HomeMy WebLinkAboutPACKET Town Board 2023-07-25The Mission of the Town of Estes Park is to provide high‐quality, reliable services
for the benefit of our citizens, guests, and employees, while being good stewards
of public resources and our natural setting.
The Town of Estes Park will make reasonable accommodations for access to Town services,
programs, and activities and special communication arrangements for persons with disabilities.
Please call (970) 577-4777. TDD available.
BOARD OF TRUSTEES - TOWN OF ESTES PARK
Tuesday, July 25, 2023
7:00 p.m.
ADVANCED PUBLIC COMMENT
By Public Comment Form: Members of the public may provide written public comment on a specific
agenda item by completing the Public Comment form found at
https://dms.estes.org/forms/TownBoardPublicComment. The form must be submitted by 12:00 p.m.,
the day of the meeting in order to be provided to the Town Board prior to the meeting. All comments
will be provided to the Board for consideration during the agenda item and added to the final packet.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
PROCLAMATION – ESTES RECYCLES DAY.
AGENDA APPROVAL.
PUBLIC COMMENT. (Please state your name and address).
TOWN BOARD COMMENTS / LIAISON REPORTS.
TOWN ADMINISTRATOR REPORT.
1.POLICY GOVERNANCE MONITORING REPORT - POLICY 3.3, 3.12, AND 3.13.
Board Policy 2.3 designates specific reporting requirements for the Town Administrator
to provide information on policy compliance to the Board. Policy 3.3, 3.12 and 3.13 are
reported each July.
CONSENT AGENDA:
1.Bills.
2.Town Board Minutes dated July 11, 2023 and Town Board Study Session Minutes
dated July 11, 2023.
3.Estes Park Planning Commission Minutes dated June 20, 2023 (acknowledgment
only).
4.Letter of Support for Grant Application to the Colorado Department of Transportation
for the Cleave Street Project.
5. Resolution 63-23 Contract with GEI Consultants, Inc. to Complete a Grant-Funded
Scoping Project for Capacity Improvement on the Big Thompson River and Fall River -
$136,875, Budgeted.
6. Resolution 64-23 Contract with Kimley-Horn for the Multimodal Transportation Plan
and Transit Development Plan - $293,930 Budgeted.
Prepared 07-14-2023
*Revised
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NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was
prepared.
7. Resolution 65-23 Intergovernmental Agreement with Northern Colorado Governmental
Entities and Emergency Management Services for Disaster-Emergency Mutual Aid
and Disaster-Emergency Funding Assistance.
8. Resolution 66-23 Larimer County Office of Emergency Management Reunification
Plan.
9. Acceptance of Town Administrator Policy Governance Monitoring Report.
PLANNING COMMISSION ITEMS: Items reviewed by Planning Commission or staff for
Town Board Final Action.
1. ACTION ITEMS:
A. RESOLUTION 67-23 PRELIMINARY PLAT, KRAEMER/TAYLOR TOWNHOME
SUBDIVISION, 1069 MORGAN STREET, KRAEMER/TAYLOR
OWNERS/APPLICANTS. Planner Washam.
To create two lots in an R-2 (Two-Family Residential) Zoning District.
B. RESOLUTION 68-23 FINAL PLAT, KRAEMER/TAYLOR TOWNHOME
SUBDIVISION, 1069 MORGAN STREET, KRAEMER/TAYLOR
OWNERS/APPLICANTS. Planner Washam.
To create two lots in an R-2 (Two-Family Residential) Zoning District.
ACTION ITEMS:
1. REVISED POLICY 101 - BOARD OF TRUSTEES DIVISION OF RESPONSIBILITIES.
Town Clerk Williamson.
To add a liaison appointment to the Estes Park Housing Authority Board of
Commissioners.
ADJOURN.
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Town Administrator’s Office Memo
To: Honorable Mayor Koenig
Board of Trustees
From: Town Administrator Machalek
Date: July 25, 2023
RE: Policy Governance Monitoring Report – Policies 3.3, 3.12, and 3.13
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER: Policy
QUASI-JUDICIAL YES NO
Board Policy 2.3 designates specific reporting requirements for the Town Administrator
to provide information on policy compliance to the Board. In July of each year the Town
Administrator is required to report on Policies 3.3 (Financial Planning and Budgeting),
3.12 (Internal Operating Procedures), and 3.13 (Town Organizational Plan).
Policy 3.3 states:
“With respect for strategic planning for projects, services and activities with a
fiscal impact, the Town Administrator may not jeopardize either the operational or
fiscal integrity of Town government.”
Policy 3.12 states:
“With respect to internal operating procedures, the Town Administrator will
ensure that the Town has internal procedures to promote effective and efficient
Town operations.”
Policy 3.13 states:
“With respect to internal organizational structure of the Town, the Town
Administrator will maintain a current organizational plan (organizational chart) of
the Town, in a graphical format including through the division level. The Town
Administrator will update the plan annually. The current plan shall be included in
the Comprehensive Annual Financial Report each year, and presented to the
Board of Trustees at the first regular meeting following the certification of the
results of each biennial election.”
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This report constitutes my assurance that, as reasonable interpreted, these conditions
have not occurred and further, that the data submitted below are accurate as of this
date.
Travis Machalek
Town Administrator
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Policy 3.3: With respect for strategic planning for projects, services and activities with a
fiscal impact, the Town Administrator may not jeopardize either the operational or fiscal
integrity of Town government. Accordingly, the Town Administrator shall not allow
budgeting which:
3.3.1: Deviates from statutory requirements.
Status: Compliance
Interpretation: I interpret this to mean that our budgeting practices and policies
comply with all requirements contained in the Colorado Revised Statutes that are
applicable to statutory towns.
Compliance with the policy will be achieved when: There are no deviations in
our practices or policies from what is required by State Statute.
Evidence:
1. The annual independent audit
2. Annual Comprehensive Financial Report (ACFR)
3. All policies are reviewed for legal compliance by the Town Attorney
4. No State-issued non-compliance notifications to the Town of Estes Park
regarding our budgetary obligations under State Statute.
Report: I report compliance.
3.3.2: Deviates materially from Board-stated priorities in its allocation among
competing budgetary needs.
Status: Compliance
Interpretation: I interpret this to mean that the annual budget adopted by the
Board of Trustees represents the officially adopted priorities of the Board. This
includes any budget amendments approved by the Town Board throughout the
year and any specific spending authorizations approved by the Town Board. I
interpret “materially deviate” to mean any change in spending priority that results
in a resource diversion away from any Board objective, goal, or outcome that is
substantial enough to hinder the achievement of the objective, goal, or outcome. I
do not interpret minor deviations resulting from changing circumstances,
community demands, and/or unforeseen circumstances outside of the Town’s
control as material deviations.
Compliance with the policy will be achieved when: Budget spending does not
materially deviate from the levels approved in the adopted budget.
Evidence:
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1. The 2023 adopted budget was prepared based on the Board’s Strategic
Plan.
2. Any substantial budget changes have been presented to the Board for
review and approval as budget amendments.
3. HTE budget reports for each department are available on request.
Report: I report compliance
3.3.3: Contains inadequate information to enable credible projection of revenues
and expenses, separation of capital and operational items, cash flow and
subsequent audit trails, and disclosure of planning assumptions.
Status: Compliance
Interpretation: I interpret this to mean that the Town Administrator’s
recommended budget must be based on credible data and the best available
information concerning the local economy and other factors that may impact the
Town’s revenues and expenses. In addition, the budget is to be structured to
separate capital expenditures from operational costs. All revenue projections will
be based on the professional judgement of the Town’s Finance Director.
Compliance with the policy will be achieved when:
• Operational revenue projections are clear and projected and actual
revenues are within a 10% margin of error, barring any catastrophic
events.
• The budget presented to the Board for adoption is in a format that
separates revenues, expenses, and capital expenditures.
• Critical assumptions used in preparing the budget are clearly articulated to
the Board during budget review sessions.
Evidence:
1. Operational revenue projections are currently within a 10% margin of
error.
2. The 2023 adopted budget is presented in a format that separates revenues,
expenditures, and capital.
3. Critical assumptions used in preparing the budget were discussed with the
Board during budget review sessions as well as during budget amendment
discussions.
Report: I report compliance. Revenue projections continue to be impacted by the
uncertainty created by economic conditions. Staff will continue to closely monitor
projected and actual revenues and will continue to err on the side of caution when
projecting revenues in order to protect the financial position of the Town.
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3.3.4: Plans the expenditure in any fiscal year of more funds than are
conservatively projected to be received in that period, or which are otherwise
available.
Status: Compliance
Interpretation: I interpret this to mean that the proposed budget must be
balanced. This includes expenditures for the year not exceeding the revenues
received from all sources. Exceptions are Board-approved use of fund balances,
and use of funds that have been accumulated over a period of time, with the
approval of the Board, with the intent of saving funds to pay for a specific project
or capital expense.
Compliance with the policy will be achieved when: The proposed budget meets
the above criteria, inclusive of any board approved spending of fund balance or
specific reserve funds.
Evidence:
1. The adopted budget demonstrates that I have not allowed budgeting which
plans the expenditure in any fiscal year of more funds than are
conservatively projected to be received in that period, or which are
otherwise available.
Report: I report compliance.
3.3.5: Reduces fund balances or reserves in any fund to a level below that
established by the Board of Town Trustees by adopted policy.
Status: Compliance
Interpretation: I interpret this to mean that the audited year-end unrestricted
fund balance in the General Fund does not drop below 25% unless otherwise
authorized by the Board. If the Board approves and adopts a budget that plans for
reducing the fund balance below the 25% level, I interpret this as being authorized
by the Board.
Compliance with the policy will be achieved when:
• The final ACFR shows a General-Fund fund balance of 25% or greater,
unless otherwise approved by the Board.
• The proposed budget anticipates an end-of-year fund balance in the
General Fund of 25% or greater, unless otherwise approved by the Board.
Evidence:
1. The 2022 ACFR shows a 97.6% General-Fund fund balance at the end of
2022.
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2. The 2023 budget, as amended, anticipates a 38.1% General-Fund fund
balance at the end of 2023.
Report: I report compliance.
3.3.6: Fails to maintain a Budget Contingency Plan capable of responding to
significant shortfalls within the Town’s budget.
Status: Compliance
Interpretation: I interpret this to mean that I must prepare a budget that
maintains a fund balance of 25% or more in the General Fund and adequate fund
balances in all enterprise funds, including the required TABOR reserve and the
current cash reserves as defined in Board Policy 670 – Cash and Investment
Reserve and Contingency.
Compliance with the policy will be achieved when:
• The final ACFR indicates a General-Fund fund balance of 25% or greater,
unless otherwise authorized by the Board.
• The proposed budget anticipates an end-of-year fund balance in the
General Fund of 25% or greater, unless otherwise authorized by the
Board.
• The current cash reserves meet the criteria defined in Board Policy 670 –
Cash and Investment Reserve and Contingency.
Evidence:
1. The 2022 ACFR shows a 97.6% General-Fund fund balance at the end of
2022.
2. The 2023 budget, as amended, anticipates a 38.1% General-Fund fund
balance at the end of 2023.
3. Current cash and investment reserves are reported to the Board on a
monthly basis, as required by Board Policy 670.
4. The Town’s budget contingency plan is established in Policy 670 (Section
3.b).
Report: I report compliance.
3.3.7: Fails to provide for an annual audit.
Status: Compliance
Interpretation: I interpret this to mean that I must ensure that the Town
completes an independent audit annually. Further, that audit report should result
in an unqualified and unmodified opinion from the Board’s auditors.
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Compliance with the policy will be achieved when: The annual audit is
complete and presented to the Town Board.
Evidence:
1. The 2022 Audit has been completed and the ACFR prepared and
submitted to the State of Colorado with an unqualified and unmodified
opinion from the Board’s auditors.
2. The 2022 Audit is expected to be delivered to the Audit Committee and
Town Board in August.
Report: I report compliance.
3.3.8: Fails to protect, within his or her ability to do so, the integrity of the current
or future bond ratings of the Town.
Status: Compliance
Interpretation: I interpret this to mean that I cannot take any action that will
negatively impact the Town’s bond rating. This includes maintaining adequate
fund balances as required in 3.3.5 and maintaining adequate bond coverage ratios
for all revenue bonds associated with the Town’s enterprise funds.
Compliance with the policy will be achieved when:
• I am in compliance with 3.3.5.
• Required bond coverage ratios are met.
Evidence:
1. The 2022 ACFR shows a 97.6% General-Fund fund balance at the end of
2022.
2. Our current (December 31, 2022) bond-coverage ratio for Power and
Communications (512%) exceeds the required ratio of 125%.
3. Our current (December 31, 2022) bond-coverage ratio for Water (619%)
exceeds the required ratio of 110%.
Report: I report compliance.
3.3.9: Results in new positions to staffing levels without specific approval of the
Board of Town Trustees. The Town Administrator may approve positions
funded by grants, which would not impose additional costs to the Town in
addition to the grant funds and any temporary positions for which existing
budgeted funds are allocated.
Status: Compliance
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Interpretation: I interpret this to mean that I cannot allow any new positions or
expansion of any part-time positions to be advertised or filled without prior Board
approval. I may allow new positions or partial positions funded by grants or
temporary positions for which existing budgeted funds are allocated without prior
approval of the Board. I may also allow reductions in staffing without Board
approval.
Compliance with the policy will be achieved when: No new positions or
expansion of any part-time positions are approved and/or hired without approval
of the Board, with the exceptions noted above.
Evidence:
1. All positions are indicated in the adopted and proposed budgets and no
unapproved positions have been created.
Report: I report compliance.
Policy 3.12: With respect to internal operating procedures, the Town Administrator will
ensure that the Town has internal procedures to promote effective and efficient Town
operations.
Status: Compliance
Interpretation: I interpret this to mean that I maintain up-to-date internal policies
and procedures that control the day-to-day operations of the Town. These policies
are updated when necessary to reflect changing conditions and governing laws.
Compliance with the policy will be achieved when: No issues arise that go
unaddressed by internal policies and procedures and the Town is not put at risk
legally or financially due to the lack of adequate policies or procedures guiding
our actions.
Evidence:
1. Town policies and procedures are up-to-date and available to all
employees on iTown.
2. Policies are reviewed on a regularly scheduled basis to ensure they remain
current and effective.
Report: I report compliance.
Policy 3.13: With respect to internal organizational structure of the Town, the Town
Administrator will maintain a current organizational plan (organizational chart) of the
Town, in a graphical format including through the division level. The Town Administrator
will update the plan annually. The current plan shall be included in the Comprehensive
Annual Financial Report each year, and presented to the Board of Trustees at the first
regular meeting following the certification of the results of each biennial election.
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Status: Compliance
Interpretation: I interpret this to mean that I maintain a current organizational
chart that is included in the ACFR and presented to the Town Board after the
certification of the results of each biennial Town election.
Compliance with the policy will be achieved when:
• The organizational chart is printed in the ACFR.
• The organizational chart is presented to the Town Board at the first regular
meeting following the certification of the results of each biennial Town
election.
Evidence:
1. The organizational chart was published as part of the 2022 ACFR.
2. The organizational chart was presented to the Town Board at the first
regular meeting following the certification of the results of the last
biennial Town election (April 26, 2022).
Report: I report compliance.
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Town of Estes Park, Larimer County, Colorado, July 11, 2023
Minutes of a Regular meeting of the Board of Trustees of the Town of Estes
Park, Larimer County, Colorado. Meeting held in Town Hall in said Town of
Estes Park on the 11th day of July, 2023.
Present: Wendy Koenig, Mayor
Marie Cenac, Mayor Pro Tem
Trustees Kirby Hazelton
Barbara MacAlpine
Patrick Martchink
Cindy Younglund
Also Present: Travis Machalek, Town Administrator
Jason Damweber, Deputy Town Administrator
Dan Kramer, Town Attorney
Jackie Williamson, Town Clerk
Bunny Victoria Beers, Deputy Town Clerk
Absent: Trustee Lancaster
Mayor Koenig called the meeting to order at 7:00 p.m. and all desiring to do so, recited
the Pledge of Allegiance.
SWEARING-IN CEREMONY FOR DEPUTY CHIEF JAMES HUGHES AND CAPTAIN
RICHARD LIFE. Police Chief Hayes conducted a swearing-in ceremony.
AGENDA APPROVAL.
It was moved and seconded (Younglund/MacAlpine) to approve the Agenda, and it
passed unanimously.
PUBLIC COMMENTS.
Terry Rustin/Town citizen stated concerns regarding the Estes Park Development Code
and direction provided by staff regarding the rezoning of 685 Peak View.
John Guffey/Town citizen spoke regarding our relationship with nature and read a section
of the Haudenosaunee Thanksgiving Address. He requested the Board formulate a plan
so Estes can be seen as a leader in the state, nation and world in addressing climate
change related issues.
Jenny Page/Town citizen, Mike Skofield/Owner of Scofield Fruits, LLC, and Corey
Crespi/Corey’s Chocolate spoke regarding the 2023 Farmers Market and concerns for
pedestrian safety near vehicular traffic, odor from a nearby wastewater treatment facility,
ineffective layout which causes customer confusion and requested relocation back to the
west side of the Visitor Center parking lot. Additional comments were heard regarding
Rooftop Rodeo parade impacts to the Farmer’s Market and gratitude for the
accommodations made to expand the duration of the market on the parade date.
Laura Rustin/Town citizen spoke regarding providing public comment to the Board of
Trustee’s and quasi-judicial procedure. She requested staff review the website and
publish public comments provided on Planning Commission items.
Attorney Kramer reviewed state and federal law which requires quasi-judicial applications
have an opportunity to present their arguments at a public hearing and for members of
the community an opportunity to respond at the public hearing. He stated ex-parte
communications would apply to oral or written communication.
Tom Kaszynski/County citizen spoke regarding housing, local workers who are unable to
live and work in Estes Park, and stated concerns on overbuilding in Estes Park.
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Board of Trustees – July 11, 2023 – Page 2
TRUSTEE COMMENTS.
Trustee comments were heard and have been summarized: Welcomed Sister Cities two
new Board members Dave Thomas and Mike Harris bringing the membership to six. Joe
Elkins resigned from the Estes Park Planning Commission. Staff would be scheduling
interviews to fill the vacancy. The Rooftop Rodeo and Parade were well attended. Mayor
Koenig and Trustees Hazelton and Younglund attended the Colorado Municipal League
annual conference. Housing was a primary topic for sessions and Trustees were able to
meet with other elected officials and staff across the state to build further connections.
The Restorative Justice Golf for Justice Tournament would take place on July 28, 2023.
The Economic Development Corporation would be forming a committee for the Business
Accelerator Services of Estes (BASE) program. Trustee Martchink encouraged the Board
and members of the public to follow public comment procedures and refrain from dialogue
during public comment. The Regional Air Quality Committee have forwarded comments
to the Environmental Protection Agency encouraging all yard work utilize electric
equipment instead of two-stoke engines. The Town would continue to move toward
electric equipment. Special thanks was relayed to the Parks division for their work on the
flower displays and landscaping.
TOWN ADMINISTRATOR REPORT.
Town Administrator expressed gratitude for the Rooftop Rodeo staff and volunteers. He
also commended the efforts of the Parks division on the flower displays and landscaping.
CONSENT AGENDA:
1. Bills.
2. Town Board Minutes dated June 13, 2023 and Study Session Minutes dated June
13, 2023.
3. Estes Park Planning Commission Minutes dated May 16, 2023 (acknowledgment
only).
4. Transportation Advisory Board Minutes dated May 17, 2023 (acknowledgment
only).
5. Revised Policy 306 Leave.
It was moved and seconded (Cenac/Hazelton) to approve Consent Agenda, and it
passed with unanimously.
LIQUOR ITEMS:
1. RESOLUTION 58-23 TRANSFER OF OWNERSHIP FROM HARTS GAS AND
FOOD LLC DBA TINY TOWN SINCLAIR TO PARKLAND USA CORPORATION,
DBA HARTS GAS AND FOOD #80183, 860 MORAINE AVENUE, ESTES PARK,
COLORADO. Mayor Koenig opened the public hearing and Town Clerk
Williamson presented Resolution 58-23. She reviewed the application for the
transfer of ownership, stating all paperwork and fees have been submitted. A Retail
Fermented Malt Beverage and Wine Off-Premise Liquor License already exists at
the location. Due to restructuring of the organization and to be in compliance with
the State Liquor Code, the official name of the corporation must appear on the
license. No ownership changes were reflected in the application. John
Guffey/Town citizen spoke regarding density and voiced concerns adding more
liquor establishments in Estes Park. The applicant’s representative Greg Cline
stated the location includes the Donut Haus and Fresh Burger businesses and
primarily sells local beer. Mayor Koenig closed the public hearing and it was
moved and seconded (Younglund/MacAlpine) to approve Resolution 58-23,
and it passed unanimously.
PLANNING COMMISSION
1. ACTION ITEMS:
A. RESOLUTION 59-23 4TH AMENDED CONDOMINIUM MAP FOR THE
LAKEVIEW PLAZA CONDOMINIUMS, 751 NORTH LAKE AVENUE UNIT 3,
GLENN A SMITH TRUST, OWNER. The Mayor opened the public hearing and
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Board of Trustees – July 11, 2023 – Page 3
Planner Washam stated the property resides within the CO - Commercial
Outlying zone district and the existing uses are permitted in the Estes Park
Development Code (EPDC). The building was constructed in 1997 with eight
units. The owner requests approval of the application to formally create two
separate condo units with separate ownership. Staff stated no physical change
to the structure, utilities access or drainage would occur. The applicant was
available and stated the tenant wanted to own their business space. The Mayor
closed the public hearing. There being no further discussion the public hearing
was closed. It was moved and seconded (Hazelton/Younglund) to approve
Resolution 59-23, and it passed unanimously.
B. RESOLUTION 60-23 FOURTH SUPPLEMENTAL CONDOMINIUM MAP, THE
MEADOWS AT WILDFIRE CONDOMINIUMS, 1802 WILDFIRE ROAD,
WILDFIRE HOMES LLC, APPLICANT. The Mayor opened the public hearing
and Director Garner provided a presentation on the item. The subject property
resides within the RM – Multi-Family residential zone district and contains 5.19
acres. The fourth supplemental map would comply with the EPDC and no public
comment had been received on the application. Staff recommended approval
and requested Board consideration. The Mayor closed the public hearing. There
being no further discussion the public hearing was closed. It was moved and
seconded (Younglund/Hazelton) to approve Resolution 60-23, and it passed
unanimously.
ACTION ITEMS:
1. RESOLUTION 61-23 SUPPLEMENTAL BUDGET APPROPRIATIONS #4 TO
THE 2023 BUDGET. Director Hudson presented Resolution 61-23 to approve
budget appropriations for the Transportation Alternatives Program Grant in the
amount of $2.3 million for the Fall River Trail project, the State’s new bag fee
program expenses, Police Department Auxiliary supplies from reimbursement
revenues received through assistance provided during the Marshall Fire, funding
for employee recognition and holiday events, the addition of a seasonal Parks
employee to perform noxious weed herbicide applications, and an increase to the
budget for the rental of Town Hall for utility billing and the utility coordinator office
space. The amendment would increase the budget by $506,000. It was moved
and seconded (Hazelton/MacAlpine) to approve Resolution 61-23, and it
passed unanimously.
2. RENAMING REQUEST FOR PERFORMANCE PARK CLIMBING WALL TO
“JIM DETTERLINE MEMORIAL CLIMBING WALL”. Town Administrator
Machalek presented the renaming request received on May 24, 2023. He reviewed
criteria identified in Policy 208 Naming of Town-Owned Parks, Open Spaces, and
Facilities. Staff stated under the policy, renaming Performance Park Climbing Wall
to “Jim Detterline Memorial Climbing Wall” would not impact or prohibit future
considerations to install a memorial bench or plaque to honor Mr. Detterline. Staff
requested Board direction to honor the memory of Mr. Detterline. Lisa
VonBargen/Applicant and Stan Adamson/ Estes Park Village Band member stated
the renaming would be a great way to honor Mr. Detterline’s climbing abilities and
his participation with the Estes Park Village Band. John Guffey/Town citizen
questioned whether the Board considered the renaming as the best way to honor
Mr. Detterline. It was moved and seconded (Martchink/Cenac) to approve the
Renaming Request for Performance Park Climbing Wall to “Jim Detterline
Memorial Climbing Wall”, and it passed unanimously.
3. ESTES VALLEY INVESTMENT IN CHILDHOOD SUCCESS (EVICS) FAMILY
RESOURCE CENTER APPLICATION FOR CHILDCARE FUNDS. Deputy Town
Administrator Damweber presented the application from EVICS which would
provide $50,000 to be utilized toward direct financial assistance to families and
$50,000 to supplement staffing cost to create a fulltime “tuition assistance
navigator” position. Staff recommended approval as the request aligns with the
known need in the community. If approved, staff would draft an agreement
stipulating how the funds would be utilized and reporting requirements to ensure
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Board of Trustees – July 11, 2023 – Page 4
compliance with Board expectations. Laurie Dale Marshall/EVICS Director and
Garret Failaci/EVICS employee were available for questions. Board questions
have been summarized: Whether EVICS has adequate space for the additional
staff member; future plans for the position outside of the funding request; the Board
requested a review of EVICS staffing; concerns were on the Town application and
the need to review questions; the complexities of the Colorado Child Care
Assistance Program and the limited application window for Larimer County
childcare assistance, and whether EVICS or Town staff have discussed identifying
a more accurate formula for where families fall within the federal poverty line for
childcare assistance qualifications. Discussion ensued regarding Board concern
for utilizing an existing staff member versus filling the new position. Staff stated
through research and contact with other childcare providers this position would be
essential and could benefit families in Estes Park. Jane Stuart/EVICS Board
President stated the funding would be utilized for childcare and childcare services.
She stated with Universal Preschool beginning in the Fall of 2023 there would be
a number of children in need of afternoon care in addition to the loss of services
with the closing of the Lifelong Learning Center of Estes Valley Preschool. If
approved, the new position would address the needs of the community and
collecting relevant data around childcare needs. Bill Brown/Town citizen voiced
concern for process and encouraged the Board to develop a system for
competitive analysis for competing needs, and to develop accountability measures
and procedures. After further discussion, it was moved and seconded
(Martchink/Cenac) to approve the EVICS Family Resource Center Application
for Childcare Funds as requested, and it passed unanimously.
4. RESOLUTION 62-23 MEMORANDUM OF UNDERSTANDING THE ESTES
PARK HOUSING AUTHORITY REGARDING USE OF REVENUES
GENERATED FROM LODGING TAX LEVIED BY THE ESTES PARK LOCAL
MARKETING DISTRICT FOR WORKFORCE HOUSING. At the May 23, 2023
regular meeting, the Board expressed interest in the Estes Park Housing Authority
(EPHA) managing 6E funds related to workforce housing, with Town oversight.
The memorandum of understanding outlined funding pass-through procedures
and oversight elements including: governance of the funds under the annual
funding plan between the Town and Larimer County; types of expenditures
requiring Town Board review; Town attendance at EPHA Board meetings; sharing
of EPHA financial documents; requirements for the EPHA to return funds to the
Town in certain situations, at the Town’s request; and process for resolving any
ambiguous statements in guiding documents. Attorney Kramer stated the Board
would not be limited in their discretion on funding. It was moved and seconded
(Hazelton/Cenac) to approve Resolution 62-23, and it passed unanimously.
It was moved and seconded (MacAlpine/Cenac) to extend the meeting past 10:00
p.m., and it passed unanimously.
5. INTERVIEW COMMITTEE FOR THE ESTES PARK PLANNING COMMISSION.
Staff requested two members of the Board to conduct interviews for the vacancy
on the Estes Park Planning Commission. Three applications have been received
for the vacancy. Interviews would be conducted and a recommendation would be
forthcoming in advance of the August Estes Park Planning Commission regular
meeting. It was moved and seconded (Hazelton/Martchink) to appoint
MacAlpine and Hazelton to the interview committee, and it passed
unanimously.
REQUEST TO ENTER EXECUTIVE SESSION:
It was moved and seconded (MacAlpine/Younglund) to enter into executive session
for the purpose of determining positions relative to matters that may be subject to
negotiations, developing strategy for negotiations, and/or instructing negotiators – Section 24-6-402(4}(e}, C.RS. – Fish Hatchery Negotiation Update, and it passed
unanimously.
REQUEST TO ENTER EXECUTIVE SESSION:
It was moved and seconded (Younglund/Cenac) to enter into executive session for
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Board of Trustees – July 11, 2023 – Page 5
discussion of a personnel matter and not involving: any specific employees who
have requested discussion of the matter in open session; any member of the Town
Board; the appointment of any person to fill an office of the Town Board; or
personnel policies that do not require discussion of matters personal to particular
employees – Section 24-6-402(4}(f}, C.RS. – Town Administrator Contract, and it
passed unanimously.
It was clarified the Town Board would not come into the regular session following the end
of the first Executive Session and would re-enter the regular session to adjourn the regular
meeting at the conclusion of the second executive session.
The Mayor recessed the meeting at 10:00 p.m. The Board entered the first executive
session at 10:10 p.m., and concluded at 11:03 p.m. The Board entered the second
executive session at 11:03 p.m., and concluded at 11:32 p.m.
Mayor Koenig reconvened the regular meeting at 11:33 p.m.
Whereupon Mayor Koenig adjourned the meeting at 11:33 p.m.
Wendy Koenig, Mayor
Bunny Victoria Beers, Deputy Town Clerk
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Town of Estes Park, Larimer County, Colorado July 11, 2023
Minutes of a Study Session meeting of the TOWN BOARD of the Town of
Estes Park, Larimer County, Colorado. Meeting held at Town Hall in the
Board Room in said Town of Estes Park on the 11th day of July, 2023.
Board: Mayor Koenig, Mayor Pro Tem Cenac, Trustees Hazelton,
Lancaster, MacAlpine, Martchink, and Younglund
Attending: Mayor Koenig, Mayor Pro Tem Cenac, Trustees Hazelton
MacAlpine, Martchink, and Younglund
Also Attending: Town Administrator Machalek, Deputy Town Administrator
Damweber, Town Attorney Kramer, and Recording
Secretary Disney
Absent: Trustee Lancaster
Mayor Koenig called the meeting to order at 5:00 p.m.
SOLAR POLICY REVIEW.
Advanced Metering Infrastructure (AMI) Coordinator Clark reviewed the Town’s Solar
Policy and operational procedures. She highlighted interconnection of private energy
generation and storage, retail net-metering, the interconnection application process
including site inspections, utility account updates, interconnection agreements, system
impacts, and staff impacts. The Board discussed billing inserts, coordination issues with
the number of entities involved in the process, billing automation, the building permitting
process, SMART solar feasibility, and contractor licensing. Staff would be providing a
future presentation on energy efficiency programs in August 2023.
PROPOSITION 123 INTRODUCTION – AFFORDABLE HOUSING.
Deputy Town Administrator Damweber, Director Garner, and Estes Park Housing
Authority Director Moulton introduced Proposition 123 approved by voters in 2022 to
create affordable housing programs funded by income tax revenue. Funds would be
separated into two funds managed by the Colorado Department of Housing and the
Colorado Office of Economic Development and International Trade. To be eligible for
funding, local jurisdictions must opt-in and establish an affordable housing baseline,
commit to increasing the baseline by 3 percent each year, and establish a fast -track
development approval process. Staff provided clarity on the definition of both rental and
owner defined affordable housing as defined in the bill, baseline identification options,
and feasibility of a fast-track development approval process which could be included in
the upcoming Estes Park Development Code re-write. The Board discussed the
deadline to opt-in, the deadline for baseline increases, the number of counties which
have opted-in, how long funding would be available, how baseline numbers would be
calculated, the application process, and how these funds would relate to 6E funds. The
Board determined they were interested in opting-in to the funding program and
requested regular updates on the Proposition in the future.
TOWN BOARD REPRESENTATIVE ON THE HOUSING AUTHORITY BOARD.
Town Administrator Machalek provided background on the membership and terms of
the Estes Park Housing Authority Board and recent approval of the expansion to the
EPHA Board membership. The Town Board previously indicated interest in Town Board
representation on the EPHA Board and options include appointing a Board member as
liaison to the EPHA Board; appointing a Board member as an EPHA Board Member; or
having no Town Board representation and maintaining cooperation with the EPHA
Board through intergovernmental agreements, regular reporting, and communication.
The Board discussed the options, conflicts of interest if a Town Board member were to
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Town Board Study Session – July 11, 2023 – Page 2
vote on items for both the EPHA Board and Town Board, implications of using 6E funds,
and the Town Board conducting the application and interview process for EPHA Board
members. It was determined to consider the appointment of a Town Board member as
Liaison to the EPHA Board at a future regular meeting.
TRUSTEE & ADMINISTRATOR COMMENTS & QUESTIONS.
None.
FUTURE STUDY SESSION AGENDA ITEMS.
Town Administrator Machalek requested, and it was determined to amend the
scheduled discussion on Development Potential of Town-Owned Properties to address
the Dry Gulch property only, schedule the Kahuna Memorial Land Request for July 25,
2023, the Visit Estes Park Holiday Event in Bond Park on August 22, 2023, and a Joint
Study Session with the Larimer County Board of County Commissioners on Visit Estes
Park’s Operating Plan for September 26, 2023.
There being no further business, Mayor Koenig adjourned the meeting at 6:19 p.m.
Kimberly Disney, Recording Secretary
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Page 20
Town of Estes Park, Larimer County, Colorado, June 20, 2023
Minutes of a Regular meeting of the ESTES PARK PLANNING COMMISSION of the
Town of Estes Park, Larimer County, Colorado. Meeting held in said Town of Estes Park
on the 20 day of June 2023.
Commission: Chair Matt Comstock, Vice-Chair Matthew Heiser, Howard
Hanson, Chris Pawson.
Attending: Chair Comstock, Vice-Chair Heiser, Commissioner Hanson,
Commissioner Pawson, Director Jessica Garner, Senior
Planner Jeff Woeber, Recording Secretary Karin Swanlund,
Attorney Dan Kramer, Town Board Liaison Barbara
MacAlpine
Absent: none
Chair Comstock called the meeting to order at 1:30 p.m. There were approximately 14
people in attendance. Introductions were made. Director Garner announced that
Commissioner Elkins has resigned from the Commission, and Senior Planner Woeber
resigned his position with the Town effective Friday, June 23.
AGENDA APPROVAL
It was moved and seconded (Heiser/Hanson) to approve the agenda. The motion
passed 4-0.
PUBLIC COMMENT Laura Rustin, 555 Devon Dr, asked if and when she should make
her comments.
Attorney Kramer stated that comments on 685 Peak View should not be taken now, and
comments on the new application, which is pending, will not be taken at this meeting.
CONSENT AGENDA APPROVAL
It was moved and seconded (Hanson/Heiser) to approve the consent agenda. The
motion passed 3-0. Commissioner Pawson abstained.
ACTION ITEMS
1.Habitat on Raven Preliminary Subdivision Raven Ave Senior Planner Woeber
On May 16, 2023, this item was continued to the June 20 meeting. The applicant is
considering various options to move forward with the subdivision but has not
submitted any revised plans. It was requested by the applicant to continue this item to
the Planning Commission on July 18, 2023.
It was moved and seconded (Heiser/Hanson) to continue the item to July 18, 2023.
The motion passed 3-0. Commissioner Pawson abstained.
2.685 Peak View Rezone from E1 to R1 Senior Planner Woeber
The applicant withdrew this item on May 25, 2023
The Commission accepted the withdrawal.
3.Townhome Subdivision 1069 Morgan Street Senior Planner Woeber
The applicants, Richard and Mary Kramer and Terry and Peggy Taylor, request
reconfiguring the condominium into two Townhome lots. The property is zoned R2.
Planner Woeber reviewed the staff report and recommended approval of the
request.
Public Comment: none
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Planning Commission – June 20, 2023 – Page 2
Discussion: Adding language regarding internal lot lines was recommended. An
HOA is required, per code, to maintain common property and facilities.
It was moved and seconded (Heiser/Hanson) to forward a recommendation of
approval to the Town Board of Trustees according to the findings of fact
recommended by Staff. The motion passed 4-0.
4. Location and Extent Review 220 Community Dr. Senior Planner Woeber
The applicant requests approval to move and replace the water dispenser from its
current location to Community Drive within the Fairgrounds.
Public Comment: none
Discussion: Jacqui Wesley, Public Works, stated that both dispensers would be
in operation until the public gets used to the new location. It is unknown what will
happen regarding the current site on 4th Street. The new staging area is more
extended for the queuing of vehicles. Adding signage across the Street was
suggested to protect patrons of Stanley Park and the ball-field area.
The setback of 15 feet is not pertinent, even though it is being met. Per Jennifer
Waters, Community Drive is not a right-of-way; it is just a road in the middle of a
large parcel.
It was moved and seconded (Heiser/Hanson) to approve the Location and Extent
Review application according to the findings recommended by Staff. The motion
passed 4-0.
REPORTS:
Town Board Liasion McAlpine thanked Planner Woeber for his time on Town Staff.
Fee Study updates:
Ayres Associates are working on this and will have a recommendation in another month
or two. The main question is how much money the Town wants to recoup on applications.
During the Study Session, the Town Board suggested an 80-90% range, with a per-item
flat fee. Also being looked at are equity fees and how often to update the fee schedule.
Hanson cautioned not short-selling staff time. Heiser took a different stance, noting that
Staff salary includes time spent on projects.
Building Code adoptions:
The Town Board approved the 2021 Building Codes in May. It was noted that Estes Park
is the first jurisdiction in the State to adopt the Colorado model State Energy and Electric
Code. These codes will be adopted on January 1, 2024.
With the exit of Joe Elkins, there is an opening for a new Commissioner. An application
is posted on the website at estes.org/volunteering. The position is open until filled.
There being no further business, Chair Comstock adjourned the meeting at 2:30 p.m.
_______________________________
Chair Comstock
Karin Swanlund, Recording Secretary
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PUBLIC WORKS Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jeff Bailey, PE, Engineering Manager
Greg Muhonen, PE, Public Works Director
Date: July 25, 2023
RE: Letter of Support for Grant Application to Colorado Department of
Transportation for the Cleave Street Project
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER Letters of Support
QUASI-JUDICIAL YES NO
Objective:
Brief the Town Board and obtain authorization for the Mayor to sign a letter of support
for an application to the Colorado Department of Transportation (CDOT) for funding
from the Revitalizing Main Street grant program for a portion of the Cleave Street
improvements.
Present Situation:
The Revitalizing Main Streets (RMS) Opportunity 2: Small Multimodal and Economic
Resiliency Grant from CDOT offers up to $250,000 to fund active transportation
infrastructure improvements that will support downtown vitality and the built
environment, encourage economic development, support community access to public
streets and multimodal transportation and imagine innovative uses of public spaces for
people. The Public Works Department proposes to offset the cost of the Cleave Street
project by $250,000 by applying for the Revitalizing Main Streets grant funds through
CDOT. The Cleave Street project was conceived in the 2018 Downtown Plan and is
identified for construction in 2023 in both the Strategic Plan and the 2023 Budget.
Public Works staff have worked with Kimley Horn on the design and public outreach for
this project. The intent is to advertise the project for construction bids this fall.
Proposal:
Public Works staff seek Town Board support for this grant application for the Cleave
Street Project.
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Advantages:
• Supporting this grant application will provide the opportunity to be awarded
additional funds to help complete the Cleave Street project.
• Staff have good experience managing this type of grant funding, including an
understanding of the use and reporting requirements of these funds.
• There are no federal funds in this grant which simplifies the grant management.
Disadvantages:
The local cost share is $25,000 (10% of the requested grant amount). The Town has
sufficient resources to budget for this required local grant match and will, if awarded,
follow proper appropriation processes to obligate the funds.
Action Recommended:
Public Works staff recommend the Town Board authorize the Mayor to sign the
attached letter of support for the RMS grant.
Finance/Resource Impact:
The 2023 budget includes $3,000,000 in funding for this project.
Public Works staff propose to utilize the following funding sources for these
applications:
• Local funds from Sales Tax 1A Streets fund.
• Local funds from the Community Reinvestment Fund
Public Works staff anticipate that the final blend of grant and local funding will be
accommodated within the components of the Cleave project line item in the 2023
budget.
Finance Director Hudson will provide a letter to accompany this grant application that
will state that the Town has sufficient resources to budget for the required local grant
match and will follow proper appropriation processes to obligate the funds.
Future Ongoing Impacts: Future ongoing expenditures for the Cleave Street project will
be the continued maintenance of the street improvements by Public Works Parks and
Street staff.
Future One-Time Impacts: This item is not expected to significantly impact other future
one-time costs.
Level of Public Interest
Public interest is expected to be low.
Sample Motion:
I move to approve/deny authorization for the Mayor to sign the attached letter of support
for the proposed RMS grant from CDOT.
Attachments:
1. Town Board Letter of Support for CDOT-RMS Grant Application
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Board of Trustees 970-577-4777 wkoenig@estes.org
170 MACGREGOR AVE. P.O. BOX 1200, ESTES PARK CO. 80517 WWW.ESTES.ORG
July 26, 2023
Revitalizing Main Street Grants Review Committee
Colorado Department of Transportation
10601 West 10th St
Greeley, CO 80634
RE: Letter of Support for CDOT-RMS Grant
Dear Ms. Hadley:
On behalf of the Town of Estes Park’s Board of Trustees, please accept this letter in support of the
Town’s application to the Colorado Department of Transportation (CDOT) for a Revitalizing Main
Street Grant.
At a Town Board meeting on July 25, 2023, the Board authorized me to sign this support letter, and
the Town acknowledges that a 10% local cost share is required, if awarded.
The Cleave Street project is part of the adopted 2018 Downtown Plan and has been influenced by the
input from public meetings and a public survey. The resulting design accommodates mobility-challenged
individuals, pedestrians, bicycles, automobiles, and delivery vehicles in a plaza-type environment. The
design is complete, and the project is scheduled to moved forward for construction bidding in the fall of
2023.
Estes Park, a community of only 6,000 full-time residents, hosts millions of people each year who visit
our historic village and our neighbor, Rocky Mountain National Park, the fifth most-visited national
park in our country in 2021. As a small, rural town whose occupancy increases exponentially over the
course of several summer months, we rely on assistance from Federal and State funding sources to
accommodate visitors, seasonal workers, and residents alike.
The Town Board expresses its gratitude to CDOT for the opportunity to pursue additional financial
assistance to complete this worthwhile project. Serving millions of people each guest season is a
responsibility that the Board takes seriously. As a premier national and global destination, we
welcome this partnership to improve our downtown street infrastructure for residents and guests as a
place to live, work, or visit. Favorable consideration of this application would be greatly appreciated.
Sincerely,
Wendy Koenig
Mayor, Town of Estes Park
cc: Jeff Bailey, Town Engineer, Town of Estes Park
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Public Works Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jennifer Waters, EIT, CFM, Civil Engineer I
Greg Muhonen, PE, Public Works Director
Date: July 25, 2023
RE: Resolution 63-23 Contract with GEI Consultants to Complete a Grant-
Funded Scoping Project for Capacity Improvements on the Big Thompson
River and Fall River - $136,875/Budgeted
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
Public Works staff seek review and approval of a contract with GEI Consultants, a
Colorado corporation, for the purpose of fulfilling a scoping project grant awarded by the
Colorado Division of Homeland Security and Emergency Management (DHSEM) on
April 20, 2022. GEI was selected through a qualifications-based Request for Proposals
(RFP) process carried out by Public Works.
Present Situation:
FEMA’s Flood Mitigation Assistance (FMA) grant program provides funding to
communities to assist in their efforts to reduce or eliminate the risk of repetitive flood
damage to buildings and structures insurable under the NFIP. Federal dollars in support
of FMA priorities were made available through the new Building Resilient Infrastructure
and Communities (BRIC) grant program in 2020. In December 2020, the Town Board
approved a letter in support of the BRIC grant application (submitted in January 2021)
to fund a scoping project for capacity improvements on the Big Thompson and Fall
Rivers.
•Scoping project means preparation of a technical report and 30% design
drawings that are ready to submit with an application for a construction grant to
completely design and build the capacity improvements. This report and drawing
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package would reflect conceptual and preliminary engineering, environmental
feasibility, utility impacts, and a Benefit Cost Analysis (BCA).
• Capacity improvements mean consideration of Big Thompson River and Fall
River channel widening or deepening, and possible replacement of the Rockwell
Street and Riverside bridges.
On May 2, 2023, the Town published the RFP for professional services to fulfill the work
of the scoping project funded by FEMA through the DHSEM. The RFP generated
interest from many qualified firms. On May 15, teams representing six consulting firms
attended the mandatory Pre-Proposal meeting in the Town Board Room. Afterward, all
teams participated in a walking tour of the downtown corridor along the Big Thompson
and Fall Rivers. The RFP process resulted in three (3) proposals submitted to the Town
on June 6.
A Town Review Team consisting of five Engineering staff members and one Planning
staff member reviewed the proposals and virtually interviewed all three proposer teams.
The Town Team reached a consensus about the top-scoring proposal from GEI
Consultants. Since then, Town staff and GEI have reached agreement on scope of
work, schedule, and costs (which are compatible with the Budget in the Grant Award
Letter).
Proposal:
The attached contract would be effective from the date the Town issues a Notice of
Award (approximately July 26, 2023) through Dec. 31, 2024. The value of the contract is
$547,500, of which $136,875 is the local match.
The attachments include the RFP document describing the scoping project and its
objectives. GEI’s proposal effectively addresses the RFP requirements; their fee
proposal provides sufficient detail about how the work is priced.
Advantages:
• Approval of the contract is essential for engaging a consultant to carry out the
scope of work described in the grant application and the award letter.
• The Town is a participant in the 2021 Larimer County Hazard Mitigation Plan
(HMP). Constructing the capacity improvements described in the scoping project
would fulfill a high-priority recommendation in the HMP for replacement of
bridges and widening of river channels in Estes Park.
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Disadvantages:
•Disapproval or delay in contract approval risks failure to fulfill the commitments
associated with being awarded the grant funding by FEMA for pre-disaster
mitigation activities.
Action Recommended:
Public Works staff recommend approval of the contract with GEI Consultants.
Finance/Resource Impact:
Current Impact: 204-5400-544.35-53 Community Reinvestment Fund, $547,500
($410,625 from Federal, $136,875 Local Match).
Future Ongoing Impacts: Completion of this study sets the stage to apply for future
construction grants that could reduce future flood recovery costs.
Future One Time Impacts: Future construction grants would have local match funding
requirements, but this study does not obligate the Town to any future project work.
Level of Public Interest
Low.
Sample Motions:
I move for the approval/denial of Resolution 63-23.
Attachments:
1.Resolution 63-23
2.Town of Estes Park Professional Services Contract with GEI Consultants, Inc.
3.RFP – Project Scoping for Capacity Improvement on the Big Thompson River
and Fall River dated May 2, 2023
4.PROPOSAL by GEI Consultants, Inc. dated June 6, 2023
5.GEI Fee Proposal dated June 20, 2023
6.Grant Award Letter from Colorado DHSEM dated June 22, 2022
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RESOLUTION 63-23
APPROVING A PROFESSIONAL SERVICES CONTRACT WITH GEI CONSULTANTS,
INC. TO COMPLETE A GRANT-FUNDED SCOPING PROJECT FOR CAPACITY
IMPROVEMENTS ON THE BIG THOMPSON RIVER AND FALL RIVER
WHEREAS, the Town Board wishes to enter into the services contract referenced
in the title of this resolution for the purpose of fulfilling grant #20FMA22TEP issued by the
Colorado Division of Homeland Security and Emergency Management.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves and authorizes the Mayor to sign the professional services
contract referenced in the title of this resolution in substantially the form now before the
Board.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 1
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PROFESSIONAL SERVICES CONTRACT
Project Scoping for Capacity Improvements on the Big Thompson River and Fall River
This project was supported by grant #20FMA22TEP issued by the Colorado Division of
Homeland Security and Emergency Management.
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and GEI
Consultants, Inc., a Massachusetts corporation, whose address is 2629 Redwing Rd, Suite 270,
Fort Collins, Colorado, 80526, make this Contract this 12th day of July, 2023, at the Town of
Estes Park, Colorado, considering the following facts and circumstances:
1 RECITALS:
1.1 Town desires to use the services of Consultant outlined in Consultant's Proposal; and
1.2 Consultant has agreed to provide the Services outlined in its Proposal, on the terms
and conditions stated in this Contract.
2 CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract
Documents. In resolving inconsistencies between two or more of the Contract Documents,
they shall take precedence in the order enumerated, with the first listed Contract Document
having highest precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
2.1 Change Orders;
2.2 Notice to Proceed;
2.3 This Contract;
2.4 The following Addenda, if any:
Number Date Page(s)
2.5 The following Special Conditions of the Contract, if any:
Document Title Page(s)
2.6 Notice of Award;
2.7 Grant Award Letter from the Colorado Department of Public Safety issued April 20,
2022, encumbrance no. 20FMA22TEP (“Grant”);
Attachment 2
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Town of Estes Park Professional Services Contract --Page 2 of 12
2.8 Request for Proposals, containing 77 pages, dated May 2, 2023;
2.9 Consultant's Proposal, containing 74 pages, dated June 6, 2023;
2.10 Insurance Certificates; and
2.10 Fee Proposal, containing 5 pages, dated June 20, 2023.
3 SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense all
materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the
conditions and prices stated in the Contract Documents. Consultant shall perform all
obligations which the Grant requires to be placed on Consultant.
4 BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s notice to proceed. Consultant shall
timely perform its Services, according to Consultant’s Proposal or as otherwise directed by
the Town.
5 PRICE: The Town will pay Consultant for the performance of this Contract, not to exceed
$547,500, as the Price for the total Services performed as stipulated in Consultant's Proposal.
This Contract does not create a multiple fiscal year direct or indirect debt or other financial
obligation. Each request for service shall incur a concurrent debt for that request only. All
financial obligations of the Town under this Contract are contingent upon appropriation,
budgeting, and availability of specific funds to discharge such obligations.
6 TIME OF PAYMENTS TO CONSULTANT: The Consultant shall bill its charges to the
Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a
brief description of the Services provided by each such employee, and an itemization of
direct expenses. The Town will pay each such bill which it finds to be in accordance with
this Contract within forty-five days of its receipt. If Town questions any part of a bill, finds
any part of a bill does not conform to this Contract, or claims the right to withhold payment
of any part of a bill, it will promptly notify Consultant of the question, nonconformity or
reasons for withholding.
7 QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any
of its obligations under this Contract. Notwithstanding any other terms of this Contract,
Town may withhold any payment (whether a progress payment or final payment) to
Consultant under the following conditions:
7.1 Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
7.2 Consultant is in default of any of its obligations under this Contract or any of the
Contract Documents.
