is to identify the beginning and/or end of the hazard area, which in turn indicates a safe location to wait. DWSs are required at all pedestrian grade crossings where a sidewalk or paved multi-use path is present. Where a LRV operates in mixed flow the standard Figure 2: Detectable Warning Surface Our team’s combined experience on exciting local and national projects provides a great depth of knowledge of how to traverse the BNSF and PUC process. This collective approach in gathering a team of practiced leaders in the industry will help this process move forward to completion in a unified and timely fashion. (Through Movement at Elkhorn/Riverside, Left Turn Movement at Elkhorn/Moraine and Through Movement at Moraine/Riverside) Good Operations Slightly Reduced Capacity Relative to Alternative 1 (Reduced Green Time for Left Turn at Elkhorn/Moraine to allow for two way movement on Elkhorn) Good Operations Added capacity with additional travel lane in each direction beyond existing and Alternative 1/1A. Improvement to Traffic Operations, but not as much of an improvement at signal operations because all movements are accomodated Poor Operations Improvement to Traffic Operations, but not as much as Alternative 2. Closure of Elkhorn between Riverside and Moraine forces all Left Turn Movements toward RMNP through one Intersection. The Demand for Westbound Lefts at Elkhorn/Moraine Exceeds Capacity. Poor Operations Worst Operations Riverside/ Elkhorn will have limited capacity due to the EB and EB movements competing for the green time Moraine/ Riverside intersection, there will be limited capacity for the WB movement from Riverside because the two southbound through lanes will need totaper to one lane before the intersection. If the two lanes are tapered after the intersection, lane utilization will be an issue at the signal, resulting in reduced capacity. Fair Operations Improvement to Traffic Operations, but not as much of an improvement as with Alternative 1 and 1A. Capacity Similar to Alternative 2 for Inbound to RMNP. Capacity for Outbound from RMNP Less than Alternative 1, 1A and 2. Poor Operations Extensive and Costly Design and Management Requirements Necessary to Address Reversing Traffic Flow Twice Daily. Would lead to driver confusion. Delays when Direction is being Switched could cause Substantial Traffic Delays Good Operations Best Operations Increased Lane Capacity and Increased Capacity Increases at all Intersections Poor Operations Moraine/ Riverside Intersection capacity constraint is not Improved. Rockwell physical constraints minimize any improved capacity in eastbound. No improved capacity in eastbound travel direction, only have 2 lanes eastbound for short stretch of Riverside approaching Elkhorn. Minimal to No improvement over No Action Adds potential Traffic Signal at Moraine/ Rockwell Poor Operations Minimal capacity increase resulting from improved signal operations at Elkhorn/Moraine. Single lane for eastbound traffic, will worse than existing conditions in eastbound direction. Poor Operations Exisitng 34/36 Signalized intersection operates at LOS F, and will continue to degrade over time. Not feasible to make intersection configuration changes that force additional traffic onto US 34 Bypass. Informaitonal Signing Improvements could divert some peak season traffic, but not enough to improve access via downtown to RMNP. Safety Poor High number of Auto/Ped Conflict points Good Reduces vehicle‐ped Conflicts, increases green time for peds at Elkhorn/Moraine Free flow right turns at Riverside/Elkhorn requires management Good Reduces vehicle‐ped conflicts, Accomodates Additional Pedestrian Green Time, but slightly less than Alternative 1 Fair Accomodates Additional Pedestrian Green Time at Elkhorn/Moraine, but Creates Conflicts along Riverside between Park and Downtown Fair Adds Pedestrian Mall on Elkhorn Creates Conflicts