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Town of Estes Park Professional Services Contract --Page 3 of 12
7.3 Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
7.4 Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
8 CONSULTANT'S DUTIES:
8.1 Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best
efforts, skill, judgment, and abilities. Consultant will further the interests of Town
according to Town’s requirements and procedures, according to high professional
standards.
8.2 Consultant has and will undertake no obligations, commitments, or impediments of
any kind that will limit or prevent its performance of the Services, loyally, according
to the Town's best interests. In case of any conflict between interests of Town and any
other entity, Consultant shall fully and immediately disclose the issue to Town and,
without Town's express approval, shall take no action contrary to Town's interests.
8.3 Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in
the Consultant's same profession under the same or similar circumstances (Standard
of Care).
8.4 Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors in accordance with the
Standard of Care, and will conform to the requirements of this Contract. Town
approval of defective drawings or other work shall not diminish or release
Consultant's duties, since Town ultimately relies upon Consultant's skill and
knowledge.
8.5 The Contract Documents determine whether the Consultant's Scope of Services
includes detailed independent verification of data prepared or supplied by Town.
Consultant will, nevertheless, call to Town's attention anything in any drawings,
plans, sketches, instructions, information, requirements, procedures, or other data
supplied to Consultant (by the Town or any other party) that Consultant knows, or
reasonably should know, is unsuitable, improper, or inaccurate for Consultant's
purposes.
8.6 Consultant shall attend such meetings on the work stated in this Contract, as Town
requires. Town will give reasonable notice of any such meetings, so Consultant may
attend. Town will pay for any meeting time exceeding Consultant’s total estimate of
included hours, according to Consultant’s fee schedule attached to Consultant’s
proposal.
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Town of Estes Park Professional Services Contract --Page 4 of 12
8.7 As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8.8 Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
8.9 Consultant shall keep its books and records for Services and any reimbursable
expenses according to recognized accounting principles and practices, consistently
applied. Consultant shall make them available for the Town's inspection at all
reasonable times. Consultant shall keep such books and records for at least three (3)
years after completion of the Services.
9 TOWN'S DUTIES:
9.1 Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
9.2 Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
9.3 Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions
to the Consultant in writing within a reasonable time.
9.4 Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and
define the Town's policies and decisions on the Consultant’s Services.
9.5 Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10 USE OF FINAL PRODUCT: Consultant may have limited involvement after the completion
of this Agreement and lacks control of the future use of Consultant's work. Except for
deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
10.1 The Consultant will keep record copies of all work product items delivered to the
Town.
11 OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and
other materials peculiar to the Services of Consultant or Consultant’s subconsultants under
this Contract are property of Town, for its exclusive use and re-use at any time without
further compensation and without any restrictions. Consultant shall treat all such material
and information as confidential, and Consultant shall neither use any such material or
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Town of Estes Park Professional Services Contract --Page 5 of 12
information or copies on other work nor disclose such material or information to any other
party without Town's prior written approval. Upon completion of Services, or at such other
time as the Town requires, Consultant shall deliver to the Town a complete, reproducible set
of all such materials. For copyright ownership under the Federal Copyright Act, Consultant
conveys to Town and waives all rights, title and interest to all such materials in written,
electronic or other form, prepared under this Contract. Town shall have worldwide reprint
and reproduction rights in all forms and in all media, free of any claims by the Consultant or
its subconsultants and subcontractors. The Town's rights, granted above, in drawing details,
designs and specifications that are Consultant's standard documents for similar projects, and
in Consultant’s databases, computer software and other intellectual property developed, used
or modified in performing Services under this Contract are not exclusive, but joint rights,
freely exercisable by either the Town or the Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12 CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to
make corresponding adjustments in the contract price and time for completion. All changes
will be authorized by a written change order signed by Town. Work shall be changed, and
the contract price and completion time shall be modified only as set out in the written
change order.
13 SERVICE OF NOTICES: The parties may give each other required notices in person or by
first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Jennifer Waters
Civil Engineer I
170 MacGregor Ave,
Estes Park, CO 80517
CONSULTANT:
Thomas A. Smerdel
Senior Fluvial Geomorphologist
GEI Consultants, Inc.
2629 Redwing Rd, Suite 270,
Fort Collins, CO 80526
14 COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
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Town of Estes Park Professional Services Contract --Page 6 of 12
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA.
15 PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful
prosecution of its Services. Anyone conducting business in the Town of Estes Park is
required a business license which can be obtained from the Town Clerk’s Office.
16 PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold and
save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred
by reason of actual or alleged infringement during the prosecution or after completion of
Services.
17 INSURANCE: Consultant shall, at its own costs, secure and continuously maintain through
the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-
made policy, Consultant shall include the necessary retroactive dates and extended reporting
periods to maintain continuous coverage.
17.1 Professional Liability/Errors and Omissions for at least $1,000,000.
17.2 Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
17.3 General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and
defense cost. Coverage shall include bodily injury, property damage, personal injury,
and contractual liability.
17.4 Comprehensive Automobile Liability with minimum limits for bodily injury and
property damage coverage of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorneys' fees and defense costs, for each
of Consultant's owned, hired or non-owned vehicles assigned to or used in
performance of this Contract.
17.5 Valuable Papers insurance in an amount adequate to assure the restoration of any
plans, drawings, field notes, or other similar data related to the services covered by
this Contract in case of their loss or destruction.
17.6 The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
coverages shall not contain endorsements including the Town, its officers or
employees as additional insureds. Every policy required above shall be primary
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Town of Estes Park Professional Services Contract --Page 7 of 12
insurance. Any insurance or self-insurance benefits carried by Town, its officers, or
its employees, shall be in excess and not contributory to that provided by Consultant.
17.7 Consultant shall, upon request, provide Town a copy of each required policy, and
may redact any bona fide confidential commercial information or trade secrets.
17.8 As evidence of the insurance coverages required by this Contract, before beginning
work under this Contract, Consultant shall furnish certificates of insurance certifying
that at least the minimum coverages required here are in effect and specifying the
liability coverages (except for professional liability) are written on an occurrence
form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: Public Works
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
17.9 If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
17.10 Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of
any reduction or exhaustion of aggregate limits, which Town may deem to be a
breach of this Contract.
17.11 The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S.,
as from time to time amended, or otherwise available to the parties, their officers, or
their employees.
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Town of Estes Park Professional Services Contract --Page 8 of 12
17.12 If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than
the commencement date of the project and will be maintained at least 72 months after
the completion date of the project.
17.13 Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18 INDEMNIFICATION:
18.1 Consultant and its agents, principals, officers, partners, employees, and
subcontractors ("Indemnitors") shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents ("Indemnitees") from all
claims, damages, losses, liens, causes of actions, suits, judgments, and expenses
(including attorneys’ fees), of any nature, kind, or description ("Liabilities") by any
third party arising out of, caused by, or resulting from any Services under this
Contract if such Liabilities are: (1) attributable to bodily injury, personal injury,
sickness, disease, or death of any person, or to the injury or destruction of any
tangible property and (2) to the extent caused, in whole or in part, by any negligent
error, omission or act of the Consultant, anyone directly or indirectly employed by it,
or anyone for whose acts Consultant may be liable.
18.2 If more than one Indemnitor is liable for any error, omission or negligent act covered
by this Agreement, the Consultant shall be liable to the Indemnitees for
indemnification and the Consultant may settle ultimate responsibility among
themselves for the loss and expense of any such indemnification by separate
proceedings and without jeopardy to any Indemnitee. This Agreement shall not
eliminate or reduce any other right to indemnification or other remedy the Town, or
any of the Indemnitees may have by law.
18.3 As part of this indemnity obligation, the Consultant shall, to the extent it is found
liable, compensate the Town for any time the Town Attorney's Office and other
counsel to the Town reasonably spend on such claims or actions at the rates generally
prevailing among private practitioners in the Town of Estes Park for similar services.
This obligation to indemnify the Town shall survive the termination or expiration of
this Agreement.
19 INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is
an employee or agent of the Town in any capacity. Consultant’s officers, employees and
agents are not entitled to Workers' Compensation benefits from the Town, and
Consultant is obligated to pay federal and state income tax on money earned under this
Agreement. Except as this Agreement expressly states, Consultant shall, at its sole expense,
supply all buildings, equipment and materials, machinery, tools, superintendence, personnel,
insurance and other accessories and Services necessary. This Agreement is not exclusive;
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Town of Estes Park Professional Services Contract --Page 9 of 12
subject the terms of this Agreement, Town and Consultant may each contract with other
parties.
20 PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party
based upon any attribution to either party.
21 HEADINGS FOR CONVENIENCE: All headings, captions and titles are for convenience
and reference only and of no meaning in the interpretation or effect of this Contract.
22 NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits
under this Agreement is an incidental beneficiary only.
23 TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town (in
its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall
not require any employee's discharge from employment, but shall merely prohibit the
employee's presence at Town’s work sites. Such a bar shall not warrant an increase in
contract time or Price.
24 WAIVER: No waiver of any breach or default under this Agreement shall waive any other
or later breach or default.
25 TERM: This Contract shall commence on July 12, 2023, and shall continue through
November 18, 2024 with the option of four (4) additional renewals, on an annual basis, upon
agreement of both parties.
26 TERMINATION:
26.1 In addition to any other available remedies, either party may terminate this Contract if
the other party fails to cure a specified default within seven (7) days of receiving
written notice of the default. The notice shall specify each such material breach, in
reasonable detail.
26.2 Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant
written Notice of Termination specifying the extent and effective date of termination.
In case of termination, for convenience, Town shall pay Consultant for work
satisfactorily completed, to the date of termination. The Town shall determine the
portion of work completed.
26.3 If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans,
photographic images, tests, maps, surveys and writer’s materials of any kind
generated in the performance of its Services under this Contract up to and including
the date of termination.
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Town of Estes Park Professional Services Contract --Page 10 of 12
27 SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon
receipt of such notices the Consultant shall cease their work as efficiently as possible, to
keep total charges to a minimum. The Town must specifically authorize any work performed
during suspension. Since suspension and subsequent reactivation may inconvenience the
Consultant, Town will endeavor to provide advance notice and minimize its use. After a
suspension has been in effect for thirty days, the Consultant may terminate this Contract at
will.
28 ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its rights
or delegate its duties under this Contract without the express written approval of the other.
29 SUBCONTRACTING: Except subconsultant clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only
with Town's express prior written approval. Consultant is solely responsible for any
compensation, insurance, and all clerical detail involved in employment of subconsultants.
30 GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action
filed regarding this agreement shall be only in Larimer County, Colorado.
31 AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document,
the signatories represent that they have actual authority to enter this Contract for the
respective parties.
32 INTEGRATION: There are no other agreements on the same subject than expressly stated or
incorporated in this Contract.
33 DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates
this Contract, in whole or in part, due to Contractor’s breach of any provision of this
Contract, Contractor shall, to the extent of its negligence, be liable to the Town.
Signature pages follow.
Page 40
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Town of Estes Park Professional Services Contract --Page 12 of 12
TOWN OF ESTES PARK:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal
corporation, on behalf of the corporation, this day of , 2023.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
Page 42
REQUEST FOR PROPOSALS
Project Scoping for Capacity Improvements
on the Big Thompson River and Fall River
Estes Park, Colorado
This project was supported by grant #20FMA22TEP issued by the
Colorado Division of Homeland Security and Emergency Management
May 2, 2023
Public Works Department
Town of Estes Park
P.O. Box 1200
Estes Park, CO 80517
Proposals due by 2:00 PM MDT, June 6, 2023
TABLE OF CONTENTS
Attachment 3
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I. INTRODUCTION & IMPORTANT NOTICES..............................................................3
Project Summary
Notification of Federal Participation
Proposal Schedule
Proposal Documents
Mandatory Pre-Proposal Meeting, Optional Site Tour and Written Questions
Proposer Communications and Requests
Addenda to the RFP
II. PROJECT OVERVIEW......................................................................................................6
Background
Project Description
Scope of Work
Contract Administration
III. INSTRUCTIONS TO PROPOSERS................................................................................14
Organization of the Submittal
Proposal Submission
Submittal Review, Interview and Selection Process
Fee
Selection Criteria
General Requirements
Right to Reject
Protest Procedures
Federal Provisions
Figure 1: 2021 Larimer County HMP (Estes Park priority recommendation)
Figure 2: Project Footprint Boundary map
Figure 3: Y diagram
Attachment A: Town of Estes Park Professional Services Contract
Attachment B: FEMA Mitigation Project Scoping Grant Application – BRIC
Attachment C: Grant Award Letter
Exhibit A, Scope of Work
Exhibit B, Budget
Exhibit C, Sample Option Letter
Exhibit D, Federal Provisions
I. INTRODUCTION & IMPORTANT NOTICES
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PROJECT SUMMARY
The Town of Estes Park (TOEP) seeks proposals from qualified consulting firms to provide professional
services to fulfill work awarded through a FEMA grant and the Colorado Division of Homeland Security &
Emergency Management (DHSEM). The funded activities are a scoping project that aims to reduce the risk
of repetitive flood damage to buildings insured by the National Flood Insurance Program (NFIP).
Scoping is for a potential construction project to improve channel capacity along two rivers (Fall River and
Big Thompson River) in the iconic downtown corridor of Estes Park. The scoping project includes
consideration of bridge replacement at two Big Thompson River crossings (Riverside Drive and Rockwell
Street).
Activities to be completed by the selected firm include:
• Environmental impact and historic preservation review;
• Utilities impact assessment;
• Properties acquisition assessment;
• Conceptual design;
• Obtaining community input;
• Preliminary design (30%); and
• Benefit Cost Analyses (BCA).
Extents of the scoping project in Estes Park:
• Fall River (Moraine Avenue to the confluence with the Big Thompson River); and
• Big Thompson River (Rockwell St bridge to N Saint Vrain/US 36 bridge).
The final result of this scoping project is the development of an application-ready mitigation project.
NOTIFICATION OF FEDERAL PARTICIPATION
The Flood Mitigation Assistance (FMA) grant program provides funding to communities to assist in their
efforts to reduce or eliminate the risk of repetitive flood damage to buildings and structures insurable under
the NFIP. Project Scoping is one of five FMA program priorities in Fiscal Year (FY) 2020. Federal dollars
are available through FY 2020 Building Resilient Infrastructure and Communities (BRIC) grant program for
pre-disaster mitigation activities. BRIC priorities are to:
• Incentivize public infrastructure projects;
• Incentivize projects that mitigate risk to one or more lifelines;
• Incentivize projects that incorporate nature-based solutions; and
• Incentivize adoption and enforcement of modern building codes.
The Federal Emergency Management Agency (FEMA) is providing funding for project scoping as an
eligible capability- and capacity-building activity. The funds covering the Town of Estes Park grant are
passed through the Colorado DHSEM. The Town’s share of this scoping project cost is 25%.
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Acceptance of federal funding requires a recipient (Town of Estes Park) to comply with all federal, state,
and local laws. For all its grant-funded projects, the Department of Homeland Security (DHS) and FEMA
are required to consider the potential impacts to natural and cultural resources through its Environmental
Planning and Historic Preservation (EHP) Review. This review fulfills mandates in:
• National Environmental Policy Act;
• National Historic Preservation Act of 1966, as amended;
• National Flood Insurance Program of 1968, as amended; and
• Any other applicable laws and Executive Orders.
All applicants must have a current FEMA-approved Hazard Mitigation Plan (HMP) for BRIC funding
eligibility. The Town of Estes Park is a participant in the 2021 Larimer County HMP. The HMP includes a
high-priority recommendation for replacement of bridges and widening of river channels in Estes Park
(Figure 1).
PROPOSAL SCHEDULE
The following is the schedule for Proposers:
PROPOSAL DOCUMENTS
Request for Proposals document can be obtained through Rocky Mountain E-Purchasing System (BidNet)
or on the Town’s website, https://estespark.colorado.gov/rfp.
Dates Action
May 2, 2023 Publish and Release RFP on BidNet and Town Website
May 15, 2023
Mandatory Pre-Proposal Meeting at 11:00am MDT and Optional Site Tour at
1:30pm MDT
May 18, 2023 Questions Due to Town at 2:00pm MDT via BidNet or Email
May 22, 2023
TOEP Answers to Submitted Questions posted by 5:00pm MDT on BidNet and
Town Website
June 6, 2023 Proposals Due, 2:00pm MDT via BidNet or Email
June 12 & 13, 2023 Interviews (Virtual)
June 15, 2023 Notice of Intent to Award
June 21, 2023 Signed Contract Due to Town by 3:00pm MDT
July 11, 2023 Anticipated Contract Execution at Town Board Meeting
July 12, 2023 Anticipated Notice to Proceed
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MANDATORY PRE-PROPOSAL MEETING, OPTIONAL SITE TOUR AND WRITTEN
QUESTIONS
A mandatory pre-proposal meeting will be held in Estes Park on Monday, May 15, at 11am MDT. Meeting
instructions and an agenda will be posted by 5:00pm on Friday, May 12, on BidNet and on the Town’s
website, https://estespark.colorado.gov/rfp................
The Town is also offering an optional walking site tour on the same day as the pre-proposal meeting
(Monday, May 15) at 1:30pm MDT. Although not mandatory, prospective proposers are strongly
encouraged to participate in the tour of the scoping project site. Please indicate your intent to participate in
the site tour by emailing the TOEP representative for this RFP at jwaters@estes.org. Site tour reservations
should be received before 5:00pm MDT on Friday, May 12.
Prospective proposers are requested to submit written questions to the TOEP representative via email or
BidNet by 2:00pm MDT on Thursday, May 18. Proposers are reminded that changes to the RFP will be by
written addenda only. Nothing stated verbally shall change, or qualify in any way, any of the provisions in the
RFP, and shall not be binding on the TOEP.
PROPOSER COMMUNICATIONS AND REQUESTS
All correspondence, communications, and contact regarding this RFP shall be with the TOEP representative
identified as follows:
Jennifer Waters, EIT, CFM
Development Review Engineer & Floodplain Administrator
Public Works Department
Town of Estes Park
170 MacGregor Avenue, Room 100
P.O. Box 1200
Estes Park, CO 80517
Email: jwaters@estes.org
Proposers and their representatives shall not make any contact or communicate with any members of the
TOEP, other than the TOEP representative, regarding this RFP process.
At any time during the RFP process, up to the time specified in “Proposal Schedule,” proposers may submit
a request for clarification or interpretation of this RFP document. All questions and subsequent answers will
be included in addendum documentation.
If it should appear to a prospective proposer that the scope under the contract, or any of the matters relating
thereto, is not sufficiently described or explained in the RFP or contract documents, or that any conflict or
discrepancy exists between different parts thereof or with any Federal, State, or local law, ordinance, rule,
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regulation, or other standard or requirement, then the proposer shall submit a written request for
clarification to the TOEP within the time period specified above.
ADDENDA TO RFP
The TOEP reserves the right to amend the RFP at any time. Any amendments to or interpretations of the
RFP shall be described in written addenda. The TOEP shall post addenda for prospective proposers to
access through BidNet and the Town’s website. It is the responsibility of prospective proposers to access all
addenda. All addenda issued shall become part of the RFP.
Proposers shall acknowledge the receipt of e ach individual addendum and all prior addenda in their
proposals. Failure to acknowledge in their proposals receipt of addenda may at the TOEP's sole option
disqualify the proposal. If the TOEP determines that the addenda may require significant changes in the
preparation of proposals, the deadline for submitting the proposals may be postponed by the number of
days that the TOEP determines will allow proposers sufficient time to revise their proposals. Any new due
date shall be included in the addenda.
II. PROJECT OVERVIEW
BACKGROUND
The Town of Estes Park is located approximately 70 miles northwest of Denver and bordered to the west
by Rocky Mountain National Park (RMNP). Estes Park is a statutory town of about 6000 residents in the
Estes Valley; the unincorporated parts of the Valley are governed by Larimer County. Estes Park is the
primary gateway community for RMNP, one of the most-visited national parks in the country. Around 4
million visitors from around the world arrive here primarily during the summer and “shoulder” months.
Five drainage basins converge as the Big Thompson River, part of which is impounded as Lake Estes at an
elevation 7522 feet above sea level. The Big Thompson and Fall Rivers both originate in RMNP and
converge at about 7527 feet in the downtown business district of Estes Park. The Town’s main street
(Elkhorn Avenue) is lined with two-story, wooden structures built in the previous century.
The Special Flood Hazard Area (SFHA) in Estes Park consists of the AE Zone and includes a delineated
floodway. The effective Flood Insurance Rate Maps (FIRMs) are dated December 19, 2006. Following the
destructive 2013 flood in the Estes Valley, the State of Colorado funded a study to provide a mitigation and
land use framework in areas likely to be affected by future flooding, erosion, and debris flow events. This
effort, known as the Colorado Hazard Mapping Program (CHAMP), led to updated floodplain maps.
Accordingly, a Revised Preliminary Flood Insurance Study (FIS) and corresponding FIRMs dated
12/20/2021 were issued by FEMA based on the CHAMP results. These Preliminary maps include a
regulatory floodway calculated by 2D analysis for the SFHA in downtown Estes Park. The Appeal Period in
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the Adoption Process ended in August 2022, but a Letter of Final Determination has not been released. The
Preliminary products are not expected to become final until sometime in 2024.
The Town’s Floodplain Regulations are in Chapter 18.04 of the Estes Park Municipal Code. This chapter
became effective in 2019 and meets the minimum standards for Rules and Regulations for Regulatory
Floodplains in Colorado (2 CCR 408-1). The “Basis for establishing the Special Flood Hazard Area” in the
Town’s code provides for regulating to the CHAMP study if more restrictive than the effective SFHA
(18.04.040).
The Town of Estes Park began participation in the National Flood Insurance Program (NFIP) in 1975.
There are approximately 200 NFIP policyholders in the jurisdiction. Estes Park is currently not a participant
in the Community Rating System (CRS).
PROJECT DESCRIPTION
Under the BRIC program, project scoping is an eligible capability-and capacity-building activity that must
result in a resource, strategy, or tangible mitigation product that will reduce or eliminate risk and damage
from future natural hazards, increase resiliency, and promote a culture of preparedness.
All Project Scoping activities should result in either an improvement in the capability to identify appropriate
mitigation projects or in the development of an application-ready mitigation project for FMA, BRIC, or
another funding opportunity that will provide benefits to the NFIP.
Potential Project Scoping activities eligible under BRIC include:
• Undertaking activities that lead to development of project applications;
• Scoping and developing hazard mitigation projects, including engineering design and feasibility
studies;
• Conducting meetings, outreach, and coordination with potential sub-applicants and community
residents to identify potential future mitigation projects; and
• Collecting data for benefit-cost analyses, environmental compliance, and other program
requirements.
The extents of the Scoping Project in Estes Park (Figure 2) are in the downtown district. The Fall River
(Moraine Avenue to the confluence with the Big Thompson River) and the Big Thompson River (Rockwell
St bridge to N Saint Vrain/US 36 bridge) flow through this corridor. Lining the rivers are businesses,
residential spaces, accommodations, parking, infrastructure for transportation and utilities, and natural
riparian zones.
Hydrology and hydraulics analyses conducted for the Downtown Estes Loop (DEL) project now under
construction indicate that bridges and river channels are not adequate to convey hazardous flood flows. To
reduce damage and destruction to property, critical services, facilities, and infrastructure, the scoping project
is expected to assess:
• widening the Big Thompson River channel between the N Saint Vrain/US 36 bridge and the
Rockwell Street bridge;
• replacing the Riverside Drive bridge and Rockwell Street bridges; and
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• channel work on Fall River between confluence with Big Thompson River and the Moraine Avenue
bridge.
SCOPE OF WORK
At a minimum, the following scope of work should be addressed in a consultant’s proposal. The final and
most detailed scope of work will be developed in collaboration with the selected consultant.
Project Introduction
The Town of Estes Park will use Flood Mitigation Assistance (FMA) project scoping funds to improve
channel capacity along two rivers that converge in the historic downtown corridor of Estes Park. This
concept (Figure 3) includes consideration of bridge replacement at two river crossings.
Figure 3
Photographs on the next two pages show the Fall River and the Big Thompson River within or just outside
the scoping project boundary.
P HOTOGRAPHS
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Fall River – Moraine Bridge
Fall River – downstream Moraine Bridge
Fall River – upstream confluence
Fall River (right) and Big Thompson River (left) – confluence
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PHOTOGRAPHS
Big Thompson River – Riverside Bridge
Big Thompson River – Rockwell Bridge
Big Thompson River – downstream Riverside Bridge
Big Thompson River – N Saint Vrain/US 36 Bridge
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Objectives
This scoping project aims to reduce the risk of repetitive flood damage to buildings insured by the NFIP.
Objective 1: Provide information about project components that determine future risk reduction benefits
of a hazard mitigation project.
Objective 2: Demonstrate that the Benefit-Cost Ratio (BCR) pertains to a potential project that is
considered cost-effective (BCR is at least 1.0).
Objective 3: Produce results that support a complete project application for future construction funding
opportunities.
Objective 4: Show that construction results will meet FEMA standards for a successful mitigation project
designed to increase resilience and public safety; reduce injuries and loss of life; and reduce damage and
destruction to property, critical services, facilities, and infrastructure.
Description
As an FMA priority, project scoping is funded by the FEMA BRIC program. The scope of work consists of
pre-disaster mitigation activities incentivized by relevant BRIC priorities:
• Public infrastructure will be enhanced with channel improvements and bridge replacement.
• Community lifelines are transportation safety (road bridges), energy reliability (power grid
redundancy for critical facilities), and improved security from the riverine flooding hazard (channel
widening).
This scoping project shall satisfy the Objectives and determine project impacts, constructability, and
feasibility by applying the tasks listed below and described in detail in the next section.
Task 1: Environmental impact and historic preservation review;
Task 2: Utilities impact assessment;
Task 3: Properties acquisition assessment;
Task 4: Conceptual design;
Task 5: Obtaining community input;
Task 6: Preliminary design (30%); and
Task 7: Benefit-Cost Analyses (BCA).
The Town’s FEMA Mitigation Project Scoping Grant Application – BRIC is provided (Attachment B) as
reference for this RFP.
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Project T asks
The scoping project is about developing, conducting, and completing specific tasks:
Task 1: Environmental impact and historic preservation review.
• Access the FEMA Environmental Planning and Historic Preservation (EHP) Review screening for
submission to DHSEM (https://www.fema.gov/grants/guidance-tools/environmental-historic).
The EHP review process must be completed before funds are released to carry out the proposed
project.
• Conduct a review for environmental impacts and opportunities.
• Conduct a review for historic preservation impacts and opportunities.
• Reference data and relevant information from the DEL project.
o Environmental Assessment (EA) for Downtown Estes Loop Project
Task 2: Utilities impact assessment.
• Conduct a review of utilities impacts and opportunities.
• Reference data and relevant information from the DEL project.
• Coordinate with two local sanitation districts.
• Coordinate with the Town’s Water Division in the Utilities Department.
• Coordinate with the Town’s Power & Communications Division in the Utilities Department.
o Installation of conduits for power redundancy (loop feed) to the hospital.
o Installation of fiber-optic cables for redundancy (loop feed) to the hospital.
Task 3: Properties acquisition assessment.
• Conduct a property acquisition assessment for river channel and bridge replacement work.
• Reference data and relevant information from the DEL project.
Task 4: Conceptual design.
• Develop conceptual design for the Fall River and Big Thompson River.
• Develop options and alternatives for mitigation of the riverine flooding hazard.
• Incorporate nature-based solutions as appropriate.
Task 5: Obtaining community input.
• During the property acquisition assessment process, seek community and stakeholder input and
guide outreach to affected property owners and businesses.
• Seek community and stakeholder feedback while developing conceptual designs.
• Seek community and stakeholder guidance while developing preliminary engineering plans and 30%
designs.
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Task 6: Preliminary design (30%).
• Develop and complete preliminary engineering plans and project designs.
• Reference data and relevant information from the DEL project.
o Hydrology and Hydraulics Preliminary Report, Revision 3 (6/6/16)
• Reference sources provided by the Town of Estes Park.
o Moraine Avenue Bridge Replacement project (2017)
o Estes Valley Stormwater Master Plan (2018)
o Estes Valley Master Trails Plan (and its Addendum #1)
o Estes Forward Comprehensive Plan (2022)
o Update to 2021 ICC codes (expected 2023)
• Reference reviews and assessments previously completed.
• Reassess preliminary design based on BCA results.
• Finalize preliminary design (30%) plans based on final BCR.
Task 7: Benefit-Cost Analyses (BCA).
• Develop a BCA using FEMA’s BCA Toolkit (https://www.fema.gov/grants/tools/benefit-cost-
analysis#toolkit)
• Reference preliminary plans and other findings previously obtained.
• Rework BCA as needed to obtain a BCR result greater than 1.0.
Project Schedule
Start August 2023.
Task durations may overlap and the sequence may be adjusted. The selected consultant shall collaborate
with the Town to develop a schedule that best fits the needs of the project.
Finish November 2024.
Task Duration
1: Environmental impact and historic preservation review 2 months
2: Utilities impact assessment 7 months
3: Properties acquisition assessment 7 months
4: Conceptual design 3 months
5: Obtaining community input ongoing as needed
6: Preliminary design (30%) 6 months
7: Benefit-Cost Analyses (BCA) 2 months
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Project D eliverables
All reports and drawings produced for the work of this project scoping shall be delivered to the Town in
electronic format including pdf and other forms appropriate for use in platforms such as ArcMap and
AutoCAD.
Project Close-Out
Once the consultant’s final project report and preliminary engineering plans have been accepted by the
Town, the final Progress Report shall be submitted to DHSEM in accordance with the Grant Award Letter.
The Town has 45 days after the Grant Expiration Date to close out the Grant.
CONTRACT ADMINISTRATION
The selected firm shall be obligated by the Town of Estes Park Professional Services Contract. All
additional requirements, such as the Federal provisions attached to the Grant Award Letter, will be bound
to the Contract.
III. INSTRUCTIONS TO PROPOSERS
ORGANIZATION OF THE SUBMITTAL
Eligibility to submit a proposal begins with attendance at a mandatory pre-proposal conference which will
be held on Monday, May 15, at 11:00am MDT. The RFP information shall be organized per the submittal
format outlined below. Organization and brevity are appreciated. The sections of the RFP shall be
indexed per the five (5) sections noted below in the submittal format for easy reference.
1) Cover Letter: Identify the proposer’s name, mailing address, telephone number and contact
person(s). The letter must be signed by the proposer and should be limited to two (2) pages.
2) Project Ap proa ch: Based upon the Scope of Work, project data provided in this RFP, and available
supplemental data, provide a narrative description of the work to be accomplished and the
firm’s approach to completing the work. The overview should articulate an understanding of
the Town's needs. The overview should describe the proposed work and all applicable
requirements.
3) Key Personnel & Firm Qualifications: Include resumes for each member of the design team.
The primary contact for the firm should be clearly defined. It is desirable for the project
manager to have relevant experience managing a scoping project. Identify the specific role and
phase of participation anticipated for this Project and highlight the unique elements/qualifications
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provided to the design team. Provide background information including education,
professional titles, related qualifications, specific roles in past projects, and relevant experience.
4) Schedule: Provide a representative milestone schedule to demonstrate the firm's ability to meet
the schedule. The scoping project work shall be completed by Monday, November 18, 2024.
5) R elevant Expe rience & R efe rences: Provide a list of at least three (3) previous client references,
two (2) of which should be projects relevant to floodplain engineering. Include specific information
about each project that applies to the experience o f your firm relative to th is RFP. Provide a list of
references for projects which your firm has completed (and, if applicable, at least one of those
projects should show work that any sub-consultants have performed with your firm, collectively as a
team).
PROPOSAL SUBMISSION
Proposals should be submitted electronically (via BidNet or email) on or before 2:00pm MDT on Tuesday,
June 6, 2023. For submission by email to the TOEP representative, use jwaters@estes.org. The email
subject line should read: “Project Scoping Grant #20FMA22TEP.”
LATE PROPOSALS WILL NOT BE ACCEPTED OR CONSIDERED.
Rejection of Proposal
The Town of Estes Park Public Works Department reserves the right to reject any or all proposals and to
waive formalities and minor irregularities in proposals received if deemed in the best interest of the Town to
do so. The total cost of proposal preparation, submission and any travel or accommodations resulting from
proposal preparation shall be covered by the proposer.
Use of Subcontractors
The proposing firm shall indicate in the proposal any work intended to be performed by subcontractors or
persons outside of their firm (such as partnering firms or sub-consultants). The proposer shall name the
partner firms, if known, at the time of proposal submittal. Partners and subcontractors shall be bound to
meeting the same quality standards and schedules as the proposing firm. They will also provide the same
level of documentation (insurance & business licenses).
Award of Contract
A formal agreement will be awarded to the most responsive firm, which is defined as the firm that submits a
proposal which fully meets the requirements as defined in the Scope of Work and during any subsequent
interview. The executed agreement will be as described under the Contract Administration section.
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Insurance Requirements
Insurance Certificates are not required with the proposal but shall be provided by the selected firm with the
signed Professional Services Contract. The TOEP must approve all insurance documentation prior to
execution of the agreement by the Town Board of Trustees. The successful firm shall acquire a Town
Business License prior to signing the agreement, at its own expense.
Response Material Ownership
All material submitted regarding this RFP becomes the property of TOEP and will only be returned to the
Firm at the Town’s option. The Town of Estes Park has the right to use any or all ideas presented in reply
to this RFP. Disqualification of the proposer does not eliminate this right.
Term of Contract
The Town will generate the Professional Services Contract in accordance with Town policy. A copy of the
Town’s standard Professional Services Contract is included as Attachment A. A contract term that is
acceptable for both the Town and the selected firm will be negotiated upon selection.
SUBMITTAL REVIEW, INTERVIEW AND SELECTION PROCESS
Respondents should submit a comprehensive, but concise, RFP submittal. Failure of the respondents to
provide any information requested in this RFP may result in disqualification of the submitted proposal.
Submittal Review: The Review Committee shall evaluate and rank proposal submittals based on alignment
with the RFP requirements, Submittal Format, and Review Criteria in order to select up to three (3) firms to be
invited to a virtual interview. TOEP also reserves the right to select a firm based on the proposals only.
Interview of Finalists: At the Town’s option, the field will be narrowed to the top responsive proposers
and they will be invited to interview with the review committee virtually. The finalists will have
approximately three (3) business days to prepare for a virtual meeting with the Town’s review committee.
Disclaimer: Any Professional Services Contract is subject to the review and approval of the Town of Estes
Park, Board of Trustees.
FEE
The Town is conducting a qualification-based solicitation. Selection will be based on qualifications and
interviews. Upon selection of the preferred firm or team of firms, the TOEP will work with the selected team
to finalize a detailed scope of services and fees. If subsequent fee negotiations are unsuccessful, TOEP reserves
the right to negotiate with the next highest-scoring candidate.
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SELECTION CRITERIA
The following criteria will be considered by the Selection Committee in scoring RFP responses:
SELECTION CRITERIA Point Value
Scope Understanding and Proposed Approach: Approach is clear and concise
and addresses this specific project. Understanding of the project location, needs,
opportunities, and challenges in producing assessments, design concepts, and
floodplain engineering. Completeness of approach to perform the scope of work
expected to be incurred under this project.
30 points
Qualifications of Project Staff: Project staff background, education, and
experience on similar projects, especially those with grant funding through FEMA.
Qualifications and experience of the consultant in designing a floodplain mitigation
project.
25 points
Experience and Client References for Similar Projects: Performance on time,
within budget and scope; similar to this project in size and scope. Management
qualifications and company capability. Qualifications of the firm in terms of its
ability, experience, and reliability in performing and managing work within a
schedule and budget. References should be provided for at least three recent clients
for whom the firm has performed services similar to the work outlined in the Scope
of Services.
20 points
Adequacy of the Proposal: Completeness and thoroughness of the proposal.
Responsive to the RFP.
15 points
Availability and Schedule: Availability to perform the project upon Notice to
Proceed (if selected) and to complete the work in a timely (reasonable) manner.
10 points
Total Points 100 points
GENERAL REQUIREMENTS
The successful firm shall:
• Enter into a contract with the TOEP to perform the work (generally described in this RFP and
finalized during the process described under the Fee section herein).
• Provide proof of and maintain insurance coverage for the duration of the contract period as outlined
in the Town’s Professional Services Contract.
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• Operate as an independent contractor and will not be considered employee(s) of the
Town of Estes Park.
• Hold current registration on SAM.gov.
• Be paid actual invoices as work is completed.
RIGHT TO REJECT
The Town of Estes Park reserves the right to reject any or all proposals and to waive informalities and minor
irregularities in proposals received and to accept any portion of or all items proposed if deemed in the best
interest of the Town to do so.
PROTEST PROCEDURES
Any person adversely affected by this solicitation shall file with Jackie Williamson, Town Clerk, Town of
Estes Park, P.O. Box 1200, Estes Park, CO 80517 a Notice of Protest, in writing, at least five (5) calendar
days prior to the date on which proposals are to be received. Protests will be considered and responded to
in writing prior to the proposal due date of June 6, 2023. If the protest is sustained, the proposal due date
may be delayed and an addendum issued to modify the due date or cancel the solicitation. If the protest is
denied, the proposal due date is upheld and submissions will be required as originally scheduled.
Any person adversely affected by a decision in connection with this solicitation shall file a Formal Written
Protest, in writing, within five (5) calendar days of receipt of the decision with the TOEP representative.
The fo rmal written protest shall state with particularity the facts and law upon which the protest is based.
Protesters may not challenge the evaluation criteria or the relative weight of the evaluation criteria or the
formula for making an award determination.
Upon receipt of a formal written protest that has been timely filed, the TOEP representative shall stop the
proposal so licitation process or the award process until the subject of the protest is resolved by mutual
agreement or by final action of the Estes Park Town Board of Trustees.
The TOEP representative shall provide an opportunity to resolve the protest by mutual agreement between
the parties within seven (7) working days of receipt of a formal written protest. If the protest is not resolved by
mutual agreement within seven (7) working days, the TOEP representative and/or the protestor shall refer
the protest to: Town Administrator, Town of Estes Park, P.O. Box 1200, Estes Park, CO 80517.
The TOEP Board of Trustees will review the protest and the TOEP representative’s decision, and either
concur or reverse the decision at the next possible regular meeting of the Town Board.
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FEDERAL PROVISIONS
Attachment C sets forth the Federal Provisions that obligate vendors of the Town of Estes Park who are
participating in a project funded in whole or in part with Federal grants. Its provisions are hereby included
as an integral part of this RFP in the Grant Award Letter.
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FIGURE 1: 2021 LARIMER COUNTY HMP (ESTES PARK PRIORITY
RECOMMENDATION)
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FIGURE 2: PROJECT FOOTPRINT BOUNDARY MAP
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ATTACHMENT A – TOWN OF ESTES PARK PROFESSIONAL SERVICES CONTRACT
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ATTACHMENT B – FEMA Mitigation Project Scoping Grant Application – BRIC
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ATTACHMENT C – Grant Award Letter
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COVER PAGE
Project Scoping for Capacity Improvements on the Big
Thompson River and Fall River, Estes Park, CO
Technical Proposal – June 6, 2023
Attachment 4
Page 67
Contents
1. Cover Let ter ........................................................ 3
2. Project Approach ................................................ 5
3. Key Personnel and Firm Qualifications ............... 20
4. Schedule ........................................................... 25
5. Relevant Experiences and References ............... 26
6. Resumes ........................................................... 31
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COVER LETTER
June 6th, 2023
Town of Estes Park
Submitted via Rocky Mountain E-Purchasing Website
Subject: Proposal for Project Scoping for Capacity Improvements on the Big Thompson River and Fall River
It is with enthusiasm that we submit our response to your Request for Proposals to support the Town of Estes Park
on the Project Scoping for Capacity Improvements on the Big Thompson River and Fall River. As long-term
residents of Colorado, our Team lives, works, and plays in Front Range mountain communities, and we understand
the Town’s vision to create sustainable, vibrant, clean, crisp, and clear river corridors without persistent flooding
hazards. We appreciate the long history of preceding flood mitigation, urban planning, transportation, and
stormwater projects that have been undertaken in the Town and understand the importance of this project as a
critical step forward in the progression of floodplain and in-channel improvements as part of the overall picture.
We feel that our Team is the best choice to lead this effort in a collaborative partnership. We will champion the
Town and community vision to foster a project forward that reduces flooding and improves river function, aquatic
habitat, public interaction, trails, utilities, traffic circulation, and public safety and resiliency, all while meeting FEMA
Building Resilient Infrastructure and Communities (BRIC) grant funding. We will strive to develop the foundation
for a continuing project that our Team, the Town, and the community of Estes Park can take generational pride in.
Successful project scoping fundamentally relies on the expertise of the Team to understand and factor all
contributing variables. We are in the business of river engineering, stream restoration, floodplain mitigation, aquatic
ecology, civil engineering design, landscape design, trails, municipal engineering, bridge design, transportation,
and permitting and bring the skills and staff necessary to cover all aspects of the technical nuances for this project.
Our Team, consisting of GEI Consultants, Inc., Galloway and Company, Michael Baker International, JHL
Constructors, and Kearns & West are a select group of talented and engaged professionals who are leaders in
their respective technical fields. Our teaming partners have worked together across projects and companies over
our long-standing careers.
The GEI Team is composed of fluvial geomorphologists, hydraulic and river mechanics engineers, environmental
professionals, landscape architects, and civil engineers that will help shepherd the channel design toward a
sustainable and naturally-functioning system while achieving floodplain capacity improvements. We have designed
and constructed steep and constrained urban river systems across the mountain west and specialize in blending
signature public spaces with aquatic habitat and natural-channel function. The GEI Team has direct design
experience in the project reach on the DEL FLAP project designing the Ivy Street Bridge hydraulics and Big
Thompson River channel restoration as engineer of record (at a previous engagement). As a result of our previous
work, our Team members have a foundational understanding of project constraints and requirements and have
developed a great working relationship with the Town . Our GEI support team includes FEMA leadership,
geotechnical, transportation, and infrastructure professionals to identify constraints and seize opportunities.
Galloway and Company bring a wealth of experience working within the Town of Estes Park. Galloway staff (while
at a previous engagement) was the engineer of record design for the hydraulic design of the Moraine Avenue
Bridge and authoring the latest Estes Valley Master Drainage Plan (at a prior company). Galloway currently serves
as the Town’s on-call stormwater and floodplain technical review and management consultant. Galloway’s
familiarity with the Town infrastructure will inform FEMA Community Lifeline Improvement opportunities associated
with increasing the resiliency of the existing communications and power systems in the project area. Additionally,
their experience in water resources/structural-building/electrical engineering, surveying, floodplain studies, and
FEMA processes will be leveraged throughout the project.
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PROJECT SCOPING FOR CAPACITY IMPROVEMENTS ON THE BIG THOMPSON RIVER AND FALL RIVER
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Michael Baker International is a local and national leader in floodplain hydraulics, floodplain map studies and risk
assessments, FEMA grant funding including BRIC, FEMA Environment and Historic Preservation (EHP)
requirements, FEMA’s Benefit-Cost Analysis (BCA) software, developing FEMA training materials, and FEMA
outreach communications. Their experience and FEMA/State of Colorado connections will be instrumental in
guiding the Town through the BCA, thus facilitating streamlined and comprehensive grant application(s) for future
funding.
Our support Team members include JHL Constructors, who have expertise in transportation and water resources
infrastructure builds across the Front Range and country. Constructability will be a decisive factor for cost-benefit
analyses and preferred alternative selection and JHL will provide consulting and review on considerations that may
drive costs. Kearns & West, a communications and relations firm, will assist and advise the Team in structuring
community outreach and project messaging. Finally, Colorado Utility Finders will be available to perform detailed
utility locates if needed and Western States Land Services will assist with the property acquisition assessments
and valuations.
Our Team appreciates your time in reviewing this proposal and looks forward to continuing our working
relationships with the Town on this important project.
Sincerely,
GEI Consultants
Tom Smrdel Lee Bergstedt
Project Manager; Senior Fluvial Geomorphologist Rocky Mountain Branch Manager
970.775.3355 720.289.2937
tsmrdel@geiconsultants.com lbergstedt@geiconsultants.com
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2. PROJECT APPROACH
Our project approach is designed for success and will inherently satisfy
FEMA grant funding requirements by a) Enhancing community resiliency;
b) Creating hazard risk reduction; c) Involving and valuing community
input to create project support; d) Improving public infrastructure; e)
Creating redundancy in community lifelines; and f) Instilling a long-lasting
community pride in a vibrant and connected river asset. Accompanying
this approach is a host of secondary project benefits that may be realized
using our Team expertise and foresight. Described below is our project
approach which clearly defines tools and methodologies, anticipated
outcomes, task leads, and associated constraints and opportunities.
Task 1 Environmental Impact and Historic Preservation (EHP) Review
Task Lead: GEI – Lucy Harrington
Team Review/Advisory: GEI – Pete Gaynor
Multiple environmental and regulatory permitting
considerations will exist for this project and
understanding and satisfying these requirements is
fundamental for the 30% Phase. Our approach will be
to begin by reviewing existing data sources, such as
the Environmental Assessment for the Downtown
Estes Loop Project and publicly available databases
such as the National Wetland Inventory (NWI),
Information for Planning and Consultation (IPaC), and
the Colorado Parks and Wildlife (CPW) raptor
databases. This will allow us to identify the requisite
permits and associated constraints and weigh them
as factors during Task 4 and Task 6 design. It will also
streamline compliance with BRIC grant requirements.
Our permitting and regulatory staff works alongside
our engineering and design team to identify the critical
quantities and impacts to the physical, biological,
cultural, and socio-economic environments
associated with proposed alternatives for a
streamlined overall selection and project workflow.
Impacts to environmental resources in our urbanized
Colorado river systems are multifaceted and
seasonal, including aspects such as aquatic habitat,
fish migration, and recreational tourism. This plays a
role in construction timing and duration, staging, and
sequencing, which may dictate specific alternative
selection and overall project cost. It may also require
thought of additional avoidance and minimization
measures that can be incorporated into design
alternatives to facilitate the permitting process.
FEMA EHP compliance and approval is necessary for
successful BRIC grant funding. This process will be
prioritized and an integral part of our project workflow.
Our Team will coordinate and work with FEMA from
the beginning phases of the project, working toward
submitting a comprehensive project package to the
Division of Homeland Security and Emergency
Management (DHSEM) to obtain a Record of
Environmental Consideration (REC). EHP laws and
executive orders (EO) will include, but not be limited
to the Endangered Species Act (ESA), National
Historic Preservation Act (NHPA), Resource
Conservation and Recovery Act, Clean Water Act
(CWA), National Environmental Protection Act
(NEPA), EO 11988 – Floodplain Management, EO
11990 – Wetland, EO 12898 – Environmental Justice,
Magnuson-Stevens Fishery Conservation and
Management Act (MSA), Migratory Bird Treaty Act
(MBTA), and Fish and Wildlife Coordination Act
(FWCA). Due to the likelihood of Federal involvement
at future stages in this project, care will be taken to
satisfy all associated EHP considerations.
We maintain close working relationships with many of
the state, regional, and federal interested parties and
regulators, many of whom we have dealt with directly
through involvement with DEL FLAP and other local
floodplain projects, including the following:
• U.S. Fish and Wildlife Service
• Colorado State Historic Preservation Office
• Colorado Parks and Wildlife
• U.S. Army Corps of Engineers – Omaha District
• Environmental Protection Agency
• Larimer County
• Colorado Department of Transportation
• FEMA - Region VIII
• Federal Highway Administration – Central
Federal Lands
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Task 2 Utilities Impact Assessment
Task Lead: Galloway – Chris Pauley; GEI – Joe Garcia
The project area contains numerous public and
private utilities crossing or paralleling the anticipated
construction corridor. The utilities are owned and
operated by the A) Town of Estes Park (electric,
water, storm drains, Trail Blazer Broadband
communications); B) Estes Park (EPSD) & Upper
Thompson (UTSD) Sanitation Districts (sanitary
sewers); C) Xcel Energy (natural gas); and D) several
others (e.g., telephone, cable TV, etc.). The utility
impact assessments will be developed in support of
the concept design phase and the preliminary design
of the selected improvement alternative.
Figure 1 illustrates a general utilities issues and
solutions map. The map presents most of the major
utilities but not all of them as there are many small
utilities and issues to address with the project.
Prior to the start of the concept design phase,
coordination will begin with all utility owners and
readily available information (utility type, size,
location, condition, etc.) will be gathered, reviewed,
and compiled. Information will also be gathered from
the GEI Team’s files for projects previously completed
in the area. Initial data collection efforts will be
documented in a memo containing a summary of the
project corridor utilities, their conditions, any data
gaps, and any potential conflicts of interest for the
concept design phase. If data gaps and/or potential
conflicts are identified, recommendations to obtain
additional information on the utility of interest will be
made. Data gap resolution could involve utility owners
performing more detailed field locates, internal/
camera inspections, and/or external/excavation
locates/inspections. If utility owners are not able to
perform the needed data gathering services, the GEI
Team has secured the research and potholing
services of Colorado Utility Finders of
Johnstown/Loveland, Colorado to support the project
as needed. Given the Town’s recent efforts with
installing valley wide broadband service, we are
anticipating that most of the information required for
the concept design phase will be readily available.
In support of the FEMA grant resilient infrastructure
goals and the Town’s project objectives to obtain flood
risk reduction (primary & secondary) and redundant
power/communications through Town (tertiary, to the
hospital), it is anticipated that the utility impact
assessments will focus on the sanitary sewers and
power/communications. While all conflicting utilities
will be addressed, the sanitary crossings at Riverside
Drive and potentially at St. Vrain Avenue/SH 36 will
be major constraints to any improvements requiring
lowering of the river channel bottom to increase flood
capacity. The GEI Team will coordinate with the
sanitation districts to investigate the potential and
approximate level of effort and cost to remove one or
both sewer crossings. Alternatives supporting
removal could include the use of lift stations and/or a
new trunk line installed on the west side of the Big
Thompson River in conjunction with the planned
recreation trail.
The use of dry and wet utility conduits under the
recreation trail and pedestrian walkway
improvements will be thoroughly investigated. The
use of dry utility conduits on one or both sides of the
river would contain the power and communication
cabling, thereby implementing a portion of the
redundancy desired by the Town for these utilities.
Galloway Electric Engineering has experience with
low and medium voltage power distribution
planning/design in conduits.
All work will be coordinated with all impacted utility
companies, districts, associations, agencies, and
residents located within the project area. It is
recommended that the utility companies be provided
with the proposed plan, profile, cross-sections, and
details prior to and as part of any design reviews.
Review comments received from the utility entities will
be compiled, addressed, and if necessary, revisions
made to the design and cost estimate.
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Figure 1 Utility Issues and Solutions Map
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PROJECT SCOPING FOR CAPACITY IMPROVEMENTS ON THE BIG THOMPSON RIVER AND FALL RIVER
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Task 3 Property Acquisition Assessment
Task Leads: GEI – Lucy Harrington; Galloway – Chris Pauley
The property acquisition assessment will consist of
two parts: A) identification and determination of
construction and right-of-way required to build project
alternatives and the selected design; and B) if
needed, determination of existing property valuations.
Property valuations are critical data required as input
to the BCA); the BCA is a required step in the grant
funding process to justify the benefits of the selected
project(s). The property valuations are utilized in the
BCA software to estimate flood and other damages.
A - Acquisition of Project Temporary &
Permanent Easements and Right-of-Way
Incidental to the proposed project improvements is
temporary and permanent construction access,
right-of-way, channelization, and structural
footprints. These property impacts may necessitate
consideration of acquisition which requires a
comprehensive valuation process for informed
decision making. Coordination with Larimer County
and the Town will be the first step in determining
property values, liens, and landowner rights.
Initially, readily available property data (owner
name/address, acreage, use, valuation, etc.) will be
collected from the Larimer County’s Assessors
database. The existing parcel and easement
information will be provided on the project base
mapping.
Minimal property acquisitions are anticipated as
most of the project area proposed for
improvements, especially south of the Big
Thompson River and around the Fall River/Big
Thompson River confluence, is under the control of
the Town and the State of Colorado. However,
some private property acquisitions are anticipated
along the north side of the Big Thompson River and
downstream of Moraine Avenue where temporary
construction easements and/or permanent
easements may be needed. The only private
property spanning the channel bottom is the Park
Theater Mall property located downstream of
Moraine Avenue on the Fall River.
As the evaluations of improvement alternatives move
through the concept design phase, a property
acquisition plan will be drafted. The plan will consist of
descriptions, tables, and maps documenting the
location and types of property acquisitions required for
the alternative. Property acquisition will play a part in
achieving project goals to increase natural and habitat
benefits along the rivers which typically requires more
property verses hydraulically efficient (e.g., walled)
channels with less natural/habitat benefits that may
require less property acquisition. As the preliminary
design is developed, the property acquisition plan will
be refined. The GEI Team will support the Town’s
outreach and efforts to secure letters of support from
property owners identified in the acquisition plan that
could be included in future grant funding requests.
Our approach assumes that the project will be
accomplished with the use of permanent easements
to the maximum extent possible. The intent of this task
is to provide the Town with enough information to
initiate easement discussions during the preliminary
design task. Finalization of easement documents and
negotiations will take place near the completion of the
final design, which is not included in the current grant
request secured by the Town. Title searches and the
development of legal descriptions for temporary and
permanent easements for the selected project are
anticipated to be completed during final design efforts.
Estes Park Flooding – 1982 (credit: Hawcreek)
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B - Property and Building Evaluations
Supporting Damage Assessments
Conceptual designs will have associated impact
footprints and revised flood inundation limits. The
primary goal of this project is to improve public
safety and reduce damage from riverine flooding.
FEMA outlines damage assessment guidelines
(Preliminary Damage Assessment Guide, FEMA
2020), and the U.S. Army Corps of Engineers
(USACE) has forecasting tools available for
damage assessments (e.g., HEC-FIA). These tools
will evaluate the monetary cost associated with
flooding potential based on pre-flood value of a
structure. While the Larimer County property values
will be leveraged initially in the BCA; high-cost
parcels may be flagged for detailed valuations in
support of acquisition and/or flood mitigation
opportunities. Special properties and unique
situations may require individual property
valuations to determine a defensible value of the
property or building structure to be utilized in the
BCA. Any appraisals for easements and ROW to be
acquired will need to be prepared by a Colorado
licensed appraiser qualified to do property
acquisition appraisals in accordance with the
Uniform Standards of Professional Appraisal
Practice (USPAP). Western States Land Services
(wslsrow.com) has been identified to assist in the
acquisition assessments including right-of-way
feasibility and valuation determinations as
necessary.
Confluence Flooding – September 2013 (7news.com)
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Task 4 Conceptual Design
Task Leads: GEI – Michael Scurlock, Carol Maxwell
Support: Galloway – Chris Pauley; Michael Baker – Kevin Doyle
The project area river system encapsulates a
fundamental resource for the character, community,
and vibrancy of downtown Estes Park. While our
primary goal for Task 4 will investigate concepts that
will feasibly reduce riverine flooding hazards,
identifying concepts which enhance this resource and
bring the community to the river will be emphasized
by our Team. Our lead river engineers have over a
decade of urban river restoration and riparian corridor
enhancement project experience and intimately
understand the vitality a functional river habitat can
bring to a community. We excel in creating aesthetic,
stable, functional, and resilient river systems in highly
constrained urbanized areas.
Riverine flooding in Estes Park is primarily a function
of two issues: 1) Undersized Bridges, and 2)
Constrained Channels. As referenced in the RFP,
three assessments are targeted for this purpose and
include the following:
• Widening the Big Thompson River (BTR)
between US 36 Bridge and Rockwell Street
Bridge
• Replacing Riverside Drive Bridge and Rockwell
Street Bridge
• Channel improvements on Fall River (FR)
Our Team understands that the solution for flood
mitigation in the Town is a multi-phased approach
which includes alterations outside of the geographic
limits of this project. Increased capacity in the project
area will facilitate the removal of the Moraine Avenue
Bridge blockage, then allowing for improvements
near the Water Wheel (Fall River Bridge at W Elkhorn
Avenue) to prevent flooding onto Elkhorn Avenue.
For the purposes of this proposal, our Team
investigated one conceptual design alternative where
the channel gradient was redistributed to improve
channel capacity and examine effects of increasing
capacity from upstream. It is noted that redistributing
gradients will require excavation but can be a solution
that has aquatic habitat benefits including fish
passage and natural-channel flow variability if
designed correctly. Using the floodplain hydraulic
model developed for DEL FLAP (SRH-2D), a
preliminary assessment was performed with the three
targeted objectives included in the terrain at a
conceptual level. Modifications to the project area
included excavation into the bedrock areas on river-
right of the BTR, redistributing the gradient of the
drops below Riverside Drive Bridge up to and through
Rockwell Street Bridge, removing and improving the
FR in the vicinity of the “Slab” property, and increasing
the conveyance through Moraine Avenue Bridge.
Members of our Team designed the Moraine Bridge
and DEL FLAP channel improvements and
understand the intended function and tie-in locations.
Additionally, capacity is improved at the Water Wheel
area to illustrate possibilities for future project
phasing.
These conceptual channel modifications (Figures 2
through 6) illustrate that increasing bridge capacity
up to the 100-year storm capacity may be possible
(without freeboard), and with many of the
overbanking concern areas addressed in the project
area. Continued flooding potential from the reaches
upstream of the project area may persist (e.g.,
generated from W Elkhorn Avenue Bridge at the
Water Wheel and from Ivy Street Bridge); however,
demonstrable improvements to the riverine flooding
were found in this preliminary examination and
provides a basis for confidence that our Team can
converge on a feasible solution.
Conceptual design will continue and refine
evaluations in a similar process – proposed
conceptual grading will be introduced into the working
SRH-2D flood model using an AutoCAD Civil3D
interface, flood-level (up to and including 100-year
regulatory) water-surface elevations will be
evaluated, and benefits will be weighed compared to
estimated costs of construction.
Example redistribution of drops at Riverside Drive
demonstrates improved capacity to clear existing
bridge low-chords to 100-year flood events.
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Major foreseen considerations during conceptual
designs include property conflicts, geotechnical
constraints, and utilities, all of which play roles in the
FEMA BCA.
• Property conflicts (Task 3) – The two river-left
properties downstream of Riverside Drive
encroach on the channel and create channel
narrowing (Parcel ID 3525151003, 3525100007).
Channel widening at these property locations
could be restricted by the building proximity to the
waterline.
• Geotechnical conflicts – Weathered and
unweathered bedrock exist within 10 feet of the
bed surface according to findings from the DEL
FLAP project. Geotechnical constraints will
include the cost of excavation of the channel bed
and banks where capacity improvements are
proposed and may vary with depth and spatial
location. Our Team geotechnical staff are experts
in bedrock excavation and stabilization.
• Utility conflicts (Task 2) – Considerations include
crossings at bridges and adjacent to the
waterways.
These factors will be included in the weighting of
alternatives during conceptual design. Additional
analyses such as river hydraulics, habitat, pedestrian
interaction, and others will be added to criteria scoring
matrix for a holistic picture of project benefits used to
refine selection of conceptual designs.
Figure 1 – Channel gradient redistribution example 100-year capacity increases. Big Thompson River.
Figure 2 – Channel gradient redistribution example 100-year capacity increases. Fall River.
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Figure 3 – Existing SRH-2D Floodplain Model
Figure 4 – Example channel improvements - SRH-2D Floodplain Model
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Figure 5 – Example channel improvements differences - SRH-2D Floodplain Model
Conceptual improvements to channel capacity will
consider the secondary constraints and opportunities
to the project area. Figure 7 illustrates some
constraints and opportunities considered for the
project. These items include the following:
• Trail enhancement and circulation – The Town has
expressed a desire to connect the Moraine Avenue
Bridge bike and pedestrian underpass in a
continuous trail network extending to the US 36
Bridge in its Downtown Plan. This connection and
trail system will be emphasized as a priority. Our
Team leads for Task 3 (landscape architect Carol
Maxwell and river engineering designer Michael
Scurlock; GEI) have extensive experience with
connecting river trail networks as showcased in
our Santa Fe River Greenway project example.
Figure 6 illustrates concepts on an issues map.
We prioritize public engagement with river spaces
and will seek opportunities to bring people to the
water for recreation, viewing, angling, and
emphasizing the outdoor tourism character of the
Town. Bringing people to and beyond the shoreline
in the form of angling, viewing, tubing, boating, and
wading can provide a significant benefit culturally
and economically. Our Team has worked on urban
river recreation projects nationwide and can
design safe and functional interactive spaces
aligned with natural channel functions.
The creation of a public space at the Town
confluence would serve as way of increasing
conveyance, connect the public to the waterway,
allow for bicycle and trail connections, and
facilitate green open space and riparian
stormwater management. This concept is also
showcased in the Estes Park Downtown Plan.
• Aquatic habitat and fish passage improvements –
The Big Thompson River currently presents abrupt
and significant drops in gradient with associated
turbulence and swift velocities which may present
challenges to fish passage. The example
conceptual design redistributes those drops into
smoother transitions and decreased fish passage
obstacles.
Success for our Team is a project that instills
local pride from its reflection of the character
of the Town and its community.
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Our Team has examined urban Colorado and Rocky
Mountain fish habitat and passage issues on a
multitude of projects and will exploit opportunities for
improvements in the Estes Park river systems.
Improved local angling recreation can be an
incidental benefit to incorporating pools, refugia,
cover, and other associated habitat features. Fish
biologist Ashley Ficke (GEI) will be instrumental in
contributing to, reviewing, and informing the design of
conceptual instream improvements. We will
coordinate closely with agency personnel (e.g., CPW,
USFWS) to assure designs will satisfy fishery needs.
• Roadway and Transportation – Bridges in Estes
Park are fundamental lifelines for safety and flow
of tourism. Upon completion of the DEL FLAP
project, Riverside Drive and Rockwell Street
Bridges are anticipated to increase in traffic
volume and load. Our Team transportation and
bridge engineers (Joe Garcia, Juan Contreras;
GEI) will be involved during conceptual
development to identify existing issues and
promote designs which capture opportunities for
improvements. One option that may be
considered is the widening of Riverside Drive with
an expanded width capacity at the confluence
region.
• Engineering with Nature – Our Team excels in
nature-based engineering approaches using
stone and wood structures and have co-
developed grade-control and bank-stabilization
guidelines for these techniques with the U.S.
Bureau of Reclamation. Our default strategy for
channel design is one of conservation and
environmental stewardship and we employ
sustainable natural engineering solutions where
practical. The rivers through Estes Park are
powerful and dynamic threshold systems. We
have the knowledge and expertise to site-design
resilient nature-based solutions where conditions
permit and bolster these designs where
infrastructure protection or high-energy
hydraulics are major considerations. Our
approach for quantitatively determining these
hydraulic conditions is expounded in Task 6.
We emphasize natural aesthetic and green
infrastructure in our designs. Our Team’s
landscape architect excels in riparian vegetation
recruitment. Coupled with our Team experience
co-developing the Town stormwater master plan,
we can identify opportunities for incorporating
natural riparian buffer zones, rain gardens, and
vibrant green spaces. One area that may be
considered is the confluence region which has a
stormwater outfall and is ideal for green public
space and park development. These systems can
improve stormwater quality and help keep the
Town rivers clean, clear, and crisp mountain
streams.
• Pre-disaster Mitigation Activities – As part of
BRIC funding priorities, concepts will consider the
public infrastructure and community lifelines
identified in the RFP. While increased bridge and
public safety due to capacity improvements are a
prerequisite for conceptual design
considerations, minimizing utility conflicts with
channel dredging and examining options for
redundancy and resiliency will also be factors.
Installation of a local gage or USGS gage may be
considered with this project to document stage-
discharge throughout the project area, aid in
model calibrations, and improve flooding
forecasting.
Two debris flow zones exist in or near to the
project reach – one upstream of US 36 and one
centered at Ivy Street Bridge as illustrated on the
CWCB Colorado Hazard Mapping and RiskMAP
Portal. These debris flows have the potential to
cross the Big Thompson River and result in
temporary flooding issues. Designs will consider
stabilization or maintenance access to these
areas in the event of emergency maintenance
needs.
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• Constructability – The specifics of the Town, its
river geology, climate, hydrology, and hydraulic
characteristics, the proximity to infrastructure and
public/private parcels, traffic management, and
criticality of the uninterrupted tourism industry are
all paramount variables in the constructability of a
project. Conceptual designs will be developed
with this constructability in mind. Our partners,
JHL Constructors, Inc, will assist our design team
in bounding concepts within feasible frameworks.
Each conceptual design will have an associated
construction level of effort and potential phasing
strategies for realistic implementation.
Conceptual designs which satisfactorily reduce
riverine flooding, provide auxiliary benefits, and meet
anticipated EHP requirements will be developed into
a series of deliverables for community input (Task 5)
and engineering models to serve as the basis for 30%
Design (Task 6). These deliverables will include
engineering assessment reports, online GIS-based
interactive spatial websites, and illustrative maps and
storyboards for public meetings.
Figure 6 – Existing conditions with constraints and opportunities map
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Task 5 Obtaining Community Input
Task Lead: GEI – Lucy Harrington;
Task Support: Michael Baker, Galloway, Kearns & West
Our involvement with the DEL FLAP project and other
Town projects has illustrated an engaged and
thoughtful community of Estes Park. Involving the
community and stakeholders early and often in the
project timeline is critical for positive reception and to
foster a sense of ownership. Our Team desires to
incorporate features and aesthetics to the project that
are emblematic of the character and vision of the
Town. A goal of our approach is to lead the project
towards outcomes where all parties are proud of its
long-term benefits. This can only be realized with
facilitated community and stakeholder engagement.
GEI will lead the community input sessions and has
experience in facilitation of large-scale and technical
projects with Colorado communities. Michael Baker is
also skilled at presenting FEMA projects to
community to garner support and will assist GEI in
this task. Galloway is also proposed to be involved in
this task and will draw from their extensive experience
with the community and its needs. Maintaining an
open line of communication between the community
and the project Team is fundamental for collaborative
idea sharing and idea exchange. Our lead designers
will be at milestone meetings to gain direct feedback.
It is anticipated that three milestone meetings will be
conducted with the community. One will be held as a
kickoff meeting to introduce the project team to the
community. The second meeting will occur at the
conceptual design phase to illustrate various
concepts and obtain community feedback while
selecting the preferred alternative, which will be
strongly considered by the project team when
selecting a path forward. The last meeting will be held
at the conclusion of the 30% preliminary engineering
plans to describe the project and obtain feedback to
be included in the final reporting process of this
project for refinements in the next project cycle.
Milestone meetings are anticipated to be in person at
the Town Hall.
Ongoing meetings outside will occur on an as-needed
basis with stakeholders, property owners, and
businesses to understand perspectives, identify
potential conflicts, and bridge pathways towards
resolution early in the project lifecycle. There are an
anticipated six meetings that will occur over the
project lifecycle, for a total of nine meetings.
Low-head dam removal for fish passage and river access – Price River, UT; GEI Team
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Task 6 Preliminary Design
Task Leads: GEI – Michael Scurlock (Hydraulic Design), Juan Contreras (Bridge Engineering); Joe Garcia
(Transportation), Carol Maxwell (Landscape Architecture); Michael Baker – Kevin Doyle (BCA/R); Galloway –
Chris Pauley (Stormwater)
Review Leads: Galloway – Chris Pauley, Suleyman Akalin; GEI – Pete Gaynor; Michael Baker – Keely Matson
(Bridge and Transportation)
Preliminary Design will represent the bulk of the
engineering and technical analyses performed for this
project cycle. While described here as a standalone,
Task 6 is a culmination of the Tasks described
throughout this proposal and draws on the cumulative
findings with community and stakeholder input to
deliver the best project possible for the Town.
Our Team will draw from our direct experience
working on floodplain, channel improvement, bridge,
and stormwater projects in the Town to inform our
engineering approach. This experience and
knowledgebase are invaluable and will be leveraged
as an asset to the Town and project. We will also draw
from the wealth of reference sources provided by the
Town as detailed by the RFP.
Engineering analyses are fundamentally based on
the existing conditions survey of the project area. Our
lead channel design engineers would perform
hydrographic survey in coordination with the
Galloway survey crew (PLS) to gain an on-ground
understanding and personalization of the site. While
the available LiDAR data is sufficient for overbank
design and coarse hydraulic evaluations, the success
of this project is critically dependent on the resolution
of hydraulic controls, sediment characteristics,
infrastructure and utility locations, and other site
constraints. Similarly, instream permitting
requirements now dictate the capture of data not
available in the LiDAR set (e.g., Colorado Stream
Quantification Tool).
Supplemental geotechnical core data may be
required in the vicinity of roadway crossings, at areas
where large excavations may be proposed, and at the
river-right channel expansion area. Our experience
with the DEL FLAP project has indicated that
reasonably competent bedrock is located proximal to
the channel surface, which may dictate the structural
design of bridges, retaining walls, and other features.
Frederick Kuhnow (GEI) excels in working in this type
of geology and associated engineering requirements.
All infrastructure will be designed to a 30% level
following best available pertinent Federal guidelines
for streamlined anticipated reviews and input. For
example, the DEL FLAP project design relied heavily
on FHWA HEC-18 and HEC-23 for bridge design and
hydraulic evaluations. Bridge structural details will
consider the lessons learned from our Team
experience with the hydraulic design of the Ivy Street
Bridge and Moraine Avenue Bridge, where
geotechnical considerations were significant drivers
of the geometry and methods. GEI will lead the bridge
design with review from the civil transportation and
3D CFD Modeling of Proposed Natural-Boulder Drop Structures and Boulder Access Terracing
Santa Fe River, NM. See Project Description.
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structural team at Michael Baker. We will optimize pier
and abutment layout and deck design for structural
soundness, lifespan, function, and aesthetic while
considering cost. Similarly, other civil components
such as a bike/pedestrian trail network, access
points, retaining walls, and infrastructure crossings
will receive rigorous evaluations according to the
accepted engineering design guidelines for Federal
implementation and with equitable and inclusive
access in mind (e.g., AASHTO).
Local and regional prescriptive methodologies can
break down in the complex channels like this project.
Where this occurs, a tailored engineering approach
for the channel design based on quantitative
modeling will produce the most predictable and
beneficial result for the river and community. We excel
and are passionate about developing quantitative
form-fit solutions and inspired river engineering
designs that are functional and resilient as referenced
by our project track records. We champion multi-use
and vibrant channel design, including flood-bench
and multi-stage channels, riparian activation,
bioengineering, nature-based solutions, and aquatic
habitat enhancements. Our Team has recreational
boat passage and whitewater designers that will
consider hydraulics suitable for kayaking, tubing, and
other instream watercraft.
Tailored channel design requires insightful and multi-
component engineering approaches and analysis to
predictably meet the project criteria of public safety,
aquatic habitat, channel function, and long-term
stability. We employ rigorous quantitative 1D/2D/3D
CFD modeling, sediment transport modeling, debris
and ice evaluations, and fish passage/aquatic habitat
quantitative approaches to refine designs. We will
develop quantitative models to evaluate existing
conditions and proposed conditions to illustrate the
differences and potential impacts between them. This
strategy and approach draw from both extensive
design experience and from recommendations from
federal guidelines for robust engineering (e.g.,
FHWA, USACE).
Our Team has developed an efficient workflow to deal
with complex channel engineering problems. Our
approach links our engineering models directly to our
CAD environment to rapidly generate plans,
specifications, and construction estimates (PS&E)
based on an iterative refinement approach. We co-
developed the specifications and construction details
for the DEL FLAP project and can use these as a
building block for the 30% PS&E developed for this
project. Costing estimates will use updated bid costs
from the actual expense for the DEL FLAP project and
can be compared to the standard engineering
estimate tools.
The result of Task 6 will be a comprehensive submittal
of 30% PS&E plans accompanied with an
engineering basis-of-design report and all materials
necessary to satisfy EHP review, local, state, and
federal permitting requirements and to facilitate the
FEMA BRIC grant funding. All materials will be in full
compliance with FEMA regulations and requirements.
One component of this final package is Task 7, which
is the FEMA benefit-cost analysis (BCA).
It is anticipated and encouraged for review cycles to
occur between the consulting Team, Town,
stakeholders, agencies, and technical reviewers.
High functioning channel improvements will require
form-fit designs. Our Team members (Michael
Scurlock and Kevin Doyle) have collaborated on
authoring the Channel Design and Aquatic Habitat
sections of the forthcoming CWCB Criteria Manual
– our Team is at the forefront of local and national
engineering design practice.
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Task 7 Benefit-Cost Analyses (BCA)
Task Lead: Michael Baker – Kevin Doyle
Team Reviewers: Galloway – Chris Pauley; GEI – Michael Scurlock, Pete Gaynor
Michael Baker are experts in developing grant
applications and other infrastructure related studies
that use BCAs to measure cost competitiveness.
BCA is a standardized, systematic way to measure
all the significant direct benefits of a mitigation
project against the costs. A BCA always involves
looking at damages and losses twice: before
mitigation (the “as-is” situation) and after mitigation.
Highly competitive BCAs are also supported with
proper backup documentation and are well-
integrated with their respective project narratives,
providing logical, quantitative evidence that support
qualitative assertions about benefits and costs of
proposed projects.
Our Team will use the BCA Toolkit (Version 6.0 or
current at time of evaluation) to evaluate the existing
conditions, Conceptual Designs (Task 4), and
Preliminary Designs (Task 6), for benefit-cost ratios
(BCR). To be eligible for federal funding assistance
through FEMA, a BCR of 1.0 or greater is required.
Iteration of design inputs and assumptions (e.g.,
cost, maintenance, and benefit metrics) may be
required to generate a desirable BCR using
appropriate methods and documentation. One
strategy may include phasing the project into
multiple reaches with various BCA and BCR metrics.
We will work with the Town of Estes Park in
developing a BCA using FEMA’s BCA Toolkit. The
BCA will be developed by analyzing historic
damages if available or by professional estimated
damages using FEMA-approved methodology.
Previous plans and studies will be used as reference
and supporting documentation in the development of
the BCA analysis.
Recent FEMA BRIC awards include:
• City of Cambridge, MD (Chesapeake Bay) –
Flood barrier protection with living shoreline
• Key of Biscayne, FL – Sea Level Rise flood
diversion strategy
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3. KEY PERSONNEL AND FIRM QUALIFICATIONS
Our Team is composed of the highest-tier industry professionals that the
region and nation have to offer and are dedicated to the improvement of a
local Colorado community with this project effort. Our task leads are a group
of Denver, Front Range, and Western Slope locals with career
specialization in the fields of FEMA processes, floodplain analyses, river
engineering, environmental permitting, aquatic habitat, and urban river
corridor design. Our local teams are supplemented by broad nationwide
support staff rosters across our multiple large-format A&E firm partners. We
are all in the business of professional engineering project delivery and client
satisfaction with strong and long-standing company reputations.
For over 50 years, GEI has provided a wide range of consulting services in dam
engineering, geotechnical engineering, civil/ structural engineering, environmental
planning, and ecological services. GEI’s mission is to partner with clients to offer
sustainable, collaborative, and cost-effective solutions to meet today’s multi-faceted
challenges. Operating from 54 offices in the United States and Canada, GEI’s
employee-owned, 1,400-person firm has successfully served local municipalities,
water districts, utilities, private industry, and state agencies in Colorado for both large and small projects from the
planning, study, and conceptual design phase through to construction and operation.
GEI is well-known and respected locally and nationally for our expertise in dam engineering, geotechnical
engineering, water-resources engineering, hydraulic structure design, CFD modeling, dam construction, ecological
sciences, site investigations, and permitting for all types of projects.
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Since 1982, Galloway’s careful attention to detail and defined processes have
helped assure that projects are delivered successfully, meeting the highest
standard of care while on schedule and on budget. Whether in the beginning
stages of the project, currently working through the design, or in the
construction phase, experience and insight help projects succeed every step of the way.
While every civil engineering design is unique, Galloway teams have developed steps around several key
milestones that can help save time, money, and potential rework for our clients. Success looks different for every
project, which is why their team’s priority is to listen. Whether it’s cost, schedule, quality, or community impact, they
develop succinct criteria standards to review during and after the project lifecycle, so the focus never deviates from
how to make our clients and their projects successful.
By looking at the design process from the client’s perspective, their civil engineers can see a holistic view of the
project and apply their success criteria for unique solutions. Their team maintains constant communication, both
internally across disciplines and externally with project stakeholders, so all parties are aware of the progress on
deliverables, design, and other aspects. This collaborative, responsive relationship with all parties, from initial kick-
off meetings to final punch walks with the contractor and client, helps assure an accurate and timely final product.
In addition to our client partnership approach, they also maintain a comprehensive and current knowledge of local,
state, and federal regulations, and develop sustainable solutions in consideration of the client and community.
Michael Baker International, Inc (Michael Baker) is one of the largest
professional service firms in the United States. Founded in 1940 as a civil
engineering and surveying firm, Michael Baker provides a full range of
engineering and consulting services, which include planning, architectural,
environmental, construction, program management, geospatial informational technology, and communications
services in both private and public sectors. Michael Baker is consistently ranked by Engineering News-Record
among the top 10% of the 500 largest U.S. design firms.
They approach every project with the utmost attention to detail, quality, and with an eye for adding value and
innovation whenever possible. The Michael Baker Team consists of highly qualified individuals united with
expertise and resources to meet the Town’s needs.
In Colorado, they have a staff of 85 professionals. Their team of 35 water resources personnel is supported locally
by several other disciplines including: bridge, roadway, construction management, traffic, and community planning.
JHL is a 36-year-old 100% employee-owned CDOT licensed construction firm. In addition
to their building construction services, they are a fully integrated infrastructure builder
specializing in transportation, water/wastewater, mining, and land development. Their
transportation work program focuses on roads, bridges, and complex pedestrian access
projects while their water/wastewater work focuses on transmission, storage, and treatment projects. JHL
Constructors provides ‘Best in Class’ horizontal infrastructure services and recognizes that building resilient and
long-lasting critical infrastructure in our communities is vital to the overall health and well-being of our society.
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Kearns & West is strategic communications firm with offices in Denver,
CO and nationwide. Their professional staff has been providing
facilitation and outreach services to diverse stakeholders across the
nation and in the Rocky Mountain Region for more than 35 years. They
combine real-world experience with a toolkit of best practices and
extensive network of facilitation and mediation experts to assure that
meetings, workshops, and other forums produce actionable results, on
schedule and on budget for our clients. Kearns & West has been
supporting FEMA at the national and regional levels with community
engagement for close to ten years.
Colorado Utility Finders, Inc. (CUF) was founded in 2006 in Johnstown,
CO. CUF has extensive utility location knowledge and experience
throughout Colorado and especially Northern Colorado. CUF focuses
exclusively on hydro-utility excavation (potholing) and utility
research/locating. They have worked with the overall team on several
previous projects.
Western States is a full service right of way acquisition, relocation and
permitting consultant based in Loveland, CO. Western States employs a
total of eight acquisition and/or relocation agents and two administrative
professionals. Their agents come from all different backgrounds giving
the collective team extensive experience in real estate acquisition,
survey, GIS, title, valuation, relocation, public outreach, and many more
related fields. Most of their agents are individually pre-qualified by to work
on federally funded projects. Together they have well over 100 years of
collective experience working in the right of way industry.
Key Team members involved in this project were chosen specifically to fill the technical and support roles from the
RFP. They were specifically selected due to their past involvement with the Town of Estes Park stormwater, river,
and municipal design projects. Our Team is strengthened by our inter-company partnerships which have developed
over the course of our careers; many of our Team have worked together in different roles across companies and
various projects.
Our key staff, including task leads, are described below:
Tom Smrdel is in the Fort Collins, CO GEI office and will serve as
the Project Manager. He will provide fluvial geomorphological data
analysis and QA/QC throughout the project effort and serve as the
primary contact for billing, schedules, and correspondence tasks.
Tom will be involved technically with the channel design, hydraulic
and sediment modeling, and surveying.
Michael Scurlock is based out of the Denver, CO GEI office and
will be the technical and task leads for the channel and river
component portions of the project. Michael has lead multiple
urban channel restoration projects and excels in steep Colorado
mountain river engineering with natural channel and aquatic
habitat components. Michael was the river and bridge hydraulics
engineer for the DEL FLAP project at his previous firm.
Carol Maxwell is a landscape architect from Sacramento, CA with
experience with parks and trails, public communications with
private and public entities, and restoration ecology. Carol will
assist with the conceptual and preliminary design tasks and
materials and organization for public outreach.
WESTERN STATES LAND
SERVICES LLC
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Lucy Harrington will serve as the task lead for the FEMA EHP
process and lead public communications. Lucy is based out of
GEI’s Denver, CO and has broad experience with the local,
regional, and national agencies and has spent a career permitting
water resource projects in Colorado.
Joe Garcia is the transportation practice leader at GEI and will
provide design input and review of the proposed bridge
replacements and modifications during conceptual and proposed
design tasks for feasibility, safety, and incremental cost.
Kevin Doyle is a leader in FEMA floodplain engineering and will
be the task lead for the FEMA BCA components and closely
involved with the conceptual and preliminary design tasks. He has
performed over 100 FEMA FIS within the last several years and
helped develop national guidelines for FEMA flood risk studies.
Locally, Kevin has been in a lead in the CWCB RiskMAP projects
and CHAMP projects.
Ashley Ficke is a leading fish biologist in the Rocky Mountain
Region and has worked closely to create functional projects
across Colorado. She maintains close relationships with local,
regional, and national regulatory agencies. Ashely will be closely
involved in the conceptual design and preliminary design tasks to
facilitate aquatic habitat and fish passage through the proposed
capacity improvements.
Chris Pauley will be involved in many aspects of the project as the
Team lead at Galloway. He has a long history with the Town of
Estes Park, having been a lead engineer on the Moraine Avenue
Bridge and Stormwater Master Plan at his previous firm. Chris will
manage the utilities and infrastructure lifelines component of the
project, review and provide input on the conceptual and
preliminary design tasks, manage property acquisition subtasks,
lead the Galloway survey team efforts, and use his experience
with the Town Public Works department to facilitate
communication and achieve Town goals.
Peter Gaynor will serve as a senior advisor for the FEMA and
emergency management components of this project. Peter has
held the two highest-ranking FEMA positions in recent years and
has vast expertise in emergency preparation and response. He
will help to refine concepts and preliminary designs to improve
emergency management for the Town and assist in FEMA grant
funding.
Angela Wolcott is a strategic communications and collaboration
expert with broad experience in public affairs, strategic planning,
and leading highly collaborative stakeholder engagement efforts.
Angela will serve on the Team as an advisor to the Town and
engineers and participate in community engagement and
outreach.
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Our key Team is bolstered by a deep roster of professionals selected due to their locality and expertise on project
needs. Illustrated below are additional team members with highlighted expertise expected to be drawn on for this
project. Full resumes are provided at the end of this proposal.
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Tom Smrdel GEI ● ● ● ● ● ● ● ●
Michael Scurlock GEI ● ● ● ● ● ● ● ● ●
Lucy Harrington GEI ● ● ● ●
Ashley Ficke GEI ● ●
Carol Maxwell GEI ● ● ●
Eric Holmstead GEI ● ● ●
Charlie Magill GEI ● ●
Joe Garcia GEI ● ●
Juan Contreras GEI ● ●
Frederick Kuhnow GEI ●
Margaret Provencher GEI ● ●
Peter Gaynor GEI ● ●
Sarah Skigen-Caird GEI ● ● ● ●
Chris Pauley Galloway ● ● ● ● ● ● ● ● ● ● ●
Suleyman Akalin Galloway ● ● ● ●
Brynhildr Halsten Galloway ●
Frank Kohl Galloway ●
Eli Reese Galloway ●
Rod Roche Galloway ● ●
Kevin Doyle MB ● ● ● ● ● ●
Keely Matson MB ● ●
Michael Yaffe MB ● ● ●
Charlie Bisbee JHL ●
Angela Jo Wolcott K&W ●
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4. SCHEDULE
Based on the RFP, the Town has set a start and finish date of July 2023
and November 2024, respectively. Our Team feels confident we can
achieve the 30% Preliminary Design deliverables and have a completed
FEMA EHP package to DHSEM by that date. Note that the task durations
do not necessarily represent level of effort. Our proposed schedule is
provided below with some modifications from the durations presented in
the RFP as follows:
• Project management will be an ongoing additional task and include meetings and coordination with the Town
and feedback to assure the project is on schedule, budget, and meeting the Town expectations.
• Task 1: Environmental Impact and Historic Preservation Review – extended through duration of project.
Anticipated input and review cycles from agencies and FEMA may extend this duration beyond 2 months.
Additionally, project actions may need to be defined at a 30% level before permit quantities and impact
footprints may be fully defined.
• Task 2 and Task 3 were extended as they do not necessarily have time limitations other than the 30% Design
deliverables. Most utility impacts and property issues will be resolved by November 2023 for conceptual design
alternatives.
• Task 4 was extended to allow for community input and overall time duration of project.
• Task 6 was extended for overall duration of project.
• Task 7 will be an ongoing task for multiple project phases including the existing condition, alternatives, and
30% preferred alternative design.
2023 2024
Phase/Task J A S O N D J F M A M J J A S O N
Project Management
Task 1 - EHP Review
Initial Desktop Review
Permit Coordination and EHP Development
EHP Draft, Review Cycle, and Submittal
Task 2 - Utilities Impact Assessment
Task 3 - Properties Acquisition Assessmen
Property Constraints and Costs Identification
Ongoing Landowner Discussion
Task 4 - Conceptual Design
Field Recon/Survey Data Collection
Existing Conditions Assessments
Constraints Identification
Alternatives Development
Alternatives Selection
Task 5 - Obtaining Community Input
Ongoing Input/Feedback
Kickoff Meeting
Conceptual Design Review Meeting
30% Review Meeting
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2023 2024
Phase/Task J A S O N D J F M A M J J A S O N
Task 6 - Preliminary Design
30% Modeling and Analysis
30% PS&E Development
EHP Permitting Package Submittal
Review and Finalization
Task 7 - Benefit-Cost Analyses (BCA)
Existing Conditions BCA
Conceptual Alternatives BCA
30% BCA
4. RELEVANT EXPERIENCE AND REFERENCES
SANTA FE RIVER GREENWAY – SECTION B
Client Santa Fe County
Client Contact Miguel Romero – Project Manager, 505-470-3498,
miromero@santafecountynm.gov
Date 2021 - 2023
Specific role
Conceptual, 60%, and 100% engineering for channel stabilization, stream
restoration, pedestrian bike trail, and flood hazard prevention in urban
corridor
Design Lead Michael Scurlock (with AECOM)
Contract/Construction $400K/$10M
SANTA FE, NEW MEXICO
Connecting trails and public
access through the Santa Fe
River corridor has been an
ongoing effort. The ephemeral,
1% slope, 1.2-mile river stretch
was identified for aesthetic
stabilization and restoration while
integrating with the regional
landscape, pedestrian circulation,
and signature public spaces.
Flood hazards within the reach
are significant and stability and
resiliency were critical concerns.
Failures of adjoining project
reaches during recent flood
events had occurred with hazards
to infrastructure and public safety.
Michael Scurlock led the design of
a channel stabilization and river
restoration of the Santa Fe River
section from survey through 100%
construction drawings.
Existing riverbed condition, proposed trail alignment and property acquisition
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Comprehensive fluvial geomorphology modeling and hydraulic evaluation was used to design a stable and
functional river corridor using natural materials and aesthetic. The channel was hydraulically modeled up to and
including the 100-year flood with predictable and controlled hydraulic conditions. Channel designs integrated
seamlessly with the proposed green infrastructure, public spaces, and trail network.
This multifaceted project included landscape architect, permitting, and public outreach teaming partners. The
project includes both trail and road access improvements, with multiple floodplain-spanning pedestrian bridges,
residential roadways, and parking areas. Care was given to engagement of the community with their river resource
and overlooks, shade structures, benches, and pathways through the riparian corridor included in the design.
Community meetings were prioritized. Vegetation showcases native riparian plantings and integrated stormwater
swales were included for water quality and harvesting.
Parcel acquisition and utility issues were constraints in this project. The river design worked together with utility
buffers, relocations, and disturbance footprints. Parcels were identified for acquisition based on public safety and
floodplain encroachment and successful negotiations were initiated and completed for the project benefit.
FALL RIVER AND BIG THOMPSON RIVER IMPROVEMENTS (Multiple Projects)
Client Town of Estes Park
Client Contact Greg Muhonen, 970-577-3581, gmuhonen@estes.org
Date 2016 - 2023
Specific role Design of BTR and Ivy Street Bridge for DEL FLAP, Design of Moraine
Avenue Bridge, Stormwater Master Plan
Lead Engineers Michael Scurlock (with AECOM), Chris Pauley (with Anderson)
Contract/Construction Varied
ESTES PARK, CO. Our Team
has worked as engineer-of-
record on the flood modeling,
river design, and construction
plans for a variety of river
projects within the Town that
bound the proposed project.
The Downtown Estes Loop
(Federal Land Access Project)
is currently under construction
as designed by AECOM in
coordination with FWHA Central
Federal Lands (CFL). Michael
Scurlock was brought onto the
project in 2021 and created the channel and overbank design from the newly created drop structure through the
Rockwell Street project boundary. The design was constrained by the 2D floodplain model adopted for the project
by AECOM and by tight limitations imposed by the transportation aspects. Adhering to these constraints, Michael
designed and produced construction drawings for the channel and overbank areas backed by rigorous 2D
modeling of the hydraulics, fish passage, safe downstream navigation, sediment transport, and bridge scour.
Designs are currently under construction following recommended staging and channel diversion operations
proposed by Michael as of the submittal of this proposal.
DEL FLAP – Ivy Street Bridge Construction May 2023
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The Moraine Avenue Bridge over the Fall River project replaced an old undersized bridge located at the
upstream end of the current capacity improvements project. In 2016-17, Chris Pauley oversaw all preliminary/FIR
and final/FOR hydraulic analyses and design using HEC-RAS and a mid-project release of a best available SRH-
2D model. The hydraulic analyses included a) updated baseline floodplain using new hydrology; b) a proposed
condition based on the future master planned channel and recreational trail improvements; and c) an interim
condition that does not flood existing structures that line both sides of the Fall River. The developed interim
condition blocked additional flow carrying capacity of the new structure to match the pre-project water surface
elevations until such time that downstream capacity improvements are constructed. Pier and abutment scour
evaluations utilized CDOT/FHWA’s procedures found in HEC 18 and HEC 22. Floodplain development permits
were completed for the Town based on a “no-rise” evaluation. Chris provided all Town and prime consultant
coordination and participated in several public meetings for the project. All hydraulic analyses and designs were
performed in concurrence with FEMA; FHWA/CDOT; CWCB; Town of Estes Park, and Larimer County criteria and
guidelines.
Between 2016 and 2018, Chris Pauley was the project
manager and principal author of the first stormwater
master plan (SWMP) in the Estes Valley. This post
2013 Flood planning effort was funded with a HUD
Community Development Block Grant - Disaster
Recovery (CDBG-DR) Assistance. The SWMP was
completed within the approximately 31 sq.mi. Estes
Valley Development Code Boundary that included five
major watersheds totaling approximately 210 sq.mi. of
contributing drainage area in steep mountainous
terrain at altitude. Data collected on over 1,000
stormwater features were compiled into a stormwater
GIS database. Stormwater drainage criteria were
reviewed with the Town. Hydraulic evaluations were
completed, stormwater deficiencies/flood hazards
were identified, and improvement projects were
developed including all the major flood carrying improvements along the Big Thompson and Fall Rivers. Initial cost
estimates indicated that $79 million (2017 dollars) of stormwater infrastructure improvements were needed. Chris
attended and presented at a dozen public and Town Board meetings.
JOHN LAW FLOODPLAIN RESIDENTIAL FLOOD RISK REDUCTION PROJECT
Client Town of Windsor, CO
Client Contact Doug Roth, Town of Windsor, 970-674-2435
Date 2016 - 2023
Specific role Flood Risk Reduction Project Evaluation, Grant Application, Civil and
Hydraulic Design, Project Management
Lead Engineers Chris Pauley (with Anderson)
Contract/Construction Varied
Galloway staff member Chris Pauley was the Senior Project Manager and engineer of record for three separate
projects that successfully obtained funding for and construction of a residential flood risk reduction project in the
Town of Windsor, Colorado. These projects were completed by Mr. Pauley while at a previous engagement.
Pre-Disaster Mitigation Grant Evaluations/The Slough-Law Channel. Towns of Severance and Windsor,
Colorado. Mr. Pauley was the lead investigator looking for viable flood risk reduction projects in both communities
along the Slough-Law Channel (aka The Law Ditch) in anticipation of applying for a FEMA pre-disaster mitigation
(PDM) Grant and/or other federal funding. Damages to pre-FIRM structures and post-FIRM development located
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in a newly expanded detailed 100-year floodplain were evaluated. In addition to the structures: 10 major
county/local roads; the Severance Wastewater Treatment Facility; the Severance Town Hall and police facility;
three major dams/reservoirs (35 to 8,000 acre-feet); a railroad mainline/spurs servicing industry; numerous utility
crossings; and several canal/ditch crossings were evaluated for potential damages. Flood risk reduction projects
evaluated included: reservoir improvements, channelization, and road crossing enhancements. Benefit cost
evaluations indicated no potential improvement projects in Severance and two potentially viable projects in
Windsor. Follow-up studies in Windsor resulted in successfully obtaining a PDM Grant from FEMA. Local funding
for this study was provided by both the Towns of Severance and Windsor.
Law Master Drainage Plan Channel PDM Grant Submittal Hydrologic and Hydraulic Evaluation/Law Ditch
Channel. Mr. Pauley supported the Town of Windsor, CO with technical data in support of the Town’s request for
a $1.8 million Pre-Disaster Mitigation Grant from FEMA to construct a portion of a project identified in the Town’s
Master Stormwater Drainage Plan (also previously completed by Mr. Pauley). Updated hydrologic analyses,
hydraulic modeling, and cost benefit analyses were completed for the grant request. The proposed project met
goals listed in the Northeast Colorado Regional Hazard Mitigation Plan and reduced flooding impacts to 13
residential properties and the traveling public by reducing the probability of road closures of State Highway 392
and Weld County Road 21. The successful FEMA grant request was locally funded.
John Law Floodplain Residential Flood Risk Reduction Project, Windsor, Colorado. Mr. Pauley was the
project manager and engineer of record for this 4,600-foot-long earthen Master Drainage Plan channel. He
oversaw the development of preliminary and final design plans, specifications, and cost estimate for this $4.22
million design and construction project partially funded with a FEMA HMG/PDM Grant. The project included major
box culvert crossings of a) Weld County Road/Greeley No. 2 Canal using a full road closure, and b) State Highway
392 using a shoefly detour.
Mr. Pauley was the Town project manager’s primary point of contact and performed coordination with landowners,
utility owners, and other stakeholders along the alignment. A major City of Greely waterline, various gas lines, and
a power line were lowered and/or relocated during the project. Mr. Pauley was directly responsible for coordinating
property acquisition by Western State Land Services, Inc. and all permitting activities including environmental
clearances Section 404, ESA, and SHPO.
A post-construction LOMR/PMR was submitted and approved by FEMA. Mr. Pauley was the project manager
overseeing all aspects of the hydrologic and hydraulic modelling for a Physical Map Revision of a detailed 100-
year floodplain in Windsor & Weld County, Colorado. The revision incorporated three separately funded and
constructed projects including the: a) John Law Residential Flood Risk Reduction Project funded with a FEMA Pre-
Disaster Mitigation (PDM) Grant; b) West Tributary Channel Project locally funded with Windsor stormwater fees;
and c) privately funded Falcon Point development. The improvements in the floodplain included a) approximately
2 miles of 10-year channelization; b) five box culverts; c) overbank fill; d) access roads; and e) irrigation facilities.
Approvals were obtained from the Town of Windsor, Weld County, and FEMA.
CAMBRIDGE FLOOD MITIGATION
Client City of Cambridge, MD
Client Contact George Hyde, City Engineer, 410-228-1955
Date Ongoing
Specific role Flood Mitigation Design, Stakeholder/Community Management, FEMA Grant
Applications
Lead Engineers Michael Baker
Contract $175K
CAMBRIDGE, MD. Michael Baker was responsible for developing a risk-based strategy for a flood mitigation
project to protect the city against sea level rise combined with major storms along the Choptank River, the City’s
highest flood risk area.
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Hybrid Design: The Michael Baker team provided an innovative hybrid design combining engineered structures
with nature-based systems to provide flood protection due to the accelerating sea level rise and climate change
impacts resulting in greater frequency and magnitude coastal storms.
Flood Mitigation: This project will protect the city against a projected sea level rise of 2 feet by 2050 combined
with a Category 1 storm surge. There are five components to the flood mitigation project. The first component
involves the design and construction of a linear flood barrier consisting of an earth embankment in open areas and
a flood wall where space is limited along private property along the entire length of the Choptank River shoreline.
The design will include living shoreline on the river side of the flood barrier with marsh wetlands vegetation and a
rock sill/breakwater at the toe to increase natural storm water infiltration, dissipate wave energy and reduce storm
surges, prevent erosion, and enhance ecological development and improve water quality.
The project will also have a stormwater component that includes the installation of back-flow preventers on storm
drain outfalls that discharge to the river to prevent high tides from backing up into the streets, and a new
supplemental system to collect and discharge stormwater that may accumulate on the land side of the flood barrier
during major rain events when storms occur during high tides. This system will capture stormwater upstream of
the outfall locations and transport the volume to storage detention facilities that are in public parks. Once the storm
passes, the stored water will discharge out of the storage facility by pump or gravity flow through outfall pipes.
Grant Management: Michael Baker has assisted the City apply for multiple grant programs to obtain additional
funds to manage the project through design and construction as well as to assure that flood risk reduction and
nature-based solutions are included in future planning and development efforts. A grants portfolio was created that
offered numerous federal and state pathways covering all parts of the project.
Public Engagement: Robust public engagement events were undertaken throughout the planning process that
spanned from October 2020 through October 2022. The Michael Baker team created project “branding” to assure
easy recognition of project outreach materials by the public, hosted ten public outreach meetings to describe
project actions, and multiple workshops to provide property owners opportunity to obtain information on various
flood risk reduction options.
Cambridge, MD Flooding (noaa.gov)
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Thomas Arlo Smrdel, M.S.
Project Manager | Senior Fluvial Geomorphologist
Tom is a Project Manager and senior fluvial geomorphologist in GEI’s
Fort Collins, CO office. He has 16 years of experience designing and
building channel and floodplain projects and specializes in hydrologic
analysis, river hydraulics, and fluvial geomorphology. He is committed
to restoring fluvial processes in riparian environments and has a
successful record of meeting design objectives with pragmatic and
sustainable solutions in both urban and natural environments. Tom has
served as a Project Manager and technical lead for channel, sediment,
and wetland restoration projects in the western united states in the
Pacific Northwest, Rocky Mountains, and Great Plains. His recent
experience has been rehabilitating bedload dynamic and planform to
increase habitat for T&E species in the Platte River but has restored
miles of river channels and corridors and thousands of acres of off-
channel habitat to support the recovery of salmonid and other aquatic
and terrestrial organisms. Mr. Smrdel excels at 1D and 2D
hydrodynamic modeling, sediment transport analysis and he enjoys
working alongside project stakeholders to design high functioning river
and floodplain solutions that are permittable, aligned with stakeholder
values and rooted in physical processes.
PROJECT EXPERIENCE
Full Scale Sediment Augmentation Project, Platte River Recovery
Implementation Program, Lexington, NE. Project Manager and principal scientist for the construction of an
ongoing channel widening and sediment augmentation project to test the effectiveness of supplementing 80,000
tons of alluvial sediment annually to restore a braided river planform on the Platte River. Tom led and
implemented this ongoing adaptive management project for five years and tasks included design, contractor
bidding, contracting, construction management, site surveying, as-builts, implementation monitoring and yearly
reporting for stakeholders and U.S. Army Corps of Engineers 404 permitting. The earthwork involved the
excavation of floodplain terraces and spoiling the material into the active river channel for transport. Goals of the
project are to restore an incised channel by increasing channel width, and rehabilitating sediment dynamics to
improve downstream habitat for threatened and endangered species and reducing lateral erosion to protect
adjacent infrastructure.
Big Thompson Confluence - River and Wetland Restoration, Westervelt Ecological Services, Evans,
Colorado. Project Manager and channel design lead for a 72-acre stream and wetland mitigation bank. The
purpose of the project was to restore lost watershed processes exacerbated by incision, by reconnecting the river
to its floodplain through excavation of nearly 300,000 cubic yards of material to create new riparian and
backwater wetlands. This project broke ground in winter of 2020 and completed in spring of 2021. Responsible
for hydraulic modeling, channel and wetland design, construction management and monitoring for a 35-acre river
and floodplain restoration project that led to a stream and wetland mitigation bank at the confluence of the Big
Thompson and S. Platter Rivers. Tasks included baseline surface water and groundwater gaging and functional
assessments using CO-SQT and COMP methodologies leading to a 100% design plan set. Also provided
construction administration, engineering during construction, floodplain permitting and mapping, as-builts and
LOMR/CLOMR processes for Federal Emergency Management Agency (FEMA) and Weld County.