along Riverside between Park and Downtown Fair High left turn movements add additional conflicts at Key Intersections Fair Accomodates Additional Pedestrian Green Time at Elkhorn/Moraine, but Creates Conflicts along Riverside between Park and Downtown Poor Operational and Management Conflicts of making arterial roadway reversible, potenital for wrong way travel from side roads / accesses Fair Reduces vehicle‐ped Conflicts, increases green time for peds at Elkhorn/Moraine, but Creates Conflicts along Riverside between Park and Downtown Good Reduces vehicle‐ped Conflicts, increases green time for peds at Elkhorn/Moraine Free flow right turns at Riverside/Elkhorn requires management Good Reduces vehicle‐ped Conflicts, because of minimal to no capacity improvements no increase in green time for pedestrians Poor No improvement to exisitng vehicle‐ped conflicts, no added green time for pedestrians Community Resources Good No Impact Fair Potential Minor Impacts on Baldwin Park and Children's Park Fair Potential Minor Impacts on Baldwin Park and Children's Park Poor Potential Impacts on Riverwalk, Baldwin Park and Children's Park; more challenging pedestrian crossings near parks Poor Potential Impacts on Riverwalk, Baldwin Park and Children's Park; more challenging pedestrian crossings near parks. Ped Mall Created Fair Potential Minor Impacts on Baldwin Park and Children's Park Fair Potential Minor Impacts on Baldwin Park, Riverwalk, and Children's Park Fair Potential Minor Impacts on Baldwin Park and Children's Park Poor Potential Impacts on Riverwalk, Baldwin Park and Children's Park; more challenging pedestrian crossings near parks Good No Impact to Baldwin Park, limited impacts to Childrens Park Good Minimal Impact on Baldwin and Children's Park Good No impacts to Baldwin or Children's Park. However, option potentially diminishes Estes Park as a destination Adequate Funding No Funding Needed Good Required Funding is Available Good Required Funding is Available Fair Requires Additional Funding Fair Requires Additional Funding Good Required Funding is Available Fair Potentially Requires Additional Funding Fair Required Funding is Available High Operational / Maintenance Costs for Reverisble Fair Requires Additional Funding Good Required Funding is Available Good Required Funding is Available Good Low costs for Sign Improvements and Intersection Reconfigurations PRELIMINARY RECOMMENDATION Carry Forward for Further Consideration (Analysis Required) Carry Forward for Further Consideration Carry Forward as a design variation to Alternative 1, not a stand alone alternative Carry Forward for Further Consideration Eliminate from Further Consideration. Eliminated as a stand alone alternative Eliminate from Further Consideration Carry Forward for Further Consideration Eliminate from Further Consideration Carry Forward as a design variation of alternative 2, not a Standalone Alternative Eliminate from Further Consideration Eliminate from Further Consideration Eliminate from Further Consideration as a Standalone Alternative Ranking Poor Good Fair ALTERNATIVE 8 Two Lane, Two‐Way Riverside (Improved), One‐Way Elkhorn (West) and One‐way Moraine (South) ALTERNATIVE 9 Traffic Diversion around Downtown Through Signing and Intersection Changes at 34/36 ALTERNATIVES SUGGESTED BY THE PUBLIC AND ADDED BY THE PROJECT TEAM ALTERNATIVE 2 Four Lane Riverside ORIGINAL ALTERNATIVES NO ACTION ALTERNATIVE 1 One‐Way Couplet Counter‐Clockwise ALTERNATIVE 1A One‐Way Couplet Counter‐Clockwise Two Way on Elkhorn ALTERNATIVE 7 One‐way Couplet Counter Clockwise using Rockwell ALTERNATIVE 3 One‐Way Couplet Clockwise ALTERNATIVE 2A Four Lane Riverside with Pedestrian Mall on Elkhorn ALTERNATIVE 4 Three Lane Riverside (2WB/1EB) (Elkhorn and Moraine two‐Way) ALTERNATIVE 5 Reversible One‐Way on Riverside, Elkhorn/Moraine Remain Two‐Way ALTERNATIVE 6 One‐way Couplet Counter