Viestenz-Smith Mountain Park (VSMP) - Flood Recovery Project, City of Loveland and Larimer County
Department of Natural Resources, Loveland, CO. Hydraulic modeling and channel design lead for a
complete rebuild of the valley bottom where the channel avulsed during the 2013 flood. This project reinvented
the park design, incorporated historic elements of the land, and created multiple access points for fishing, wildlife
EDUCATION
M.S., Watershed Science, Colorado State
University
B.S., Physical Geography and GIS,
University of Oregon
River Restoration Professional Certificate,
Portland State University
EXPERIENCE IN THE INDUSTRY
16 years
EXPERIENCE WITH GEI
Less than 1 year
TRAINING AND CERTIFICATIONS
40-hour HAZWOPER
Whitewater Rescue Technician
CPR-Basic First Aid
PROFESSIONAL AFFILIATIONS
Colorado Riparian Association
River Restoration Northwest
Colorado Water Congress
Page 97
Thomas Arlo Smrdel, Page 2
viewing and picnicking while restoring the river using process-based methods to build resilience for flooding and
increase aquatic habitat. This was a multidisciplinary effort that brought together hydraulic engineers, planners,
landscape architects, fisheries biologists, and historians. The project was completed in the summer of 2018.
Responsible for hydraulic modeling, channel design, and channel scour protection. VSMP is a park and open
space located in the Big Thompson Canyon that was largely destroyed by flooding during the 2013 floods. This
>200-year rainfall event undermined Highway 34 and forced the main channel to avulse and migrate south,
toward the highway.
Eugene Delta Ponds Section 206 Ecosystem Restoration Project Design Build, U.S. Army Corps of
Engineers & The City of Eugene, Eugene, OR. Hydraulic modeling and design lead for a channel and
wetland project in an urban setting. This project restored a severely degraded gravel mining area into spawning
and rearing habitat for salmonids, increased fish passage and connectivity for native species, restored a backwater
channel, and increased access for fishing and outdoor recreation. Responsible for wetland and channel design,
trail networks, pedestrian bridge, overlooks and parking and staging areas. Led efforts in hydraulic modeling,
drafting, design, and fieldwork for a 150-acre off-channel habitat restoration/fish passage project which included
a natural substrate arch culvert, grade-control weirs, and a side channel reconnection with a pedestrian access and
park features. Tasks included quantity take-off, hydraulic modeling, cost estimation, design calculations,
coordination meetings, fish salvage, and 30% through 100% design plan set preparation, construction monitoring
and as-built surveys.
Oglala Dam Remediation Design, Bureau of Indian Affairs, Oglala, SD. Fluvial geomorphologist and
hydraulics and sediment transport subject matter expert for an earthen spillway design as part of dam
rehabilitation project for BIA. Performed hydraulic calculations and modeling interpretation to estimate scour
potential, failure risk and worked with the geotechnical design team to ensure appropriate BMPs were considered
during the redevelopment of this irrigation storage reservoir on White Clay Creek in Lakota County.
Post-Fire Sediment Management Plan Implementation, Denver Water, Foxton, CO. Project Manager and
geomorphology lead working with Denver Water and watershed stakeholders to scout locations, design, and
implement sediment detention and stabilization treatments in remote watersheds above Strontia Springs Reservoir
along the North Fork of the South Platte River. This area has burned several times and is largely devoid of
vegetation and transporting an abundance of decomposed granite substrate. Varying levels of treatment were
recommended and designed beyond the conceptual level for permitting and implementation. These treatments are
designed to trap mobile sediment and aid in quantification of transport rates as well as inform the effectiveness of
upstream recovery and stabilization efforts and inform future implementation efforts in the watershed.
Front Range Wetland Mitigation Bank, Westervelt Ecological Services, Fort Morgan, CO. Hydrology, and
hydraulics subject matter expert providing technical oversight and design support for the development of an off-
channel wetland complex and slough enhancements along I-76 and the South Platte River near Fort Morgan. The
109-acre site created an herbaceous wetland complex and enhanced a warm water slough system that provides
habitat for migratory birds and other wildlife species. The project spoiled excavated material on site and met the
conditions of a no-rise condition for FEMA regulations and local permits. This mitigation bank is a multi-benefit
project that preserves the environmental functions of wetlands, such as flood attenuation, sediment storage,
groundwater recharge, and water quality improvements. It provides compensatory mitigation for impacts in the
watershed in Weld County.
Willamette Confluence Floodplain Restoration, TNC, Springfield, OR. Project Manager and Fluvial
Geomorphologist responsible for channel and floodplain design and data needs for a 1,270-acre gravel mine
reclamation and wetland restoration effort. This project supported salmonid and other native fish recovery and
included bathymetric and topographic surveying, grading, and filling of gravel pits to meet wetland performance
criteria. The project also included channel design with a levee breach, side channel connections, large woody
debris and invasive species removal and management. All phases combined to expand the reach of the river into
the floodplain and increase overall connectivity at low flows in the summer and reduce flooding impacts to the
local communities in the winter and spring.
Page 98
Michael Scurlock, P.E., PhD
Senior Hydraulic Engineer
Michael Scurlock is a senior hydraulic engineer in GEI’s Denver,
Colorado Office. He specializes in open-channel hydraulics, sediment
transport, bank stability, scour dynamics, infrastructure hydraulic
structure design, recreational hydraulics design and navigation, spillway
and complex flow evaluations, hydraulics research, fish passage and
exclusion, habitat improvements, and stream restoration. He has 15
years of experience in research, analysis, and applied engineering design
of open-channel hydraulics systems and hydraulic diversion structures.
He has co-authored federal and state guidelines for channel design,
stream restoration, and bank and vertical channel stabilization and has
published tools for rapid engineering assessments of channel stability
structural solutions tailored to site-specific constraints. Michael uses
state-of-art hydraulic analysis and design tools, including CFD, to
comprehensively assess and evaluate real-world systems. His experience
includes the restoration and reinvigoration of multiple urban river
corridors.
PREVIOUS PROJECT EXPERIENCE
Central Federal Lands, Estes Loop, Big Thompson River Improvements, Estes Park, CO. Lead Design
Engineer - Hydraulics. Performed analysis of the Big Thompson River through downtown Estes Park, CO and
designed a stable and functional river corridor that met strict floodplain regulatory constraints. A new proposed
bridge was designed according to federal guidelines, a drop structure was included, and bio-stabilization and
alluvium repurposing were all components of the project. Led the channel design through construction drawings,
quantities, and specifications working closely with FHWA CFL and the Town.
Santa Fe River Greenway Restoration, Santa Fe, NM. Lead Design Engineer. The seasonal Santa Fe has been
targeted for restoration and recreational enhancement for the benefit of the local community. Led the technical
team from in-river survey through construction plans development for the in-river portion of a restoration and
riparian corridor activation project. The project has a significant fluvial geomorphology component, balancing
resilient stream restoration design with consequential flood damage potential. Floodplain activation with native
vegetation recruitment and interaction with the local trails and public was a key project objective. Targeted
solutions included a variety of site-specific grade-control and bank-stabilization structures designed for long-term
stability, natural aesthetic, and public interaction.
Helper River Revitalization Project, Helper, UT. Lead Engineer/Task Lead/Construction Oversight. Led the
engineering design and implementation efforts to remove and/or retrofit three deteriorated low-head diversion
dams with naturalized features to enhance flood conveyance, fish passage, public safety, and river connectivity to
overland parks and bicycle trails. Performed installation of eight structures from initial hydrographic survey
through full construction plan development, permitting, oversight, and close out. The Price River, UT presents
unique challenges due to extreme debris flow potentials and an incised channel form.
Brazos Riverbank Stabilization, Sugarland, TX. Lead Design Engineer. The Brazos River at the SH-99 Bridge
has been the site of aggressive and damaging bank erosion on a large scale which has compromised bridge
integrity and affected local flood levees. Led the design of bank stabilization structures specifically targeted to the
fluvial geomorphic instabilities associated with the channel while adhering to strict floodplain and bridge hydraulic
requirements. A series of bendway weirs were coupled with longitudinal stone-toe protection for a comprehensive
solution to erosional processes. The project has received a large FEMA grant for implementation.
EDUCATION
PhD. Civil and Environmental
Engineering, Colorado State University
M.S., Civil and Environmental
Engineering, Colorado State University
B.S., Environmental Resources
Management, Texas State University
EXPERIENCE IN THE INDUSTRY
16 years
EXPERIENCE WITH GEI
Less than 1 year
REGISTRATIONS AND LICENSES
Professional Engineer, TX No. 136923
Professional Engineer, WY No. 15648
Professional Engineer, CO No. 517359
Professional Engineer, NM No. 26121
Page 99
Michael Scurlock, P.E., PhD, Page 2
Northern Integrated Supply Project, South Platte Diversion, Colorado. Lead Design Engineer. A winter-
activated diversion structure has been proposed in the South Platte River to supply an offline water-storage
facility. Led the hydraulic and operations design for an adjustable structure which meets the goals of water
delivery while permitting fish and boat passage, maintaining sediment, flow, and morphological continuity within
the river, and functioning long-term in an ice affected river environment. The project is highly constrained by
elevation targets, floodplain impacts, and infrastructure proximity.
Criteria Manual, Colorado Water Conservation Board (CWCB), Colorado. Contributing Author. CWCB is
in the process of updating the statewide Colorado guidelines for stormwater, floodplain, and stream design. Led
the open-channel hydraulics portion of the manual, including stream restoration, channel design, fish passage,
structures engineering, recreational design, and fluvial geomorphology.
2D Modeling Training and On- Call Services, Texas Department of Transportation (TxDOT), Sabine,
TX. Technical Advisor, Instructor, Lead Modeler. Serving as a technical resource for SRH- 2D modeling
assistance and guidance for TxDOT. Performed SRH-2D modeling, bridge scour evaluations, and design services
at IH20 as a case study and providing a series of unique training seminars to TxDOT staff. Providing on-call
services for SRH-2D modeling reviews and assistance as needed for various TxDOT river hydraulics project
applications including infrastructure crossings, channel stability solutions, and floodplain hazards.
Baldwin Dam Removal and Sea Lamprey Barrier, Baldwin, MI. Technical Advisor, Design Engineer. An
antiquated dam located on the Baldwin River has been targeted for removal. Worked with an interdisciplinary
team to evaluate structural removal solutions, deal with contaminated sediments, and restore the natural river
form to the area. A key component of the project is the installation of a seasonally operated sea lamprey barrier to
control invasive species proliferation into the upper watershed. An alternatives analysis of multiple options is
being conducted to identify the best location and solution for the barrier before final design and ultimately
construction. Key constraints include the seasonal passage of the native and preferred sport fish of the Baldwin
River.
Grand River Restoration Environmental Impact Statement Analysis, Grand Rapids, MI. Design
Engineer/Analyst. The Grand River has been the focus of a long-standing project to revitalize the rapids in the
downtown urban corridor of the City. Performed a wide range of sediment transport analyses, recreational design,
fish passage and fish barrier design and analyses, and aquatic habitat assessments. The project considered flood
relief while optimizing urban connection and aquatic habitat benefits to the waterway. One component of the
design was a 600-foot channel-spanning adjustable river barrier structure for aquatic species control. Led the
comprehensive hydraulic and operations design of that structure.
Truckee River Whitewater Park Study, Truckee, CA. Lead Engineer. The Truckee River has been targeted as
a potential site for the first whitewater park installation in California. Led the hydraulic modeling and stream
restoration feasibility of the river through the downtown reach of the Town and identified multiple recreational
amenities as hydraulically possible for inclusion while maintaining flooding and fish passage constraints and
considering public connection and interaction with the waterway. Applied knowledge from the successful design
and construction of multiple whitewater facilities he was involved with to this project.
South Platte River Mile, City and County of Denver, Denver, CO. Worked to facilitate engineering review of
the proposed modifications of the South Platte River Mile. Proposed modifications have implications for
sediment transport and mobility issues through the river reach in downtown Denver. Worked with City and
County staff to identify analyses that could better illuminate project impacts and long-term maintenance
requirements.
Computational Fluid Dynamics (CFD) Modeling and Design of Bend Whitewater Park, Bend, OR. CFD
Design and Engineer. Performed CFD analysis (Flow-3D) and optimization of two whitewater recreational
features. Results of the design refinement included the creation of the “Green Wave” feature in the park, which is
widely regarded as one of the premier river surf waves worldwide and draws recreational users year-round:
bendbulletin.com/multimedia/webcams.
Page 100
Carol Maxwell
Restoration Ecologist/Landscape Designer
Carol Maxwell has a unique skill set as a restoration ecologist and
landscape designer. For over 10 years, she has been incorporating the
diverse needs of stakeholders while enhancing ecological resources.
Her project portfolio includes various park designs from art parks to
trail design around sensitive plant communities to large-scale planning
and ecological restoration projects. The products have been valuable
and engaging public spaces with measurable results, including increased
public use, reduced impacts, and improved ecological diversity. She is
flexible in all design phases intergrating multi-benefit habitat and public
access concepts to the fine details that integrate local materials and
green trail technology. With a background in communication, whether
working with private landowners or public agencies, she is attentive to
detail and receptive. Evident in her 3-term, 7-year elected position on
the Society for Ecological Restoration International Board of
Directors, she can also refine a strategic vision and achieve results
toward a larger goal, working across many boundaries.
PREVIOUS PROJECT EXPERIENCE
Oceano Dunes Planning and Outreach, California Department of Parks and Recreation, San Luis
Obispo County, CA. Landscape Designer. In collaboration with public agencies and stakeholders, designed
multiple projects, across 5,510 acres, to facilitate the Public Works Plan improvements throughout Pismo State
Beach Park and Oceano Dunes State Vehicle Recreation Area. Projects include multiple schematic designs for a
multiuse trails throughout the park, site analysis and botanical surveys, enhancements to tourist destinations with
ecological sensitive habitats, and facility amendments along a changing shoreline. Engaged in public workshops to
obtain feedback and facilitate the public process.
The Baylands: Bxybee Park and Renzel Wetlands, City of Palo Alto, Palo Alto, CA. Restoration Ecologist
and Landscape Designer. Collaborated with an active stakeholder group to design improvements to Bxybee Park,
a 150-acre public waterfront art park built on a landfill. This included conceptual design for tidal restoration and
public access, trail amendments, ecological corridor identification and improvements, along with
recommendations for alternative maintenance activities that reduce the presence of invasive exotic species within
the park. In addition, served as the public liaison for the design team and artists working in collaboration with the
project. Presented this work at the Bay-Delta Science Conference to inspire the collaboration between ecological
restoration and art.
Boggs Tract Sustainable Community Plan, San Joaquin County, Stockton, CA. Landscape Designer. In
collaboration with the planning and transportation team, leading the design of a Community Green Space under
the I-5 Freeway within a Boggs Tract residential neighborhood. The goal of the project is to improve access and
connectivity to community establishments while assisting the community to implement their collective vision for
the neighborhood. The design of the Community Green Space involved facilitating multiple public workshops
and the development of design alternatives based upon public and stakeholder feedback.
Sacramento Water Forum. Cordova Creek, Phase ll Plan. Landscape Designer. Created ecological restoration
plans with public access trail for restoration of urban creek. Integrated multiple active stakeholder groups
throughout the design process and integrated active stakeholders into plant procurement and project
implementation. To fully relay the design, created multiple illustrative plans for public to effectively communicate
design plans to the public.
EDUCATION
M.L.A., Landscape Design (focused on
ecological restoration), Temple
University
B.A., Multicultural Counseling and Arts
Therapy, The Evergreen State College,
Olympia, Washington
EXPERIENCE IN THE INDUSTRY
10 years
EXPERIENCE WITH GEI
2 years
PROFESSIONAL AFFILIATIONS
Executive Committee Member, Society for
Ecological Restoration International
Page 101
Carol Maxwell, Page 2
Yolo Bypass/Cache Slough Master Plan and Programmatic Section 408, California Department of Water
Resources, Yolo and Solano Counties, CA. Landscape Designer and Restoration Ecologist. Developing
conservation strategy, impact, and improvement evaluation system for future projects within the area and
ecosystem baseline for the Yolo Bypass/Cache Slough (YB/CS) Master Plan, and Programmatic Section 408
permission. The YB/CS Master Plan will guide the implementation of projects and operations and maintenance
(O&M) within the YB/CS Complex to develop integrated projects that collectively will enhance ecosystem health,
sustain agricultural economy, reduce flood risk, increase water supply, and improve water quality through a
comprehensive plan. The GEI team is coordinating incorporation of ecosystem improvement elements for
approximately 20 projects; preparing strategy documents to develop consensus on a programmatic approach to
CEQA/NEPA compliance, permitting for biological and cultural resources; and defining and detailing a common
ecosystem baseline and accounting system to support comprehensive tracking of impacts and mitigation, advance
mitigation, conservation, and ecological uplift.
Klamath River Dam Removal Technical Representative Services, Klamath River Renewal Corporation,
CA and OR. Restoration Ecologist. Collaborated on the restoration design of a 2,500-acre area after the removal
of 4 large dams and draw down of associated reservoirs. The project will facilitate salmon passage from the
Pacific Ocean through northern California to Oregon, improve wetland and riparian habitats, and provide quality
habitat for other fish and species in the Klamath River. Responsibilities as a restoration ecologist and designer
include creating restoration methodology, detailed design criteria, multiyear seed collection and propagation
implementation, preliminary invasive species eradication plan, cost estimates, and schematic designs for the
restoration of the wetland, riparian, and upland habitats.
Lower American River Restoration, American River Common Features Project, Sacramento Area Flood
Control Agency, Sacramento, CA. Restoration Ecologist. Developed landscape design plans targeted at
reducing erosion to protected levees while increasing biodiversity for riverine and terrestrial habitats. Utilized the
Standard Assessment Methodology (SAM) analysis to further tailor designs to ensure long-term habitat
improvements. Project design included species and plant community selection, strategic placement of vegetation
in coordination with complex hydrologic challenges, public access design and irrigation.
Bethel Island Municipal Improvement District. Northwest Levee Project. Bethel Island, CA. Restoration
Ecologist. Planning and implementation of 4,500 linear feet of habitat enhancement along the Northwest Levee
within Taylor Slough. Project included restoration of shaded riverine aquatic and riparian habitat monitoring for
mitigation site.
Suisan Marsh Public Access Study, Delta On-Call Environmental 2016-2020, California Department of
Water Resources, Solano County, CA. As a landscape designer, conducted public surveys and evaluated key
locations within Suisun Marsh for opportunities and constraints, enhancement strategies and decision-making
strategies for public access within an ecologically restored area. The strategy will be used to assist the development
of a comprehensive public access strategy for the entire Suisun Marsh.
Emergency Levee Repair Projects, Sacramento-San Joaquin River Delta and Central Valley, California
Department of Water Resources, CA. As restoration ecologist and landscape designer, performed surveys and
prepared riparian and wetland habitat restoration plans and specifications for numerous emergency levee repair
sites on the Sacramento, San Joaquin, Bear Rivers, Butte and Deer Creeks as well as Steamboat and Elk Sloughs.
Redesign of these areas involved preserving and enhancing existing native vegetation within the restoration of the
levee.
Suisan Marsh Public Access Study, Delta On-Call Environmental 2016-2020, California Department of
Water Resources, Solano County, CA. As a landscape designer, conducted public surveys and evaluated key
locations within Suisun Marsh for opportunities and constraints, enhancement strategies and decision-making
strategies for public access within an ecologically restored area. The strategy will be used to assist in compliance
with the San Francisco Bay Conservation and Development Commission's special condition permit requirements
for the Tule Red Restoration Project, which requires the development of a comprehensive public access strategy
for the Suisun Marsh.
Page 102
Lucy Harrington
Senior Regulatory Specialist/Project Manager
Lucy Harrington has 19 years of experience in permitting and
regulatory compliance throughout Colorado and the western United
States. This includes implementing numerous multiyear, multimillion-
dollar projects for the private sector and leading the associated tasks
including federal and state permitting activities, post-construction
compliance and monitoring, and community stakeholder engagement.
Additionally, she has coordinated efforts with third party teams on
project elements related to design and construction as well as water
rights to complete full-delivery projects. Ms. Harrington has worked
collaboratively with regulatory agencies, brokers, private property
owners, non-profit organizations, senior water right holders, and
attorneys to identify and address risk and resolve complex permitting
and water resource constraints.
In addition, Ms. Harrington has worked extensively on environmental
permitting, restoration, and environmental research as a public sector
employee for the U.S. Fish and Wildlife Service, the Natural Resources
Conservation Service, the Bureau of Land Management, the Bureau of
Reclamation, and the U.S. Forest Service. This includes overseeing
permitting for several large water infrastructure projects including as
the U.S. Fish and Wildlife Service (USFWS) representative on the San
Francisco Public Utilities Commission’s Crystal Springs Reservoir
enlargements and the development of one of the first Wetland Reserve
Program (WRP) projects in Oklahoma. She also was the USFWS’
Interagency Review Team representative to review and approve
mitigation and conservation banks, in-lieu fee (ILF) programs, and
Habitat Conservation Plans (HCP) across northern California.
Ms. Harrington experience has allowed her to forge strong and
collaborative relationships with agency staff across the west as well as
with private sector firms, non-government organizations (NGOs), and
a diverse group of private stakeholders.
PREVIOUS PROJECT EXPERIENCE
Craig Diversion Park Design Support and Permitting, Riverwise
Engineering, Craig, CO. Currently serving as the environmental
permitting lead for a multipurpose instream project for the City of
Craig. The redesigned diversion for the City’s municipal water intake is
being funded by a grant from the Economic Development Agency
(EDA) and will incorporate a recreational feature, allow bi-directional
passage for the native fish assemblage (including four federally listed
species), and work with the natural tendencies of the Yampa River. The
project will also include the development of a riverside regional park
and boat ramps. Has led the development of two separate
Environmental Assessments (EAs) in accordance with NEPA for
different aspects of the project and has successfully obtained two Not
Likely to Adversely Affect (NLAA) determinations from USFWS. The
Individual Permit for the project is currently in preparation and has
required extensive coordination between USACE, USFWS, and EDA,
EDUCATION
B.S., Wildlife Biology, Colorado State
University
Certificate, Comparative Ecology, School
for International Training
EXPERIENCE IN THE INDUSTRY
19 years
EXPERIENCE WITH GEI
1 year
TRAINING AND CERTIFICATIONS
10(a)(1)(a) Recovery Permit training for
California red-legged frog (Rana
draytonii)
10(a)(1)(a) Southwestern willow flycatcher
(Empidonax traillii extimus)
Stream Quantification Tool and Colorado
Stream Quantification Tool (Stream
Mechanics/USEPA)
FacWet Training, CDOT
Section 7 & 10 ESA Training, National
Conservation Training Center
Wetland Delineation and Policy Training,
Wetland Training Institute
Natural Resources Inventory (NRI), Team
Lead Training (Natural Resources
Conservation Service)
Page 103
Lucy Harrington, Page 2
as well as various state agencies. Species of concern in the area include Colorado Pikeminnow, yellow-billed
cuckoo, and Ute lady’s tresses.
Wetland and Stream Mitigation Development, Evans, CO. Principal-in-Charge. Oversaw the development,
approval, and construction of a 75-acre wetland and stream mitigation bank at the confluence of the Big
Thompson and South Platte rivers. Led efforts for land identification and acquisition, participated in stakeholder
outreach, and completed all permitting with federal, state, and local agencies, including section 404 of the Clean
Water Act and formal consultation with the USFWS for impacts to ESA-listed species. Worked with the
Colorado State Engineer’s office and Division 1 Engineer’s office to evaluate Colorado water rights while
simultaneously coordinating with municipal and agricultural users to assure compliance with state water law.
Evaluated project lift with consulting engineers, hydrologists, and biologists utilizing the Stream Quantification
Tool (SQT) and FACWet. Oversaw design development and construction implementation while coordinating
with private landowners to adjust project elements and obtain local support. This project was the first commercial
mitigation bank approved in the Denver-Metro area in 20 years and continues to provide offsets for a variety of
public and private agencies to ensure compliance with environmental regulations. Completed this work while
working at a different firm.
NEPA Compliance for Chatfield Reservoir Storage Reallocation, Chatfield Reservoir Mitigation
Company, Littleton, CO. Assisted in the review and assessment of potential species mitigation properties
required under NEPA for the storage reallocation project for Chatfield Reservoir. Evaluated properties for
aquatic resources and species lift capacity using FACWet and USFWS-approved assessment methodologies for
the Preble’s meadow jumping mouse (PMJM), respectively. These technical assessments were evaluated alongside
her review of real estate documents and landowner discussions that were performed to ensure NEPA compliance
and long-term conservation values of the selected properties would be maintained. Assisted in developing
technical reports for the Chatfield Reservoir Mitigation Company to provide guidance on suitable landscapes and
worked with engineering firms, real estate staff, and attorneys to identify and assess appropriate mitigation sites.
This work was completed with a different firm.
Pinole Valley Conservation Bank, East Bay Municipal Utility District (EBMUD), Contra Costa County,
CA. Served as the Project Manager for the development of a 300+ acre mitigation bank on a former reservoir site
owned by EBMUD. Led wetland and listed species investigation to determine baseline conditions and
coordinated with federal and state agencies on design and permitting including development and finalization of
the Bank Enabling Instrument (BEI), Clean Water Act permits, ESA formal consultations, and Incidental Take
Permits from California Department of Fish and Wildlife (CDFW). Coordinated with EBMUD staff to develop
long and short-term management plans, operational budget, and project timelines. This project was completed
with a different firm.
NEPA Compliance for Los Vaqueros Reservoir Expansion Project, Contra Costa Water District
(CCWD) and Bureau of Reclamation, Contra Costa County, CA. As Project Manager worked with a team of
engineers, hydrologists, rangeland managers and real estate brokers from a variety of organizations to develop and
preserve over 5,000 acres of wildlife habitat for federally and State listed species as required by reservoir
expansion permits obtained through the National Environmental Policy Act (NEPA) process. Evaluated
properties, reviewed restoration activities, and developed land management actions and associated annual budgets
necessary to meet NEPA compliance. This project was completed with a different firm.
Endangered Species Act (ESA) Compliance for Crystal Springs Reservoir Complex Enlargement and
Earthquake Safety, San Francisco Public Utilities Commission (SFPUC), San Mateo County, CA. Project
Manager for the USFWS and oversaw regulatory compliance under the ESA related to the enlargement of the
Upper and Lower Crystal Springs reservoirs and the installation of new emergency use earthquake relief tunnels.
Coordinated with SFPUC staff and consultants to develop conservation measures to protect federally listed
species per NEPA and Individual Permit requirements and reviewed and approved mitigation plans for these
resources.
Page 104
Joe M. Garcia, P.E.
Transportation Practice Leader,
Joe Garcia is a transportation practice leader in GEI’s Dallas office
with 26 years of experience. Mr. Garcia has experience in a wide range
of transportation engineering, drainage, and public work projects, and
has a solid technical background in preliminary and final design and
development, layout of highway alignments, roadway drainage, storm
water management, hydraulic and hydrologic reports, erosion and
sedimentation control, pavement marking and signage, water and
sanitary systems, utility conflicts & resolutions, and other various
engineering elements; development of plan sets, quantities,
specifications, and special details; construction oversight duties, critical
path scheduling, shop drawing reviews & consultation services.
Mr. Garcia has been part of two Fortune 500 company’s transportation
growth and expansion initiatives. He has been Project Manager for a
variety of projects that have included roadway reconstruction projects,
bridge replacement, P3 projects, aviation program development, rail
projects, and other various civil engineering projects. Project
management and control responsibilities include project setup for
contract compliance, project kick‐off meetings, scheduling and staffing
projects, managing daily work activity, and monitoring milestone status
to meet deadlines and budgets; review project status reports and
conduct project reviews; worked with Project Managers on solutions
for completing projects. Led quality assurance/quality control
(QA/QC) management plan overhaul for a large company and
submitted it for implementation. He has served as the President for the
Texas society of Engineers (TSPE)‐Dallas Chapter 2013 and has been
part of that society for 12 years. Served 5 years on the board of
directors for East Dallas Developmental Center, a local daycare center.
Technical skills include MicroStation J & V8, GUIDSIGN,
WINSTORM, GEOPAK, AUTOTURN, CulverMaster, FlowMaster,
and Microsoft Importer – AXIOM.
PREVIOUS PROJECT EXPERIENCE
FM 1450, Reeves County, Coyanosa, TX. Project Manager for
leading the design for widening 16 miles of FM 1450. Led a four-
person design team for development of plan production sheets
roadway, drainage, structures, illumination, TCP, signage, and
pavement markings. Coordinated design efforts between Texas
Department of Transportation District Office, Odessa County, and
design team staff. The design effort also involved evaluating the
relocation of various utility conflicts and providing the District Office
with project input at these relocations. This $35M roadway
improvement project is anticipated to be under construction by 2026.
Safety Improvement Project, Coleman‐Mills‐Brown‐Lampasas‐
Comanche Counties, Brownwood, TX. Lead Engineer for heading
the design and evaluation of safety end treatments of existing culvert
locations along US 84, US 67, and US 281 corridors. Led a four-person
design team for development of plan production sheets for over 50
EDUCATION
B.S., Civil Engineering, University of
Texas at San Antonio
EXPERIENCE IN THE INDUSTRY
27 years
EXPERIENCE WITH GEI
Less than one year
REGISTRATIONS/CERTIFICATIONS
Professional Engineer, TX, No. 93705
Professional Engineer, FL, No. 73322
Professional Engineer, MO,
No. 2012004185
Professional Engineer, VA, No. 055953
Professional Engineer, AR, No. 18133
Professional Engineer, GA, No. 36341
Professional Engineer, IL, No. 062064134
Professional Engineer, NC, No. 038853
Professional Engineer, SC, No. 35002
PROFESSIONAL AFFILIATIONS
Texas Society of Professional Engineers‐
Dallas Chapter, Past‐President 2014‐
2015
Texas Society of Professional Engineers‐
Dallas Chapter, President 2013‐2014
Texas Society of Professional Engineers‐
Dallas Chapter, State Director 2009‐
2011
Texas Society of Professional Engineers‐
Dallas Chapter, Chapter Director 2007‐
2009
East Dallas Developmental Center, Board
of Directors, Member of the Financial
Committee
Texas Society of Professional Engineers‐
Dallas Chapter, Treasurer 2005‐2006
Texas Society of Professional Engineers‐
Dallas Chapter, Chapter Director 2003‐
2005
Habitat for Humanity – Volunteer
Boys Scouts of America –Den Leader for
4 years and Assistant Cubmaster for 5
years
American of Wind Energy Association
(AWEA) – Associate Member
NCEES Record
Page 105
Joe M. Garcia, P.E., Page 2
culvert crossings safety end treatments. Coordinated design efforts between Texas Department of Transportation
District Office and design team staff. The design effort also involved evaluating existing utility conflicts and
providing the District Office with potential relocations. This $2.8M safety improvement project commenced
construction in the Fall of 2020.
US 175, Kaufman, County, Crandall, TX. Lead Engineer for heading the design for adding southbound
frontage road and respective ramps along US 175 from FM 148 to CR 4104. Led a six-person design team for
development of plan production sheets roadway, drainage, structures, illumination, TCP, signage, and pavement
markings. Coordinated design efforts between Texas Department of Transportation District Office, Kaufman
County, and design team staff. The design effort also involved evaluating the relocation of various utility conflicts
and providing the District Office with project input at these relocations.
SH 87, Broadway Avenue J, Galveston County, Galveston, TX. Project Manager for leading the design of
replacement of bridge block culverts and associated storm sewer systems. Led a six-person design team for
development of plan production sheets for 16 cross street transverse drainage systems to be incorporated into
overlay project along SH 87. Coordinated design efforts between Texas Department of Transportation Area
Office, City of Galveston, and Texas Department of Transportation Houston District design staff. The design
effort also involved utility conflict coordination and demolition of existing storm sewer appurtenances.
McDonwell School Road & Westcoat Drive Roundabout, Colleyville, TX. Project Manager for this
proposed single lane roundabout. Supervised the operational analysis and traffic analysis of the intersection. Led
the proposed production plans which include but are not limited to horizontal and vertical alignments, storm
sewer design, roadway illumination, water & sanitary sewer adjustments, coordination of utility relocations,
erosion control, paving details, typical sections, proposed cross sections, quantities, and specifications. The
project consisted of replacing a T‐intersection with a proposed single lane roundabout. Utilized MicroStation,
GEOPAK Drainage, and spreadsheets to prepare 60% plans.
I77 HOT Lanes, Charlotte, NC. Was responsible for the storm sewer design for approximately 16 miles of the
27-mile interstate corridor. Directed and supervised a design team for preparing issued for construction plans for
the closed storm sewer system along interstate while preparing drainage permits and erosion control plans. He has
Level III certification (#3692) for the design of erosion control plans. The design incorporates North Carolina
Department of Transportation and local municipality’s design criteria. He was responsible for coordination with
all other engineering disciplines.
North Tarrant Express, NTE, Fort Worth, TX. Engineer of record for the storm sewer design on the North
Tarrant Express 3A South segment. Part of this 13.5-mile corridor is along IH35W in downtown Fort Worth.
Task lead for this design. Supervised a design team for preparing issued for construction plans for the closed
storm sewer system along the IH35W highway. Provided a drainage analysis report for the seven major outfalls.
The design incorporated Texas Department of Transportation design criteria and specifications. Responsible for
QA/QC, client meetings, and coordination with all other engineering disciplines.
All Aboard Florida, P3 pursuit, Orlando, FL. Project engineer provided technical assistance for drainage
structures, roadway alignments, utilities and ATCs. Reviewed the existing drainage report for the Orlando
International Airport and provided drainage summary on what storm sewer appurtenances would be impacted by
the high-speed rail train coming into the airport property and recommendations on proposed storm sewers,
culverts, and detention ponds.
Trinity Lakes Design Project, City of Dallas, Dallas, TX. Project engineer for a public works project
undertaken in the 2000s by the city of Dallas, Texas. Its goal was to redevelop the Trinity River. The project
aimed to turn the river's path into a collection of sports fields, trails, nature centers, and recreational
opportunities. Approximately nine miles of the Trinity River was planned to be diverted. Led the structural group
on the design of the bridge pier modifications for nine bridges. Attended various coordination meetings with
overall design team. Made presentations to key stakeholders and City of Dallas staff.
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MICHAEL BAKER INTERNATIONAL PAGE 1 OF 1
FLOODPLAIN ENGINEERING, FEMA BCA, OUTREACH SUPPORT Kevin Doyle, PE
Mr. Doyle is a professional engineer experienced in
hydrology, hydraulics, and sedimentology. His project
experience includes hydrologic studies, hydraulic studies,
flood routing, flood control, floodplain studies, watershed
master planning, bridge, and culvert hydraulic design, scour
analysis, sediment transport and shear stress analysis, design of
countermeasures, and multi-stage channel restoration. He has significant
FEMA experience including starting the Revisions (MT-2) group for the
Michael Baker Lakewood office and managing all LOMRs and CLOMRs
produced in FEMA Region VIII and X during a four-year period, serving as
the technical and hydrologic/hydraulic modeling lead for FEMA Region VIII,
and has been involved in more than 100 FEMA flood insurance studies over
the last several years. Mr. Doyle also has an extensive background serving
as the water resources lead on various transportation, utility, and stream
restoration projects, analyzing the impacts of the projects, communicating
the impacts to local, regional, state, and federal agencies, and coordinating
the permitting requirements.
Kevin helped develop the quality review procedures for FEMA flood risk
studies that are now used by FEMA contractors nationwide. Kevin has
served a significant role in updates to FEMA’s G&S for flood risk analysis and mapping, helping to produce policy papers, assisting
with the evaluation and adoption of more restrictive floodplain standards, all while working at the forefront of helping FEMA
develop/test new policies and products. In 2015, Kevin was awarded the State of Montana’s Engineering and Floodplain Mapping
Award for Excellence.
RELEVANT EXPERIENCE
CWCB – CTP Flood Risk Mapping Activities, Statewide, Colorado. Colorado Water Conservation Board (CWCB). Senior Advisor. Michael
Baker has been actively supporting CWCB in advancing their 5-year plan and implementing Risk Mapping, Assessment, and Planning
(RiskMAP) projects since 2020. Within three contract years (FY19, FY20, and FY21), we’ve contracted $4,455,288 across 21 individual
projects, of which 12 projects are in progress or completed, valued at $2,028,890. Our involvement entails full support across technical and
outreach aspects of the various phases. For each project, Michael Baker provides technical expertise in hydrologic and hydraulic approaches,
while also facilitating reporting, identifying hazard mitigation actions, assisting community officials in regulation, and supporting community
outreach to the public.
Floodplain Mapping and Permitting Support, Boulder County, Colorado. Boulder County. Project Manager. Michael Baker has had an
ongoing Floodplain Mapping and Permitting Support on-call contract with Boulder County since 2014. Over that time, we have provided high
quality deliverables within established schedules, some as short as two days, on over 120 task orders that Boulder County’s Floodplain
Program has asked us to perform. We performed Technical review of 230 miles of flood risk studies performed by the Colorado Hazard
Mitigation Program (CHAMP), provided support at over 20 community outreach meetings with 100’s of attendees and provided support at
multiple Planning Commission and County Commissioner hearings, assisting the County navigate the FEMA Flood Insurance Study process.
Michael Baker has also performed technical review of over 40 floodplain development permit and Letter of Map Change (LOMC) submittals
using all applicable county, state and federal regulatory policy documents, participation as a technical expert at meetings related to floodplain
development permitting
Community Engagement and Risk Communications (CERC), Nationwide. FEMA. Team Member. Responsible for developing messaging
and materials to support the FEMA and promoting the development of high-quality training products for flood risk products. Michael Baker is a
member of the national Community Engagement and Risk Communication team for the Risk Mapping, Assessment, and Planning program.
Michael Baker's services include hazard mitigation planning, community outreach, preparation and dissemination of outreach materials, and
development and delivery of training for stakeholders. We combined technical and communications expertise to change how FEMA engages
with its customers, drive action, and build a strong foundation for a mitigation movement. Michael Baker's services include hazard mitigation
planning, community outreach, preparation and dissemination of outreach materials, and development and delivery of training for stakeholders.
Years with Michael Baker 19
Years of Experience 26
Education
B.S., Agricultural Engineering, University of Wisconsin, 1996
Licenses/Certifications Professional Engineer, Montana, 2016, 43571
Professional Engineer, Colorado, 2002, PE-36771
Professional Affiliations Association of State Floodplain Managers (ASFPM)
Colorado Association of Stormwater and Floodplain Managers (CASFM)
Page 107
Ashley A. Ficke, Ph.D.
Fisheries Ecologist
Ashley Ficke is a fisheries ecologist with 23 years of field and research
experience and an understanding of basic geomorphic and hydraulic
principles. Her research to date has focused on stream restoration and
fish passage for native fishes. Many of the fish passage specifications for
small-bodied native fishes are the result of her graduate research. She has
worked extensively with engineers to develop stream restoration and fish
passage designs that are compatible with the biological and ecological
needs of the native fish community. She is proficient in fisheries field
sampling, technical writing, and data analysis, and has 10 years of
experience in stakeholder engagement.
PROJECT EXPERIENCE
On-call Restoration Services, Ayres Associates, Fort Collins, CO.
Fisheries Lead. Provided baseline data for aquatic habitat, macroinvertebrates, and fish populations on two small
urban streams slated for restoration. Provided recommendations for engineering design so that the completed
project will provide high-quality habitat for the resident fish assemblage, in addition to several fish species that
were formerly present and will be reintroduced to the system after construction is complete. Currently working
with the City of Fort Collins and Colorado Parks and Wildlife to determine appropriate fish species for
reintroduction to the system, given the limiting factors that could not be addressed with reach-scale restoration
activities. Also worked with an interdisciplinary team to develop concept-level designs for the restoration of the
Cache la Poudre River in the Arapahoe Bends Natural Area.
South Boulder Creek Stream Management Plan, Biohabitats, Denver, Colorado. Project Manager, Lead
Fisheries Ecologist. Provided fisheries expertise for a stream management plan on a small urban stream in
Boulder, CO. Developed a Multi-Criteria Decision Analysis (MCDA) matrix to help prioritize the modification or
removal of 13 fish barriers in the nine-mile foothills and plains reaches of South Boulder Creek. Supported a
Colorado School of Mines senior design project that entailed developing a 30% design for one of the high-priority
structures on South Boulder Creek. Provided fisheries recommendations for the redesign of four diversions to
allow fish passage for multiple species. Performed performing high-level habitat quality surveys to identify future
priority structures for fish passage work and reaches in need of stream restoration.
Left Hand Creek Canyon Restoration, Lefthand Watershed Oversight Group, Niwot, CO. Lead Fisheries
Ecologist. Provided ecological design support and an adaptive management monitoring plan for the restoration of
the canyon reaches of Left Hand Creek. Provided recommendations for trout habitat improvement and for
development of refuge habitats for two species of rare, nongame native fishes and established a monitoring program
as a before-after-control-treatment experiment. Performed a fish passage assessment and subsequent alternatives
analysis to assist LWOG in prioritizing fish barriers for modification. Construction oversight was also provided.
South Platte Fish Passage and Stream Restoration Feasibility Study, Merrick and Company, Denver,
Colorado. Project Manager, Lead Fisheries Ecologist. Provided fisheries expertise for an alternatives analysis
concerning a major reconstruction of a three-mile section of the South Platte River in downtown Denver.
Surveyed multiple grade control and diversion structures, assessed aquatic habitat quality, and worked with a team
of engineers and whitewater recreation experts to create a set of alternatives to meet a diverse set of project goals
ranging from flood protection to fish passage to aesthetics.
EDUCATION
Ph.D., Fishery Biology, Colorado State
University
MS, Fish, Wildlife, & Conservation, Colorado
State University
BS, Fish & Wildlife Biology, University of
California Davis
EXPERIENCE IN THE INDUSTRY
23 years
EXPERIENCE WITH GEI
15 years
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Ashley A. Ficke, Page 2
Metro Wastewater Reclamation District South Platte Habitat Improvements, CDM Smith, Commerce
City, CO. Fisheries Lead. Provided extensive ecological support for the restoration of a 1.5-mile reach of the
South Platte River downstream of the Robert Hite Water Treatment Facility. Managed the aquatics portion of an
alternatives analysis that led to the development of a conceptual design that will work with the river’s natural
tendencies. Participated in the design process by providing recommendations for riffle and pool hydraulics so that
they benefit the native resident fish assemblage.
St. Vrain Fish Passage, Trout Unlimited, Longmont, CO. Project Manager, Lead Ecologist. Designed a low-
profile diversion structure to replace one destroyed in a 2013 flood. The new diversion structure is designed to
allow passage of all resident fishes at a range of flows and has been validated with a 2D hydrodynamic model.
Slopes and instream structures associated with the new diversion structure were designed to be compatible with
the ecological requirements and swimming abilities of small-bodied native fishes in addition to naturalized trout
species. This project has also involved extensive interaction with diverse stakeholders.
Apple Valley Restoration, S2o Engineering and Design, Boulder County, CO Lead Fisheries Ecologist.
Collected fish habitat data for a stream restoration project on North St. Vrain Creek upstream of Lyons, CO.
Analyzed data to determine how best to rehabilitate warm water and cold water fish habitat in the wake of the
September 2013 floods. Public outreach is also being provided in addition to design support.
Lower Boulder Creek Restoration, Stantec, Boulder, CO. Lead Fisheries Ecologist. Collected fish habitat
data and analyzed fish habitat and fish community data for a stream restoration project on Boulder Creek.
Utilized analysis results to inform engineering design of the stream channel and the new water diversion.
Currently working with engineers to ensure that the finished product will benefit native fishes and desirable sport
fishes, reduce habitat for nonnative nuisance fishes, and allow bi-directional fish movement across a new, fish-
friendly diversion.
Fourmile Creek Restoration, Michael Baker International, Boulder County, CO. Lead Fisheries Ecologist,
Project Manager. Collected fish habitat data for a stream restoration project in Fourmile Canyon. Analyzed data
to determine how best to rehabilitate fish habitat in the wake of the September 2013 floods. Design support,
review of design plans, and recommendations for follow-up biological monitoring were also provided.
Fountain Creek Bank Stabilization, WaterVation, Fountain, Colorado. Aquatic Ecologist, Project
Manager. Provided ecological support and permitting services for the stabilization of a 1.5-mile reach of
Fountain Creek, which has been impacted by urbanization and imported water. Managed the aquatics portion of
the alternatives analysis that led to the 30% design. Provided design support and integrated refuge habitats for the
state-threatened Flathead Chub into the restoration design.
Review and Synthesis of Fountain Creek Aquatic Resources Data, Colorado Springs Utilities, Colorado
Springs, CO. Aquatic Ecologist. Reviewed available aquatic habitat and geomorphology data to assess
relationships and trends, identify knowledge gaps, and assess adequacy of current Integrated Adaptive
Management Plan associated with the implementation of the Southern Delivery System in report to client.
Provided peer review for U.S. Geological Survey report pertaining to the project area.
Temperature Advisory Committee Participation, Centennial Wastewater/Colorado Wastewater Utility
Council, Colorado. Fisheries Ecologist. Worked with a committee to determine how existing data and future
studies can be used to refine water temperature standards in Colorado. Existing data were compiled and
summarized, and data gaps were determined. Recent work included collaboration with Colorado State University
to review and synthesize the available data on temperature tolerances of Tier II warmwater fishes, to inform
standards and identify candidate species for future research.
Baca-Picketwire Diversion Redesign, S2o Engineering and Design, Trinidad, CO. Lead fisheries ecologist.
Worked with a whitewater park designer to develop concepts for an alternatives analysis for the redesign of an
agricultural diversion structure in the Purgatoire River in Trinidad, CO. Concepts were developed to allow bi-
directional passage of the entire resident fish community. The project is still in its early stages, but the selected
alternative will be designed and constructed with future grant funding.
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Chris has more than 30 years of specialized water resources experience
in the analysis of hydrologic, hydraulic, and erosional processes. Chris
has also performed inspection services during construction of hydraulic,
erosion protection, and water quality structures. More specifically, he has
been involved in projects entailing: (a) hydrologic, hydraulic, scour and
sediment transport analyses of natural and improved river systems and
irrigation delivery systems; (b) conceptual and final design of channel
erosion protection measures, hydraulic structures, and water quality
structures; (c) hydraulic analyses and floodplain/floodway mapping in
support of CLOMR/LOMR applications to FEMA; (d) hydraulic and scour
analyses for rehabilitation and replacement of bridge/road crossings; (e)
hydraulic analyses and evaluations meeting FEMA/USACE requirements/
guidelines leading to assessment/rehabilitation of existing and new
construction of levee systems in support of permitting and certification/
accreditation; (f) hydrologic and hydraulic analyses meeting state
requirements for dam safety adequacy; (g) quality assurance and quality
control during landfill remediation, construction of various erosion
protection systems, and construction of various hydraulic structures; and
(h) baseline water quantity and quality data collection for pre-mining
permitting. Since 1996, Chris has obtained FEMA approval for over 30
individual CLOMR/LOMR submittals. He is very experienced at permitting
complex floodplain projects through local, state, and federal jurisdictions.
Chris has approximately 15 years of experience completing public and
private projects in the Estes Valley including stormwater master drainage
planning, feasibility studies, hydraulic design of bridges, riverine pipeline
crossings, floodplain permitting, and stormwater/floodplain technical
reviews.
PROJECT EXPERIENCE
Town of Estes Park Stormwater & Floodplain Management Services |
Estes Park, CO
Serving as project manager overseeing all aspects of stormwater and
floodplain technical reviews and management support for the Town.
Reviews were provided for the Town’s new FEMA floodplain completed in 2D
hydraulic model and various development submittals, including recreation
trails. Support was provided for commercial flood proofing projects.
Services were provided within the framework of the Town’s design criteria
and the Estes Valley Master Drainage Plan (previously developed by Chris).
Coordinated Town-requested tasks performed by Galloway’s other in-house
disciplines including land survey and structural engineering. 2019-Ongoing
Moraine Avenue Bridge over Fall River Replacement | Estes Park, CO
Federally funded project to replace an undersized bridge located on a
high-gradient mountain stream in a highly urbanized area. Chris oversaw
all preliminary/FIR and final/FOR hydraulic analyses using HEC-RAS and
a mid-project release of an SRH-2D model including those supporting
development of a) an updated baseline floodplain based on new hydrology;
b) a proposed condition based on future master planned channel
improvements; and c) an interim condition that does not flood existing
structures that line both sides of the Fall River. Scour evaluations were
performed and floodplain development permits were completed for the
SKILLS
CLOMR/LOMR/PMR submittals
Analysis of hydrologic, hydraulic
and erosional processes
Conceptual and final design
of channel erosion protection
measures, hydraulic structures, and
water quality structures
Hydraulic analyses and floodplain/
floodway mapping
Rehabilitation and replacement of
bridge/road crossings
FEMA/USACE requirements/
guidelines leading to assessment/
rehabilitation of existing and new
construction of levee systems
in support of permitting and
certification/accreditation
Hydrologic and hydraulic analyses
meeting state requirements for dam
safety adequacy
Quality assurance and quality
control during construction
Baseline water quantity and quality
data collection
EDUCATION
MS, Hydraulic and Hydrologic
Engineering
Colorado State University,
Fort Collins, 1993
BS, Civil Engineering
University of Alaska, Anchorage,
1989
Chris Pauley, PE, CFM
WATER RESOURCES TEAM MANAGER | ASSOCIATE
Page 110
Chris Pauley, PE, CFM
WATER RESOURCES TEAM MANAGER | ASSOCIATE
Town based on a “no-rise” evaluation. Chris provided all Town and prime
consultant coordination and participated in public meetings for the project.
All hydraulic analyses and designs were performed in concurrence with
FEMA; FHWA/CDOT; CWCB; Town of Estes Park, and Larimer County
criteria and guidelines.
Estes Valley Stormwater Master Plan | Estes Park, CO
Project manager for development of the first stormwater master plan
(SWMP) in the valley. This post 2013 flood planning effort was funded with
a HUD Community Development Block Grant-Disaster Recovery (CDBG-
DR) assistance. The SWMP was completed within the approximately 31
sq.mi. Estes Valley Development Code Boundary that included five major
watersheds totaling approximately 210 sq. mi. of contributing drainage
area in steep mountainous terrain at altitude. Data collected on over
1,000 stormwater features were compiled into a stormwater GIS database.
Hydraulic evaluations were completed, stormwater deficiencies/flood
hazards were identified, and improvement projects were developed. Initial
cost estimates indicated that $79 million of improvements were needed.
Chris attended and presented at a dozen public and Town Board meetings.
Estes Valley Stormwater Utility Feasibility Study | Estes Park, CO
Chris was the project manager overseeing a subconsultant’s evaluation of the potential to create a stormwater
utility in the Estes Valley. Chris also assisted with the development of a draft stormwater ordinance for the
community. The conclusions and recommendations were documented in a report and presented to the Town
Board and the public at a series of open house meetings.
Scour Analysis for McGregor Mountain Waterline Crossing at Fall River | Estes Park, CO
Chris managed the hydraulic, geomorphic, and scour evaluations for an 8-inch waterline crossing of the Fall
River in Larimer County. Approvals were successfully obtained from the Larimer County Flood Review Board and
Larimer County.
Floodplain Permitting: Fawn Valley Short Term Rental on Fall River | Estes Park, CO
Floodplain Evaluations & Permitting: Silver Moon Inn on Fall River | Estes Park, CO
2nd Street Bridge Replacement over Hillsborough Ditch | Johnstown, CO
Chris was the project manager and the engineer of record on this design-build project that replaced an
approximately 60-year-old, 30-foot wide bridge for the Town. The project widened vehicle and pedestrian travel
lanes, providing safer traffic movements at the intersection of three local streets on the way to the Town’s high
school. Chris was the primary point of contact for the Town, contractor, and ditch company. Chris coordinated
with Colorado Utility Finders for all utility locating work on the project.
John Law Floodplain Residential Flood Risk Reduction Project | Windsor, CO
Chris supported the Town of Windsor with technical data and a benefit-cost analysis supporting the Town’s
successful request for a Pre-Disaster Mitigation Grant from FEMA. The project met goals listed in the Northeast
Colorado Regional Hazard Mitigation Plan and reduced flooding impacts to 13 residential properties and the
traveling public by reducing the probability of road closures of State Highway 392 and Weld County Road 21.
Chris was the project manager for the 4,600-foot long earthen Master Drainage Plan channel. He oversaw the
development of preliminary and final design plans, specifications, and cost estimate for this $4.22 million design
and construction project funded with a FEMA HMG/PDM Grant and a local match. Chris was the Town project
manager’s primary point of contact and performed coordination with landowners, utility owners, and other
stakeholders along the alignment. Chris was directly responsible for coordinating property acquisition and
all permitting activities including environmental clearances Section 404, ESA, and SHPO. A post construction
LOMR/PMR was submitted and approved by FEMA.
MEMBERSHIPS &
LICENSING
Professional Engineer licensed in
four states
CO #31507
Certified Floodplain Manager,
2005-Present
Member: American Society of Civil
Engineers (ASCE)
Member: Colorado Association
of Stormwater and Floodplain
Managers
Member: Association of State
Floodplain Managers
Member: Utah Floodplain and
Stormwater Management
Association
Page 111
Cache la Poudre River Main Channel and Split Flow Path Consolidation Feasibility Study | Larimer County, CO
Chris was the lead investigator on this feasibility study that evaluated the potential to consolidate a divided
flow path (~4,000 cfs) into the main channel (~12,000 cfs) along a 3-mile reach of the Poudre River between
Interstate 25 and the Greeley No.2 Canal Dam in Larimer County, Colorado. Phase I identified the required
riverine improvements (e.g. bridge enlargements, channelization, and levees) and the potentially advantaged/
disadvantaged floodplain areas. Phase II consisted of refining the improvement scenarios, collecting field
survey and flood insurance data for impacted parcels, development of flood mitigation strategies for affected
parcels, and developed a concept level cost/benefit analysis for major improvements and five general mitigation
strategies. Parcel mitigation options included: (a) securing floodplain easements or (b) purchase of all or a
portion of the impacted parcel. Building mitigation options included: (a) in-place flood proofing; (b) elevating in
place; (c) on- and off-site relocation; and (d) outright buyout. Impacts to roads and utilities were also assessed.
Chris coordinated with City of Fort Collins, Town of Timnath, and Larimer County representatives regarding
regulatory floodplain and implementation issues associated with the proposed project. The results of both phases
were summarized in a technical memorandum to the communities.
ADDITIONAL EXPERIENCE
Engineering planning and design under federally funded projects (e.g. FEMA Pre-Disaster Mitigation (PDM)
Grant; FHWA’s-Emergency Relief (ER) or Local Agency Bridge Grant; HUD’s CDBG-DR Assistance):
Namaqua Road Bridge over the Big Thompson River Design | Loveland, CO & Larimer County, CO
Old St. Vrain Access Road Bridge over South St. Vrain Creek Replacement | Boulder County, CO
83rd Street Bridge Over Little Thompson River | Boulder County, CO
Sunset Street Bridge Over St. Vrain Creek Replacement | Boulder County, CO
East County Line Road/Weld County Rd. 1 Bridge Over St. Vrain Creek Replacement | Weld & Boulder Counties, CO
I-25 Reconstruction Floodplain Evaluations on the Cache la Poudre River | Larimer County, CO
Henderson Basin Flood Control Improvement Project | Cheyenne, WY
Chris Pauley, PE, CFM
WATER RESOURCES TEAM MANAGER | ASSOCIATE
Page 112
Peter T. Gaynor, CEM
Senior Vice President and Director National Resilience, Response and Recovery Programs
Pete Gaynor is a Senior Vice President and Director National
Resilience, Response and Recovery Programs at GEI. Pete is an
accomplished executive with over 14 years of leadership in Emergency
Management & Homeland Security at every level of government. He is
a result orientated, decisive leader with proven success in creating
vision, implementing strategy, gaining momentum, and enriching
culture in complex organizations. He focuses on leading the
development, coordination, and implementation of enterprise strategy
to improve programs, policies, deliverables, and applies best practices
for optimal organizational effectiveness. He has consistently delivered
mission-critical results at the National-level during historic natural
disasters, economic hardships, and a global pandemic.
PREVIOUS PROJECT EXPERIENCE
The Liro Group, Syosset, NY. Senior Vice President and Director
National Resilience, Response and Recovery Programs, oversees
recovery programs that help clients prepare for, respond to, and
recover from disasters by delivering outcome-based innovative
practical solutions.
Department of Homeland Security, Federal Emergency
Management Agency, Washington, DC. Served over two plus years
in the two highest ranking positions at FEMA and as the Acting
Secretary of DHS. Confirmed by the Senate to be the 11th
Administrator of the Agency less than two months before the
Coronavirus Disease 2019 (COVID-19) national emergency was
declared. Led FEMA through an unprecedented 2020 as the
operational lead for federal government response to the pandemic,
while responding to and recovering from a historic wildfire and
hurricane seasons. Mission first, people always leader focused on the
core values of the organization while also ensuring strategic outcomes
and deliverables.
• Led operational coordination of the All-of-America response to
the COVID-19 global pandemic as directed by the President of the
United States and the White House Coronavirus Task Force.
• Directed and managed the largest deployment of National
Guardsmen (nearly 47,000 in Title 32 Status), the deployment of
5,600 Department of Defense medical professionals, the
deployment of the USNS COMFORT & MERCY, the building of
22,000 surge beds by the US Army Corps of Engineers and the
building of over 144k life-saving ventilators to ensure critical
requests and resources were provided to States, local, tribal, and
territorial partners to respond to COVID-19.
• Managed FEMA and the inter-agency in responding to and
recovering from 225 Major and Emergency disaster declarations
(historically unprecedented hurricane season totaling 30 named
storms) and 78 Fire Management Assistance Grants declarations
EDUCATION
M.A., National Security and Strategic
Studies, Naval War College
B.A., History, Rhode Island College
EXPERIENCE IN THE INDUSTRY
14 years
EXPERIENCE WITH GEI
Less than 1 year
TRAINING AND CERTIFICATIONS
Certified Emergency Manager® (CEM),
February 2021 | Recertified 18
February 2021
TS/SCI effective 23 October 2018 | SSBI
(FBI) investigation 15 May 2018
PROFESSIONAL AFFILIATIONS
International association of Emergency
Managers (IAEM)
AWARDS
Department of Homeland Security
Distinguished Service Medal
United States Coast Guard Distinguished
Public Service Medal
Page 113
Pete T. Gaynor, CEM, Page 2
(historically largest wildfires in the history of California and Oregon) to ensure critical requirements and
finances were delivered to the Nation.
• Supervised the establishment of Project Airbridge which flew billions of items of Personal Protective
Equipment from around the globe into private sector supply chains, totaling 249 flights equaling more than 7
one-way trips to the Moon creating an innovative, unprecedented influx of supplies into the United States
and the commercial supply chain.
• Designed, implemented, and awarded, in under 30 days, over $42B in support of the Lost Wages initiatives to
States and Territories across the country which enabled millions of Americans unemployment assistance
during the COVID-19 pandemic, at the direction of the White House.
• Executed the Defense Production Act (DPA) in historic ways in FEMA’s response to COVID-19. Created
the pandemic Voluntary Agreement under Title VII of the DPA. This was the first civilian application of this
title and an innovative way to enhance coordination and cooperation with the private sector to provide
critical health and medical resources to respond to COVID-19 and future pandemics.
• Directed the creation and dissemination of the COVID-19 Pandemic Operational Guidance for the 2020
Hurricane Season document in 23 days to help emergency managers and public health officials best prepare
for disasters, while continuing to respond to and recover from COVID-19. The document provided critical
guidance to the emergency management community in a time of an unprecedented pandemic to ensure
readiness in response operations.
• Supervised and participated in 474 Congressional Briefings and teleconferences during COVID-19 response
to include personally testifying before 4 Congressional Hearings.
• Led Continuity of Government response during COVID-19 crisis, and operations of Continuity of
Operations and Essential Services Task Force under COVID-19 Unified Coordination Group.
• Directed and led the re-creation of Publication 1, We Are FEMA, focused on changing the culture of FEMA
and what makes us stronger from the ground-up, our core values. Provided a foundational, rallying document
for the workforce that focused on compassion, fairness, integrity, and respect.
• Directed the We Are FEMA / I am FEMA Campaign which spotlights mission-driven work of FEMA
employees and educated the public we serve by providing a holistic view of the agency told through the eyes
of FEMA employees to improve public perception of the Agency.
• Subject Matter Expert for national emergency management issues appearing on ABC This Week, CBS Face
the Nation, CNN State of the Union & FOX FOX News Sunday, NBC Meet the Press, and the Weather
Channel America’s Morning Headquarters.
• Approved the single largest Project Worksheet in the history of FEMA for the recovery of the Puerto Rico
power system ($9.5B) and the education system ($2B) to aid the territory in its extensive recovery efforts.
• Directed the consolidation of the Agency’s grant administration, disaster and non-disaster policies and
network systems which manages 3,800 awards across 26 programs totaling $2.8B in grant funds in an average
fiscal year to build a cohesive, streamlined system for the Agency and its external stakeholders.
• Implemented 36 of the 56 provisions of the Disaster Recovery Reform Act provisions.
• Launched the Building Resilient Infrastructure and Communities grant program with $500M to help SLTT
partners mitigate for future disasters. Mitigation efforts will save $6 dollars on the back end for every $1
spent.
• Transferred $2.53B of the National Flood Insurance Program (NFIP) flood risk to the private sector by
accessing traditional reinsurance companies and the capital markets.
• Worked with the Senate Banking Committee and House Financial Services Committee on the successful
reauthorization of the NFIP.
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Pete T. Gaynor, CEM, Page 3
• Directed to complete reorganization of FEMA Governance that pushes down responsibility to a wider band
of executives accountable for delivering recommendations on policy positions, engaging in decision‐making,
and conveying recommendations to the Principals Executive Panel and Administrator.
• Directed the creation and implementation of the IT Strategic Plan for FYs 2020-2024, the IT Strategic
Implementation Plan, and the IT Roadmap to ensure a holistic, collaborative, and transparent approach to IT
modernization and the future of FEMA’s IT.
• Directed the creation of the Blueprint for Business Excellence which establishes strategy and multi-year
roadmap that identifies FEMA’s critical and mission‐enabling core capabilities for and includes component
competency and capability maps, maturity models, a comprehensive performance scorecard, a consolidated
risk register, and detailed implementation plans to improve the core business functions for FEMA which
enabled the Agency to meet mission in key organizational goals.
• Directed the redesign of FEMA.gov that is more modern, accessible, and easy to navigate for the public.
Website now meets the standards set by the 21st Century Integrated Digital Experience Act and provides
improved language features, location searching and navigation to help people find critical information (2020).
• Strengthened FEMA brand to ensure the Agency presents uniform, clear communications that convey our
core values
• Directed the creation of the Culture Improvement Action Plan to identify and prioritize critical, agency-wide
activities reaffirm the Agency’s commitment to employees to pursue a workplace free of harassment and
discrimination, fundamental to embodying FEMA core values.
State of Rhode Island, Rhode Island Emergency Management Agency, Cranston, RI. Diverse and decisive
leader with demonstrated progression to highly demanding senior executive management positions. Innovative
problem-solver skilled at team building and developing cross-functional relationships. Accomplished manager of
formal training programs, large-scale field exercises, interactive simulations, and private-partner collaboration.
• Led efforts to achieve accreditation under the Emergency Management Accreditation Program; first
Emergency Manager to accredit both local and state emergency management programs in the Nation to
ensure clarity and standardization in the field of emergency management.
• Created the Agency’s first multi-year strategy focused on coordinating and integrating the state’s all-hazards
response, recovery, mitigation, preparedness, and business management efforts.
• Established one of the Nation’s first Cyber Training Ranges, in cooperation with the RI State Police, RI
National Guard, the Community College of RI and Southeastern New England Defense Industry Alliance,
dedicated to providing a unique, hands-on testing environment and educational setting with a virtual platform
for cyber security modeling, simulation, and job training for future cyber professionals.
• Created the Rhode Island Alliance for Business Resilience a public-private partnership, in collaboration with
Amica, Citizens Bank, CVS Health, Fidelity Investments, General Dynamics Electric Boat, and Raytheon,
focused on improving the resilience of Rhode Island businesses and local communities.
• Created the Nations’ first power resiliency initiative for critical healthcare facilities entitled Powered for
Patients When Disaster Strikes, designed to advance Rhode Island's work to safeguard the emergency power
needs of critical healthcare facilities before disasters strike.
• Created and led an initiative to be the first state in the country to have all municipalities within the State
recognized as StormReady by the National Weather Service.
• Managed one Presidentially Declared Disaster; Blizzard (2015) and numerous special events, such as the
Volvo Ocean Race (2015), Jazz and Folk Festivals (2014 & 2015) and National Governor’s Association
Conference (2017) for Rhode Island.
• Winner of the Employer Support of the Guard and Reserve (ESGR) Patriot Award (2015).
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Pete T. Gaynor, CEM, Page 4
City of Providence, Providence Emergency Management Agency and Office of Homeland Security,
Providence, RI. Highly sought-after public safety professional and leader in emergency management with
proven track of tangible accomplishments that significantly improved the safety and security of the citizens of the
City of Providence, RI.
• Led efforts to achieve accreditation under the Emergency Management Accreditation Program; first
municipality in the Nation to meet national standards for excellence.
• Twice temporarily re-assigned by the Mayor of Providence to the Providence Public School District as the
Chief of Staff and Chief Operating Officer to assist with and ensure critical functions supporting education
delivery remain viable and operational.
• Implemented the Ready Providence campaign; an emergency preparedness public education program to
ensure preparedness and readiness within the people of Providence.
• Designed, funded, and built a state-of-the-art, $3M National Incident Management System compliant,
municipal Emergency Operation Center Expansion and Press Room to ensure emergency response
operations function seamlessly.
• Recognized by FEMA as a model for public-private partnerships.
• Planned, coordinated, and conducted three full-scale Metropolitan Medical Response System training and
mass casualty exercises with regional communities, private resource providers, AMTRAK, and state partners.
• Planned, coordinated, and conducted two innovative radio communication functional exercises with regional
communities, private, state, and local partners which resulted in the creation of an emergency pocket guide to
ensure interoperability and connectivity of all metropolitan Providence public safety agencies.
• Managed three Presidentially Declared Disasters; Floods (2010), Tropical Storm Irene (2011), & Blizzard
(2013).
• Managed variety of special events for the City of Providence such as the H1N1 pandemic (2009), Annual
Meeting of United States Conference of Mayors (2009) and the NCAA Men’s Division Championship (2010).
• Winner of two national awards, the Global & National Partners in Preparedness awards from the
International Association of Emergency Managers for Operation Smart Exit (2012).
• Winner of the Red Cross Community Impact Award for Rhode Island (2012).
United States Marine Corps, Global. Proven military leader with extensive global crisis management experience
in planning, integrating, directing, and coordinating mission-essential functions in high-intensity situations. Proven
track record in providing continuity of operations, government and critical functions required to maintain
effectiveness, readiness, and survivability.
• Directed round-the-clock operations of the Headquarters Marine Corps (HQMC) Crisis Response Center which
supported global Marine Corps crisis operations following 9/11.
• Managed and coordinated the Continuity of Operations and the Joint Emergency Evacuation Plans for HQMC during
9/11 and the subsequent Global War on Terror.
• Coordinated and facilitated numerous combat response/recovery events in support of Operation Iraqi Freedom
(Al Anbar Province, Iraq) including mass casualty evacuations, recovery of downed and missing aircraft and
personnel and relocation of manned/unmanned aviation assets due to severe weather or competing priorities.
• Supervised and coordinated daily combat operations for Multi-National and Marine Forces (Al Anbar
Province, Iraq) to include managing 50-plus watch-standers responsible for an area of operations
approximately the size of North Carolina with 32,000 service members deployed in over 48 locations.
• Planned, contracted, and directed million-dollar re-design of USMC facilities at the Alternate Joint
Communications Center (Site R, Raven Rock, PA) during hi-tempo global operational period.
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Pete T. Gaynor, CEM, Page 5
• Conducted over 1,300 briefings on operational matters, special activities, and domestic emergencies for
Commandant of the Marine Corps, Secretary of the Navy, and Congressional members.
• Responsible for the security of the President of the United States, his family and guests at Naval Support
Facility, Thurmont, MD (Camp David).
• Served as Marine Corps liaison to the US Secret Service, FBI, US Park Police, and law enforcement agencies
at Camp David.
• Conducted fast-paced, kinetic security training and tactical exercises with local, state, and federal law
enforcement agencies for Marine Guard Force providing Presidential Security at Camp David.
• Responsible for the planning, execution and oversight of demanding military training programs, exercises,
live-fire events, and operations for a 1,200-member Marine Corps unit.
• Recognized for heroism, bravery, and leadership for actions as a result of a 1996 midair helicopter collision.
Directed and participated in the rescue of two critically injured Marine pilots.
PRESENTATIONS
Upon Request
PUBLICATIONS
Recent 2020 Articles:
Emergency Management Must Resist the Status Quo. Originally Published in Government Technology on April
11, 2022, under the title “Emergency Management Must Resist the Status Quo”
Future FEMA: Reimagining Crisis Response. Originally Published in Homeland Security Today on June 3, 2022,
under the title “Future FEMA: Reimagining Crisis Response”
Who Are We? Originally Published in the IAEM Bulletin (Vol. 39 No. 7) on July 26, 2022, under the title “Who
Are We”
Page 117
ANGELA JO WOOLCOTT
VICE PRESIDENT
SUMMARY OF QUALIFICATIONS
As the head of the Denver office and Rocky Mountain Region, Angela brings
over 23 years of experience in integrated communications, strategic planning,
and collaborative efforts such as public involvement and stakeholder
engagement. Angela’s natural inclination to enhance communication and
creative problem solve around complex issues is evidenced by her ability to
reach resolution in a highly efficient and meaningful manner. Angela is well-
versed in designing and leading strategic planning efforts and facilitating large-
scale multilateral stakeholder meetings. She has deep procedural experience in
leading natural resource and water related efforts, working closely with
Colorado’s public and private sectors, across multiple municipalities. She holds
her M.A. in Conflict Resolution and certification in professional mediation from
the University of Denver.
RELEVANT EXPERIENCE
City and County of Denver, Platte to Park Hill: Stormwater Systems
Program-wide Public Involvement Lead
Angela was the day-to-day public involvement lead and strategic
communications advisor on one of the City and County of Denver’s largest and
most complex water infrastructure planning efforts. The overall program
involved an extensive array of infrastructure improvements in a fully developed
urban area. The program spanned several of Denver’s residential communities
within the Montclair watershed, Denver’s largest drainage basin. Specific
projects within the broader program included: Globeville Landing Outfall, 39th
Avenue Greenway and City Park Golf Course Redesign.
City of Westminster, Water 2025
Stakeholder Engagement Lead
Water 2025 is a long-term planning project to replace the city's aging Semper
Water Treatment Facility by 2025 and ensure high-quality drinking water for
the community. Angela was the day-to-day lead for engagement strategy and
facilitation of their stakeholder advisory committee. The complex process
included regular meetings and charettes to review and assess private and
public land parcels to ultimately reach a final recommendation for where the
future drinking water facility will be constructed.
Denver Water, Lead Reduction Program
Strategic Communications, Community Outreach and Education (COE) Lead
Angela was the lead strategic COE advisor for this unprecedented program that
was approved in December 2019 by the Environmental Protection Agency and
Colorado Department of Public Health and Environment. Daily Angela worked
with Denver Water's leadership team, Board members and Distributors to seek
regulatory approval to remove lead directly from the source to continue to
provide safe and clean drinking water to more than 1.5 million customers.
Denver Water, Citizen Advisory Committee Charter Review
Lead Facilitator
Angela facilitated a charter review process for Denver Water’s Citizens
Advisory Committee, a 10-member volunteer committee that advises Denver
Water staff and the Board of Water Commissioners on a variety of issues while
encouraging and coordinating public participation in the water department’s
Denver, Colorado
awoolcott@kearnswest.com
303.895.8108
EXPERTISE
Facilitation
Conflict Resolution
Strategic Communications
Public Involvement
Consensus Building
Mediation
EDUCATION & CERTIFICATIONS
B.A., Sociology
University of Colorado at Boulder |
Boulder, CO
M.A., Conflict Resolution
University of Denver | Denver, CO
Professional Mediation Certification
University of Denver | Denver, CO
Collaborative Technology
Certification
John S. McCain III National Center for
Environmental Conflict Resolution |
Washington, D.C.
Association for Conflict Resolution
Prior Board Member for EPP
Page 118
policy-making process. At the end of the process Angela helped the committee reach consensus on the revised chartering
agreement.
Boulder County, Flood Recovery Program
Stakeholder Engagement Lead
Following the catastrophic flooding in 2013, Angela worked closely with Boulder County, the Environmental Protection
Agency, and the Federal Emergency Management Agency to rollout an emergency response plan to provide impacted
community members with critical resources. In the days, weeks and months that followed, Angela facilitated ongoing
stakeholder leadership planning meetings, communitywide townhalls and smaller workshops to ensure that everyone had
access to up-to-date information and an opportunity to provide feedback to the post-flood mitigation plan.
Colorado Department of Transportation (CDOT), Colorado State Highway 7 (SH7) Planning Environmental Linkage (PEL)
Public Involvement Strategic Advisor and Facilitator
Angela acted as a lead strategist and co-facilitator in a series of public workshops and Technical Working Group meetings
to help communities along SH 7, between Lafayette and Brighton, to address concerns related to rapid population growth.
The purpose of the study was to prepare for new transportation demands by identifying highway upgrades and multi-
modal improvements, such as transit service, the capacity to add bicycle and pedestrian facilities, or to make trail
connections. The project involved obtaining input on multiple jurisdictions’ visions for the corridor and developing
consensus on priority improvements.
City of Aurora, 6th Avenue Parkway Extension Environmental Assessment (EA)
Public Involvement Lead
Angela led the public involvement effort for this environmental documentation and preliminary design effort that will
ultimately help enhance east-west mobility between 6th Avenue/State Highway 30 and E-470. The recommended
proposed action will help address increased travel demand from new residential and business growth being experienced in
the area. This regional transportation solution builds on previous study efforts dating back to 1996 and continues to be of
interest to several stakeholder groups including FHWA, CDOT, Buckley Air Force Base, E-470 Public Highway Authority,
Arapahoe County, private developers, etc. In addition to ongoing one-on-one outreach, Angela met monthly with the
Technical Working Group and Project Management Team and strategically designed/facilitated three public open houses
by project completion.
National Park Service, Community Dialogue Process for Colorado National Monument
Outreach Lead and Community Engagement Facilitator
NPS asked Angela to help them plan and conduct several public gatherings around this iconic park in Western Colorado.
This area is unique because of its proximity to local communities, which both treasure its natural resources and depend on
visitors’ economic contributions. Concerns were raised about the impacts of possible designation of the Monument as a
National Park as well as impacts of proposed events by a variety of user groups in the park. Angela conducted a series of
interviews and focus groups in local communities over the course of this year long process to make a final recommendation
to NPS that met the common interests of all involved. The process and outcomes were deemed successful to residents,
tourists, special interest groups and NPS alike.
Town of Timnath, Oil and Gas Symposium
Lead Planner and Facilitator
Angela provided strategic guidance to City leadership when they were looking to design a public process for local fracking
policy updates. She helped plan and facilitate a collaborative public input process with a diverse panel of experts made up
of CDC, CDPHE, EPA, COGA and more. In addition to developing an inclusive process to help educate local residents and
collect feedback, she also worked with the City to ensure they had a strong media relations and government relations
strategy in place leading up to the forum.
City of Fort Collins, Hughes Stadium Site
Lead Facilitator and Strategic Advisor
In 2020, a citizen-initiated ballot measure passed requested the City of Fort Collins rezone the Hughes Stadium property
as "Public Open Lands". Kearns & West designed a communications and engagement plan to solicit input into potential
development scenarios for City Council review. Including, creating messaging, facilitating discussions and focus groups
with community groups and stakeholders, and managing digital engagement focused on educating and soliciting feedback
from the broader community.
Page 119
Eric Holmstead, P.E.
Water Resource Engineer
Eric Holmstead a civil engineer with a wide array of experience
supporting dam safety and design projects with a specialized focus in
hydrology and hydraulics. Mr. Holmstead has worked on projects
related to dam breach inundation mapping, risk analysis, hydraulic
structure design; and hydrologic analyses, including inflow design flood
(IDF) and probable maximum flood (PMF) development. His
hydraulic structure design includes numerous complex spillway, outlet
works, and stilling basin structures, in addition to open channel
conveyance features. and hydraulic modeling. He is also a proficient
modeler using multiple industry standard software to produce 1D, 2D
and 3D hydraulic models.
PROJECT EXPERIENCE
Hydrology Study, Dam Breach Analysis, and Emergency Action
Plan Update, White Mountain Apache Tribe, Whiteriver, AZ.
Project Hydraulic Engineer. Project consisted of dam failure analyses
for nine dams and hydrology studies for five dams owned by the White
Mountain Apache Tribe in eastern Arizona. Dam breach flood waves
for three failure scenarios were routed downstream of each dam using
HEC-RAS 2D modeling capabilities until the flood discharge was less
than the 100-year flood. For the hydrology studies, responsibilities
included collection of watershed data including NRCS soil data,
determination of critical storm parameters, and routing of storms to
produce storm runoff hydrographs for use in dam breach modeling.
For the dam failure analyses, responsibilities included background data
collection and analysis, terrain development, model development and
refinement, development and execution of sensitivity analyses,
calculation and selection of final model parameters, results tabulation,
inundation map development, and detailed reporting summarizing the
project. Following the completion of the dam breach analyses and
hydrologic modeling, updates were provided to the existing emergency
action plans based on the results of project analyses.
Dam Breach Analysis and Inundation Mapping Phase 2,
Colorado Springs Utilities, Colorado Springs, CO. Project
Hydraulic Engineer. Project consisted of dam failure analysis of four
dams on the south slope of Pikes’ Peak, west of Colorado Springs.
Dam breach floods were routed downstream using HEC-RAS until the
flood discharge was less than the 100-year flood. Responsible for
background data collection and organization, determination of breach
parameters, model development and refinement, development and
execution of sensitivity analyses, selection of final model parameters,
results tabulation, inundation map development, and detailed reporting
summarizing the project.
Canal Modification Alternatives Analysis, Eugene Water and
Electric Board, Eugene, OR. Project Hydraulic Engineer.
Replacement and modification analysis of Federal Energy Regulatory
Commissio- licensed hydropower project consisting of a diversion
EDUCATION
M.S. Civil and Environmental Engineering:
Hydrology and Water Resources,
Stanford University
B.S., Civil and Environmental
Engineering, Brigham Young University
EXPERIENCE IN THE INDUSTRY
3 years
EXPERIENCE WITH GEI
3 years
REGISTRATIONS AND LICENSES
Professional Engineer, CO
Page 120
Eric Holmstead, E.I.T. Page 2
dam, canal, and powerhouse. Preliminary design and cost estimates generated to include full rehabilitation of the
project, modification with and without hydropower, and full removal. Project included a triple bottom line
analysis to determine preferred alternative.
Spillway Replacement Alternatives Analysis, Colorado Parks and Wildlife, Denver, CO. Project Hydraulic
Engineer. Project included hydraulic analyses of potential spillway gate structures to assess the ability of the
structures to pass the Inflow Design Flood. Analysis included combining historical documents and limited survey
data to create a 1D, 2D and 3D models. Model evaluation used HEC-RAS and FLOW-3D to evaluate existing
and proposed conditions to produce preliminary drawings and cost estimates.
Spillway Rating Curve Analysis, Four Lakes Task Force, Midland MI. Project Hydraulic Engineer. Project
included hydraulic analyses of ten spillway structures to assess the ability of the spillways to pass the Inflow
Design Flood. A diverse set of spillways were analyzed and included various crest control structures including
radial gates and overflow ogee sections. Spillway chute configurations included horizontal and vertical curves,
slopes up to 60 percent, and flip buckets. Calculating rating curves included analyzing project drawings to
establish discharge coefficients and establishing the impact of tailwater elevations on spillway discharges.
Spillway Chute Overtopping Analysis, Confidential Client, San Francisco, CA. Project Hydraulic Engineer.
Project included hydraulic analyses of ten spillway structures to assess the ability of the spillways to pass the
Inflow Design Flood. A diverse set of spillways were analyzed and included various crest control structures
including radial gates and overflow ogee sections. Spillway chute configurations included horizontal and vertical
curves, slopes up to 60 percent, and flip buckets. Responsibilities included modeling the spillways using HEC-
RAS 1D and EM42 to determine discharge capacities, flow characteristics within the chutes, and evaluate flip
bucket launch trajectories where applicable.
Spillway Replacement Alternatives Analysis, Four Lakes Task Force, Midland MI. Project Hydraulic
Engineer. Project included hydraulic analyses of potential spillway gate structures to assess the ability of the
structures to pass the Inflow Design Flood. A diverse set of spillways were analyzed and included various crest
control structures including crest gates, labyrinth spillways, and overflow ogee sections. Spillway chute
configurations included horizontal and vertical curves, slopes up to 60 percent, and stilling basins. Responsibilities
included modeling multiple spillways in HEC-RAS 2D and coordinating models of multiple dams along a 90-mile
river reach.
Spillway Chute Replacement Alternatives Analysis, Confidential Client, San Francisco, CA.
Project Hydraulic Engineer. Project included hydraulic analyses of potential spillway and tunnel structures to
assess the ability of the structures to pass the Inflow Design Flood. A diverse set of spillways were analyzed and
included various crest control structures including radial gates and overflow ogee sections. Spillway chute
configurations included horizontal and vertical curves, slopes up to 60 percent, and flip buckets. Responsibilities
included modeling the spillways using HEC-RAS 1D and EM42 to determine discharge capacities, flow
characteristics within the chutes, and evaluate flip bucket launch trajectories where applicable.
Periodic Dam Reviews, Bureau of Indian Affairs, Bottle Hollow and Midview Dams, Uintah and Ouray
Reservation, Ouray UT. Served as Examiner. Project consisted of onsite dam inspection and preparation of a
site examination report including recommendations for maintenance and dam safety improvements. Performed
periodic dam safety inspections on two high hazard embankment dams. Responsible for inspecting the dams and
appurtenant facilities, documenting inspection results, preparing recommendations for maintenance or safety
improvements at the dam, and preparing a site examination report.
Stevens Creek and Lenihan Dam Probable Maximum Flood (PMF) Study, Los Gatos, CA. Served as
Project Hydraulic Engineer. Project consisted of assessing existing dam and spillway conditions and capacity at
Stevens Creek Dam and Lenihan Dam. Responsible for developing PMF models in HEC-HMS in both watershed
and for developing 1D and 2D hydraulic models in HEC-RAS to estimate conditions in the spillway during PMF
conditions.
Page 121
Charlie Magill, G.I.T.
CAD Designer
Charlie Magill is a Staff Professional with diverse background in water
resources engineering, geotechnical engineering, environmental
remediation, oil and gas, mining, and construction. His project
experience includes hydrologic studies, engineering design, geologic
mapping, field sampling and reconnaissance, drilling oversight,
construction monitoring and QA/QC.
In addition to his field experience Charlie is a skilled civil designer
having completed numerous construction drawing packages for dams
and dam appurtenances, spillways, embankments, and water
conveyance facilities using AutoCAD Civil 3D. He is practiced in the
use of modern field surveying equipment, and is an advanced user of
industry standard GIS, CAD, and 3D modeling software.
Charlie strives for effective collaboration and communication on his
projects. He is well practiced at coordination of complex projects and
tasks, from engineering design to field sampling and construction
monitoring.
PROJECT EXPERIENCE
Oglala Dam Remediation Design, Oglala Lakota County, SD. Lead designer for the spillway and outlet
works rehabilitation of the Oglala Dam on the Pine Ridge Indian Reservation. Created surface models in Civil 3D
of roller-compacted concrete spillway, ogee, and stilling basin. Designed embankment chimney, blanket, and toe
drain system to capture embankment seepage and developed plans, profiles, and sections for embankment
construction. Calculated outlet rating curve and reservoir drawdown time series based on proposed outlet works
design. Managed production of 90-page design drawing set and developed quantity estimates for Opinion of
Probable Construction Costs.
Clear Creek Dam Hydrology Study, Chaffee County, CO. Completed hydrology study to update the probable
maximum precipitation (PMP) estimate and flood routing for an 80-foot-high earth embankment dam
impounding Clear Creek Reservoir in a 70 square-mile alpine watershed. PMP estimates were updated using
Colorado Office of the State Engineer (SEO) guidelines and tools from the CO-NM Regional Extreme
Precipitation Study (REPS). Implemented a new probable maximum flood estimation methodology based on
recent SEO guidelines which utilizes REPS rainfall and Soil Moisture Accounting loss estimation. Performed GIS
pre-processing to calculate fractional vegetative coverage, soil properties, and unit hydrograph parameters.
Completed rainfall-runoff modeling in HEC-HMS and described modeling approach, results, and conclusions in
summary report.
Lower Beaver Brook Dam Replacement Project, Lookout Mountain Water District, Evergreen, CO.
Coordinated with design team to complete drawing package for roller-compacted concrete (RCC) structure,
including initial concept, construction drawings, and final as-built record drawings. Efforts included excavation
surface design, 3D design of the RCC dam and appurtenances, water conveyance structures, and structural
detailing. Completed geologic characterization and mapping of the dam foundation and abutments and assisted
with QA/QC during dam construction. Performed terrestrial LiDAR scan of existing outlet works tunnel to
determine geometry, geospatial positioning, and void volume of tunnel.
Upper Beaver Brook Outlet Works Design, Lookout Mountain Water District, Evergreen, CO.
Completed construction drawing set for the Upper Beaver Brook Outlet Works Modification design. Computed
revised rating curve to ensure client flow control needs could be met considering reservoir drawdown
requirements. Developed plans and profiles illustrating demolition of existing outlet works intake and
EDUCATION
M.S., Hydrology, Colorado School of
Mines
B.A., Geology, Western State College of
Colorado
EXPERIENCE IN THE INDUSTRY
6 years
EXPERIENCE WITH GEI
1 year
REGISTRATIONS AND LICENSES
Geologist in Training, WY No. 4887
PROFESSIONAL ASSOCIATIONS
Association of Environmental &
Engineering Geologists
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Charlie Magill, Page 2
configuration of new intake structure, vent pipe, and hydraulic line and power unit. Drafted details for
construction sequencing showing sliplining and grouting of HDPE pipe, and intake structure reconstruction.
Discovery Park Dam and Reservoir, Winter Park Resort, Winter Park, CO. Project consisted of the design
of a significant hazard dam and reservoir constructed for snowmaking purposes at the Winter Park Ski Resort.
Completed embankment plans, profiles, sections, and details for inclusion in the 100% design drawing set.
Utilized Civil 3D for excavation and embankment surface design, managing changes to topographic source data
and datum adjustments, and layout of water conveyance facilities including piping, concrete structures, and
mechanical elements.
Fraser River Pump Back Pipeline, Winter Park Resort, Winter Park, CO. Project consisted of designing a
pump house and pipeline for water conveyance from the Fraser River to the Discovery Park storage reservoir.
Developed design package from 30% to final construction drawings. Prepared pipeline profiles showing utility
crossings and key pipeline features and completed piping details showing pump house connections and
specifications. Managed drawings from subconsultants to ensure compliance with project CAD standards and
directed junior engineering staff in completion of post-construction as-built drawing package.
Welton Dam Improvements, Conceptual Design, Arvada, CO. Completed conceptual design of
embankment raise and ogee spillway modification to facilitate raise in normal pool elevation. Developed spillway
rating curve using HEC-RAS 1D and assessed hydraulics of discharge channel to ensure modified spillway and
existing downstream riprap channel could readily pass the design flood. Directed junior drafting staff in
completion of embankment plans, sections, and profiles.
Deerfield River Project, Probable Maximum Flood Study, MA/VT. Project consisted of hydrologic data
analysis and modeling of the probable maximum flood at a series of dams along the Deerfield River spanning
southern Vermont and northwestern Massachusetts. Responsible for procurement and management of GIS data,
including topographic DEMs, soil classifications, and hydrologic features, with an aerial coverage of over 230
square miles. Used Global Mapper GIS software to create watershed delineation and soils coverage maps.
Evaluated hydrologic soils types based on U.S. Department of Agriculture Soils Survey data. GIS data was used to
develop HEC-HMS hydrologic modeling parameters to estimate the probable maximum flood at each dam site.
Upper Black Creek, Spillway Replacement, Summit County, CO. Supported field monitoring and inspection
for construction of replacement spillway in a remote alpine reservoir. Conducted form, rebar, and waterstop
inspection, and QA/QC of earthfill compaction and cast-in-place concrete. Advised construction contractor on
construction sequencing, dimensioning, and placement of earthfill and sub-slab drain materials. Compiled daily
field construction reports documenting field activities.
Reservoir No. 1 Improvements, Grand County Water and Sanitation District, Fraser, CO. Project consists
of excavating overburden soils within the existing reservoir to increase reservoir storage capacity, and the addition
of earth-fill material to reduce seepage through the embankment. Supported project manager and lead geologist in
preparation of bedrock and excavation surfaces based on bedrock data from geotechnical boring logs. Performed
design of earthwork grading for reinforcement of existing embankment. Prepared final 60% design package which
included embankment plan, sections, and details for removal of existing appurtenances.
Lauer Dam Replacement, Bureau of Indian Affairs, Alturas, CA. Coordinated directly with the contractor
and field staff, providing rapid turn arounds to support design changes due to unexpected site conditions.
Implemented revisions to design drawings and revision of quantity estimations based on challenging geologic
conditions encountered during construction. Produced as-built record drawings upon completion of construction.
Site Characterization and Well Abandonment, USA Environment, Broomfield, CO. Directed drilling crew
and performed Unified Soil Classification System logging of direct-push borings, and collection of high resolution
subsurface hydraulic and geochemical data to investigate subsurface distribution of chlorinated solvent mass.
Oversaw abandonment of 33 extraction wells, including over-drilling, backfilling, and waste disposal.
Documented drilling activities and well abandonment details. Constructed, piezometers and installed passive gas
samplers in building floor slab to investigate groundwater conditions and extent of impacts.
Page 123
Juan Contreras, P.E.
Bridge and Transportation Engineering Advisor
Mr. Contreras is a senior-level project manager and operations
executive with more than 36 years of experience in the consulting and
professional services industry. Throughout his career, he has been
responsible for managing a diversity of infrastructure projects including
bridge, tollway, highway, railroad, transit, planning, construction
services, design-build, water, architecture, aviation, and survey/GIT.
Mr. Contreras has served as project lead on numerous projects,
providing technical excellence and detailed design on a variety of
projects. In addition, he is adept at providing leadership to his team
through guidance and empowerment and promoting collaboration
across his organization.
PREVIOUS PROJECT EXPERIENCE
Texas Department of Transportation Statewide Bridge Design
IDC, Bridge Division. Project Manager. Responsible for the
management of this indefinite delivery contract (IDC) to provide
engineering services including bridge design, preparation of engineering
drawings, development of bridge layouts, development and
modification of structural standards, and preparation of complete
PS&E documents for bridge and transportation structures statewide.
Completed six work authorizations under this IDC.
North Texas Tollway Authority Trinity Parkway Design Section
Engineer 5, Dallas, TX. Project Manager. Trinity Parkway is a
proposed toll road, nine miles in length, connecting from the IH
35E/SH 183 interchange northwest of downtown to the US 175/SH
310 interchange southeast of downtown. Design Section 5 includes a
four-level interchange with IH 45. Responsible for managing the
preliminary design including survey, ROW, environmental, utilities,
roadway design, TCP, drainage design, ITS, bridge design, construction
access/staging-area assessments, context-sensitive design, and agency
coordination.
North Texas Tollway Authority DNT/PGBT Interchange
Improvements, Plano, TX. Project Manager. Widening of existing interchange direct connectors, modifications
to mainlanes and ramps along two miles of the tollway from the PGBT to Parker Rd, relocation and electronic
tolling of existing DNT Mainlane entrance and exit ramps at Park Blvd, addition of electronic tolling of entrance
and exit ramps to and from Park Blvd from the DNT/PGBT direct connectors, electronic tolling of existing
Plano Parkway entrance and exit ramps, and relocation of existing fiber optic cable trunklines and laterals,
removal, relocation and addition of ITS elements, and maintenance of temporary communications and operation
of ITS and tolling elements.
Ohio Department of Transportation Ironton-Russell Cable-Stayed Bridge Replacement Project,
Lawrence County, OH. Assistant Project Manager/Project Engineer. Responsible for preliminary and final
design of this $70 million steel edge girder cable-stayed bridge over the Ohio River. The structure is a single tower
cable stayed bridge consisting of a 950-foot main span, 790-foot back span, and a 150-foot continuity span.
Responsible for the design of the cable system and cable connections, dynamic studies, and design of the tower
bearings supporting the superstructure at the tower.
EDUCATION
M.S., Civil Engineering, University of
Texas at Austin
B.S., Civil Engineering, Texas A&M
University
EXPERIENCE IN THE INDUSTRY
36 years
EXPERIENCE WITH GEI
Less than 1 year
REGISTRATIONS AND LICENSES
Professional Engineer, CA
Professional Engineer, TX No. 78766
Professional Engineer, PA
PROFESSIONAL AFFILIATIONS
Texas A&M Civil and Environmental
Engineering Department Faculty
Advisory Council (Past Chair)
Infrastructure Advancement Institute
(Outgoing Board Member)
American Council of Engineering
Companies
TXDOT PRECERTIFICATIONS
3.2.1 Route Studies &
Schematic Design
4.2.1 Roadway Design
5.2.1 Bridge Design
5.3.1 Multi-Level Interchange Design
6.1.1 Routine Bridge Inspection
Team Leader
9.1.1 Bicycle and Pedestrian
Facility Devel.
Page 124
Juan Contreras, P.E., Page 2
Ironton-Russell Bridge Replacement, Ohio Department of Transportation, District 9. Deputy Project
Manager. Management and design the replacement of the Ohio River crossing between Ironton, OH and Russell,
KY. Responsibilities included investigation of the full range of social, economic, and environmental issues
necessary for National Environmental Policy Act documentation. Performed bridge type studies for the
replacement of the main span over the navigable portion of the Ohio River. The final design phase of the cable-
stayed structure included the design of a 400-foot tower, steel edge girder superstructure, approach structure and
roadway, erection analysis, wind-tunnel testing, lighting and electrical design work, and a health monitoring system
for the main span structure. Responsible for the design of the cable system and cable connections, dynamic
studies, and design of the tower bearings supporting the superstructure at the tower. Also assisted in the
preparation of the Section 401 and 404 permits (USACOE), the preconstruction notification for the Nationwide
Permit Number 15, and the USCG Section 9 Bridge Permit.
Dallas North Tollway (DNT)/President George Bush Turnpike (PGBT) Interchange Improvements
and DNT Widening Project, North Texas Tollway Authority, TX. Project Manager. Responsible for
advancing the conceptual design through schematic development, preliminary engineering, and final design for
operational improvements to the Dallas North Tollway (DNT)/President George Bush Turnpike (PGBT)
Interchange and mainlane widening to the DNT. The DNT/PGBT Interchange forms the crossroads of these
two principal corridors. Provided route and design studies, field surveying, geotechnical engineering,
environmental studies, public involvement, right-of-way mapping, traffic control, sequence of construction,
removal plans, roadway design, retaining wall design, drainage design, SUE, utility coordination, bridge design,
traffic signal coordination, ITS, permitting, toll gantry design, and landscape and irrigation design. Managed the
schematic development, the preparation of PS&E documents, and construction phase services during
construction.
Trinity Parkway Design - Design Section Engineer (DSE) Section 5, North Texas Tollway Authority,
TX. Project Manager. Trinity Parkway is a proposed 9-mile toll road extending from the SH 183/IH 35E juncture
to US 175/Spur 310. Provided engineering design services for Design Section 5 which included a multi-level
interchange with IH 45, and the Trinity Parkway. Design Section 5 included one million square feet of structures
and two million square feet of pavement. Managed the preliminary design and Section USACE 408 Submission
for this high-profile project.
SH 121 Southwest Parkway/IH 20 Interchange Bridge Design, Section 3, North Texas Tollway
Authority, TX. Project Manager. Responsible for the design of 10 mainlane highway bridges and one ramp
bridge, all on new alignment as part of the SH 121 Southwest Parkway/IH20 Interchange in southwest Fort
Worth. The stream crossings are over the floodplain at Overton Ridge Tributary, designated as an
environmentally sensitive area. Bridge designs include AASHTO Type IV and TxDOT U-54 beam
superstructures. Responsible for the design preparation of bridge layouts, preliminary design, and final design of
prestressed concrete bridges on curved and tangent alignments including grade separations and stream crossings
over the floodplain at Overton Ridge Tributary, designated as an environmentally sensitive area of 10 mainlane
highway bridges and one ramp bridge, all on new alignment.
Statewide Bridge Replacement Contract, Texas Department of Transportation, TX. Project Manager.
Performed design engineering services for five work authorizations for bridge replacements across the state of
Texas. Work authorizations 1 to 4 consisted of bridge replacements for off-system bridges. Work authorization 5
was the Bexar County Bridge Rail Replacement for six bridges. Prepared plans, specifications, and estimates for
the Texas Department of Transportation's San Antonio District to replace traffic rails for six bridges in San
Antonio. These rails were T1 and no longer met the FHWA guidelines for traffic rails. Plans designed the
replacement with concrete single-slope traffic rails.
Page 125
Frederick B. Kuhnow, P.E.
Senior Geotechnical Engineer / Project Manager
Frederick Kuhnow has over 25 years of multidisciplinary experience
with focus in geo-structural engineering, soil mechanics, rock
mechanics, seismic analysis and design, hydropower dams, tailings
dams, surface and underground structures. His project experience
includes detailed engineering design of earthen structures, design of
nuclear geologic repositories, seismic/structural design, geotechnical
characterization, slope stability analysis, geophysical investigations,
seismic-induced liquefaction, geohazard evaluations, reinforced
concrete structures design, rock slope reinforcement design, ground
control, surface and undergroung mining engineering design, and
construction management.
In his current role, Mr. Kuhnow is responsible for management, design
support, and direction of technical staff and construction contractors
for the execution of multiple projects.Mr. Kuhnow has published
several technical journals and has peer-reviewed several articles for
industry professional societies. Mr. Kuhnow is also fluent in Spanish.
PROJECT EXPERIENCE
Laramie Well Pad (Nichols Pad) 2022. Laramie Energy, LLC.
Grand Junction, CO
Led the design of the Laramie Bridge replacement project. The project
consists of replacing the existing bridge crossing to access the
undeveloped well pad 13-09 (Nichol’s Pad). The new bridge included a
54-ft-long, 16 ft-wide bridge superstrucuture, reinforced concrete
abutment walls, spread footings, and wingwalls. The bridge structure
and concrete abutments were designed to withstand unconventional
heavy truck traffic and heavy equipment that will be assisting the
construction and development of the Laramie Oil Well Pad 13-09
(Nichols pad).
Led subsurface investigations conducted at the proposed well pad site
that included seismic p-wave velocity surveys soils borings, and
subsurface characterization. Conducted field geological mapping,
compiled and interpreted field data for dvelopment of soils and rock
strength parameters. Conducted static and seismic slope stability
analysis of the proposed well pad site, and provided recommendations
for slope reinforcement. Prepared report that included introduction,
field data, analysis, conclusions and recommendations for design of
slope reinforcemnt systems.
New Bullards Bar Dam Spillway 2021, Yuba Water Agency, Yuba
County, CA. Geotechnical Engineer. Led the design of rock anchoring
systems for slope reinforcement on slopes adjacent to the chute and
conducted rock slope stability analyses. Oversaw the geotechnical
investigations, developed rock mass parameters for design.
EDUCATION
M.S., Mining and Minerals Engineering,
University of Utah
M.S., Civil/Geotechnical Engineering,
University of Utah
B.S., Civil and Environmental
Engineering, University of Utah
EXPERIENCE IN THE INDUSTRY
25 years
EXPERIENCE WITH GEI
Less than one year
REGISTRATIONS AND LICENSES
Professional Engineer (PE), AZ No.
56314
PE CA No. 67826
PE CO No. 59290
PE, FL No. 70470
PE, MI No. 6201310552
PE, NV No. 018613
PE, NY No. 100455
PE, OR No. 96935PE
PE, PA No. PE077384
PE, UT No. 4776288-2202
Project Management Certificate
CERTIFICATIONS AND TRAININGS
MSHA Part 48 and Part 49 Surface and
Underground
Nuclear (Rad Worker) I, II
40-Hour OSHA HAZWOPER
30-Hour OSHA Construction
PROFESSIONAL AFFILIATIONS
American Society of Civil Engineers
(ASCE)
International Society of Explosive
Engineers (ISEE)
Society of Mining and Metallurgical
Engineers (SME)
Structural Engineers Association of
Illinois (SEAOI)
Page 126
Frederick B. Kuhnow, P.E. Page 2
Hodenply Hydroelectric Plant, 2020 – Right Downstream Sheet Pile Wall Slope Stabilization,
Consumers Energy Company, Cadillac, MI. Geotechnical Engineer. Led the design of the downstream side
of the Hodenpyl dam. The project included slope sheet pile wall design and slope stabilization of the right
downstream side, conducting slope stability analysis, and design to mitigate slope instabilities and to protect
adjacent structures (switch yard). The project also included field characterization, materials lab testing, design
plans, design calculations, slope stability analysis and design, specifications package, and cost estimate. The role
also included leading review sessions with the client and responding to RFI concerning the project.