Clockwise and Four Lane Riverside (2 lane, One‐way Elkhorn and Moraine) surrounding community and neighborhoods. INNOVATIVE APPROACHES TO PUBLIC INVOLVEMENT: VIDEO Online and DVD/Kiosk Distribution Simulation/Animation Meeting Invitations Team Member Host Public Meeting Recaps Featured Team Members Community Perspective... “Views from the Sidewalk” “Views from the Windshield” Multiple Languages, Subtitles New Technology Technical Concepts (Noise, AQ) Corridor Tours and promotes acceptance, understanding, and social justice for all.” Other choices would be to meet outside the historic Romero House or inside the church located on San Cristo Street, if possible. Display boards and handouts would present available information, and the event would include Relationships and Lessons From MAX BRT Will Help AECOM Deliver AECOM’s experience with the MAX BRT Project generated a good working relationship with both the PUC and BNSF in dealing with critical and non-critical items. By working closely with all parties, AECOM helped coordinate agreement and final resolution on critical items, such as traffic and train signal equipment in the Downtown Fort Collins area. We were instrumental in coordinating with BNSF regarding PUC non-critical items, such as the aesthetically pleasing barrier between the MAX BRT System guideway and the BNSF Freight rail line within the CSU grounds to ensure students crossed both systems at a safe location (shown below). based outreach process that is both open and transparent, and responds to the needs and concerns of the neighborhoods. A comprehensive strategy for public outreach is one of the most important components to this project’s success. Our previous work on this project brings familiarity with the neighborhood’s concerns, preferences, and desires for the future. We are sensitive to the scale of this project, as well as the long-lasting changes it will bring for resident mobility and access through the area. Thus, we need an engagement process that reflects this sensitivity and is open and transparent throughout the project. Working closely with our teaming partner CIG, City staff, and leadership, we will initiate public outreach by developing a detailed Public Engagement Plan that outlines the overall goals, recommended strategies for engagement, and milestone dates for meetings and other events. A comprehensive strategy developed early with City staff will help direct the process for the communication of alternatives and consensus gathering for the selected alternative. We will create multiple avenues for input throughout the process, maintaining the flexibility in our approach to shift gears or incorporate new strategies depending on public preference for receiving and providing input. Based on clear understandings of the key issues and cultural sensitivities (including language translation services, if needed), AECOM will share information and listen in three stages. Each stage is linked to a series of public involvement meetings, activities, and communications. Public and Stakeholders Understanding & Approach NECCO STORM SEWER LOCAL BIKE/PED CONNECTIVITY NODE. EXPLORE W/ BNSF & PUC. «¬2 «¬5 «¬ 6 10th St 9th St 11th St E Vine Dr BIKE LANE ENDS Projection: Data Sources: NAD 1983 UTM Zone 13 ESRI, City of Ft. Collins, AECOM, US Census, USFWS, NRHP, FEMA LEMAYAVENUE LEMAY AVENUE REALIGNMENT I Date Modified: Image Date: July 6, 2015 2013 717 17th Street Suite 2600 Denver, CO 80202 CONTEXT CRITICAL ISSUES MAP EXTENT Fort Collins Windsor Loveland ¦¨§25 «¬14 £¤ 287 «¬14 0300600 Feet Legend Flood Zones Regulatory Floodway 100-Year Floodplain Natural Habitat Areas Wet Meadow Riparian Forest Native Upland Plains Forest Emergent Wetland Aquatic Water Stormwater Wastewater Overhead Power Line Utilities Parcel Boundary National Wetlands Inventory Stream Ditch Railroad Bike Lane Community Path Transportation MAP NUMBER ISSUES AECOM APPROACH AND BENEFITS 1 PUC: Negotiations for Fieldwork and Safety, Construction Requirements and Operations Three critical aspects to success including, local relationships and experience, railroad and PUC specific relationships, and designing solutions that work for railroad safety and operations. AECOM provides a proven team in all aspects of this approach. 