PREVIOUS PROJECT EXPERIENCE
Viva Naughton Dam, PacifiCorp, Kemmerer, WY. Served as Senior Project Manager/National Geotechnical
Lead. Managed engineering projects and prepared design packages including design drawings, calculations,
specifications, and cost estimates for engineering projects. Conducted geological investigations that included
seepage investigations, geophysical (seismic) surveys, slope stability analyses, foundation design, conclusions and
recommendations. Designed foundation systems for new water conveyance system (Penstock). Structures
included thrust blocks, spread footings, rock anchor systems, and sheet pile retaining walls. Developed rock
blasting design for excavation and construction of dam foundations on rock. Designed rock anchors and
stabilization systems for rock slope stability. Designed cantilever and supported sheet pile walls.
Prospect 3, PacifiCorp, Medford, OR. National Geotechnical Lead. Planned, procured, and managed
geotechnical investigations for the design and construction of rock fall mitigation systems. Lead the design of on-
slope rock fall mitigation systems using prestressed tensioned anchors, all-threaded bar anchors, wired mesh, and
wire rope anchors. Led the design of dam foundation systems that included thrust blocks, spread footings, and
sheet pile retaining structures. Developed rock blasting design for slope excavation. Prepared earthwork cycle
plans for rock excavation and removal. Conducted rock slope stability analyses for the exsiting, during
construction, and proposed slope geometry.
Canadian Nuclear Laboratory, Deep River, Ontario, CA. Lead Geotechnical Engineer. Conducted slope
stability analysis and design of earthen structures, designed excavation plans using rock blasting methods.
Designed liquefaction mitigation systems through design and implementation of vibro-displacement densification
methods (stone columns).
Knolls Atomic Power Laboratory, Department of Energy, Albany, NY. Senior Geotechnical Engineer.
Conducted geotechnical site characterization and designed deep excavation structures using anchored sheet pile
walls. Designed blast patterns and developed blast design for demolition of existing Knoll’s atomic power
laboratory structures. Provided geotechnical expertise in structural design of site infrastructure.
Goldstrike Mine, Barrick Gold, Carlin, NV. Senior Geotechnical Engineer. Performed geotechnical analysis
and monitoring of slope stability systems for the surface mining operation. Installed, operated, and interpreted
slope damage monitoring systems to develop rock slope stabilization programs. Designed blast patterns, timing
configurations, and lift plans for rock blasting.
I-15 Core Design/Build Project, Utah Department of Transportation, Salt Lake City, UT. Civil Engineer
Lead. Prepared plans, profiles, earthwork, grading details, specifications, and cost estimates following the state’s
design standard specifications. Performed structural design of earth retaining walls and 3D models using CADD.
Designed foundation’ systems for bridge structures. Prepared geotechnical reports on infrastructure projects. In
addition, he mentored and managed the project engineers. Supervised the contractors’ work and coordinated with
the other disciplines on all issues involved in this design/build project.
Malibu Rehabilitation Project, Los Angeles County Department of Public Works, Los Angeles, CA.
Senior Geotechnical Engineer. Performed slope stability analyses, reviewed slope site failures due to landslides,
settlements, and slippage. Analyzed groundwater conditions and recommended action for dam safety. Analyzed
and computed field data to prepare geotechnical reports that included findings, conclusions, and
recommendations for construction, reconstruction, and rehabilitation projects.
Page 127
Margaret L. Provencher, P.E.
Structural Engineer
Margaret Provencher is a structural engineer experienced in materials
testing, engineering analysis and design, and field observation. Mrs.
Provencher has conducted alkali-silica reactivity evaluation and mitigation
testing research. She has had experience performing design calculations
and finite element analyses for many different types of structures. Mrs.
Provencher’s areas of expertise include heat of hydration, design of
hydraulic structures, roller-compacted concrete (RCC) design and
construction, wind and seismic analysis, structural finite element
modeling, dam installation observation, and design of reinforced concrete,
structural steel, structural masonry, and structural timber.
PROJECT EXPERIENCE
Oroville Dam (FERC Project No. 2100), Comprehensive Needs
Assessment – Task 1: Emergency Spillway, Structural Analysis,
California Department of Water Resources, Sacramento, CA. Staff
Structural Engineer and Lead Modeler. Evaluated potential structural
alternatives to mitigate financial and operational risks on the site.
Conducted evaluation of existing roller compacted concrete spillway
structure for design flow regimes. Utilized SAP 2000 for the
determination of structural stresses and deformations due to flow. Duties
performed included development of structural models of the existing
structure and proposed alternatives, and risk potential evaluation.
Guadalupe Bridge Evaluation, Santa Clara Valley Water District, San Jose, CA. Staff Structural Engineer.
Evaluated bridge modification alternatives to accommodate increased water flow in the Guadalupe River channel
due to increased vegetation in the channel. Modifications conceptually sized and evaluated for wind, hydraulic and
seismic loading conditions. Duties performed included development of modification sections, and preliminary
evaluation of existing structures and modification impacts.
Oglala Dam Remediation Design, Bureau of Indian Affairs (BIA), Oglala, SD. Structural Lead and Deputy
Project Manager. Developing design of roller-compacted concrete (RCC) service spillway and non-overflow dam
replacement section to meet dam safety concerns. Designed additional structural components including spillway
chute, stilling basin, and ogee structure design. Developed project specifications and design reports for BIA
review.
Lower Beaver Brook Dam Replacement Project, Lookout Mountain Water District, Evergreen, CO.
Resident Engineer. Inspected construction for conformance with contract design and specifications. Review
submittals and evaluate modifications to the design. Coordinate project progress notifications and discussions
among engineer, owner, contractor, regulators including the Colorado State Engineer’s Office, and funding
agencies.
Upper Beaver Brook Dam Outlet Works Modifications, Lookout Mountain Water District, Evergreen,
CO. Structural Design Reviewer. Reviewed stability calculations for replacement intake structure. Developed
specifications for outlet works modifications including slip-lining and grouting of existing outlet works pipe and
intake structure replacement.
Niwot Ditch Catwalk, Colorado Trout Unlimited and Boulder County, Boulder County, CO. Structural
Engineer. Designed catwalk system for installation on existing concrete gate structures. Design to provide
increased access and operator safety for maintenance and operations.
EDUCATION
M.S., Civil Engineering-Emphasis in Structural
Engineering, University of Wyoming
B.S., Civil Engineering-Emphasis in Structural
Engineering, University of Wyoming
EXPERIENCE IN THE INDUSTRY
8 years
EXPERIENCE WITH GEI
8 years
REGISTRATIONS AND LICENSES
Civil Engineering, WY No. 16489
TRAINING AND CERTIFICATIONS
Adult First Aid/CPR/AED
PROFESSIONAL ASSOCIATIONS
American Society of Civil Engineers, Member
Structural Engineering Association of
Colorado, Member
Rocky Mountain ACI Chapter, Member
United State Society of Dams, Member
Page 128
Margaret L. Provencher, P.E. Page 2
Iron County Non-Motorized Bike Path, Iron County Road Commission, Stambaugh Township, MI.
Staff Structural Engineer. Evaluate retaining wall for global stability against sliding and overturning. Evaluation
includes a review of the concrete structure’s strength for applied soil loads. Project responsibilities include rebar
design.
Buck’s Storage Dam Spillway Improvements – Alternatives Analysis, Pacific Gas and Electric, Plumas
County, CA. Structural Design Reviewer. Reviewed conceptual level structural alternatives for spillway
modifications and replacement. Structural systems selected as preferred alternatives included labyrinth type
spillway control structure and lowered dam crest section utilizing flashboard system to maintain existing storage
capacity.
Buck’s Storage Dam Spillway Existing Conditions Structural Evaluation, Pacific Gas and Electric,
Plumas County, CA. Structural Engineer. Developed screening level structural evaluations to determine
feasibility of reuse of existing structural spillway components including walls, slab and ogee structure. Where
existing systems were determined to have insufficient capacity for increased loading, necessary modifications were
developed to the conceptual level.
Lower Beaver Brook Dam Replacement Project, Lookout Mountain Water District, Evergreen, CO.
Structural Lead and Deputy Project Manager. Developed design of roller-compacted concrete (RCC) dam section
to replace existing rockfill dam. Designed additional structural components including spillway walls, trashrack, and
ogee structure. Developed project specifications and design reports for state and funding agency review.
Roan Creek Fish Barrier, Middle Colorado Watershed Council, De Beque, CO. Structural Engineer.
Evaluated alternative fish barrier configurations for proposed fish barrier replacement project on a high-mountain
creek on Colorado’s Western Slope. Design to provide species separation while meeting hydraulic design
requirements.
Marin County San Anselmo Flood Risk Reduction Project, Stetson Engineering, San Anselmo, CA. Staff
Structural Engineer. Developed retaining wall alternatives for the development of a public plaza beside the San
Anselmo Creek.
Reuse Reservoir Rehabilitation and Reuse Pump Station Project, Plum Creek Water Reclamation
Authority, Castle Rock, CO. Structural Lead. Design of reuse pump station building for additional distribution
capabilities for the water reclamation authority. Utilized Revit for the development of structural plans for the
buildings. Coordinated design calculation packages, specifications, and client deliverables.
Group 2 Dam Inspections, U.S. Bureau of Indian Affairs, Lakewood CO. Staff Engineer. Developed
reports for the Periodic Review of Bureau of Indian Affairs Wildhorse Dam. Tasks included review of all
available documentation and assessment of continued structural stability.
McCloud Dam Spillway Improvements – Analysis of Alternatives, Pacific Gas and Electric, Shasta
County, CA. Staff Structural Engineer. Developed conceptual level structural components including spillway
walls, gate piers and ogee structures for the proposed alternative configurations. Developed phasing alternatives
to mitigate risk during the multi-year construction period for preferred alternative.
Winter Park Booster Pump Building, Intrawest Winter Park Ops Corp, Winter Park, CO. Project Manager.
Design of replacement pump station building to increase capacity at existing pumping location for a ski resort.
Utilized Revit for the development of structural plans for the buildings. Coordinated design calculation packages,
specifications, and client deliverables.
Fraser River Pump Back Pumping Facilities and Pipeline System, Intrawest Winter Park Ops Corp,
Winter Park, CO. Staff Structural Engineer. Designed pump station buildings to upgrade capacity to snow
making facilities for the Winter Park ski resort and a replacement section of Denver Water’s Vasquez Canal.
Utilized Revit for the development of structural plans. Worked with Intrawest and Denver Water to coordinate
construction minimizing impact to existing facilities and water distribution operations. Duties included the
coordination of design calculation packages, specifications, and client deliverables.
Page 129
Sarah B. Skigen-Caird
Ecology Division Manager/Senior Environmental Scientist
Sarah Skigen-Caird is the Ecology Division Manager for the Denver,
Colorado, ecology practice and an environmental scientist with
significant experience within the public and private sectors. As project
manager she has developed, designed, and implemented large-scale land
use and water quality programs. Ms. Skigen-Caird has worked extensively
with aquatic and terrestrial ecosystems, vegetation surveys, wildlife
surveys, wetland delineations, CWA 404 permitting, restoration of
disturbed systems, and biomonitoring study design. Her experience
includes field training with United States Fish and Wildlife Service and
the National Audubon Society for conducting avian surveys and
monitoring. Additionally, as quality assurance/quality control officer for
the ecological lab she oversees and provides quality assurance/quality
control checks for all lab activities, including whole effluent toxicity
testing for National Pollutant Discharge Elimination System compliance,
sediment toxicity testing, soil toxicity testing, water effects ratio testing,
benthic invertebrate sample processing, and analysis of low-level
nutrients, chlorophyll, suspended solids, and coliform bacteria.
PROJECT EXPERIENCE
Upper Beaver Brook Spillway Replacement, Lookout Mountain
Water District, Evergreen, CO. Lead Ecologist. Performed field
investigations to delineate wetlands. Determined the extent of sensitive
habitats, including assessments to determine any impacts to rare,
threatened, or endangered species. Lead on federal 404 permitting
requirements with the United States Army Corps of Engineers, Omaha
District prior to initiation of construction. Investigation included the
formulation of an Alternatives Analysis to assess cumulative impacts as
well as acquisition of a Special Use Permit from the United States Forest
Service.
Emergency Environmental Permitting for Dam Reconstruction, Big Elk Meadows Association, Lyons,
CO. Lead Ecologist. Performed field investigations related to wetlands and sensitive habitats, as well as
conducted all associated environmental permitting through Federal Emergency Management Agency and United
States Army Corps of Engineers, Omaha District prior to construction. Additionally, completed acquisition of a
NWP 27 for the restoration of each reservoir to replace aquatic habitat as a result of flood impacts. Baseline
habitat surveys completed for Preble’s meadow jumping mouse (Zapus hudsonius preblei) were also completed.
Drinking Water Intake Maintenance and Construction of Downstream Boulder Cross Vane on the
Colorado River, Town of Hot Sulphur Springs, Hot Sulphur Springs, CO. Lead Ecologist. Performed field
investigations to verify previously delineated wetlands. Determined the extent of sensitive habitats, including
assessments to determine any impacts to rare, threatened, or endangered species, with specific focus on Western
yellow-billed cuckoo (Coccyzus americanus occidentalis) and the Gunnison sage grouse (Centrocercus minimus). Federal
404 permitting with the United States Army Corps of Engineers, Sacramento District was completed.
Busk-Ivanhoe Dam Modifications, Board of Water Works, City of Pueblo, Leadville, CO. Staff Ecologist.
Performed field investigations to delineate wetlands and determine the extent of sensitive habitats including
assessments to determine any impacts to endangered species prior to construction efforts to rehabilitate the
existing reservoir.
EDUCATION
M.S., Environmental Science & Policy,
Johns Hopkins University
B.A., Environmental Studies, Bates
College
EXPERIENCE IN THE INDUSTRY
15 years
EXPERIENCE WITH GEI
7 years
TRAINING CERTIFICATIONS
40-Hour OSHA HAZWOPER
Wetland Delineator/404 Permitting
Adult First Aid/CPR
ISA Certified Arborist SO-6152A
(2008-present)
Masters Certificate in Environmental
Conflict Management and Resolution,
European Peace University, Austria
PROFESSIONAL ASSOCIATIONS
Society of Wetland Scientists
Colorado Native Plant Society
International Society of Arboriculture
Society of Environmental Toxicology &
Chemistry (National & Rocky Mountain
Chapter)
Page 130
Sarah B. Skigen-Caird, Page 2
Wildlife Management Plans, Eagle Mountain Pumped Storage Hydroelectric Project, Eagle Crest
Energy Company, Riverside County, CA. Staff Ecologist. GEI scientists have formulated multiple wildlife
management plans in compliance with Federal Energy Regulatory Commission permitting requirements for the
Eagle Crest project. To protect avian species, the plans detail the appropriate design and construction of raptor-
friendly transmission lines in accordance with industry standards, management guidelines for construction
activities to avoid nesting migratory birds and raptors, and required management actions to minimize the effects
of desalination ponds on migratory birds.
Flood Emergency Response Program, California Department of Water Resources, Sacramento, CA.
Lead Ecologist for preparation of the Biological Resources portion of a California Environmental Quality Act -
mandated Initial Study on the potential impacts of materials stockpiling/waterside transfer for levy repair in the event
of a catastrophic flood in the San Joaquin Valley. Efforts included site visits of the proposed locations for materials
stockpiling/waterside transfer and analysis and reporting of implications of project activities on rare, threatened, or
endangered species and their critical habitat, and wetland surveys and delineations.
Selenium Review for San Francisco Bay, Western States Petroleum Association, Sacramento, CA.
Project Manager. GEI, in collaboration with Windward Environmental, Inc., conducted an extensive review of
technical documents associated with the Environmental Protection Agency’s development of a tissue-based
criterion for the San Francisco Bay. An independent review of the species potentially at risk from selenium in the
San Francisco Bay estuary was conducted that included an evaluation of the potential models to be used in the
implementation. Selenium toxicity thresholds used in the models for each species at potential risk were also
evaluated.
Regulatory Support and Biomonitoring - Trapper Mining, Vranesh and Raisch, LLP, Craig, CO. Project
Manager and Lead Ecologist. Conducted an evaluation of habitat and aquatic biology to better understand
appropriate aquatic life use classifications and water quality standards for streams in the vicinity of Trapper
Mining’s activities. Collected physical and biological data that included observational and quantitative sampling
for instream aquatic habitat and biological assessment. These assessments included amphibian visual encounter
surveys, frog call surveys, and habitat delineations.
Seneca Coal Company, Peabody Energy Subsidiary, Hayden, CO. Project Manager for the development of
regulatory responses for a Notice of Violation and corresponding biomonitoring necessary to address selenium
compliance and associated stream classifications on several tributaries to the Yampa River near Hayden, Colorado.
Project included review of flow, habitat, and water quality on fish and invertebrate populations. Tasks included
preparation of response statements for submission to the Colorado Water Quality Control Commission. Assisted
in the ongoing evaluation of background iron concentrations in several tributaries surrounding the mine site for
the purpose of deriving site-specific standards for iron.
Whole Effluent Toxicity Studies for the Henderson Mine, Freeport-McMoRan, Empire, CO. Project
Manager. GEI is performing long term whole effluent toxicity studies for the Henderson Mine to help identify
primary toxicants of concern, with a focus on isolating the effects of various concentrations of total dissolved
solids within the discharge. GEI has assisted the client with all design aspects of the study as well as progressive
modifications to the study to help isolate and identify the toxicant of concern. Test species include Ceriodaphnia
dubia and Pimephales promelas. A streamlined toxicity identification evaluation has been initiated which will assist in
further refining the potential source(s) that may be contributing to the toxicity. GEI also performs all required
chronic whole effluent toxicity testing on a quarterly basis for National Pollutant Discharge Elimination permit
compliance for the Henderson Mine.
Plant and Soil Testing - Lab/Chevron Mining, Chevron Mining Inc., Questa, NM. Project Manager.
Toxicity testing was conducted to determine whether rock pile soil would work well for reclamation on the mine
site, despite the high molybdenum concentration in the soil. The tests consisted of the rock pile soil amended
with tailing and biosolids and spiked with varying concentrations of molybdenum. Six different plant types were
evaluated in the various soil types utilizing various planting methodologies. The study measured the percent
emergence, shoot and root length, biomass, and molybdenum uptake on all six species.
Page 131
Suleyman has more than 21 years of experience in the fields of water
resources, hydrology and hydraulics, and floodplain studies worldwide,
with extensive experience in Colorado. He is highly knowledgeable in the
design of widely used hydraulic structures such as storm sewer systems,
channels, ponds, spillways, culverts and energy dissipators, as well as the
hydrologic and hydraulic analyses of watersheds, reservoirs, and river
basins; storm drainage master planning; and stream stabilization and
restoration studies. Moreover, he is familiar with local, state, and federal
design standards, rules and regulations, and permit requirements.
PROJECT EXPERIENCE
Elkhorn Lodge | Estes Park, CO
Reviewed the development site construction drawings, drainage reports,
no-rise flood model report and floodplain development permit application.
The project site is bounded on the north by Fall River with the floodplain
encroaching into the low-lying area near the river. SRH-2D was used to
perform hydraulic modeling and delineate floodplain/floodway for Fall River.
Stanley Hotel Film Center | Estes Park, CO
Reviewed construction drawings and final drainage report for this
development site. The drainage facilities included storm drain system, and
water quality/detention features.
Loop Project CLOMR | Estes Park, CO
Reviewed the Federal Lands Access Program (FLAP) Loop project CLOMR
request for the reconfiguration of the roadway circulation system through
the Town of Estes Park to enhance the traffic flow. The project will involve
realigning West & East Riverside Drives, reconfiguring Elkhorn/Moraine
Avenue, upgrading Rockwell Street, and reconstructing Ivy Street Bridge
across the Big Thompson River (BTR). The purpose of the CLOMR is to
evaluate the potential flood hazard impacts of the project improvements
along the BTR.
Women’s Monument | Estes Park, CO
Determined the 100-year flood depths and created cross section profiles at
Women’s Monument using the SRH-2D model of the BTR for a floodplain
development permit application. The project work included installing the
Monument along with some concrete pedestals, large stone steps, planting
materials, and an ADA-compliant sidewalk and cul-de-sac.
Viestenz Smith Mountain Park Flood Recovery Project | Loveland, CO &
Larimer County, CO
Viestenz Smith Mountain Park, which is owned by City of Loveland, was
almost completely destroyed during the September 2013 Flood. This
project redesigned the park to restore the river and floodplain, rehabilitate
aquatic habitat, and incorporate amenities including parking lots, trails,
bridges and other site features. Performed hydrologic analysis of drainage
basins contributing to onsite and offsite channels, culverts and inlets using
HECHMS model and prepared preliminary and final drainage reports for
onsite drainage improvements, performed site grading using AutoCAD
Civil 3D, designed access roads, culverts and channels per the UDFCD and
Larimer County design criteria, and helped with preparation of construction
drawings and details. Also performed a preliminary hydraulic model of the
SKILLS
Hydrologic and hydraulic analyses
Developing and submitting
CLOMR/LOMR reports to local
agencies and FEMA
Floodplain studies, stream
stabilization and reclamation
design
Storm drainage master plans,
stormwater system design and
retention, detention and water
quality pond designs
Dam IDF determination and
spillway design
Stilling basin and energy dissipator
design
Dam break analysis
Bridge and culvert design and
bridge scour analysis
EDUCATION
PhD, Civil Engineering
(Hydraulics)
Colorado State University,
Fort Collins, 2002
MS, Civil Engineering (Hydraulics)
Colorado State University,
Fort Collins, 1997
BS, Civil Engineering
Gazi University, Ankara, Turkey,
1993
Suleyman Akalin, PHD, PE, CFM
WATER RESOURCES PROJECT MANAGER
Page 132
Suleyman Akalin, PHD, PE, CFM
WATER RESOURCES PROJECT MANAGER
Big Thompson River at the project reach using 1D HECRAS as well as 2D
SRH models and determined extend of channel bank protection along with
bridge scour depths to assist in design of a vehicular bridge.
Cottonwood Creek Improvements Phase 3 | Colorado Springs, CO
Provided professional engineering services for Phase 3 of the Cottonwood
Creek Improvements project. The main purpose for the improvements is
to protect the facilities constructed as part of the Phase 1 and 2 projects, as
well as utilization of the preliminary design work and concepts that were
prepared using the preliminary design phase for the channel between Union
and Rangewood. The channel improvements included channel excavation
from Phase 1 (Station 40+00) to Phase 2 (Station 60+00), three sloping
boulder drop structures, and improvements to six culverts and one natural
swale that discharge into the creek within this section.
Cottonwood Creek Improvements Phase 4 | Colorado Springs, CO
Provided professional engineering services for Phase 4 of the Cottonwood Creek improvements project. The
services provided range from pre-design phase to final design phase. Provided conceptual design evaluation,
utility coordination, base map preparation, final construction plans, hydraulic modeling, and permit
coordination.
Rockrimmon Retail/Townhome Site | Colorado Springs, CO
Performed Rockrimmon Basin channel designs and prepared CLOMR and LOMR for a portion of the
Rockrimmon Basin adjacent to and in the vicinity of the Rockrimmon Retail/Townhome Site in Colorado
Springs, Colorado. CLOMR and LOMR reports were prepared based on existing drainage facilities (a concrete
channel) that were constructed after the current FEMA FIRM was prepared and proposed Rockrimmon channel
improvements from the upstream end of the existing concrete channel to the upstream end of the project
boundary (approximately 2,200 linear feet of channel). The proposed improvements included channel re-
alignment, and channel stabilization using drop structures, cross section benching and bioengineering.
MEMBERSHIPS &
LICENSING
Professional Engineer:
CO #41626
Certified Floodplain Manager
#US-09-04171
Member: American Society of Civil
Engineers (ASCE)
Member: Colorado Association
of Stormwater and Floodplain
Managers
Member: Association of State
Floodplain Managers
Page 133
Brynhildr Halsten, PLA
LANDSCAPE ARCHITECT
Brynhildr holds a Master’s degree in landscape architecture with a focus
on regional and community planning. She brings a diverse portfolio of
experience to the Galloway team. She participated in resource management
and planning for the U.S. Forest Service, the City of Colorado Springs
Forestry Division, and the City of Loveland Natural Areas. She is dedicated to
supporting and leading teams in achieving client project goals.
PROJECT EXPERIENCE
Ring the Peak Master Plan | Colorado Springs, CO
Fountain Mutual Trail Master Plan | Colorado SPrings, CO
Greenways Park and Colorado Springs Creek Plan | Colorado Springs, CO
City of Colorado Springs Forestry Division Resources Planning &
Management | Colorado Springs, CO
US Forest Service Resources Planning & Management | Colorado Springs, CO
Fountain Mutual Trail Master Plan | Fountain, CO
Buena Vista Rodeo Grounds | Buena Vista, CO
Chicago Ranch Open Space | Buena Vista, CO
Second Creek Farm and Oasis Parks | Commerce City, CO
City of Loveland Natural Areas Resources Planning & Management |
Loveland, CO
Victory Ridge | Colorado Springs, CO
56th & Dunkirk Affordable Multifamily Housing | Denver, CO
7 Brew Coffee House | Multiple locations in Colorado Springs, CO
Bookcliff Apartments | Grand Junction, CO
In-n-Out Burger | Colorado Springs, CO
64th & Tower | Denver, CO
Bradley Ridge | Colorado Springs, CO
Broomfield Townhomes | Broomfield, CO
Meridian Storage | Peyton, CO
Towneplace Suites Hotel | Fountain, CO
St. George New City Hall Landscape | St. George, UT
SKILLS
Project management
AutoCAD
Community engagement
GIS analysis & mapping
Lumion
Park and trail design
Natural resource planning and
management
EDUCATION
Masters, Landscape
Architecture
Colorado State University,
Fort Collins, 2017
Bachelors of Science
University of Illinois, Champaign,
2010
MEMBERSHIPS &
LICENSING
Licensed Landscape Architect:
CO #LA-1510
Page 134
Frank has 35 years of survey experience and leads Galloway’s northern
Colorado survey team. Frank offers extensive experience in a wide variety
of markets, spanning multiple field areas. He brings a broad and insightful
perspective to enhance client satisfaction and project delivery.
PROJECT EXPERIENCE
Appenzell Inn | Estes Park, CO
Boundary and topographic survey
Estes Mountain Inn | Estes Park, CO
Boundary and topographic survey
Hotel Estes | Estes Park, CO
Topographic survey
Estes Park Sculptures | Estes Park, CO
Detailed survey of Sculptures in downtown Estes Park at the southeast corner
of Elkhorn Ave and Virginia Drive
Yampa Colorado Ranch | Yampa, CO
Boundary survey of a 10,000 acre ranch
Boundary and House Placement Surveys | Crystal Lakes, CO
Boundary, Topographic, & House Placement Survey | Virginia Dale, CO
CDOT Bridge Integrity Surveys | Colorado
Managed the survey team in completing topographic surveys of eight state
highway bridges and the river floodways 200 – 300 feet up and down stream.
The scope included collecting detailed bridge structure information, stream
flows, and full contour surface models.
Prewitt Reservoir | Washington and Logan County, CO
Worked with the Colorado Parks and Wildlife to complete a bathymetric
survey
St. Vrain, Big Thompson, and Cache La Poudre Rivers | Colorado
Bridge and waterway restoration surveys
Red Feather Lakes | Larimer County, CO
Subdivision replat survey
Mineral Resources at Eight Multi-Well Sites | Weld County & Greeley, CO
Martin Marietta Underground Mine Surveys Mapping Four Square Miles of
Mining Chambers | Weeping Water, NE
Cripple Creek Gold Mine Contaminate Containment Surveys |
Cripple Creek, CO
Dam Monitoring, First Order Levels on Seven Dams | Eastern Nebraska
SES Water Storage Ponds | Weld & Morgan Counties, CO: 10 Sites in Weld &
Morgan County
SKILLS
Oversight of staff and projects;
management of survey crews
Client, jurisdictional and outside
consultant coordination
Oversight in all facets of land survey
Well monitoring surveys; small dam
design surveys
Oil and gas route surveys; well plat
surveys; regulatory compliance
surveys
Legal descriptions; FEMA
certificates
EDUCATION
AAS/Applied Science and
Mapping
Denver Institute of Technology,
Denver, 1988
Leadership, Management &
Corporate Finance Training
Professional Services
Management Journal (PSMJ)
MEMBERSHIPS &
LICENSING
Professional Land Surveyor
licensed in four states:
CO #PLS.0037067
Member: Professional Surveyors of
Nebraska (PSAN)
Member: Professional Land
Surveyors of Colorado (PLSC)
Energy Co-Chair, Former Board
of Directors: American Council of
Engineering Companies (ACEC)
Member, Steering Committee:
Counsel of Professional Surveyors
(COPS)
Frank Kohl, PLS, CFEDS
SR. SURVEY PROJECT MANAGER | PRINCIPAL
Page 135
Eli Reese, PE
STRUCTURAL PROJECT MANAGER
SKILLS
Project Management
Construction Management
Blast Resistance & Hardened
Building Engineering
FEMA 361/ICC 500 Shelter Design
& Engineering
Forensic Engineering
Civil Engineering
Specialized Structural Consulting
BIM Modeling/Revit
AutoCAD
STAAD
RAM Structural System
RISA
SAP 2000 and ETABS
TEDDS
ENERCALC
IBC and UFC codes
Microsoft Office suite
EDUCATION
MCE, Structural Engineering
Norwich University, Northfield,
2012
BS, Architectural Engineering
University of Texas, Austin, 2009
MEMBERSHIPS &
LICENSING
Professional Engineer licensed in
four states:
CO #49178
Eli offers more than 12 years of structural engineering experience in a
multitude of market sectors and a wide variety of building structures utilizing
steel, concrete, masonry, wood, and a combination of such. His experience
includes performing structural engineering analysis and design, programing,
modeling and analyzing structures using computer aided design software,
and developing and supervising the production of construction documents
including drawings and specifications. He is also proficient working within
the virtual BIM environment and in the context of an advanced Integrated
Project Delivery model.
As an effective project manager, Eli is proficient in contracting and
negotiations, risk identification and mitigation, project planning, scheduling,
staff forecasting and resource management, purposeful communication with
staff and clients, scope execution and quality control procedures, change
management, and budget management by the use of financial indices and
active earned value management.
PROJECT EXPERIENCE
Hotel Estes | Estes Park, CO
Porte-cochere reconstruction and outdoor lodge addition
McDonalds | Estes Park, CO
Renovation and structural modifications
F.E. Warren Air Force Base | Cheyenne, WY
Forensic engineering to evaluate the structural integrity of the historical
1800s construction of unreinforced masonry buildings
Port of Galveston - Cruise Terminal 1 Renovations & Additions | Galveston, TX
Forensic engineering and structural reinforcing, including fiber reinforced
polymer strengthening to maintain structural integrity of the historical (1916
construction) and reinforced concrete building for new openings and load
path redistribution
United States Agency for International Development (USAID), Haitian Health
Infrastructure Program, Hurricane Matthew Building Damage Assessment
Project | Republic of Haiti
At the request of USAID, provided engineering services to assess damage
to 17 medical hospitals, clinics, and pharmacies across the country.
Responsibilities included performing structural condition observation
and evaluation, identifying common construction practices, documenting
disparity or differentiation from general accepted practice and specification,
performing structural engineering and design, and providing construction
documents.
Alamo Research Center Library | San Antonio, TX
The historical 130+ year old Alamo Research Center Library was going
through rehabilitation when severe structural damage was recognized on the
canopy roof framing. The precast concrete members displayed unusual and
severe cracking patterns. Responsibilities included evaluating the structural
damage of the existing canopy framing and making recommendations for its
remediation. As well as providing construction documents that detailed how
to properly remediate the damaged structure in a way that was appropriate
for the cultural significance and historical context of the surroundings.
Page 136
Rod has more than 40 years of experience in electrical engineering. He has
worked on a wide variety of project types, including new buildings, building
renovations, utility-type medium voltage power distribution systems, and
state, municipal and military buildings. Rod has experience in all phases of
design, from initial project evaluation through construction phase services
and final inspections.
PROJECT EXPERIENCE
Limelight Hotel | Aspen, CO
Frisco Bay Marina | Frisco, CO
New floating dock power and fueling systems
Dillon Marina | Dillon, CO
New floating dock power and fueling systems
Washington State Parks and Recreation | Washington
Marine and campground electrical updates
University of Washington | Seattle, WA
Friday Harbor Laboratories medium voltage distribution system
replacement, medium voltage electric utility studies, building improvements
and unit substation replacements, building service modifications, and
medium voltage emergency feeder installations to the hospital
Gaylord Texas | Grapevine, TX
Hotel and convention center expansion
Nasalle Youth Camp | Nasalle, WA
Medium voltage switch replacements
Seattle-Tacoma Airport | Seattle, WA
Airport feeder 101 replacement project (medium voltage)
Centralia School District | Centralia, WA
Centralia High School 12.47 kv system replacement
Quinalt Indian Reservation School | Quinalt Nation, WA
K-12 school renovations
Oregon State Correctional Institution | Salem, OR
Medium voltage electrical upgrade phases I and II
Nasalle Youth Camp | Nasalle, WA
Medium voltage switch replacements
Fishermen’s Terminal | Seattle, WA
Medium voltage distribution
Coast Guard | Seattle, WA
Pier 36 improvements
State Capitol Campus | Olympia, WA
12.47kv cable loop replacement phases I, II, III
Terminal 91 | Seattle, WA
Electrical improvements
Preparation of electrical
construction drawings and
specifications utilized in a
wide variety of building and
infrastructure projects
Initial evaluations and preliminary
recommendations for upgrades,
including the development
of multiple year construction
schedules, budgets and phase
implementation recommended
improvements
Construction phase services
related to review/approval of
material submittals, inspection, field
changes, preparation and review
of change order proposals, and
final inspections and approval of
construction.
EDUCATION
BS, Electrical Engineering
University of Notre Dame,
Notre Dame, 1976
MEMBERSHIPS &
LICENSING
Professional Engineer licensed in
25 states
CO #39638
Rod Roche, PE
SR. ELECTRICAL ENGINEER
Page 137
MICHAEL BAKER INTERNATIONAL PAGE 1 OF 1
BRIDGE & TRANSPORTATION Keely M. Matson, P.E.
Mrs. Matson has over a decade of progressive
experience in all aspects of bridge design including
team leadership and task management. She's
experienced in total project lifecycle from proposal
development to construction inspection. Mrs. Matson
specializes in technical communication, project management, prestressed
concrete design, and steel superstructure design.
RELEVANT EXPERIENCE
Weir Gulch - Decatur Crossing Replacement, Denver, Colorado. Mile High
Flood District (Urban Drainage & Flood Control District). Department Manager.
Responsible for structural selection and coordination. Michael Baker is providing
design and engineering services for improvements to Reach W1 of Weir Gulch,
from the South Platte River to 8th Avenue. For the project, Michael Baker is
designing a revitalization of this corridor by replacing an undersized box culvert
with a three-span bridge for Decatur Street that contains the 100-year FEMA
floodplain, eliminating flooding to the Sun Valley affordable housing development.
It is also providing survey and subsurface utility investigation, environmental
permitting and clearances, roadway improvements, and public engagement.
Beacon Lite Road Improvements, Beacon Lite Road, Monument, Colorado. El
Paso County, CO. QA/QC. Responsibilities included providing QC review for
structural plans for walls. Michael Baker was selected to prepare a traffic impact study, hydraulics design, final roadway design, and
construction documents for the County Line Road Improvements Project as phase one of the Beacon Lite and County Line Road Project. Phase
one of the project was completed at an accelerated schedule to coordinate with the construction of the adjacent CDOT I-25 Gap Project.
Mead Bridge Inspections, Mead, Colorado. Town of Mead, CO. Design Engineer. Michael Baker performed the second round of bridge
inspection services for the Town of Mead, inspecting seven town-owned structures of various construction, including, concrete slab, steel pipe
culverts, cast-in-place concrete box culverts, adjacent precast concrete box-culvert sections, and steel multi-girder with steel abutment bents. At
the direction of the client, under-budget funds were used to perform additional analysis on four structures with deterioration. Additional analysis
included load rating two steel substructures with significant section loss and measuring remaining deck thickness for a steel-decked bridge. For
the structure with deteriorated decking, Michael Baker developed an alternatives analysis to compare repair and replacement options. It also
provided recommendations and estimated costs for three structures.
Bridge Inspection and Load Rating Quality Assurance, Statewide, Montana. Montana Department of Transportation. Engineer.
Responsible for contract coordination and coordination of load rating manual and load rating QA. Michael Baker is providing statewide bridge
inspection and load rating services under a bridge inspection and load rating program. The project includes quality assurance (QA) reviews of
150 bridge inspection reports, field reviews of 60 field inspections, review and update of the Montana Department of Transportation (MDT)
Bridge Inspection and Rating Manual (BIRM), review of the MDT load rating program, scoping changes to the load rating program and manual,
developing QA summary reports for individuals district-wide and statewide, generating the state bridge engineer's letter, and developing year-
end training based on the QA reviews for the year.
Bridge Structure Replacement Design Services, Quebec Street, Denver, Colorado. City and County of Denver, CO. Reviewer.
Responsible for structural review. Michael Baker is providing design services to replace an aging bridge structure on Quebec Street in Denver,
Colorado. The site poses vehicular and pedestrian safety concerns due to the poor bridge condition, inadequate sight distance for drivers, and
lack of pedestrian and bicyclist features. This project will replace the bridge with a pedestrian underpass box culvert structure; improve traffic
operations and safety by lowering the roadway profile on a crest vertical curve; provide new Americans with Disabilities Act (ADA)-compliant
sidewalks along both sides of Quebec Street; provide a recreational trail connection to the nearby Sand Creek Regional Greenway Trail; and
improve the site drainage conditions.
Colfax Viaduct CMPI. West Colfax Business Improvement District (WCBID). Structural Engineer. Evaluated the existing condition and
participated in outreach efforts to evaluate feasibility of options.
Years with Michael Baker 3
Years of Experience 15
Education MSc, 2010, Structures, University of Calgary
B.S., 2007, Civil Engineering - Structural, Montana State University
Licenses/Certifications Professional Engineer, Montana, 2012, 23808
Professional Engineer, Colorado, 2015, PE.0050229
Professional Engineer, Texas, 2017, 128238
Professional Affiliations American Society of Civil Engineers (ASCE)
Women's Transportation Seminar (WTS)
Page 138
MICHAEL BAKER INTERNATIONAL PAGE 1 OF 1
FEMA BCA AND OUTREACH SUPPORT Michael P. Yaffe, AICP, P.P., GISP, ENV
SP
Mr. Yaffe is an accomplished Community Planner and
Geographic Information Systems (GIS) Professional. As
a planner and GIS professional, he believes in purpose
driven environmentally sensitive design to create places
that engage people, nurture community, and enhance
urban life. Currently, his focus is on resiliency planning, risk and
vulnerability assessment, and hazard mitigation planning.
He served as Project Manager on the New Jersey State Hazard Mitigation
Plan and is currently Project Manager assisting DEP update the State's first
Climate Change Resilience Strategy and Coastal Resilience Plan. His work
as a Senior Fellow at Rutgers University was featured on NPR and NBC
News and focused on teaching an urban design studio on resilient design
and rebuilding Sea Bright Borough, New Jersey after the devastation of
Superstorm Sandy.
RELEVANT EXPERIENCE
Colorado Hazard Mitigation Plan, Statewide, Colorado. State of Colorado.
Team Member. Provided planning services to assist the State of Colorado with its
first Enhanced State Hazard Mitigation Plan (E-SHMP). It worked closely with the
State and the planning team through in person meetings, webinars and conference
calls, emails, on-line surveys, and other online tools and resources to ensure a
transparent and coordinated planning process. Additionally, it reviewed current
state planning efforts and documents to be integrated into the SHMP for
coordinated hazard mitigation planning across different state agencies and
stakeholders and provided risk analysis. Michael Baker provided planning services
to assist the State of Colorado with its first Enhanced State Hazard Mitigation Plan
(E-SHMP). It worked closely with the State and the planning team through in
person meetings, webinars and conference calls, emails, on-line surveys, and other online tools and resources to ensure a transparent and
coordinated planning process. Additionally, it reviewed current state planning efforts and documents to be integrated into the SHMP for
coordinated hazard mitigation planning across different state agencies and stakeholders and provided risk analysis.
Community Engagement and Risk Communications (CERC), Nationwide, United States. FEMA. Team Member. Responsible for
developing messaging and materials to support the FEMA Region II Planning Team and promoting the development of high-quality training
products for flood risk products. Michael Baker is a member of the national Community Engagement and Risk Communication team for the Risk
Mapping, Assessment, and Planning program. Michael Baker's services include hazard mitigation planning, community outreach, preparation
and dissemination of outreach materials, and development and delivery of training for stakeholders. Michael Baker serves as the managing
partner of Resilience Action Partners, the Federal Emergency Management Agency (FEMA) national Community Engagement and Risk
Communication team for the Risk Mapping, Assessment, and Planning (Risk MAP) program. Resilience Action Partners combined technical
and communications expertise to change how FEMA engages with its customers, drive action, and build a strong foundation for a mitigation
movement. Our team has partnered with FEMA to build an engagement and planning program that has driven behavior changes and catalyzed
communities to take ownership in risk awareness and reduction. Michael Baker's services include hazard mitigation planning, community
outreach, preparation and dissemination of outreach materials, and development and delivery of training for stakeholders.
New Jersey FASTLANE Grants. New Jersey Department of Transportation (NJDOT). Team Member. Performed Benefit Cost Analysis to
support all NJDOT INFRA and TIGER/BUILD grant applications using Benefit Cost Analysis (BCA) guidance. NJDOT has been awarded 18
million in federal money as part of these grant applications. Projects currently being implemented from these funds include Rt 3 Bridge over
Northern Secondary & Ramp A in Bergen County, New Jersey.
Years with Michael Baker 6
Years of Experience 16
Education M.C.R.P., 2013, City and Regional Planning, Rutgers University
B.S., 2007, Environmental Planning and GIS, Rutgers University
Licenses/Certifications American Institute of Certified Planners, 2016, 029192
Certified GIS Professional, 2012, 17910
Envision Sustainability Professional, 2020, #38245
Professional Planner, New Jersey, 2018, 33LI00638100
Professional Affiliations American Planning Association (APA)
Geographic Information Science Certification Institute (GISP)
New Jersey Geospatial Forum
Page 139
JHL Constructors Town of Estes Park & Colorado Division of Homeland Security and Emergency Management / Project Scoping for Capacity Improvements on the Big Thompson River and Fall River
WHY CHARLES?
y Career has focused on large horizontal water infrastructure projects
y Consummate professional Project Manager focused on owner
objectives and project details
y Expertise in constructability reviews and feasability studies
REFERENCES
y Grant Anderson / CDOT / 720.505.1793
y Chris Pacheco / City and County of Denver / 720.560.0689
y Mike Conant / City and County of Denver / 303.807.9329
CHARLES A. BISBEE
Senior Project Manager
15+
YEARS IN THEINDUSTRY
SELECT RELEVANT PROJECT EXPERIENCE
y 39th Avenue Greenway and Open Channel Denver, COManager for CCD’s $89 million horizontal infrastructure project involving floodwater conveyance to the outfall at Globeville Landing Park. The project’s design uses an approach focused on affected communities to deliver flood protection along with other benefits including 12 acres of new recreational open space, enhanced community connectivity, a new biking/walking trail between Franklin and Steele streets, and improved quality of stormwater entering the South Platte River, installation of two (2) steel trussed pedestrian bridges and three (3) vehicular bridges while be constructed adjacent to live traffic. This project worked closely in tandem with the Mile High Flood District to always ensure 100% compliance.
y US 50 Gunnison Twin Bridges Gunnison, COManaged the rehabilitation of 2 steel truss bridges on a frontage road adjacent to US-50. Major elements of work include river management to access the proposed structure work, caisson foundations, rip rap, removal and replacement of bridge decks, abutment and parapet repair, lead based paint removal, heat straightening of bent members, painting of superstructure, approach slabs, waterproofing membrane, and asphalt pavement. River rip rap drop structures were installed to assist with any future flood control.
y SH 88/Arapahoe over Cherry Creek Denver, COProject manager responsible for managing construction of this $16.7 million bridge replacement project that involved replacing the Arapahoe Road bridge over Cherry Creek. Project elements included removal and replacement of the existing bridge structure, removal and rebuilding of a portion of Arapahoe Road, storm sewer installation, floodplain modifications, stream bank stabilization improvements along Cherry Creek channel, construction of Cherry Creek Trail, and water and sanitary lines.
y Old St. Vrain Bridge Replacement Longmont, COProject includes replacement of the Old St. Vrain Road Bridge over South St Vrain Creek and roadway replacement on Old St. Vrain Road, east of the bridge site. The proposed bridge is a single span and 180’ long that is made of a prefabricated structural steel truss bridge with a non-composite deck. Other major work elements for this project include: 1) pavement replacement, 2) bridge abutment construction, 3) riprap bank installation 4) channel grading & rip rap installation, 5) channel rehabilitation and stabilization 6) channel drop structures and 7) approach/departure rail.
y Anderson Hill Bridge, Wall & stream Restoration Jamestown, COThis project involves the reconstruction of the Anderson Hill Bridge and Walls that were destroyed during the 2013 flooding. The reconstruction will provide another access point to the residences on the south side of James Creek. The project scope includes rebuilding the roads and retrofitting the municipal water distribution systems. The project included an extensive stream restoration with hand selected boulders that will be in incorporated into the proposed drop structures to elevate the risk for further flood damage in the future. This project required proper re-vegetation that had a two-year warranty to ensure growth occurred.
y I-70 MP 241.6 Flood Repair Denver, COThis project consists of stabilizing the hillside between I-70 ML & Frontage Road with CIP retaining wall founded on CIP drilled caissons. The project includes new sub-grade and HMA paving, type 10 guardrail on the new retaining wall, and type 3 rail at approaches.
Bachelor of Science
Construction Management
Colorado State University
JHL Constructors Town of Estes Park & Colorado Division of Homeland Security and Emergency Management / Project Scoping for Capacity Improvements on the Big Thompson River and Fall River
WHY CHARLES?
y Career has focused on large horizontal water infrastructure projects
y Consummate professional Project Manager focused on owner
objectives and project details
y Expertise in constructability reviews and feasability studies
REFERENCES
y Grant Anderson / CDOT / 720.505.1793
y Chris Pacheco / City and County of Denver / 720.560.0689
y Mike Conant / City and County of Denver / 303.807.9329
CHARLES A. BISBEE
Senior Project Manager
15+
YEARS IN THEINDUSTRY
SELECT RELEVANT PROJECT EXPERIENCE
y 39th Avenue Greenway and Open Channel Denver, COManager for CCD’s $89 million horizontal infrastructure project involving floodwater conveyance to the outfall at Globeville Landing Park. The project’s design uses an approach focused on affected communities to deliver flood protection along with other benefits including 12 acres of new recreational open space, enhanced community connectivity, a new biking/walking trail between Franklin and Steele streets, and improved quality of stormwater entering the South Platte River, installation of two (2) steel trussed pedestrian bridges and three (3) vehicular bridges while be constructed adjacent to live traffic. This project worked closely in tandem with the Mile High Flood District to always ensure 100% compliance.
y US 50 Gunnison Twin Bridges Gunnison, COManaged the rehabilitation of 2 steel truss bridges on a frontage road adjacent to US-50. Major elements of work include river management to access the proposed structure work, caisson foundations, rip rap, removal and replacement of bridge decks, abutment and parapet repair, lead based paint removal, heat straightening of bent members, painting of superstructure, approach slabs, waterproofing membrane, and asphalt pavement. River rip rap drop structures were installed to assist with any future flood control.
y SH 88/Arapahoe over Cherry Creek Denver, COProject manager responsible for managing construction of this $16.7 million bridge replacement project that involved replacing the Arapahoe Road bridge over Cherry Creek. Project elements included removal and replacement of the existing bridge structure, removal and rebuilding of a portion of Arapahoe Road, storm sewer installation, floodplain modifications, stream bank stabilization improvements along Cherry Creek channel, construction of Cherry Creek Trail, and water and sanitary lines.
y Old St. Vrain Bridge Replacement Longmont, COProject includes replacement of the Old St. Vrain Road Bridge over South St Vrain Creek and roadway replacement on Old St. Vrain Road, east of the bridge site. The proposed bridge is a single span and 180’ long that is made of a prefabricated structural steel truss bridge with a non-composite deck. Other major work elements for this project include: 1) pavement replacement, 2) bridge abutment construction, 3) riprap bank installation 4) channel grading & rip rap installation, 5) channel rehabilitation and stabilization 6) channel drop structures and 7) approach/departure rail.
y Anderson Hill Bridge, Wall & stream Restoration Jamestown, COThis project involves the reconstruction of the Anderson Hill Bridge and Walls that were destroyed during the 2013 flooding. The reconstruction will provide another access point to the residences on the south side of James Creek. The project scope includes rebuilding the roads and retrofitting the municipal water distribution systems. The project included an extensive stream restoration with hand selected boulders that will be in incorporated into the proposed drop structures to elevate the risk for further flood damage in the future. This project required proper re-vegetation that had a two-year warranty to ensure growth occurred.
y I-70 MP 241.6 Flood Repair Denver, COThis project consists of stabilizing the hillside between I-70 ML & Frontage Road with CIP retaining wall founded on CIP drilled caissons. The project includes new sub-grade and HMA paving, type 10 guardrail on the new retaining wall, and type 3 rail at approaches.
Bachelor of Science
Construction Management
Colorado State University
JHL Constructors Town of Estes Park & Colorado Division of Homeland Security and Emergency Management / Project Scoping for Capacity Improvements on the Big Thompson River and Fall River
WHY CHARLES?
y Career has focused on large horizontal water infrastructure projects
y Consummate professional Project Manager focused on owner
objectives and project details
y Expertise in constructability reviews and feasability studies
REFERENCES
y Grant Anderson / CDOT / 720.505.1793
y Chris Pacheco / City and County of Denver / 720.560.0689
y Mike Conant / City and County of Denver / 303.807.9329
CHARLES A. BISBEE
Senior Project Manager
15+
YEARS IN THEINDUSTRY
SELECT RELEVANT PROJECT EXPERIENCE
y 39th Avenue Greenway and Open Channel Denver, COManager for CCD’s $89 million horizontal infrastructure project involving floodwater conveyance to the outfall at Globeville Landing Park. The project’s design uses an approach focused on affected communities to deliver flood protection along with other benefits including 12 acres of new recreational open space, enhanced community connectivity, a new biking/walking trail between Franklin and Steele streets, and improved quality of stormwater entering the South Platte River, installation of two (2) steel trussed pedestrian bridges and three (3) vehicular bridges while be constructed adjacent to live traffic. This project worked closely in tandem with the Mile High Flood District to always ensure 100% compliance.
y US 50 Gunnison Twin Bridges Gunnison, COManaged the rehabilitation of 2 steel truss bridges on a frontage road adjacent to US-50. Major elements of work include river management to access the proposed structure work, caisson foundations, rip rap, removal and replacement of bridge decks, abutment and parapet repair, lead based paint removal, heat straightening of bent members, painting of superstructure, approach slabs, waterproofing membrane, and asphalt pavement. River rip rap drop structures were installed to assist with any future flood control.
y SH 88/Arapahoe over Cherry Creek Denver, COProject manager responsible for managing construction of this $16.7 million bridge replacement project that involved replacing the Arapahoe Road bridge over Cherry Creek. Project elements included removal and replacement of the existing bridge structure, removal and rebuilding of a portion of Arapahoe Road, storm sewer installation, floodplain modifications, stream bank stabilization improvements along Cherry Creek channel, construction of Cherry Creek Trail, and water and sanitary lines.
y Old St. Vrain Bridge Replacement Longmont, COProject includes replacement of the Old St. Vrain Road Bridge over South St Vrain Creek and roadway replacement on Old St. Vrain Road, east of the bridge site. The proposed bridge is a single span and 180’ long that is made of a prefabricated structural steel truss bridge with a non-composite deck. Other major work elements for this project include: 1) pavement replacement, 2) bridge abutment construction, 3) riprap bank installation 4) channel grading & rip rap installation, 5) channel rehabilitation and stabilization 6) channel drop structures and 7) approach/departure rail.
y Anderson Hill Bridge, Wall & stream Restoration Jamestown, COThis project involves the reconstruction of the Anderson Hill Bridge and Walls that were destroyed during the 2013 flooding. The reconstruction will provide another access point to the residences on the south side of James Creek. The project scope includes rebuilding the roads and retrofitting the municipal water distribution systems. The project included an extensive stream restoration with hand selected boulders that will be in incorporated into the proposed drop structures to elevate the risk for further flood damage in the future. This project required proper re-vegetation that had a two-year warranty to ensure growth occurred.
y I-70 MP 241.6 Flood Repair Denver, COThis project consists of stabilizing the hillside between I-70 ML & Frontage Road with CIP retaining wall founded on CIP drilled caissons. The project includes new sub-grade and HMA paving, type 10 guardrail on the new retaining wall, and type 3 rail at approaches.
Bachelor of Science
Construction Management
Colorado State University
Page 140
Consulting Engineers and Scientists
www.geiconsultants.com
GEI Consultants, Inc. 4601 DTC Boulevard, Suite 900, Denver, CO 80237
303.662.0100 fax: 303.662.8757
June 20, 2023
Jennifer Waters, EIT, CFM
Town of Estes Park
Public Works Department
PO Box 1200
Estes Park, CO 80517
RE: Fee Proposal - Project Scoping for Capacity Improvements on the Big Thompson River and Fall
River
Dear Ms. Waters,
This letter contains a fee proposal for the involvement of GEI and its team of subconsultants for the
project entitled “Project Scoping for Capacity Improvements on the Big Thompson River and Fall River”
(Project).
All tasks and subtasks as outlined in page 12-13 of the Project RFP can be completed within the
proposed budget of $547,500.00. The RFP included a budget table as Exhibit B, which is provided below
as Figure 1. For the purposes of this fee proposal, Exhibit B line items are reorganized according to tasks
as provided in Table 1. Note that Task 5 is not associated with a budgeted item in the table.
Figure 1. Exhibit B (from RFP)
Attachment 5
Page 141
Page 2
www.geiconsultants.com
GEI Consultants, Inc. 4601 DTC Boulevard, Suite 900, Denver, CO 80237
303.662.0100 fax: 303.662.8757
Table 1. Task Number and Exhibit B Project Activity Line Item
Project Activity Task
# Task Description
Environmental Impact Review 1 Environmental impact and historic preservation
review
Preliminary Design Modifications based on BCA 6 Preliminary Design (30%)
Utilities Impact Assessment 2 Utilities Impact Assessment
Acquisition Assessment 3 Properties Acquisition Assessment
Preliminary Design (30%), includes community
input 6 Preliminary Design (30%)
BCA 7 Benefit-Cost Analysis
Conceptual Design, includes community input 4 Conceptual Design
Initial BCA 7 Benefit-Cost Analysis
Meetings* 5 Obtaining Community Input
*Not in Exhibit B
Fee Proposal
Table 2 provides a cost summary for the proposed tasks distributed across Team members. Funds have
been reallocated from Exhibit B based on the anticipated efforts of the Team.
Table 2. Task and Cost Summary
Task Consultant Team Member
- GEI Michael Baker Galloway JHL Kearns and West
Task 1 - Environmental Impact Review $83,933 $12,860 $0 $0 $0
Task 2 - Utilities Impact Assessment $0 $0 $23,750 $0 $0
Task 3 - Acquisition Assessment $4,682 $0 $42,643 $0 $0
Task 4 - Conceptual Design Phase $74,017 $0 $4,702 $441 $0
Task 5 - Obtaining Community Input $14,797 $14,216 $4,750 $0 $20,247
Task 6 - Preliminary Design $159,201 $9,980 $5,142 $4,031 $0
Task 7 - Benefit Cost Analysis $0 $68,108 $0 $0 $0
Subtotal $336,630 $105,164 $80,987 $4,472 $20,247
Total $547,500
* Project management included as approximately 5% of cumulative task costs
** Overhead direct costs included in Tasks
*** GEI breakdown includes 5% fee for subconsultants
Standard Fee Schedules for each Team firm are included as Attachment A. The attached rates are for
2023. Rates may increase up to 5% annually for subsequent years.
Should any additional information be needed, please feel free to contact me at 970-775-3355 or
tsmrdel@geiconsultants.com.
Sincerely,
GEI Consultants
Tom Smrdel Lee Bergstedt
Project Manager; Senior Fluvial Geomorphologist Rocky Mountain Branch Manager
Page 142
Page 3
www.geiconsultants.com
GEI Consultants, Inc. 4601 DTC Boulevard, Suite 900, Denver, CO 80237
303.662.0100 fax: 303.662.8757
Attachment A – 2023 Rate Schedule
GEI Consultants, Inc.
Personnel Category $ per hour
Staff Professional – Grade 1 $ 132
Staff Professional – Grade 2 $ 145
Project Professional – Grade 3 $ 159
Project Professional – Grade 4 $ 178
Senior Professional – Grade 5 $ 190
Senior Professional – Grade 6 $ 205
Senior Professional – Grade 7 $ 215
Senior Consultant – Grade 8 $ 318
Drafter / Designer / GIS $ 150
Administrative Staff $ 118
These rates are billed for both regular and overtime hours in all categories.
Rates will increase up to 5% annually, at GEI’s option, for all contracts that extend beyond twelve (12)
months after the date of the contract. Rates for Deposition and Testimony are increased 1.5 times.
Third Party Project Charges – All third-party project overhead direct charges will be billed at cost
plus a 10% service charge. Examples of such charges include laboratory charges; rented or leased
equipment; printing and communication costs; shipping and mailing costs; sample disposal costs;
transportation costs, project permits, and licenses.
Transportation Charges - Automobile expenses for GEI or employee-owned cars will be charged at
the rate per mile set by the Internal Revenue Service for tax purposes plus tolls and parking charges or
at a rate negotiated for each project. When required for a project, four-wheel drive vehicles owned by
GEI or the employees will be billed at a daily rate appropriate for those vehicles. Travel costs including
airfare, rental vehicles, taxis, parking, tolls, and other transportation charges will be billed at cost plus
10% service charge.
Subsistence – Lodging and meal costs at job sites, and in transit to and from job sites, will be billed at
cost plus 10% service charge.
Michael Baker International, Inc.
Personnel Category $ per hour
Civil Associate II $ 99
Planner II $ 122
Civil Engineer I $ 129
Technical Specialist IV $ 157
Civil Engineer III $ 154
Senior Engineer III $ 209
Planner I $ 183
Technical Specialist IV $ 232
Project Manager IV $ 224
Drafter / Designer / GIS $ 115
Administrative Staff $ 79
Page 143
Page 4
www.geiconsultants.com
GEI Consultants, Inc. 4601 DTC Boulevard, Suite 900, Denver, CO 80237
303.662.0100 fax: 303.662.8757
Galloway and Company, Inc.
Personnel Category $ per hour
Team/Senior Project Manager $ 165
Project Manager $ 160
Project Engineer $ 140
Design Engineer $ 120
Designer $ 120
Administrative Staff $ 100
JHL Constructors
Personnel Category $ per hour
Senior Project Manager $ 157
Administrative $ 100
Kearns & West
Personnel Category $ per hour
Project Coordinator $ 135
Associate $ 160
Senior Associate $ 185
Director $ 210
Senior Director $ 230
Vice President $ 265
Principal $ 320
Page 144
Attachment 6
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Page 174
PUBLIC WORKS Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Vanessa Solesbee, CAPP, CCTM, Mobility Services Manager
Greg Muhonen, PE, Public Works Director
Date: July 25, 2023
RE: Resolution 64-23 Contract with Kimley-Horn for the Multimodal
Transportation Plan and Transit Development Plan - $293,930/Budgeted
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Public Works staff seek Town Board approval for a professional services contract with
Kimley-Horn for the Multimodal Transportation Plan (MTP) and Transit Development
Plan (TDP).
Present Situation:
On April 6, Public Works (PW) issued a Request for Proposals (RFP) seeking qualified
consultants and/or consulting teams to prepare two distinct yet complementary plans,
an MTP and a TDP, for the Town of Estes Park.
The MTP will guide the implementation of projects to create a transportation network
that integrates all modes of travel in a manner that is safe, equitable, and easy to
navigate. The TDP will perform a comprehensive needs-based evaluation of The Peak
(formerly Estes Transit) system and provide recommendations for transit service
enhancement. The MTP is intended to guide the Town of Estes Park’s mobility and
circulation for the next 20 years (2024-2044). The TDP will focus on the next 5 years
(2025-2030).
The Town received six proposals by the deadline of May 11. A selection committee
consisting of PW staff (Mobility Services Manager and Town Engineer) and members of
the Transportation Advisory Board (TAB) performed a qualifications-based, independent
review and then collectively selected three firms to interview. After these mid-June
interviews, the Committee unanimously selected the Kimley-Horn team as the preferred
consultant for the MTP/TDP project.
Page 175
Proposal:
Public Works staff propose approval of the professional services contract with Kimley-
Horn in an amount not to exceed $293,930 inclusive of labor and expenses. The
Kimley-Horn team is ready to begin the project upon receipt of a formal Notice to
Proceed from the Town.
This project was included in the 2023 Town Board Strategic Plan as a one-year
objective (Transportation, 6, 2.H.1 and 2.H.2).
Advantages:
• This project will include a much-needed analysis and evaluation of the Town’s
existing transportation network and opportunities for improvement and/or growth,
including identification and prioritization of transportation projects, policies and
programs that will support the transportation vision outlined in the Town’s
recently adopted Estes Forward Comprehensive Plan.
• This project includes the Town’s first-ever comprehensive, needs-based
evaluation of the Town’s free shuttle system, including recommendations for
system expansion/enhancement for both our visitors and those with higher-than-
average need for transit, including seniors, persons with disabilities, and lower-
income residents and seasonal workers.
Disadvantages:
• This project represents a significant investment of Town resources, both financial
and staff time; however, the Town has not invested in a multimodal transportation
plan in nearly 20 years and this project is needed to help define areas of future
investment in transportation planning, programming, and infrastructure.
Action Recommended:
Public Works staff recommend approving the attached professional services contract
with Kimley-Horn in the amount of $293,930. This project was included in the 2023
budget.
Finance/Resource Impact:
Current Impact: 204-5400-544.35-51 General Fund, $293,930 expenditure, $438,843.95
available budget as of 7-05-2023.
Future Ongoing and/or One Time Impacts: Recommendations from this planning effort
will have implementation costs that will be addressed through the Town’s regular annual
budgeting and/or Capital Improvement Plan (CIP) process.
Level of Public Interest
PW staff anticipate strong interest in this planning effort and included a robust public
engagement and outreach scope of work in the RFP. The TAB has been actively
involved with development of the RFP and consultant selection. PW staff anticipate
working closely with the TAB throughout the planning process.
Page 176
Sample Motion:
I move for approval/denial of Resolution 64-23.
Attachments:
1.Resolution 64-23
2.Professional Services Contract with Kimley-Horn for the Multimodal
Transportation Plan and Transit Development Plan
3.Kimley-Horn Proposal
4.Request for Proposals dated April 6, 2023
5.Kimley-Horn Fee Proposal
Page 177
RESOLUTION 64-23
APPROVING A PROFESSIONAL SERVICES CONTRACT WITH KIMLEY-HORN FOR
THE MULTIMODAL TRANSPORTATION PLAN AND TRANSIT DEVELOPMENT PLAN
WHEREAS, the Town Board wishes to enter a professional services contract
referenced in the title of this resolution for the Multimodal Transportation Plan and Transit
Development Plan.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the professional services
contract referenced in the title of this resolution in substantially the form now before the
Board. The maximum expenditure amount is $293,930 for this planning project.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 1
Page 178
PROFESSIONAL SERVICES CONTRACT
with Kimley-Horn for the Multimodal Transportation Plan
and the Transit Development Plan
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
Kimley-Horn and Associates, Inc. (Consultant), a North Carolina corporation, whose address is
380 Interlocken Crescent, Suite 100, Broomfield, Colorado 80021, make this Contract this _____
day of July, 2023, at the Town of Estes Park, Colorado, considering the following facts and
circumstances:
1 RECITALS:
1.1 Town desires to use the services of Consultant outlined in Consultant's Proposal; and
1.2 Consultant has agreed to provide the Services outlined in its Proposal, on the terms
and conditions stated in this Contract.
2 CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract
Documents. In resolving inconsistencies between two or more of the Contract Documents,
they shall take precedence in the order enumerated, with the first listed Contract Document
having highest precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
2.1 Change Orders;
2.2 This Contract;
2.3 Request for Proposals, containing 23 pages, dated April 6, 2023;
2.4 Consultant's Proposal, containing 35 pages, dated May 11, 2023;
2.5 Consultant’s Fee Proposal, containing 2 pages, dated June 23, 2023; and
2.6 Insurance Certificates.
3 SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense all
materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the
conditions and prices stated in the Contract Documents.
Attachment 2
Page 179
Town of Estes Park Professional Services Contract --Page 2 of 12
4 BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s notice to proceed. Consultant shall
timely perform its Services, according to the Performance Schedule referenced in the
Consultant’s Proposal.
5 PRICE: The Town will pay Consultant for the performance of this Contract, not to exceed
$293,930.00, as the Price for the total Services performed as stipulated in Consultant's
Proposal. This Contract does not create a multiple fiscal year direct or indirect debt or other
financial obligation. Each request for service shall incur a concurrent debt for that request
only. All financial obligations of the Town under this Contract are contingent upon
appropriation, budgeting, and availability of specific funds to discharge such obligations.
6 TIME OF PAYMENTS TO CONSULTANT: The Consultant shall bill its charges to the
Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a
brief description of the Services provided by each such employee, and an itemization of
direct expenses. The Town will pay each such bill which it finds to be in accordance with
this Contract within forty-five days of its receipt. If Town questions any part of a bill, finds
any part of a bill does not conform to this Contract, or claims the right to withhold payment
of any part of a bill, it will promptly notify Consultant of the question, nonconformity or
reasons for withholding.
7 QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any
of its obligations under this Contract. Notwithstanding any other terms of this Contract,
Town may withhold any payment (whether a progress payment or final payment) to
Consultant under the following conditions:
7.1 Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
7.2 Consultant is in default of any of its obligations under this Contract or any of the
Contract Documents.
7.3 Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
7.4 Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
8 CONSULTANT'S DUTIES:
8.1 Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant will use its best efforts, skill, judgment, and
abilities. Consultant will further the interests of Town according to Town’s
requirements and procedures, according to customary professional standards.
Page 180
Town of Estes Park Professional Services Contract --Page 3 of 12
8.2 Consultant has and will undertake no obligations, commitments, or impediments of
any kind that will limit or prevent its performance of the Services, loyally, according
to the Town's best interests. In case of any conflict between interests of Town and any
other entity, Consultant shall fully and immediately disclose the issue to Town and,
without Town's express approval, shall take no action contrary to Town's interests.
However, notwithstanding the foregoing, it is agreed that the Consultant is not a
fiduciary with respect to the Town. Consultant shall exercise its professional
judgment and perform its services with the professional skill and care ordinarily
provided by professionals practicing under the same or similar circumstances and
professional license, and as expeditiously as is prudent considering the ordinary
professional skill and care of a competent professional.
8.3 Consultant’s Services under this Contract shall be of the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in
the Consultant's same profession under the same or similar circumstances.
8.4 Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work
shall not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
8.5 The Contract Documents determine whether the Consultant's Scope of Services
includes detailed independent verification of data prepared or supplied by Town.
Consultant will, nevertheless, call to Town's attention anything in any drawings,
plans, sketches, instructions, information, requirements, procedures, or other data
supplied to Consultant (by the Town or any other party) that Consultant knows, or
reasonably should know, is unsuitable, improper, or inaccurate for Consultant's
purposes.
8.6 Consultant shall attend such meetings on the work stated in this Contract, as Town
requires. Town will give reasonable notice of any such meetings, so Consultant may
attend. Town will pay for any meeting time exceeding Consultant’s total estimate of
included hours, according to Consultant’s Fee Proposal attached to this Contract.
8.7 As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8.8 Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town as is consistent with the professional standard of care and rules
of professional conduct.
8.9 Consultant shall keep its books and records for Services and any reimbursable
expenses according to recognized accounting principles and practices, consistently
applied. Consultant shall make them available for the Town's inspection at all
reasonable times. Consultant shall keep such books and records for at least three (3)
years after completion of the Services.
Page 181
Town of Estes Park Professional Services Contract --Page 4 of 12
9 TOWN'S DUTIES:
9.1 Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
9.2 Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
9.3 Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions
to the Consultant in writing within a reasonable time.
9.4 Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and
define the Town's policies and decisions on the Consultant’s Services.
9.5 Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10 USE OF FINAL PRODUCT: Consultant may have limited involvement after the completion
of this Agreement and lacks control of the future use of Consultant's work. Except for
deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
10.1 The Consultant will keep record copies of all work product items delivered to the
Town.
11 OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and
other materials peculiar to the Services of Consultant or Consultant’s subconsultants under
this Contract are property of Town, for its exclusive use and re-use at any time without
further compensation and without any restrictions. Consultant shall treat all such material
and information as confidential, and Consultant shall neither use any such material or
information or copies on other work nor disclose such material or information to any other
party without Town's prior written approval. Upon completion of Services, or at such other
time as the Town requires, Consultant shall deliver to the Town a complete, reproducible set
of all such materials. For copyright ownership under the Federal Copyright Act, Consultant
conveys to Town and waives all rights, title and interest to all such materials in written,
electronic or other form, prepared under this Contract. Town shall have worldwide reprint
and reproduction rights in all forms and in all media, free of any claims by the Consultant or
its subconsultants and subcontractors. The Town's rights, granted above, in drawing details,
designs and specifications that are Consultant's standard documents for similar projects, and
in Consultant’s databases, computer software and other intellectual property developed, used
or modified in performing Services under this Contract are not exclusive, but joint rights,
freely exercisable by either the Town or the Consultant.
Page 182
Town of Estes Park Professional Services Contract --Page 5 of 12
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12 CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to
make corresponding adjustments in the contract price and time for completion. All changes
will be authorized by a written change order signed by Town. Work shall be changed, and
the contract price and completion time shall be modified only as set out in the written
change order.
13 SERVICE OF NOTICES: The parties may give each other required notices in person or by
first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Vanessa Solesbee, CAPP, CCTM
Mobility Services Manager
170 MacGregor Avenue
Estes Park, CO 80517
CONSULTANT:
Anthony Pratt, PLA, ENV SP
Kimley-Horn
380 Interlocken Crescent, Suite 100
Broomfield, CO 80021
14 COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA.
15 PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful
prosecution of its Services. Anyone conducting business in the Town of Estes Park is
required a business license which can be obtained from the Town Clerk’s Office.
16 PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold and
save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred
Page 183
Town of Estes Park Professional Services Contract --Page 6 of 12
by reason of actual or alleged infringement caused by Consultant or its subcontractors,
agents, or employees during the prosecution or after completion of Services.
17 INSURANCE: Consultant shall, at its own costs, secure and continuously maintain through
the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-
made policy, Consultant shall include the necessary retroactive dates and extended reporting
periods to maintain continuous coverage.
17.1 Professional Liability/Errors and Omissions for at least $1,000,000.
17.2 Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
17.3 General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and
defense cost. Coverage shall include bodily injury, property damage, personal injury,
and contractual liability.
17.4 Comprehensive Automobile Liability with minimum limits for bodily injury and
property damage coverage of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorneys' fees and defense costs, for each
of Consultant's owned, hired or non-owned vehicles assigned to or used in
performance of this Contract.
17.5 Valuable Papers insurance in an amount adequate to assure the restoration of any
plans, drawings, field notes, or other similar data related to the services covered by
this Contract in case of their loss or destruction.
17.6 The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
coverages shall not contain endorsements including the Town, its officers or
employees as additional insureds. Every policy required above shall be primary
insurance. Any insurance or self-insurance benefits carried by Town, its officers, or
its employees, shall be in excess and not contributory to that provided by Consultant.
17.7 Consultant shall, upon request, provide Town a certified copy of each required policy.
17.8 As evidence of the insurance coverages required by this Contract, before beginning
work under this Contract, Consultant shall furnish certificates of insurance certifying
that at least the minimum coverages required here are in effect and specifying the
liability coverages (except for professional liability) are written on an occurrence
form to:
Town of Estes Park
170 MacGregor Avenue
Page 184
Town of Estes Park Professional Services Contract --Page 7 of 12
PO Box 1200
Estes Park, CO 80517
Attention: Vanessa Solesbee, Public Works Department
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
17.9 If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
17.10 Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of
any reduction or exhaustion of aggregate limits, which Town may deem to be a
breach of this Contract.
17.11 The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S.,
as from time to time amended, or otherwise available to the parties, their officers, or
their employees.
17.12 If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than
the commencement date of the project and will state that in the event of cancellation
or nonrenewal, the discovery period for insurance claims (tail coverage) will be at
least 72 months.
17.13 Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18 INDEMNIFICATION:
18.1 Consultant and its agents, principals, officers, partners, employees, and
subcontractors ("Indemnitors") shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents ("Indemnitees") from all
Page 185
Town of Estes Park Professional Services Contract --Page 8 of 12
claims, damages, losses, liens, causes of actions, suits, judgments, and expenses
(including attorneys’ fees), of any nature, kind, or description ("Liabilities") by any
third party arising out of, caused by, or resulting from any Services under this
Contract if such Liabilities are: (1) attributable to bodily injury, personal injury,
sickness, disease, or death of any person, or to the injury or destruction of any
tangible property (including resulting loss of use or consequential damages) and (2)
caused, in whole or in part, by any error, omission or negligent act of the Consultant,
anyone directly or indirectly employed by it, or anyone for whose acts Consultant
may be liable, provided that these obligations may be subject to the limitations in
Colorado Revised Statutes Section 13-50.5-102.
18.2 If more than one Indemnitor is liable for any error, omission or negligent act covered
by this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate
responsibility among themselves for the loss and expense of any such indemnification
by separate proceedings and without jeopardy to any Indemnitee. This Agreement
shall not eliminate or reduce any other right to indemnification or other remedy the
Town, or any of the Indemnitees may have by law.
18.3 As part of this indemnity obligation, the Consultant shall compensate the Town for
any time the Town Attorney's Office and other counsel to the Town reasonably spend
on such claims or actions at the rates generally prevailing among private practitioners
in the Town of Estes Park for similar services. This obligation to indemnify the Town
shall survive the termination or expiration of this Agreement.
19 INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent, fiduciary or employee of
Town. No employee or official of Town shall supervise Consultant. Consultant shall
exercise no supervision over any employee or official of Town. Consultant shall not
represent that it is an employee or agent of the Town in any capacity. Consultant’s officers,
employees and agents are not entitled to Workers' Compensation benefits from the
Town, and Consultant is obligated to pay federal and state income tax on money
earned under this Agreement. Except as this Agreement expressly states, Consultant shall,
at its sole expense, supply all buildings, equipment and materials, machinery, tools,
superintendence, personnel, insurance and other accessories and Services necessary. This
Agreement is not exclusive; subject the terms of this Agreement, Town and Consultant may
each contract with other parties.
20 PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party
based upon any attribution to either party.
21 HEADINGS FOR CONVENIENCE: All headings, captions and titles are for convenience
and reference only and of no meaning in the interpretation or effect of this Contract.
22 NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits
under this Agreement is an incidental beneficiary only.
Page 186
Town of Estes Park Professional Services Contract --Page 9 of 12
23 TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town (in
its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall
not require any employee's discharge from employment, but shall merely prohibit the
employee's presence at Town’s work sites. Such a bar shall not warrant an increase in
contract time or Price.
24 WAIVER: No waiver of any breach or default under this Agreement shall waive any other
or later breach or default.
25 TERM: This Contract shall commence on its effective date, and shall continue through
December 31, 2024 with no option for renewal.
26 TERMINATION:
26.1 In addition to any other available remedies, either party may terminate this Contract if
the other party fails to cure a specified default within seven (7) days of receiving
written notice of the default. The notice shall specify each such material breach, in
reasonable detail.
26.2 Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant
written Notice of Termination specifying the extent and effective date of termination.
In case of termination, for convenience, Town shall pay Consultant for work
satisfactorily completed, to the date of termination. The Town shall determine the
portion of work completed.
26.3 If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans,
photographic images, tests, maps, surveys and writer’s materials of any kind
generated in the performance of its Services under this Contract up to and including
the date of termination.
27 SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon
receipt of such notices the Consultant shall cease their work as efficiently as possible, to
keep total charges to a minimum. The Town must specifically authorize any work performed
during suspension. Since suspension and subsequent reactivation may inconvenience the
Consultant, Town will endeavor to provide advance notice and minimize its use. After a
suspension has been in effect for thirty days, the Consultant may terminate this Contract at
will.
28 ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its rights
or delegate its duties under this Contract without the express written approval of the other.
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Town of Estes Park Professional Services Contract --Page 10 of 12
29 SUBCONTRACTING: Except subconsultant clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only
with Town's express prior written approval. Consultant is solely responsible for any
compensation, insurance, and all clerical detail involved in employment of subconsultants.
30 GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action
filed regarding this agreement shall be only in Larimer County, Colorado.
31 AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document,
the signatories represent that they have actual authority to enter this Contract for the
respective parties.
32 INTEGRATION: There are no other agreements on the same subject than expressly stated or
incorporated in this Contract.
33 DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates
this Contract, in whole or in part, due to Contractor’s breach of any provision of this
Contract, Contractor shall be liable for actual and consequential damages to the Town.
Signature pages follow.
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Town of Estes Park Professional Services Contract --Page 11 of 12
CONSULTANT
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by ,
(Name of party signing)
as of
(Title of party signing) (Name of corporation)
a corporation, on behalf of the corporation, this
(State of incorporation)
day of , 2023.
Witness my hand and official Seal.
My Commission expires .
Notary Public
Page 189
Town of Estes Park Professional Services Contract --Page 12 of 12
TOWN OF ESTES PARK:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2023.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
Page 190
May 11, 2023
Vanessa Solesbee
Town of Estes Park
P.O. Box 1200
Estes Park, CO 80517
RE: Proposal for Multimodal Transportation Plan (MTP) and Transit Development Plan (TDP)
Dear Ms. Solesbee and Members of the Selection Committee,
The Town of Estes Park (TOEP) is the gateway to Rocky Mountain National Park and a destination for many across the
nature, which is the key tourist draw, stays the way it is today.
• Local Knowledge Paired with National Expertise.
•
•
Firm Name
Contact Person
Address 380 Interlocken Crescent, Suite 100
Email
Phone 760.464.2514
Attachment 3
Page 191
Kimley-Horn Addendum 3 (dated
4/26/2023).
Sincerely,
means not only alerting the TOEP if something arises that
communications, and data collection. This task will include
Management Plan (PMP).
•
key team members
•
•
•
time frames and methodologies for engagement
•A detailed milestone schedule
the contents of the draft PMP, identify members of the
to inform the existing conditions analysis. Following the
(RFI) for TOEP data that will be used throughout the MTP
Page 192
•
•
•
•
•
•
•A tracker of decisions and comments made throughout
•
•Roadway characteristics, such as lane widths,
•
•
centers, and maintenance facilities
•
•
•
•
•
•
characteristics, how they change throughout the year, and
a baseline that we can build on in Task 6 to gain an
We will use the collected data to conduct a series of
analyses aimed at identifying existing or forecasted needs
•
future congestion
•
•
•
on the historical crash data to identify where fatal and
Working Paper 1: Facilities Evaluation and Needs
Assessment
We will then address comments in coordination with the
•Detailed technical datasets for collected data
•
•WP1: Facilities Evaluation and Needs
Assessment
•A detailed socioeconomic analysis to identify areas
•
currently riding transit, how and why they ride transit,
•
transit networks to reach critical destinations
•
need to be included in forecasts
•
•
need to understand who is using transit in the TOEP and
Our
transit development subconsultant Nelson\Nygaard
to earlier time periods. This data, in combination with
Page 193
work. These allow us to understand where historically
local tourism economy.
into Working Paper 2: Economic and Community Context
Assessment
We will then address comments in coordination with the
•
•Economic and Community Context
Assessment
•
•
•Jackson, WY
•
•Bend, OR
•
and facilitate discussions such as a roundtable, where the
similar towns, cities, and agencies with demonstrated results
•Peer
Transit System Analysis
solutions like working with a local artist to create art that
community needs.
and recommendations with the board and to address any
We will then address comments in coordination with the
•
•
•
•
•Public Involvement Strategy and
Summary Report
•
•
existing conditions and economic context tasks to
examine the underlying demand for transit and identify
•
•
•
Review Existing and Past Plans
Assessment
Page 194
and timely manner.
Route-Level Analysis
Transit Asset and Technology Assessment
Nelson\Nygaard is at the forefront of emerging mobility,
consideration by Estes Transit.
network aligns with the underlying market demand. These
•Areas, corridors, and segments
•
•Where there is an underlying demand for transit but no
•
•
•
•
•
current strengths, current issues, and assesses future
Transit
Productivity and Demand Assessment Report (WP5)
•
•Transit Productivity and Demand
Assessment
cost estimates.
recommendations containing the same information as
•
•
what success of each recommendation will look like, how
discussions with your key team members and stakeholders.
Page 195
The analyses and results of Tasks 7 and 8 will be
documented in Working Paper 6: Alternatives Analysis
then address comments in coordination with the TOEP to
•
•
•Alternatives Analysis
•
•Transit Capital Improvement Plan
a single, concise document for the MTP and TDP. By
the compilation of the entire master plan is much
easier and more streamlined.
key recommendations from both the MTP and TDP. The
Summary will be digestible and easy to understand, and will
stakeholders.
of comments. Following the initial comment resolution,
feedback mechanism for stakeholders to submit comments
•
•
•
is focused on maintaining a strong, working knowledge
our team understands the challenges, regulations, codes,
throughout the state and builds on that understanding with
Page 196
Anthony Pratt, PLA, ENV SP
James Baker Jonathan Mosteiro, AICP George Maier Amanda Wolfe
Chris Joannes, AICP Brent Crowther, P.E., PTOE, RSP1Curtis Rowe, P.E., PTOE
Liz Morice, AICP
Erik Mumm
Jeremiah Simpson
Aidan Johan
Kristen Faltz
Tanner Daines, EIT
Anthony Pratt, PLA, ENV SP
Aidan Johan
Erik Mumm
Anthony is located in our
Anthony has relevant experience managing a transit development
Snowmass, CO.
Kimley-Horn and Nelson\Nygaard have
meet the aggressive schedule needs.
Page 197
recommendation.
study area.
Relevance
seasonal congestion issues as the TOEP.
Many of the challenges
for neighborhood character and the business community.
Relevance
of the roadway.
holistically address current and future transportation
challenges.
Relevance
The TMP
balances community livability and mobility by identifying
multimodal transportation improvements consistent with
the core values of the community.
mobility challenges emerge.
Relevance
Page 198
establishing a vision for the community. We assembled all
of existing conditions.
Relevance
its limited funding.
transportation constraints.
Relevance
Phone:
Email:
Phone:
Email:
Intermodal Mobility Plan
Phone:
Email:
Phone:
Email:
Phone:
Email:
Phone:
Email:
assessments of roadway and interchange needs and
incorporating public transportation services and freight
routing.
and elected stakeholders was crucial to the success of this
Relevance
References
We are proud
Page 199
Relevant Experience and References
• The
a framework for sustainable decision making.
•Public engagement.
online outreach tools.
•Monitoring and data management.
future for decades to come. Nelson\Nygaard will continue to work
Reference:Alfred Knotts,
Manager, 435.615.5360
Nygaard built a Bus Delay Analysis Tool (BDAT) dashboard that not only informed the
Reference:Justin Begley,
•
•
•
•
•
•
•
Reference:
Relevant Experience and References, cont.
(TMP) and as a direct result of it. As of this writing in 2023, the
used by tourists, workers, and residents alike and will continue
attuned to the challenges of increasing tourism to nearby natural
destinations.
Reference:
Page 200
•Bachelor of Science (B.S.),
•
•
Professional
•Association of Pedestrian
and Bicycle Professionals
•
Seminar (WTS), Boulder
Committee Member
•
Instructor (#2582)
QA/QC Reviewer.
the roadway.
Project Manager.
•
Project Manager
•
Project Manager
•
Project Manager
•
Project Manager
•
Deputy Project Manager
•
Project Manager
•
Project Planner
•
QA/QC Reviewer
Page 201
•Master of Science, (M.S.)
•
•Professional Engineer in CO
(#36355)
•
Engineers (ITE)
Project Engineer.
Project Engineer.
•
Project Manager
•
Principal-in-Charge
•
Project Engineer
•
Project Manager
•
Project Engineer
•
•
•American Institute of
•American Planning
Association (APA)
Project Planner.
Project Planner.
Community
•
Deputy Project Manager
•
Deputy Project Manager
•
Project Planner
•
Project Manager
•
Deputy Project Manager
•Project Manager
•
Transportation Planner
Page 202
•
Virginia Polytechnic Institute
•
•Professional Engineer in AZ
•
•Road Safety Professional 1
(#326)
•
Engineers (ITE)
•Association of Pedestrian
and Bicycle Professionals
Project Manager.
Project Manager.
•
QA/QC Reviewer
•
Project Engineer
•
Principal-in-Charge
•
Transportation Planner
•Project Manager
•
Project Manager
•
Project Manager
•
Project Engineer
•
of Minnesota
•B.A., Economics and Political
Minnesota
•
Minnesota
•American Institute of
•American Public
(APTA) PTA Emerging
•
Seminar (WTS) Minnesota
agencies across the country to understand their challenges and strategies for success.
Deputy Project Manager.
Planning Lead.
•Task Lead
•
Transit Planner
•
Service Planning Lead
•Task Lead
•
Task Lead
•
Project Planner
Page 203
•
California, San Diego
•American Planning
Association (APA)
Project
Manager.
Lead Analyst.
•
Bus Operations Planning Lead
•
Deputy Project Manager
•
Project Analyst
•
Project Analyst
•
Project Analyst
•
Project Analyst
•
Project Analyst.
both a framework and toolkit for the City to use to manage and grow the mobility
Project Analyst.
surrounding areas, including the district courthouse, businesses along the historic
•
Project Manager
•
Project Planner
•
Project Planner
•
Project Planner
•Project Manager
•Project Planner
Page 204
•
•B.A., Sustainable
Northland College
Project Analyst.
Project Analyst.
winter 2023.
•
Project Analyst
•
Project Analyst
•Project Analyst
•
Project Analyst
•
Project Analyst
•
•American Planning
Association (APA)
Project Analyst.
the roadway.
Project Analyst.
•
Project Planner
•
Project Analyst
•
Project Analyst
•
Project Analyst
•
Project Analyst
•Project Analyst
Page 205
•
•
•
Engineers (ITE)Project Analyst.
Project Analyst.
and accessibility.
•
•
•
•
•
•
•M.S., Community and
of Texas at Austin
•
of Cincinnati
•American Planning
Building on the transformational
OR.
•
•
•
•
•
•
Page 206
•
Institute of Technology,
Atlanta
•B.S., Community and
Regional Planning, Iowa State
.
. Nelson\Nygaard has been leading
Nelson\Nygaard
Plan. NelsonNygaard
•
•
•
•
•
•
•
Technology, Atlanta
•
Technology, Atlanta
•
•
.
.
•
•
•
•
•
•
•
•
Page 207
•
•
Planning, Texas A&M
MI.
. Amanda
•
•
•
•
•
•
•
•
•
•
Page 208
Town of Estes Park
Request for Proposals
Multimodal Transportation Plan &
Transit Development Plan
April 6, 2023
Vanessa Solesbee, CAPP, CCTM
Mobility Services Manager
Town of Estes Park
P.O. Box 1200
Estes Park, CO 80517
E-mail: vsolesbee@estes.org
Proposals due by 2:00 PM MDT, April 27, 2023
Attachment 4
Page 209
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
2
TABLE OF CONTENTS
TABLE OF CONTENTS ..................................................................................................................................... 2
I. INTRODUCTION & IMPORTANT NOTICES ............................................................................................ 3
Project Summary ................................................................................................................................................. 3
Solicitation Schedule .......................................................................................................................................... 4
Proposal Documents .......................................................................................................................................... 4
Mandatory Pre-Proposal Meeting and Written Questions ............................................................................ 4
Offeror Communications and Requests .......................................................................................................... 5
Addenda to RFP .................................................................................................................................................. 5
II. PROJECT OVERVIEW .............................................................................................................................. 6
Background .......................................................................................................................................................... 6
Project Description .............................................................................................................................................. 9
Scope of Services ............................................................................................................................................. 11
III. INSTRUCTIONS TO OFFERORS ........................................................................................................... 17
Proposal Submission ........................................................................................................................................ 17
Submittal Review, Interview and Selection Process .................................................................................... 20
Fee ...................................................................................................................................................................... 18
Selection Criteria ............................................................................................................................................... 20
General Requirements ..................................................................................................................................... 21
Right to Reject ................................................................................................................................................... 21
Protest Procedures ........................................................................................................................................... 21
IV. ATTACHMENT A – TOWN OF ESTES PARK PROFESSIONAL SERVICES AGREEMENT .......... 23
Page 210
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
3
I. I N TRODUCTION & IMPORTANT NOTICES
PROJECT SUMMARY
The Town of Estes Park (TOEP) seeks proposals from qualified consultants and/or
consulting teams to prepare a Multimodal Transportation Plan (MTP) and Transit
Development Plan (TDP).
The Town requests preparation of two distinct yet complementary plans as part of this
project:
1. Multimodal Transportation Plan (MTP)
2. Transit Development Plan (TDP)
The MTP will guide the implementation of projects to create a transportation network
that integrates all modes of travel in a manner that is safe, equitable and easy to
navigate.
The TDP will perform a comprehensive needs-based evaluation of the Estes Transit
system and provide recommendations for system enhancement.
Work to be completed by the selected consultant or team shall include:
• Project management and communications
• Review and documentation of existing conditions, including demographics,
economic and community context, and previous planning efforts
• Facilitation of a robust and inclusive public engagement process
• Analysis and evaluation of the Town’s existing transportation network and
opportunities for improvement and/or growth
• Transportation Network Recommendations, including identification and
prioritization of projects, policies and programs that will support the
transportation vision outlined in the Town’s recently adopted Estes Forward
Comprehensive Plan – a “connected community linked locally and regionally by
multimodal transportation options”
• Identification of Key Performance Indicators to measure success and
development of an actionable implementation plan
• Delivery of two distinct yet complementary plans: a Multimodal Transportation
Plan (MTP) and Transit Development Plan (TDP)
• TDP Only: Financial resource management and planning, including Capital
Improvement Planning
The MTP is intended to guide the Town of Estes Park’s mobility and circulation for the
next 20 years (2024-2044). The TDP will focus on the next 5 years (2025-2030).
BUDGET
This project will be funded by Town of Estes Park General Funds with no Federal or
State of Colorado participation. The project budget is $300,000.
Page 211
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
4
SCHEDULE
A project schedule will be defined in partnership with the selected firm or team;
however, the Town anticipates a 12-month planning process for the MTP and a six-
month planning process for the TDP.
SOLICITATION SCHEDULE
The following is the solicitation schedule for Offerors:
Date and Time Action
April 6, 2023 Publish and Release RFP – BidNet and Town Website
April 12, 2023 Mandatory Pre-Proposal Meeting at 4:00 p.m. MDT
April 17, 2023 Questions Due to Town at 2:00 p.m. MDT – Via BidNet or Email
April 19, 2023
TOEP Answers to Submitted Questions Posted by 5:00 p.m. MDT –
BidNet and Town Website
April 27, 2023 Proposals Due, 2:00 p.m. MDT – Via BidNet or Email
May 8-9, 2023 Interviews, as needed
May 12, 2023 Notice of Intent to Award
May 26, 2023 Signed Contract Due to Town
June 20, 2023 Contract Execution at Town Board Meeting
June 26, 2023 Anticipated Notice to Proceed
PROPOSAL DOCUMENTS
Request for Proposals document can be obtained through Rocky Mountain Purchasing
(BidNet) or found on the Town’s Website (https://estespark.colorado.gov/rfp).
MANDATORY PRE -PROPOSAL MEETING AND WRITTEN QUESTIONS
A mandatory pre-proposal meeting will be held on Wednesday, April 12, 2023, at 4 p.m.
MDT. The mandatory pre-proposal meeting will be held in-person at Estes Park’s Town Hall
(170 MacGregor Avenue, Estes Park, CO 80517) in the Town Administrator’s Conference
Room. A meeting agenda will be posted on BidNet and on the Town’s Website
(https://estespark.colorado.gov/rfp) by 2:00 p.m. MDT on Tuesday, April 11, 2023.
Prospective offerors are requested to submit written questions to the Mobility Services
Manager via email or BidNet by 2 p.m. MDT on Monday, April 17, 2023. Offerors are
reminded that any changes to the RFP will be by written addenda only and nothing
stated verbally shall change or qualify in any way any of the provisions in the RFP and
shall not be binding on the TOEP.
Page 212
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
5
OFFEROR COMMUNICATIONS AND REQUESTS
All correspondence, communication and/or contact in regard to any aspect of this
solicitation or offers shall be with the TOEP representative identified below.
Town of Estes Park
Vanessa Solesbee, CAPP, CCTM
Mobility Services Manager
170 MacGregor Avenue, Room 100
P.O. Box 1200
Estes Park, CO 80517
Email: vsolesbee@estes.org
Offerors and their representatives shall not make any contact or communicate with any
members of the TOEP, other than the Mobility Services Manager, regarding any aspect
of this solicitation or offers.
At any time during this procurement up to the time specified in “Solicitation Schedule”
offerors may submit a request for a clarification or interpretation of any aspect or
requirement of the RFP. All questions and subsequent answers will be included in
addendum documentation.
If it should appear to a prospective offeror that the scope under the contract, or any of the
matters relating thereto, is not sufficiently described or explained in the RFP or contract
documents, or that any conflict or discrepancy exists between different parts thereof or
with any Federal, State, or local law, ordinance, rule, regulation, or other standard or
requirement, then the offeror shall submit a written request for clarification to the TOEP
within the time period specified above.
ADDENDA TO RFP
The TOEP reserves the right to amend the RFP at any time. Any amendments to or
interpretations of the RFP shall be described in written addenda. The TOEP shall post
addenda for prospective offerors to access through BidNet and on the Town’s website. It
is the responsibility of prospective offerors to access all addenda. All addenda issued
shall become part of the RFP.
Offerors shall acknowledge the receipt of each individual addendum and all prior
addenda in their proposals. Failure to acknowledge in their proposals receipt of addenda
may at the TOEP's sole option disqualify the proposal. If the TOEP determines that the
addenda may require significant changes in the preparation of proposals, the deadline
for submitting the proposals may be postponed by the number of days that the TOEP
determines will allow offerors sufficient time to revise their proposals. Any new due date
shall be included in the addenda.
Page 213
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
6
II. PROJECT OVERVIEW
BACKGROUND
As the gateway to Rocky Mountain National Park (RMNP), the small town of Estes Park
hosts nearly four million visitors each year. With a geographic area less than seven
square miles, Estes Park is often congested with vehicular traffic in the summer and fall
seasons due to heavy tourism. Over the past two decades, the Town has successfully
implemented various transportation services and programs, including a free public
shuttle system, robust public parking management program, investments in trail
infrastructure, and adoption of a Complete Streets policy; all focused on reducing and/or
managing vehicular demand while meeting the needs of residents and visitors. The
TOEP – in partnership with the Colorado Department of Transportation (CDOT) –
installed the community’s first roundabout in 2021, and a second roundabout is under
construction at the intersection of US 36 and Community Drive. Over the next two
years, a major road reconfiguration (and flood mitigation) project, the Downtown Estes
Loop, will add a third roundabout in the central business district and reconfigure the flow
of downtown vehicular traffic to address congestion from motorists entering and exiting
RMNP’s Beaver Meadows entrance station.
Unlike other communities, Estes Park weathered the impacts of the COVID-19
pandemic in 2020 relatively well and has experienced a steady increase in tourist
activity in 2021 and 2022. The existing roadway network in our small mountain town is
limited and not adequate to meet growing vehicular demand, particularly during peak
summer/fall guest season. The TOEP has steadily expanded public transit services to
offset growing demand for the benefit of visitors and the local community; however, the
town’s rural, geographically-dispersed character has proved challenging for public
transit to be viewed as a convenient and reliable alternative to driving. Additionally,
many of Estes Park’s main roadways are part of the state highway system (US 34, US
36 and Hwy 7), which provides another layer of complexity for implementation of shared
and/or multimodal roadways.
Currently, the following transportation services are available within Estes Park:
TRANSIT:
• Estes Transit (free public transit) – See additional details below
• Bustang – Inter-city bus service from Denver, Broomfield, Westminster, Boulder,
and Lyons to Estes Park and RMNP on weekends from Memorial Day through
early October
• RMNP Hiker Express Shuttle – Direct service from the Estes Park Visitor Center
to RMNP, which operates daily during the summer and early fall peak visitation
season
• Estes Park Shuttle – Private transportation company offering six shuttles during
the summer/fall season and four during the winter/spring season
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• Via Mobility Services for seniors and persons with disabilities – Door-through-
door service offered from 8:30 a.m. to 4:00 p.m. Monday through Friday, year-
round;
• Various commercial tours, including Estes Park Trolley, Estes Park Guided
Tours, Explore Estes, the Stanley Home Museum and others.
BICYCLE/PEDESTRIAN:
• Class I bicycle paths, shared with pedestrians
• Pedestrian-only sidewalks
PARKING & ELECTRIC VEHICLE CHARGING:
• 18 public parking areas consisting of 2,174 public parking spaces (surface lots,
on-street parking, and one parking structure).
• Seasonal paid parking program in eight (8) parking areas encompassing 682
spaces paid from Memorial Day through mid-October annually. Public parking
outside of those eight paid areas are free, some with time limits and some
unlimited. All public parking is free from mid-October through Memorial Day
weekend.
• Two dual-port Direct Current Fast Charging (DCFC), located in the Estes Park
Visitor Center parking lot and four dual-port Level 2 Electric Vehicle (EV)
stations, two located adjacent to the TOEP’s parking structure and two in the
Town Hall parking lot.
VEHICULAR NETWORK:
• 59 miles of local and collector roadways managed and maintained by the TOEP
• 16 miles of Arterial highways within TOEP limits, managed and maintained by the
Colorado Department of Transportation
T DP – Additional Background
The TOEP’s free shuttle service, Estes Transit, began in 2006 as a downtown “Shopper
Shuttle,” and routes and stops have been added and/or adjusted each year to meet
increasing demand from locals and visitors. The service has always been free and open
to all riders and is offered during the summer months (“peak season service”), limited
weekend service during the winter months, and for TOEP-sponsored special events
throughout the year. Transit service information is presented on the TOEP’s website:
www.estes.org/shuttles. This includes schedules, services offered, seasonal
information, and routes.
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Today, Estes Transit peak season service runs from late June through early September
each year, providing 233 days of service and serving 73,266 riders in 2022. During peak
summer service (Memorial Day weekend through mid-October), five routes run from 9
a.m. to 9 p.m., seven days a week, for a total of 84 hours each week. A sixth route runs
on Saturdays and Sundays only, from 11 a.m. to 4 p.m . for a total of 10 hours per week.
During the winter/holiday season (Mid-November through New Year’s Day), reduced
service is offered from noon to 6 p.m. on Friday, 10 a.m. to 6 p.m. on Saturday, and
noon to 6 p.m. on Sunday.
Estes Transit saw its peak ridership in 2016 with 101,626 riders over a 79 day season.
Like many transit agencies, Estes Transit was heavily-impacted by the COVID-19
pandemic; however, ridership has slowly rebounded over the past two years.
Exhibit 1: Estes Transit YOY Ridership (2019-2022)
Estes Transit accommodates route deviation requests in order to ensure that all
individuals have equal access to public transportation. Route deviation requests can be
made on all six of the TOEP's routes within ¾ mile of an existing stop. One hundred
percent of route deviation requests were successfully completed in 2022 (1 request)
and in 2021 (8 requests). Route deviation information is provided on the TOEP’s
website (www.estes.org/shuttles).
The Estes Transit fleet consists of two battery-electric, rubber-tire trolley buses
(acquired new in 2020 and 2022), which are owned by the TOEP. Additionally, the
TOEP annually leases four cutaway buses that each seat between 15 and 24
passengers to make up a total of six buses serving six routes. Each bus is equipped
with a wheel-chair lift and bicycle rack. The TOEP currently parks its two trolley buses
outside year-round; however, design for a new two-bay storage/charging facility was
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just completed and construction is anticipated in summer 2023. The TOEP does not
have any other dedicated transit facilities.
In late 2022, the TOEP engaged a consultant to develop a new brand for Estes Transit,
including an updated system name, visual mark (logo), and messaging strategies to
help increase awareness of the system and ridership. This process is expected to wrap
up in July 2023.
Vision & Planning Resources
Several transportation-related plans have been completed in recent years and serve as
a foundation for this project, including the Estes Forward Comprehensive Plan (2022),
Estes Park Electric Vehicle (EV) Readiness & Infrastructure Plan (2021), Estes Park
Downtown Plan (2018), Downtown Parking Management Plan (2018), Estes Valley
Master Trails Plan (2016), Transportation Visioning Committee’s Roadmap to the Future
(2012), Estes Park Transit and Parking Study (2013), and the Downtown Circulation
Study (2008). The TOEP envisions a future transportation network that is multimodal,
connects and continues to build a vibrant community, and supports future growth in the
TOEP.