2 Local Roadways: Neighborhood Access and Motor Vehicle Connectivity Downgrading local access roadways to be designed at the right scale, speed, and multimodal connectivity. These property and business access facilities will enhance the neighborhood connectivity. 3 Pedestrians and Cyclists: Safety, Mobility and Facilities Connectivity The ability to move around in the system and between neighborhoods with efficiency as pedestrians and bicyclists is critical. Key nodes and design features help to shape the future existing Vine Drive as a key multimodal corridor. 4Urban Design/Aesthetics Urban design and landscape will be very important to communicate the benefits of infrastructure that can blend to the context and environment, and a create community and neighborhood enhancement. 5 Dry Creek Ditch: Construction and Post-Construction Conditions and Impacts The floodplain and high ground water table adds complexity to the design and construction process. AECOM will identify early mitigations and solutions that will reduce these effects. 6 Utilities: Overhead Electrical, Water, Sewer, Gas Pipelines, Telecommunications Along Railroad Corridor Early identification of conflicts and work planning with utility companies to understand construction drivers and potential proactive relocations. 7 Cultural Resources and Hispanic Community Cultural Sensitivity: Resources on the National Register, Neighborhood Cultural and Historical Character Conduct early consultations to define the Area of Potential Effects, fully characterize resources and document the findings. Our recent and local experience with CDOT R4 on similar resources will be a major advantage to this project. 8 Construction Effects: Access Disruption, Temporary and Permanent ROW Acquisition, Noise, Dust and other effects Identify locations where construction staging can occur, and engage a constructability review to identify specifications and techniques that can help reduce construction impacts on the neighborhood. 9 Phasing, Costs and Funding: At- Grade Phasing Possibilities, Cost/Benefit Results, Viability of Funding Given Performance Benefits/Community Acceptance The appraoch is to grade-separate to alleviate operational issues to both COF and BNSF. While an at- grade solution is not preferred long-term, it can be an option to help communicate the increased benefits that are achieved with grade-separation. 10 100-year Floodplain and Stormwater: Regulatory Floodway, Stormwater Drainage Facilities, and Water Quality Requirements Ayres will work actively to coordinate the NECCO detention pond and CLOMR process that is ongoing and provide feedback to the project team to seamlessly integrate the two projects. C R I T I C A L I S S U E S M A P Understanding & Approach ► Preferred Concept Plan/ Report ► 30% Level Plans/Specs/ Estimate ► Certainty of NEPA Clearances ► Certainty of ROW Acquisition ► BNSF Agreements ► Final Decision if Alternate Delivery/Phasing ► Final Clearances/Permits ► Procure Construction ► Obligate Construction Funds MAJOR RESULTS/OUTCOMES BY PHASE Engage (within 6 months) Design (within 10 months) Implement (by July 2017) Alternate Delivery Package (if needed) Flexibility to Respond and Execute have positioned the project to date. Project Understanding and Approach 3rd St Chestnut St E Main St Main St & 5th St Intersection Chestnut St & 4th St Intersection 5th St 6th St Poplar St Intersection Chestnut St & 3rd St Intersection Oak St Ash St AECOM assisted the City with the North College Phase III (US 287 and CO 14) Improvement Project from Willox Lane to Conifer Street. The overall goal of this project was to transform this once rural highway (US 287, and CO 14) into an urban section with medians and curb and gutter to match the surrounding areas. AECOM was responsible for the Technical Specifications as well as the Drainage and Erosion Control design for this project. COMPLETION DATE: Under construction REFERENCES: Kyle Lambrecht, Fort Collins, 970-221-6566 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: John Sabo, Alan Eckman, Elliott Drumright, Terry Tyrrell DESIGN: North College Phase III, Willox Lane to Conifer Street, City of Fort Collins community members who were extremely concerned about the design the Town proposed and obtained FHWA grant funding to implement. AECOM’s strategy included a comprehensive public outreach effort, full and equal evaluation of several alternatives, a collaborative process for development of alternative screening criteria, and a logical progression of screening analyses. Easy to understand graphics conveying one-way and two-way routes, parking changes, park land impacts, and other considerations helped community members understand the implications of the alternatives and the rationales for the screening process findings. AECOM’s EA will focus on one Build Alternative and the No Action Alternative. The Build Alternative has been designed to avoid, minimize, and mitigate economic impacts, such as business displacement, parking space elimination, and the diversion of motorists around the downtown core. COMPLETION DATE: Ongoing REFERENCES: Tony Galardi, CFLHD, 720-963-3669 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: Lindsey Sousa, Brian Kennedy, Corey Lang and updates to the northern termini transit center, and off-line upgrades to an existing transit maintenance facility to provide MAX BRT service. It also has new bike trails and pedestrian crossings at major intersections, two roadway bridges, one pedestrian underpass, one pedestrian overpass, structural walls, and culverts, as well as many drainage and utility improvements. AECOM provided Consultant Project Management for the overall project during the conceptual and design phases and was responsible for the management of the project’s entire scope, schedule, and budget. The primary duties consisted of managing the activities of the project team and coordination of all project activities, including design, project controls, real estate acquisition, negotiation of all agreements, consultants oversight, fleet procurement, agency coordination, permitting, public communications, early stages of construction oversight, and Federal Transit Administration (FTA) coordination and reporting. AECOM was also responsible for reviewing all project charges and change order requests and making executive recommendations to deliver on schedule and on budget. AECOM played a major role in negotiating agreements with BNSF and the PUC to allow the project to co-locate within BNSF ROW and to facilitate a much safer railroad operations and environment for the public in the Downtown area. COMPLETION DATE: Spring 2014 RECOGNITIONS: “I would like to take this opportunity to thank you on behalf of the City of Fort Collins and Transfort for the outstanding work accomplished by AECOM regarding the MAX BRT Project.” Erika Keeton, MAX BRT Project Manager, July 2014 REFERENCE: Erika Keeton, Fort Collins, 970-221-6521 PROPOSED PERSONNEL WHO WORKED ON THIS PROJECT: Terry Tyrrell PUC. She has worked with the City on upgrades of several at- grade crossings and on the City’s SH 14/Jefferson Street Railroad Study. Project Development and TIGER Grant Application: Vine/Lemay, City of Fort Collins ► Evaluation of Alternative ► Review of Risks and NEPA Guidance ► Conceptual Design and Cost Estimates ► Funding and Finance Decision Support ► Early Action ROW Support ► Alternative Delivery and Critical Path Scheduling On-Time, Budget-Conscious, and Committed to Help Solve Any Issue Sue Grabler, (RRC) Available: 35% ƒ 42 years in railroad engineering, with expertise in coordination and facilitation between various railroads, state departments of transportation, transit/state/local agencies, and utilities. ƒ CDOT, BNSF and UPRR Master Agreements, RR Coordination ƒ Fort Collins, SH 14/Jefferson St. Alternatives Analysis, RR Coordination CITY OF FORT COLLINS PROJECT MANAGER Tim Kemp, PE AECOM PROJECT MANAGER John Sabo, PE PLANNING PLANNING AND ALTERNATIVES ANALYSIS LEAD Lindsey Sousa, AICP, LEED AP BIKE/PED CONNECTIVITY Jessica Juriga, PE, AICP (TDG) URBAN DESIGN Vaughan Davies, ISSA LANDSCAPING Micah Giardetti, RLA ENVIRONMENTAL ENVIRONMENTAL LEAD, NEPA CLEARANCES, SECTION 4(F) Brian Kennedy, AICP CULTURAL RESOURCES Gordon Tucker, PhD NATURAL RESOURCES Amy Gilboy NOISE/VISUAL Tom Damiana DESIGN DESIGN LEAD Terry Tyrrell, PE ROADWAY DESIGN Matthew Salek, PE PAVEMENT DESIGN Elliott Drumright, PhD, PE BIKE/PED/RAIL SAFETY John Van Hoff, PE STRUCTURAL ENGINEERING Gary Maji, PE CONSTRUCTABILITY Skip Hlad, PE DRAINAGE/FLOODPLAIN STUDY (Ayres) Jaclyn Michaelsen, PE, CFM GEOTECHNICAL ENGINEERING (CTL) Spencer Schram, PE MAPPING/ROW (support) Stan Vermilyea, PLS PUBLIC OUTREACH PUBLIC INVOLVEMENT Laurie Meza (CIG) AGENCY COORDINATION PUC AND RAILROAD COORDINATION Susan Grabler (RRC) VALUE-ADDED SERVICES VALUE ENGINEERING Corey Lang, PE FUNDING/FINANCE Toni Horst, PhD VISUALIZATIONS Stephen Paul ALTERNATIVE DELIVERY Matt Cirulli SUPPORT SERVICES GIS CADD MAPPING GRAPHICS SIMULATIONS DIRECTOR/PROJECT PRINCIPAL Alan Eckman, PE, PTOE Role, Name, Availability Relevant Experience Role, Name, Availability Relevant Experience BIKE/PED CONNECTIVITY Jessica Juriga, PE, AICP (TDG) Available: 30% ƒ Fort Collins, Bicycle Master Plan ƒ City of Colorado Springs, Templeton Gap Bicycle Lanes ROADWAY DESIGN Matthew Salek, PE Available: 50% ƒ Fort Collins, North College Phase III ƒ Fort Collins, BNSF Fossil Creek Underpass ƒ Fort Collins, Timberline/Kechter URBAN DESIGN Vaughan Davies, ISSA Available: 30% ƒ Port of Los Angeles, Waterfront Red Car Line Expansion ƒ City of Edmonton, SE-West Light Rail PAVEMENT DESIGN Elliott Drumright, PhD, PE Available: 20% ƒ Fort Collins, North College Phase III ƒ RTD, Denver Union Station Geotech Development LANDSCAPING Micah Giardetti, RLA Available: 30% ƒ Town of Estes Park, Alternatives Analysis ƒ CDOT, Sterling S-Curve (SH 14) and Downtown Intersection BIKE/PED/RAIL SAFETY John Van Hoff, PE Available: 30% ƒ MN DOT, Grade Crossing Safety Program ƒ UT DOT, Statewide Railroad Safety Program Manual CULTURAL RESOURCES Gordon Tucker, PhD Available: 20% ƒ CDOT, Sterling S-Curve (SH 14) ƒ Town of Estes Park, Alternatives Analysis STRUCTURAL ENGINEERING Gary Maji, PE Available: 50% ƒ Fort Collins, BNSF Fossil Creek Underpass ƒ SH 392/I-25 Interchange ƒ CDOT, I-76 Bridges Over BNSF NATURAL RESOURCES Amy Gilboy Available: 20% ƒ Anadarko, Casper, WY EIS ƒ US DOI/BLM, White River Forest Previously Issued Oil and Gas Leases EIS GEOTECHNICAL ENGINEERING Spencer Schram, PE (CTL) Available: 20% ƒ Fort Collins, Mason Street BRT Corridor ƒ Fort Collins, Fossil Creek BNSF Corridor ƒ Fort Collins, College/Harmony Intersection NOISE/VISUAL IMPACTS Tom Damiana Available: 20% ƒ Multiple Colorado Surface Sand/Aggregate Extraction/Processing Clients, Permitting ƒ Colorado Lien Company, Rex-Owl Canyon Quarry DRAINAGE/FLOODPLAIN Jaclyn Michaelsen, PE, CFM Available: 50% ƒ Fort Collins, North East College Corridor Outfall ƒ Fort Collins, Canal Importation Pond and Outfall Design (New Mercer Ditch) CONSTRUCTABILITY Skip Hlad, PE Available: 20% ƒ Fort Collins, Construction Management, On-Call ƒ CDOT, Construction Management, On-Call, Regions 1, 2, 4, and HQ MAPPING/ROW Stan Vermilyea, PLS Available: 20% ƒ CDOT, Survey and ROW On-Call ƒ Multiple, Survey and ROW Contract Throughout Colorado VALUE ENGINEERING Corey Lang, PE Available: 20% ƒ CDOT, I-25/US 34 Interchange Value Engineering ƒ Central Federal Lands, Multiple Value Engineering Projects FUNDING/FINANCE Toni Horst, PhD Available: 20% ƒ FRA, Northeast Corridor Phase 2 EIS ƒ Fort Collins, Vine/Lemay Alternatives Analysis ƒ Fort Collins, SH 392/I-25 TIGER Grant VISUALIZATIONS Stephen Paul Available: 20% ƒ City of Dubuque (IA), Southwest Arterial ƒ Los Angeles County Metropolitan Transportation Authority, Bridge No. B-16-55 Replacement Over I-90 ALTERNATIVE DELIVERY Matt Cirulli Available: 20% ƒ CDOT, Colorado Bridge Enterprise ƒ CDOT, I-25 Climbing Lanes The AECOM Team's Leadership and Project Organization is well- known to the City of Fort Collins and throughout the region for technical excellence; on-time and on-budget performance; and client and community satisfaction on large, complex projects. QA/QC Pat McNamara, PE, PLS Team Capabilities & Qualifications FULL DEPTH OF QUALIFIED SUPPORT FULLY COMMITTED AND AVAILABLE LEADERSHIP TEAM PARTNERS PUBLIC INVOLVEMENT Communication Infrastructure Group (CIG) DBE AGENCY COORDINATION Railroad Coordination, LLC (RRC) DBE BIKE/PED NETWORK CONNECTIVITY Toole Design Group (TDG) DBE DRAINAGE STUDY Ayres Associates (Ayres) GEOTECHNICAL CTL Thompson (CTL) Staff available as-needed for meeting support. Our team is lead by Project Manager John Sabo, PE, with assistance from Project Principal Alan Eckman, PE, PTOE; Planning Lead Lindsey Sousa, AICP, LEED AP; Design Lead Terry Tyrrell, PE; Environmental Lead Brian Kennedy, AICP; Community Involvement Lead Laurie Meza (CIG); and Railroad and Utility Coordination Lead Sue Grabler (RRC). Project Manager John Sabo is an experienced project manager, design lead, and transportation planner for road and highway design projects, from the conceptual analysis/ planning phase through completion of the constructed project. He has strong working relationships with the City, as well as CDOT Region 4. He has managed similar projects involving railroad coordination for bridge crossings on new alignments, including US 50 over BNSF Railroad. He provides management of multi-discipline projects, including alignment feasibility studies and safety improvement projects involving stakeholder coordination, public process, and agency coordination. John is familiar to the City, as the Technical Project Manager for the SH 392/I-25 Interchange and Project Manager for the Timberline/Kechter project. Project Principal Alan Eckman is an AECOM Vice President, giving him the authority to commit the necessary resources to successfully deliver this project. He has experience in transportation planning and design, including multi-modal assessment and design integration. In addition to a strong planning and engineering background, he has also successfully lead projects involving multi-agency perspectives with high profile objectives and outcomes. Alan has managed many similar planning and infrastructure design projects and contracts for the City and throughout Colorado. Proven Project Leadership “John proved to be an invaluable asset to CDOT by providing outstanding professional guidance and acting in the best interest of the Department that led to a favorable decision by CDOT.” Paul Westhoff, Resident Engineer, CDOT-R2, US 50 Over BNSF Railroad, March 2014 Team Capabilities & Qualifications near Buena Vista. Our work spanned from project development to preliminary design and project procurement services for the preparation of modified design-build plans and specifications of this bridge replacement project. The AECOM team streamlined several elements of this project at all phases of project development, design, and delivery. These elements included: ► Accelerated Bridge Design and Construction: AECOM provided an accelerated bridge design and construction approach that confirmed the use of full-depth, precast concrete design panels for this bridge deck replacement, minimizing the bridge closure to a 7-day period. ► Alternative Delivery: As part of our on-going participation with CDOT’s Innovative Contract Advisory Committee, we were able to help CDOT expedite the project procurement using a modified design-build delivery. ► Railroad Negotiations: The CDOT/AECOM team expeditiously coordinated and negotiated a maintenance consent letter agreement with UPRR for the proposed improvements along UPRR’s track. ► Environmental Clearance: AECOM worked with the CDOT Region 5 Environmental Manager to expedite the required clearances to obtain a categorical exclusion clearance. “AECOM’s ability to deliver a quality product to CDOT was greatly appreciated and instrumental to the success of this task order.” James Martinez, Project Manager, CDOT-R5, US 24 Bridge Over UPRR Project, August 2012 team that are proven on complex City projects. ƒ Previous work on Vine/Lemay intersection gives us established relationships and knowledge that will allow for quick and easy project start-up. ƒ Project Mgmt ƒ Planning ƒ Design ƒ Environmental Communication Infrastructure Group (CIG) DBE ƒ Colorado DBE/WBE/SBE that provides the full spectrum of public involvement, public relations, marketing, and graphic design services. ƒ Previous work with the City on the MAX BRT project. ƒ Public Involvement Railroad Coordination, LLC DBE ƒ Colorado DBE and expert in railroad and utility coordination for capital improvement projects. ƒ Previous work with the City on several at-grade crossings and on SH 14/Jefferson Street Railroad Study. ƒ Railroad and Utility Coordination Toole Design Group DBE ƒ WBE/DBE that specializes in the planning, engineering, and landscape architecture for bicycle and pedestrian transportation. ƒ Worked with the City on the Bicycle Master Plan and with CSU on its Bicycle Master Plan. ƒ Bike/PED Network Connectivity Ayres Associates ƒ Current On-Call Contractor for the City. ƒ City project experience includes North East College Corridor Outfall (NECCO), NECCO Backbone and East Vine Drive Pond, and East Vine Drive Realignment. ƒ Drainage/ Floodplain CTL Thompson ƒ Current On-Call Contractor for the City. ƒ City project experience includes the Mason Street Corridor, North College Corridor, and the Fossil Creek BNSF Underpass performed with AECOM. ƒ Geotechnical Engineering key drivers that define delivery success. AECOM is a Trusted City Partner and Industry Leader with the Local Resources, Financial Strength, Capacity, Availability, Qualifications, and Relevant Experience to successfully deliver the Vine/Lemay/BNSF Improvements project. Team Capabilities and Qualifications Overview p. 2 /Profitability p. 2 /Top 500 Volume p. 2 /Backlog p. 2 /Past Decade’s Design Revenue p. 2 Markets’ Share of Total Revenue p. 3 /Domestic and International Staff Hiring p. 3 /International Market Analysis p. 4 WHPacific Scans the Horizon p. 5 /Top 20 Design Firms by Sector p. 6-8 /Top 50 Designers in International Markets p. 9 /Top 100 Pure Designers p. 10 /Protecting the Grid p. 11 /Top 500 Dialogue p. 12 Power Engineers Flying High p. 13 /Top 500 Design Firms List p. 14 /Where To Find the Top 500 p. 24 enr.com April 21/28, 2014  ENR  1 A Recovery in Need of Speed The industry recession is slowly fading to a bad memory, but design firms are finding a changed landscape in the market By Gary J. Tulacz RENDERING CCOURTESY OF HOK NUMBER 36 WINNING ENTRY Dubai has been selected to host the 2020 World Expo, thanks, in part, to HOK’s expo master plan, which includes the central pavilion, called Al Wasl. 2015 ƒ Relevant Experience | page 8 UDBE (10%) ƒ Is the primary firm a UDBE or has the primary firm submitted UDBE participation that meets or exceeds UDBE goal for the project? ƒ Ability to Exceed UDBE Goals | page 5