PROJECT DESCRIPTION
The Town seeks to develop an actionable and inclusive MTP that will include strategies
to accommodate existing transportation modes, including access for bicycles,
pedestrians, cars, and transit; reduce congestion; and introduce new and/or emerging
mobility trends, technologies, and innovation in transportation planning.
The TOEP requests preparation of two documents to help guide this planning process:
1. Multimodal Transportation Plan (MTP)
2. Transit Development Plan (TDP)
The MTP will guide the implementation of projects that create a transportation network
that integrates all modes of travel in a safe, equitable and easy to navigate way.
The MTP will:
• Support and operationalize the TOEP’s vision for the future of transportation as
defined by the recently-adopted Estes Forward Comprehensive Plan:
“Connected community linked locally and regionally by multimodal transportation
options”;
• Develop proposed improvements that connect and balance transit, bicycling,
pedestrian access and driving throughout the TOEP while also providing for the
needs of those with mobility challenges in full accordance with the Americans
with Disabilities Act (ADA);
• Provide for a method of prioritizing projects; and
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• Define planning-level budget estimates to guide implementation.
The TDP will include a comprehensive needs-based evaluation of the Estes Transit
system and provide recommendations for system enhancement. The TDP will focus on
providing equitable transportation throughout the TOEP, particularly for those who have
a higher-than-average need for transit, including seniors, persons with disabilities, and
lower-income residents and workers, among others.
Preparation of these two complementary but distinct plans is included in the scope of
this RFP. Although the final work products will be two distinct deliverables (MTP and
TDP), the planning efforts are consolidated into one Scope of Work since much of the
data collection, public involvement, analysis and recommendations will overlap and
need to be coordinated and sequenced accordingly.
These projects will also be coordinated with subsequent planning efforts including the
redesign of the Estes Park Visitor Center, companion US 34 Corridor Study (RFP
expected in fall 2023), Zero-Emission Fleet Transition Plan (RFP expected in winter
2023/2024), and to maximize effectiveness and leverage community and stakeholder
input.
Project Objectives – MTP and TDP
• Create a network of mobility options for residents and visitors that are affordable,
efficient and easy to navigate
• Evaluate existing demographics and projected future growth to determine
transportation needs
• Highlight successful transportation services and facilities in Estes Park and
identify gaps in the network
• Improve operational efficiency and safety, including incorporation of Vision Zero
• Consider more progressive alternative transportation services including bike
share, e-bikes, scooter share, carshare and rideshare to reduce vehicular
demand
• Review and evaluate existing parking capacity and demand
• Facilitate robust community engagement process to solicit input from residents,
visitors and key stakeholders, including RMNP
• Where possible, identify land use strategies that prioritize multimodal access
• Incorporate local, regional and national programs and policies where applicable
to enhance safety and maximize funding opportunities including Safe Routes to
School, traffic calming and Complete Streets
• Evaluate all existing and proposed programs and facilities through a lens of
environmental health, equity and social justice
• Incorporate applicable federal regulations related to accessibility within the ADA
Standards for Accessible Design
• Ensure that the MTP and TDP are compatible with the TOEP, planning region
(Upper Front Range), and State of Colorado transportation planning goals
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Project Objectives – TDP Only
• Identify Estes Transit’s current and potential future customers/riders
• Analyze the efficiency, capacity and cost-effectiveness of the existing fixed transit
route system vs. an on-demand system, with a focus on reducing greenhouse
gas (GHG) emissions and air pollution
• Identify viable areas of service growth and/or expansion, including new or
adjusted routing, service days and/or times
• Define strategies to ensure that Estes Transit services are accessible and
equitable to riders of all ages and abilities, with special emphasis on riders with
disabilities and English as a second language (ESL) riders
• Define strategies to increase ridership and enhance rider satisfaction
• Analyze Estes Transit’s current funding sources and cost per rider in comparison
with similar rural programs
• Develop a clear, actionable and attainable 5-year plan for a future of public
transit within the Estes Valley that is efficient, accessible, and connected to a
network local and regional transit services
The scope below outlines the TOEP suggested approach; however, proposing firms
should rely on previous experience and relevant recent completed projects of a similar
nature to ensure that all relevant components for both a MTP and TDP are incorporated
and considered.
SCOPE OF SERVICES
The requested services include all data collection, analysis, evaluation, preparation of
documentation and reports, presentations, and coordination with stakeholders . The final
scope of work will be developed in collaboration with the selected consultant(s).
However, at a minimum, the scope of work should include the following:
Task 1: Project Management/Internal Communications – MTP and TDP
Early definition of project management and internal communication protocols, including
TOEP/consultant meetings, overall project schedule, existing data/resources and data
collection methodology.
Task 1 Deliverables:
1. Defined project management communication protocol
2. Project schedule
3. Request for Information (RFI)
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Task 2: Existing Conditions Analysis – MTP and TDP
The selected firm will evaluate existing conditions, including current infrastructure,
assets, and seasonal fluctuations for the following Key Transportation Networks:
a. Bicycle / Micromobility Network
b. Pedestrian Network
c. Transit Network – providers and services
i. Local
ii. RMNP
iii. Regional / Front Range
iv. Private / Commercial
d. Parking Assets and Utilization
e. Roadway Network
i. Traffic volumes and speeds
ii. Travel time
iii. Level of Service (LOS)
iv. Vehicle Miles Traveled (VMT)
v. Mode split
vi. Commuting patterns / labor shed
vii. (Zero Emission Vehicle Infrastructure will be evaluated as a
separate project and not included in this scope)
f. Opportunities for introduction of innovative transportation solutions and/or
technologies
g. Accessibility and safety considerations
The existing network will be summarized in a Facilities Evaluation and Needs
Assessment Report that will serve as the foundation for this planning process.
Task 2 Deliverables:
1. Existing Transportation Network Evaluation
2. Needs Assessment Summary Report
Task 3: Economic & Community Context – MTP and TDP
In conjunction with the operational analysis, the firm will be responsible for evaluating
existing and future context within Estes Park and the surrounding region, including but
not limited to:
a. Estes Valley Demographics (population, age, diversity, income, housing)
b. Transit Rider Profile – including travel patterns into and around Estes
Valley activity centers
c. Land use patterns, development trends, active transportation
nodes/destinations and buildout analysis
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d. Local Economy
a. Employment, jobs and seasonality
b. Housing trends, cost and mix of inventory
e. Sustainability, Resiliency & Environmental Justice
i. Environmental context, including significant natural features and
flood plain
ii. Equity lens, including air quality, traffic, access
Task 3 Deliverable:
1. Economic & Community Context Summary Report
Task 4: Organizational Structure & Peer System Analysis – TDP Only
An important component of the TDP process will determine effectiveness and capacity
of the TOEP’s existing method for delivering public transit services: outsourcing transit
to a third-party transportation service provider. A key question that the TOEP hopes this
task will answer includes: Is outsourcing transit operations efficient and cost-effective
and/or is there another operational structure that should be considered?
This task should include an analysis of organizational structure options for a public
transit system like Estes Transit, including pros and cons for consideration and
discussion by TOEP staff. As part of this analysis, at least three (3) aspirational peer
transit agencies of similar size, complexity, demand, and environment should be
identified.
Task 4 Deliverable:
1. Summary Report of Peer Systems, including organizational structure assessment
Task 5: Public Involvement Process – MTP and TDP
With multiple large-scale transportation projects currently underway and on the horizon
for TOEP, the selected firm will collaborate with TOEP staff to design and facilitate a
robust community engagement process that will solicit feedback from residents, visitors,
and key stakeholders. Estes Park’s rural setting, unique mixture of retirees, young
families, affluent and economically disadvantaged residents, seasonal workforce and
commuters emphasize the importance of robust public involvement for this project. This
process may include, but is not limited to:
a. Formation of a Project Steering Committee
b. In-person opportunities / focus groups / charrettes
c. Online opportunities (project webpage, survey, online engagement tool)
d. Transit rider surveys
e. Community presentations
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f. Local business engagement
g. Creative and inviting events like interactive charrette and bus party
h. Opportunities that engage diverse community members (Limited English
Proficiency, English as a Second Language, persons with disabilities,
seniors, youth / students)
i. Presentation(s) to the TOEP Board of Trustees
In addition to the external engagement, the process will include consistent coordination
with the TOEP’s Transportation Advisory Board (TAB) as well as numerous internal
TOEP departments as needed, including Community Development, Public Works,
Police, and Events & Visitor Services. The engagement process will also include
workshops with TOEP Mobility Services staff and the TOEP’s contracted transit service
provider, including transit operators.
The public involvement process will revisit and confirm the transportation vision and
goals outlined in the recent Estes Forward Comprehensive Plan (2022). The distillation
of what is learned from the community during this process will inform development of
the MTP Vision Statement and Guiding Principles.
Task 5 Deliverables:
1. Public Involvement Strategy and Summary Report
2. MTP Vision Statement and Guiding Principles
Task 6: Productivity & Future Demand Projections – TDP Only
To support the development of the TOEP’s free shuttle system, Estes Transit, existing
public transit service, latent demand and anticipated future demand will be evaluated.
This analysis should include, at a minimum:
a. Quantitative assessment of current and latent demand for transit services;
b. Anticipated future demand based on population and visitation trends;
c. Evaluation of current service efficacy, dispatching, routing and ridership,
including a route productivity analysis;
d. Analysis of the TOEP’s current fixed route service, including identification
of where microtransit or mobility on demand (MOD) service could/should
be launched and supported;
e. Transit asset analysis, including current and future bus size needs, fleet
expansion recommendations, leasing vs. purchasing, and future
infrastructure needed to house, fuel, charge and maintain/repair current
and future transit vehicles;
f. Qualitative analysis of transit/transportation needs/gaps based on
stakeholder input;
g. Use of technology – What tools and services should the TOEP provide to
enhance the rider experience and improve communication between
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drivers, riders and managers while buses are enroute? Is real -time bus
tracking an option given Estes Park’s remote location and connectivity
challenges?
Task 6 Deliverable:
1. Productivity & Demand Project Assessment Summary
Task 7: Transportation Network Recommendations – MTP & TDP
Based on the data collected and public input gathered in previous steps, the selected firm
will analyze and evaluate transportation strategies and alternatives that will be most
effective for the TOEP. Recommendations should be innovative yet practical based on
local context, funding availability and complexity of implementation.
This will include a comprehensive set of tools and actionable strategies that can help
TOEP achieve its transportation goals. Recommendations should be provided as a
spreadsheet that can be easily sorted, along with an accompanying report that outlines
the intent and effectiveness of each recommendation, and include estimated costs and
potential funding sources.
This task should include the following, at a minimum:
• Succinct summary of key takeaways from the previous tasks;
• Recommendations by focus area, as defined in Task 3:
o Bicycle / Micromobility Network
o Pedestrian Network
o Transit Network (*see below)
o Parking Assets and Utilization
o Roadway Network
o Opportunities for introduction of innovative transportation solutions and/or
technologies
o Accessibility and safety considerations
This task should also include policy and program considerations, as appropriate.
*Transit Network: Specific to the TDP, this deliverable should include at least three (3)
service alternatives that could be implemented to improve Estes Transit and better
serve identified community needs. Since the TDP will be completed first, the MTP will
be informed by the recommendations and strategies defined during the TDP process.
Task 7 Deliverables:
1. Key Takeaway Summary
2. Transportation Network Recommendations by Focus Area
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Task 8: Prioritization & Implementation Roadmap – MTP & TDP
The recommendations prepared in the previous step will provide TOEP with a full
spectrum of strategies that may be effective in achieving its transportation goals. To
assist the TOEP with “jumpstarting” implementation, a set of prioritization metrics or
prioritization tool should be provided to complement the Recommendations by Focus
Area deliverable (Task 7).
At a minimum, this tool should consider implementation staging/timing, planning-level
cost estimate, equity considerations, safety, accessibility, environmental justice and
complexity of implementation. This tool should be applied to each Focus Area of the
TOEP’s transportation network, including bicycle/micromobility, pedestrian , transit,
parking and roadway.
The prioritization matrix or tool should be used to develop a clear roadmap for how the
TOEP will move from planning into implementation. To assist the TOEP with
determining the effectiveness of the plans, performance metrics should be defined that
are easy to evaluate and provide recommendations to adjust the plans if needed. Key
Performance Indicators (KPIs) and/or industry best practice metrics will be developed
for tracking program success related to the customer experience, safety, service,
ridership and financial stewardship.
For the TDP, short- (1 year), mid- (2-3 years) and longer- (4-5 years) term strategies
should be provided for implementing the preferred service alternative being
recommended for Estes Transit.
Task 8 Deliverables:
1. Prioritization Metrics/Tool
2. Implementation Roadmap
3. Key Performance Indicators
Task 9: Financial Planning & Capital Improvement Plan (CIP) – TDP Only
For the TDP, define a five-year (2025-2030) projection for the annual budgets needed to
achieve the TOEP’s preferred service alternative. Review the TOEP’s current
participation in State and Federal grant funding sources and identify both new/untapped
funding opportunities and areas for reduction/efficiencies in current expenditures.
Provide 2025-2030 CIP recommendations based on the preferred service alternative
that is selected. These recommendations should include timing, budget and funding
recommendations for future investments in transit vehicles and infrastructure. Please
note that the TOEP plan to complete a Zero-Emission Vehicle (ZEV) Fleet Transition
Plan in winter 2023/2024.
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Task 9 Deliverable(s):
1. Financial Development Plan for 2025-2030
2. Transit Capital Improvement Plan for 2025-2030
Task 10: Final Multimodal Transportation Plan & Transit Development Plan
To summarize all of the data collection, analysis, and recommendations in this study, a
TDP and MTP should be prepared. The MTP and TDP should include the summary
reports and deliverables developed throughout the planning process, and should
include a succinct, visually-compelling Executive Summary that includes key
recommendations from both the MTP and TDP. The final Plan will be presented both to
TAB and then to the TOEP Town Board for adoption.
Task 10 Deliverables:
1. Multimodal Transportation Plan
2. Transit Development Plan
III. INSTRUCTIONS TO OFFERORS
ORGANIZATION OF THE SUBMITTAL
Eligibility to submit a proposal begins with attendance at a mandatory pre -proposal
conference which will be held on Thursday, April 12, 2023, at 4 p.m. MDT. The proposal
shall be organized per the submittal format outlined below. Organization and
brevity are appreciated. The sections of the RFP shall be indexed per the five
sections noted below in the submittal format for easy reference.
1) Cover Letter: Identify the proposer’s name, mailing address, telephone number
and contact person(s). The letter must be signed by the proposer, and should
be limited to two pages.
2) Project Approach: Based upon the Scope of Services, project data provided in
this RFP, and available supplemental data, provide a narrative description of
the work to be accomplished and the firm’s approach to completing the
work. The overview should articulate an understanding of the TOEP's
needs. The overview should describe the proposed work and all applicable
requirements.
3) Key Personnel & Firm Qualifications: Include resumes for each member of
the design team. The primary contact for the firm should be clearly defined. It
is highly desired that the project manager have relevant experience managing
a transit development planning project and comprehensive transportation planning
project. Identify the specific role and phase of participation anticipated for this
project and highlight the unique elements/qualifications provided to the
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design team. Provide background information including education,
professional titles, related qualifications, specific roles in past projects, and
relevant experience.
4) Schedule: Provide a representative milestone schedule and demonstrate your
firm's ability to meet this schedule. The TOEP’s preferred schedule is for the
TDP to be completed by December 31, 2023, and the MTP completed by April
30, 2024.
5) Relevant Experience & References: Provide a list of at least three previous client
references of similar scope completed or begun within the last three years. Include
specific information about each project that applies to the experience of your firm
relative to this RFP. Provide a list of references for projects that your firm has
completed (and, if applicable, at least one of those projects should be for work that
any sub-consultants have performed with your firm, collectively as a team).
PROPOSAL SUBMISSION
Proposals should be submitted electronically (via BidNet) on or before 2 p.m. MDT on
Thursday, April 27, 2023. If submitting via email, please send the email to Vanessa
Solesbee, Mobility Services Manager, at vsolesbee@estes.org with the subject line:
“Multimodal Transportation Plan & Transit Development Plan Proposal.”
LATE PROPOSALS WILL NOT BE ACCEPTED OR CONSIDERED.
FEE
Selection of the preferred firm will be based on qualifications and interviews. Proposers
shall submit Fee Proposals in a file labeled “MTP Fee Proposal” that is completely
separate from the qualifications-based proposal file; no pricing should be included with
the Proposal file. Upon selection of the preferred firm or team of firms, the TOEP will work
with the selected team(s) to finalize a detailed scope of services and fee. If subsequent
fee negotiations are unsuccessful, TOEP reserves the right to negotiate with the next
highest-scoring candidate.
Rejection of Proposal
The TOEP Public Works Department reserves the right to reject any or all proposals
and to waive formalities and minor irregularities in proposals received if deemed in the
best interest of the TOEP to do so. The total cost of proposal preparation, submission,
and any travel or accommodations resulting from invitation to interview shall be covered
by the Offeror.
Use of Subcontractors
The proposing firm shall indicate in the proposal any work intended to be performed by
subcontractors or persons outside of their firm (e.g., partnering firms, consultants, etc.).
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The Offeror shall name the partner firms, if known, at the time of proposal submittal.
Partners and subcontractors shall be bound to meeting the same quality standards and
schedules as the proposing firm. They will also provide the same level of documentation
(insurance & business licenses).
Disadvantaged Business Enterprise (DBE)
The TOEP, in accordance with Title VI of the Civil Rights Act of 1964, and Title 49,
Code of Federal Regulations (CFR), Department of Transportation (DOT), Part 21,
for nondiscrimination in federally-assisted programs, notifies all bidders and proposers
that it will affirmatively ensure that, in any contract entered into for this solicitation,
disadvantaged business enterprises will be afforded full opportunity to participate in the
solicitation process and will not be discriminated against on the grounds of race, color,
or national origin.
Award of Contract
A formal agreement will be awarded to the most responsive firm, wh ich is defined as the
firm that submits a proposal which fully meets the requirements as defined in the Scope
of Work and during any subsequent interview. The executed agreement will be a
standard “Professional Services Agreement” type and the TOEP will generate an
agreement to this effect.
Insurance Requirements
Insurance Certificates are not required with the proposal, but shall be provided by the
selected management firm with the signed Professional Services Contract. The TOEP
must approve the successful firm’s/firm(s) insurance prior to execution of the agreement
by the TOEP Board of Trustees. The successful firm shall acquire a TOEP Business
License prior to signing the agreement, at their own expense.
Response Material Ownership
All material submitted regarding this RFP becomes the property of TOEP and will only
be returned to the Firm at the TOEP’s option. The TOEP has the right to use any or all
ideas presented in reply to this RFP. Disqualification of the proposer does not eliminate
this right.
Term of Contract
The TOEP will generate the Professional Services Agreement in accordance with TOEP
policy. A copy of the TOEP’s standard Professional Services Agreement is included as
Attachment A. A contract term that is acceptable for both the TOEP and selected firm
would be negotiated upon selection.
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SUBMITTAL REVIEW , INTERVIEW AND SELECTION PROCESS
Respondents should submit a comprehensive, but concise, RFP submittal. Failure of the
respondents to provide any information requested in this RFP may result in disqualification
of the submitted proposal.
Submittal Review: The Review Committee shall evaluate and rank proposal submittals
based on alignment with the RFP requirements, Submittal Format, and Review Criteria in
order to select up to three firms to be invited to an oral interview (virtual). TOEP also
reserves the right to select a firm based on the proposals only.
Interview of Finalists: At the TOEP’s option, the field will be narrowed to the top
responsive proposers and they will be invited to interview with the review committee, in
a to-be-defined format. The finalists will have approximately one week to prepare their
presentation for the committee.
Disclaimer: Any Professional Services Agreement is subject to the review and approval
of the TOEP Board of Trustees.
SELECTION CRITERIA
The following criteria will be considered by the Selection Committee in scoring RFP
responses:
SELECTION CRITERIA Point Value
Scope Understanding and Proposed Approach: Approach is clear and
concise and addresses this specific project. Understanding of the project
location, need, opportunities and challenges in producing design and
engineering plans, specs, and estimates for construction. Completeness of
approach to perform the scope of work expected to be incurred under this
project.
30 points
Qualifications of Project Staff: Project staff background, education, and
experience on similar projects. Qualifications and experience of the consultant
in preparing MTPs and TDPs.
25 points
Experience and Client References for Similar Projects: Performance on
time, within budget and scope; similar to this project in size and scope.
Management qualifications and company capability. Qualifications of the firm in
terms of its ability, experience, and reliability in performing and managing work
within a schedule and budget. References should be provided for at least three
recent clients for whom the firm has performed services similar to the work
outlined in the Scope of Services.
20 points
Adequacy of the Proposal: Completeness and thoroughness of the proposal.
Responsive to the RFP.
15 points
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Availability and Schedule: Availability to perform the project upon Notice to
Proceed (if selected) and to complete the work in a timely (reasonable) manner.
The TOEP prefers that the TDP be completed in a six-month timeline, with 12
months preferred for the MTP.
10 points
Total Points 100 points
GENERAL REQUIREMENTS
The successful firm shall:
• Have experience in all professional services requested in this RFP, including
multimodal transportation planning, transit planning, land use planning,
community engagement, Federal and State funding programs, mobility
technology, transportation demand management, and accessibility
• Enter into a contract with the TOEP to provide planning services for the MTP and
TDP
• Provide proof of and maintain insurance coverage for the duration of the contract
period as outlined in the TOEP’s Professional Services Agreement
• Operate as an independent contractor and will not be considered employee(s) of
TOEP
• Hold current registration on SAM.gov
• Be paid on actual invoices as work is completed.
RIGHT TO REJECT
The TOEP reserves the right to reject any or all proposals and to waive informalities and
minor irregularities in proposals received and to accept any portion of or all items proposed
if deemed in the best interest of the TOEP to do so.
PROTEST PROCEDURES
Any person adversely affected by this solicitation shall file with Town Clerk, Town of Estes
Park, P.O. Box 1200, Estes Park, CO 80517 a Notice of Protest, in writing, at least five
calendar days prior to the date on which proposals are to be received. Protests will be
considered and responded to in writing prior to the proposal due date of April 27, 2023. If
the protest is sustained, the proposal due date may be delayed and an addendum issued
to modify the due date or cancel the solicitation. If the protest is denied, the proposal due
date is upheld and submissions will be required as originally scheduled.
Any person adversely affected by a decision in connection with this solicitation shall file a
Formal Written Protest, in writing, within five calendar days of receipt of the decision with
the TOEP Mobility Services Manager.
The formal written protest shall state with particularity the facts and law upon which the
protest is based.
Page 229
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
22
Protesters may not challenge the evaluation criteria or the relative weight of the evaluation
criteria or the formula for making an award determination.
Upon receipt of a formal written protest that has been filed in a timely manner, the Mobility
Services Manager shall stop the proposal solicitation process or the award process until
the subject of the protest is resolved by mutual agreement or by final action of the TOEP
Board of Trustees.
The Mobility Services Manager shall provide an opportunity to resolve the protest by
mutual agreement between the parties within seven working days of receipt of a formal
written protest. If the protest is not resolved by mutual agreement within seven working
days, the Mobility Services Manager and/or the protestor shall refer the protest to: Town
Administrator, Town of Estes Park, P.O. Box 1200, Estes Park, CO 80517.
The TOEP Board of Trustees will review the protest and the Mobility Services Manager’s
decision, and either concur or reverse the decision at the next possible regular meeting
of the Town Board.
Page 230
Town of Estes Park
Multimodal Transportation Plan RFP
April 2023
23
IV. ATTACHMENT A – TOWN OF ESTES PARK PROFESSIONAL SERVICES
AGREEMENT
Page 231
Item Task
Rate $260 $225 $260 $225 $195 175$ 125$ 120$ $295 $250 $195 $175 175$ 140$ 120.00$
Hours 16.0 133.0 - - 165.0 370.0 330.0 12.0 38.0 28.0 112.0 148.0 40.0 134.0 196.0
Estimated Total 4,160.00$ 29,925.00$ -$ -$ 32,175.00$ 64,750.00$ 41,250.00$ 1,440.00$ 11,210.00$ 7,000.00$ 21,840.00$ 25,900.00$ 7,000.00$ 18,760.00$ 23,520.00$
Estimated Total by Firm
1 Project Management/ Internal Communications
Project Management Plan 1.0 5.0 6.0
Kickoff Meeting 2.0 5.0 5.0 5.0 4.0 4.0 4.0 29.0
Request for Information 1.0 5.0 10.0 16.0 48.00
Project Management/ Invoicing 24.0 12.0 4.0 8.0 48.0 135.00
PM Check-In's 12.0 12.0 12.0
3.0 47.0 - - 10.0 5.0 10.0 12.0 - 8.0 24.0 16.0 - - - 135.0
780.00$ 10,575.00$ -$ -$ 1,950.00$ 875.00$ 1,250.00$ 1,440.00$ -$ 2,000.00$ 4,680.00$ 2,800.00$ -$ -$ -$ 26,350.00$
2 Existing Conditions
Existing Transportation Network Evaluation 2.0 10.0 20.0 30.0 2.0 2.0 6.0 10.0 28.0 110.0
Technical Data Collection 2.0 5.0 10.0 20.0 37.0
Working Paper 1 - Facilities Evaluation 2.0 4.0 10.0 15.0 15.0 46.0 48.00
- 193.00
2.0 8.0 - - 25.0 45.0 65.0 - 2.0 2.0 6.0 10.0 - - 28.0 193.0
520.00$ 1,800.00$ -$ -$ 4,875.00$ 7,875.00$ 8,125.00$ -$ 590.00$ 500.00$ 1,170.00$ 1,750.00$ -$ -$ 3,360.00$ 30,565.00$
3 Economic and Community Context
Collect Socioeconomic and Environmental Analysis Data 2.0 2.0 10.0 20.0 4.0 8.0 16.0 4.0 28.0 94.0
Working Paper 2 - Economic and Community Context Assessment 2.0 2.0 4.0 20.0 20.0 48.0 60.00
- 142.00
2.0 4.0 - - 6.0 30.0 40.0 - 4.0 - 8.0 16.0 4.0 28.0 - 142.0
520.00$ 900.00$ -$ -$ 1,170.00$ 5,250.00$ 5,000.00$ -$ 1,180.00$ -$ 1,560.00$ 2,800.00$ 700.00$ 3,920.00$ -$ 23,000.00$
4 Organizational Structure and Peer System Analysis
Peer System Analysis 4.0 4.0 12.0 20.0 40.0
-
-
- 40.00
- - - - - - - - 4.0 - 4.0 12.0 - - 20.0 40.0
-$ -$ -$ -$ -$ -$ -$ -$ 1,180.00$ -$ 780.00$ 2,100.00$ -$ -$ 2,400.00$ 6,460.00$
5 Public Engagement Process
Public Engagement Plan 1.0 5.0 10.0 16.0
Open Houses (3)12.0 15.0 60.0 40.0 16.0 143.0
Steering Committee Meetings (5)10.0 10.0 20.0 10.0 4.0 4.0 4.0 62.0 86.00
Engagement Activities to be defined later (Pool of Funds)10.0 10.0 30.0 20.0 18.0 12.0 28.0 128.0 349.00
- 33.0 - - 40.0 120.0 70.0 - 4.0 - 38.0 16.0 - - 28.0 349.0
-$ 7,425.00$ -$ -$ 7,800.00$ 21,000.00$ 8,750.00$ -$ 1,180.00$ -$ 7,410.00$ 2,800.00$ -$ -$ 3,360.00$ 59,725.00$
6 Productivity and Future Demand Projections
Review Existing & Past Plans 2.0 4.0 12.0 18.0
Transit Market Projections & Seasonal Trends 2.0 2.0 2.0 6.0 10.0 22.0
Transit Service Assessment 4.0 2.0 6.0 12.0 12.0 24.0 40.0 100.0
Gaps, Issues & Opportunities 4.0 4.0 6.0 12.0 8.0 28.0 62.0
- 202.00
- - - - - - - - 12.0 8.0 14.0 34.0 20.0 62.0 52.0 202.0
-$ -$ -$ -$ -$ -$ -$ -$ 3,540.00$ 2,000.00$ 2,730.00$ 5,950.00$ 3,500.00$ 8,680.00$ 6,240.00$ 32,640.00$
7 Transportation Network Recommendations
Draft Network Recommendations 10.0 10.0 20.0 20.0 4.0 4.0 6.0 12.0 4.0 12.0 18.0 120.0
Recommendations List 2.0 2.0 5.0 5.0 14.0
Sketch Plans of Projects 2.0 5.0 20.0 10.0 37.0
Project Summaries 2.0 2.0 5.0 5.0 5.0 19.0
Preliminary Cost Estimates 2.0 5.0 20.0 27.0
- 217.00
2.0 18.0 - - 27.0 70.0 40.0 - 4.0 4.0 6.0 12.0 4.0 12.0 18.0 217.0
520.00$ 4,050.00$ -$ -$ 5,265.00$ 12,250.00$ 5,000.00$ -$ 1,180.00$ 1,000.00$ 1,170.00$ 2,100.00$ 700.00$ 1,680.00$ 2,160.00$ 37,075.00$
8 Prioritization and Implementation Roadmap
Develop Qualitative and Quantitative Scoring Criteria 2.0 5.0 10.0 17.0
Draft Prioritization List 2.0 5.0 15.0 20.0 4.0 4.0 6.0 12.0 4.0 12.0 18.0 102.0
Key Performance Indicators 2.0 2.0 5.0 15.0
Working Paper 6 - Alternatives Analysis 2.0 5.0 5.0 10.0 20.0 42.0 185.00
2.0 11.0 - - 17.0 40.0 55.0 - 4.0 4.0 6.0 12.0 4.0 12.0 18.0 185.0
520.00$ 2,475.00$ -$ -$ 3,315.00$ 7,000.00$ 6,875.00$ -$ 1,180.00$ 1,000.00$ 1,170.00$ 2,100.00$ 700.00$ 1,680.00$ 2,160.00$ 30,175.00$
9 Financial Planning and Capital Improvement
2025-2030 CIP 2.0 15.0 30.0 2.0 2.0 4.0 4.0 59.0
288,930.00$
5,000.00$
293,930.00$
Town of Estes Park - Multimodal Transportation Plan and Transit Development P
Sr Prof I Prof
173,700.00$
Friday, June 23, 2023
Total Labor Fee
Total Expense Fee
Total Contract Amt
(Not to Exceed)
TotalsPICPMAnalyst III Analyst I
Kimley-Horn and Associates, Inc.
Sr Clerical
Nelson\Nygaard
Jim Baker
Senior
Principal 2
Ryan Billings
Principal 3
Jonathan
Mosteiro
Associate
Principal
Amanda
Wolfe
Senior
Associate 2
Associate 2Sr Prof 2 Associate 1
George
Maier
Senior
Associate 2
115,230.00$
Page 1 of 2
Kimley-Horn and Associates, Inc.
Printed: 6/23/2023
Attachment 5
Page 232
Item Task
Sr Prof I Prof TotalsPICPMAnalyst III Analyst I
Kimley-Horn and Associates, Inc.
Sr Clerical
Nelson\Nygaard
Jim Baker
Senior
Principal 2
Ryan Billings
Principal 3
Jonathan
Mosteiro
Associate
Principal
Amanda
Wolfe
Senior
Associate 2
Associate 2Sr Prof 2 Associate 1
George
Maier
Senior
Associate 2 -
- 59.00
- 2.0 - - 15.0 30.0 - - 2.0 - 2.0 4.0 - 4.0 - 59.0
-$ 450.00$ -$ -$ 2,925.00$ 5,250.00$ -$ -$ 590.00$ -$ 390.00$ 700.00$ -$ 560.00$ -$ 10,865.00$
10 Final Multimodal Transportation Plan and Transit Development Plan
Draft Multimodal Transportation Plan and Transit Development Plan 5.0 5.0 15.0 20.0 40.0 1.0 1.0 2.0 8.0 4.0 8.0 16.0 125.0
Final Multimodal Transportation Plan and Transit Development Plan 5.0 10.0 10.0 10.0 1.0 1.0 2.0 8.0 4.0 8.0 16.0 75.0 80.00
- 200.00
5.0 10.0 - - 25.0 30.0 50.0 - 2.0 2.0 4.0 16.0 8.0 16.0 32.0 200.0
1,300.00$ 2,250.00$ -$ -$ 4,875.00$ 5,250.00$ 6,250.00$ -$ 590.00$ 500.00$ 780.00$ 2,800.00$ 1,400.00$ 2,240.00$ 3,840.00$ 32,075.00$
EXP Reimbursable Expenses
Reimbursable Expenses 5,000.00$
Total Labor Fee 288,930.00$
Total Expense Fee 5,000.00$
Total Contract Amount (Not to Exceed) 293,930.00$
2,500.00$ 2,500.00$
Page 2 of 2
Kimley-Horn and Associates, Inc.
Printed: 6/23/2023
Page 233
Page 234
POLICE DEPARTMENT Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Captain Rick Life
Date: July 25, 2023
RE: Resolution 65-23 Intergovernmental Agreement with Northern Colorado
Governmental Entities and Emergency Management Services for
Disaster-Emergency Mutual Aid and Disaster-Emergency Funding
Assistance
(Mark all that apply)
☐PUBLIC HEARING ☐ORDINANCE ☐ LAND USE☒CONTRACT/AGREEMENT ☒ RESOLUTION ☐ OTHER______________
QUASI-JUDICIAL ☐ YES ☒ NO
Objective:
The Town of Estes Park (EP) and the Larimer County Office of Emergency
Management (LCOEM) desire to work together to provide emergency and disaster
relief through mutual aid and funding assistance.
Each Party has equipment and personnel trained and equipped to respond to
situations involving an emergency. By this Agreement, the Parties intend to
authorize and provide the terms for their mutual assistance in emergency situations,
whether natural or man-made, which require resources in addition to those that can
be provided by the Party in whose jurisdiction the emergency occurs. This
Agreement is intended to allow for mutual aid between the Parties whenever there is
an urgent or potentially significant situation that threatens the general welfare and
good order of the public, public health, public safety, property, or environment
including but not limited to Disasters and Emergencies.
Present Situation:
This agreement is an existing IGA/MOU between the listed agencies. This agreement
covers the partnership between the Town of Estes Park, the Larimer County Office of
Emergency Management, and other Northern Colorado governmental entities to allow
the Town of Estes Park to work with the LCOEM to provide disaster and emergency
mutual aid and funding assistance.
Page 235
The existing agreement is titled: Intergovernmental Agreement for Disaster-
Emergency Mutual Aid and Disaster-Emergency Funding Assistance; Mutual Aid
Agreement for Disaster-Emergency Mutual Aid and Disaster-Emergency Funding
Assistance.
Proposal:
To enter into this agreement.
Advantages:
The IGA/MOU allows the Town of Estes Park to work with the LCOEM and other
Northern Colorado governmental entities to work together during a disaster and the
recovery. It allows for personnel, equipment, and funding to be shared throughout the
disaster and recovery.
Disadvantages:
Currently, no negatives.
Action Recommended:
Staff recommends approval on the Consent Agenda.
Finance/Resource Impact:
This is an agreement for physical and financial mutual aid.
Level of Public Interest
Staff believes that this topic is of moderate interest to the members of the community.
Motion:
I move for the approval of Resolution 65-23.
Attachments:
1. Resolution 65-23
2. Agreement for Disaster-Emergency Mutual Aid and Disaster-Emergency Funding
Assistance - Link
Page 236
RESOLUTION 65-23
APPROVING AN INTERGOVERNMENTAL AGREEMENT WITH NORTHERN
COLORADO GOVERNMENTAL ENTITIES AND EMERGENCY MANAGEMENT
SERVICES FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-
EMERGENCY FUNDING ASSISTANCE
WHEREAS, the Town Board wishes to enter an intergovernmental agreement
referenced in the title of this resolution for the purpose of working with the Larimer
County Office of Emergency Management and other Northern Colorado governmental
entities to provide emergency and disaster relief through mutual aid and funding
assistance.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the intergovernmental
agreement referenced in the title of this resolution in substantially the form now before
the Board.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 1
Page 237
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID
AND
DISASTER-EMERGENCY FUNDING ASSISTANCE
This Agreement is made by and among the governmental entities and emergency
management services and partners who are signatories hereto, all being entities lying within or in
close proximity to northern Colorado and having a role in preparing for, responding to, and/or
recovering from disasters and emergencies, and each a Party (referred to herein as the “Party” or
the “Parties”).
I.Purpose
Each Party has equipment and personnel trained and equipped to respond to situations
involving an emergency. By this Agreement, the Parties intend to authorize and
provide the terms for their mutual assistance in emergency situations, whether natural
or man-made, which require resources in addition to those that can be provided by the
Party in whose jurisdiction the emergency occurs. This Agreement is intended to
allow for mutual aid between the Parties whenever there is an urgent or potentially
significant situation that threatens the general welfare and good order of the public,
public health, public safety, property, or environment including but not limited to
Disasters and Emergencies as those terms are defined in Title 24, Article 33.5, Part 7,
Colorado Revised Statutes As of the date each party becomes a signatory to this
Agreement, it shall then supersede and replace the following mutual aid
agreements: Intergovernmental Agreement for Disaster-Emergency Mutual Aid and
Disaster-Emergency Funding Assistance; Mutual Aid Agreement for Disaster-
Emergency Mutual Aid and Disaster-Emergency Funding Assistance.
II.Authority
The authority for this Agreement is Section 18 of Article XIV of the Colorado
Constitution; Section 6 of Article XX of the Colorado Constitution; Section 29-1-203,
C.R.S., and provisions of the Colorado Disaster Emergency Act, Section 24-33.5-701,
et seq., C.R.S., as amended.
III.Term
This Agreement shall commence on the date that it is signed by at least two Parties
and shall continue until such time as there are no longer at least two Parties to the
Agreement. A Party may terminate its participation in this Agreement as set forth in
Section XI, below.
IV.Request for Assistance and Mutual Aid
a.In the event any Party determines a need for aid from any other Party in light of
an emergency or disaster, such Party may request aid from any other Party as
follows:
i.A request for assistance may be for any type of assistance or aid that the
Requesting Party (Requesting Party) may deem necessary to respond to an
emergency or disaster situation within its jurisdiction.
Attachment 2
Page 238
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
ii. Any request for mutual aid or assistance shall include the following.
● Statement of the nature and complexity of the subject need
● Amount and type of equipment and/or personnel requested
● Contact information
● Duration needed
● Location to which the equipment and/or personnel are to be
dispatched
V. Response to Request for Assistance and Mutual Aid
a. Upon receipt of a request for assistance, any other Party (Responding Party) may,
in its sole discretion, provide personnel, equipment, materials, supplies, facilities,
or other assistance to the Requesting Party.
b. Any Responding Party reserves the right to recall its personnel, equipment,
materials, supplies, facilities and other resources at any time and will, if
practicable, give the Requesting Party at least twenty-four (24) hours advance
notice.
VI. Command & Control
a. It is the intent and Agreement of the Parties that the command structure and
exchange of mutual aid provided for in this Agreement conform to the current
standards of practice of the National Incident Management System (NIMS) and
the Incident Command System (ICS).
b. Parties responding with available resources and personnel will confer with the
Requesting Party and report to the staging area designated by the Requesting
Party. The Responding and Requesting Party will track the status of the
appropriate resources accordingly.
VII. Release of Resources
Personnel and equipment of a Responding Party shall be released by the Requesting
Party when the assistance is no longer required; or when the Responding Party
requests the return of such resources. The release of all resources shall be
communicated with the appropriate party and documented in the appropriate resource
management system.
VIII. Reimbursement and Compensation
a. First Twelve Hours of Response. Unless otherwise agreed in advance by the
involved Parties, each Party will assume responsibility for its own expenses,
including without limitation personnel and equipment costs, related to the
provision of mutual aid during the first twelve (12) hours of the first operational
period (Non-Reimbursable Costs). The first operational period is measured from
the time of the initial dispatch, tone, or report of an incident to a response agency.
b. After the First Twelve Hours of Response. Unless otherwise agreed in advance
by the involved Parties, after the first twelve hours of the first operational period,
the Requesting Party shall reimburse the Responding Party for the following costs
associated with the response (Reimbursable Costs):
Page 239
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
i. Personnel Costs. Personnel costs, including salaries, hourly wages,
overtime, and costs of fringe benefits.
ii. Equipment. An amount for the use of the Responding Party’s equipment
during the period of assistance according to the Schedule of Equipment
Rates established in the Colorado Resource Rate Forms (CRFF) and or
published by the Federal Emergency Management Agency (FEMA),
https://www.fema.gov/assistance/public/tools-resources/schedule-
equipment-rateswww.fema.gov. Rates for equipment not referenced on the
FEMA Schedule of Equipment Rates shall be as agreed upon by the
involved Parties and based on actual recovery of costs.
iii. Materials and Supplies. The actual replacement cost or replacement in
kind of the expended or non-returnable materials and supplies provided by
the Responding Party, plus handling charges. The Responding Party shall
not charge the Requesting Party for materials, supplies and reusable items
that are returned to the Responding Party in a clean, damage-free
condition. Reusable supplies that are returned to the Responding Party
with damage must be treated as expendable supplies for purposes of cost
reimbursement.
iv. Facilities. An amount for the use of the responding Party’s full or partial
use of a facility/property during the period of assistance.
c. Tracking Reimbursable Costs. Tracking of personnel time, work/rest, and
equipment, supply and facility costs shall be the responsibility of the Requesting
Party. The Responding Party will be responsible for invoicing the Requesting
Party after demobilization as per any financial agreement by both parties.
d. Reimbursement. The reimbursement of any Responding Party is not contingent
on the Requesting Party’s eligibility for or receipt of reimbursement from any
federal or state agency. The Parties acknowledge that a Requesting Party will
pursue all legal reimbursement available for costs associated with emergency and
disaster response and recovery, including Reimbursable Costs incurred by
Responding Parties. The Parties agree to cooperate with any Requesting Party as
may be necessary to establish the necessity of the aid provided, and its
reasonableness in light of the emergency situation. Parties involved in this
Agreement shall, upon request of resources, determine financial terms and
limitations through a separate document or through a pre-existing process outlined
by the Emergency Management Agency or the Emergency Operations Center.
This is typically done through a Request for Assistance Form or a 213RR Form,
but may involve any written financial process used by the Requesting Party.
In addition, this Agreement shall not be construed as to limit or waive reasonable
compensation or reimbursement for costs incurred under this Agreement that may
be eligible for reimbursement by local, state or federal agencies or any other third
parties.
Payment. Within ninety (90) days from the end of the period of assistance, a
Responding Party shall provide the Requesting Party with an invoice that itemizes
all Reimbursable Costs. The Requesting Party must pay the invoice in full on or
Page 240
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
before the forty-fifth (45th) day following the billing date. Any amounts unpaid
on the forty-sixth (46th) day following the billing date will be delinquent, and
from that date forward will accrue interest at 2% per annum plus the bank prime
loan rate in effect on the first date of delinquency, as reported in the Federal
Reserve Statistical Release H.15, www.federalreserve.gov/releases/H15/update/.
Delinquent interest will be computed on an actual days/actual days basis. Upon
agreement of the involved Parties, the payment deadlines may be extended if
reimbursement from state or federal sources is pending and likely to occur.
e. Financial Obligations. Pursuant to Colorado law, any financial obligations of a
governmental entity under this Agreement, are subject to and contingent upon
annual appropriation therefore.
IX. Additional Responsibilities
a. Agency Policy and Procedures. Each Party’s personnel are responsible for
following their agency’s administrative policies and procedures. The parties
hereto enter into this Agreement as separate and independent entities and each
shall maintain that status through the term of this Agreement. Each Party remains
responsible for all pay, entitlement, benefits, employment decisions, and worker’s
compensation benefits for its own personnel.
b. Compliance with All Applicable Laws. Each Party shall be responsible at all
times for compliance with all laws and regulations applicable to each of its
actions hereunder. Each Party must, upon request by another involved Party,
make available on a reasonable basis such information as may be required to
ensure or show compliance with local, state and federal laws.
c. Provisions for Responding Personnel. Within the written request for resources, the
Agreement shall outline provisions required for personnel and equipment,
including temporary housing, food and supplies necessary to perform the
functions required. This may be outlined in the request as a need by the
Requesting Party or as a need from the Responding Party. This should be outlined
prior to any deployment of resources. If the Requesting Party cannot provide
food or shelter for the said personnel, the Responding Party may secure the
resources necessary to meet those needs and shall be entitled to reimbursement
from the Requesting Party for such cost, not to exceed the state per diem rates.
d. Nondiscrimination. No person with responsibilities in providing services or the
operation of any activities under this Agreement will unlawfully discriminate
against persons being assisted or requesting assistance on the basis of race, color,
national origin, age, sex, religion, handicap, political affiliation or beliefs, or any
other unlawful basis.
X. Disaster Planning and Interagency Cooperation
a. In order to enhance public safety, the protection of life, property and the
environment, and in order to enhance the mutual aid capabilities contemplated in
this Agreement, the Parties agree to do the following:
i. Prepare and keep current emergency planning documents, including
jurisdictional or agency disaster response plans and recovery plans. The
Page 241
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
Parties agree to cooperate in the development of each Party’s Emergency
Operations Plans.
ii. To the extent possible, participate in the County emergency management
activities which are designed to ensure coordinated disaster planning,
response, and recovery. These activities may include the Local Emergency
Planning Committee, multi-agency coordination systems, disaster risk and
hazard assessment, training and education, and Incident Management
Team support.
iii. To the extent possible, provide a liaison to the county EOC during
incidents that affect two or more Parties within the county to the extent
allowed by the local emergency plans, staffing, and other budgetary
considerations of the Parties. Liaisons may be provided virtually through
EOC software management tools, telephone, or email.
XI. Termination
Any Party may terminate its participation in this Agreement without cause, and such
termination will be effective on the date written notice is sent to the governing board
of each Party. Termination will not negate any obligations that result from mutual aid
provided or received prior to termination, including pending claims for
reimbursement provided under this Agreement.
XII. Non-Liability
This Agreement shall not be construed to create a duty as a matter of law, contract, or
otherwise for any Party to assume any liability for injury, property damage, or any
other loss or damage that may occur by any action, or non-action taken, or service
provided, to the public or any person, as a result of this Agreement. Nothing in this
Agreement is intended nor shall be interpreted to waive any benefits or protections
that may be available to any Party by the provisions of the Colorado Governmental
Immunity Act, C.R.S. 24-10-101 et. seq., as the same may be amended from time to
time.
XIII. Integration and Amendments
This Agreement contains the entire understanding of the Parties, and the Parties agree
that this Agreement may only be amended or altered by written agreement signed by
the Parties’ authorized representatives.
XIV. Assignment /Transfer
No Party shall assign or otherwise transfer this Agreement or any right or obligation
herein without prior consent of the other Parties.
XV. No Third Party Beneficiary
This Agreement is made for the sole and exclusive benefit of the Parties hereto and
nothing in this Agreement is intended to create or grant to any Third Party or person
any right or claim for damage, or the right to bring or maintain any action at law, nor
does any Party waive its immunities at law, including the rights, protections,
limitations and immunities granted the Parties under the Colorado Governmental
Page 242
AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
Immunity Act, C.R.S. 24-10-101 et. seq., as the same may be amended from time to
time.
XVI. Severability
If any term, covenant, or condition of this Agreement is deemed by a court of
competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions
of this Agreement shall be binding upon the Parties.
XVII. Headings
The section headings of this Agreement are inserted only as a matter of convenience
and for reference. They do not define or limit the scope or intent of any provisions in
this Agreement and shall not be construed to affect in any manner the terms and
provisions herein.
XVIII. Becoming a Party to this Agreement
a. Any governmental entity, as defined under Colorado law, may join in this
Agreement after formal approval by the prospective party’s governing body,
notification to the Larimer County Office of Emergency Management of such
approval, and notification by the Larimer County Office of Emergency
Management to all other Parties. To the extent that local government entities
outside of Larimer County choose to join in this Agreement, notification shall
also be provided to office of emergency management in the county where the
entity is located.
b. Any non-governmental entity that has a role in preparing for, responding to, or
recovering from emergencies or disasters may request to join in this Agreement
after formal approval by the prospective party’s governing body. Following such
formal approval, the prospective party shall submit a request to join this
Agreement to the Larimer County Office of Emergency Management. If the
Larimer County Office of Emergency management determines the prospective
party is properly joined in this Agreement, it shall notify each of the other Parties
to this Agreement that the prospective party is joined as a Party.
XIX. Execution
This Agreement shall be executed by each Party on a separate signature page. This
Agreement and the original signature pages shall be filed with and held by Larimer County
Emergency Management or its successor agency, at 200 West Oak Street, Fort Collins, CO
80522. Copies of signature pages shall be provided to each Party, and such copies shall have
the full force and effect as if they were originals. A copy of the full Agreement will be
provided to the Colorado State Division of Homeland Security and Emergency Management.
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AGREEMENT FOR DISASTER-EMERGENCY MUTUAL AID AND DISASTER-EMERGENCY FUNDING ASSISTANCE
INTERGOVERNMENTAL AGREEMENT
FOR DISASTER-EMERGENCY MUTUAL AID
AND
DISASTER-EMERGENCY FUNDING ASSISTANCE
SIGNATURE PAGE
As outlined in the foregoing Intergovernmental Agreement, the below designated
jurisdiction executes this Agreement on the most recent date indicated below.
PARTY:
By:
Title:
Date:
ATTEST AS TO SIGNATURES:
Title:
Date:
APPROVED AS TO FORM:
Title:
Date:
Town Attorney
July 12, 2023
Page 244
POLICE DEPARTMENT Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Captain Rick Life
Date: July 25, 2023
RE: Resolution 66-23 Larimer County Office of Emergency Management,
Reunification Plan
(Mark all that apply)
☐PUBLIC HEARING ☐ORDINANCE ☐ LAND USE☒CONTRACT/AGREEMENT ☒ RESOLUTION ☐ OTHER______________
QUASI-JUDICIAL ☐ YES ☒ NO
Objective:
The Town of Estes Park (EP) and the Larimer County Office of Emergency
Management (LCOEM) desire to work together to provide emergency and disaster
relief through the LCOEM Reunification Plan.
Reunification, a critical Mass Care function, provides human and technological
resources to reconnect individuals as quickly as possible following a disaster or
incident. Mechanisms include facilitating communication between friends and family
members, acting upon urgent requests including unaccompanied minors and
separated children, reestablishing contact with family members who have been
separated within the disaster area, reunifying pets with their people, and working
with partners to resolve reunification-related inquiries. This function also includes the
provision of services through a Reunification Center such as victim services,
behavioral health, case management, or others as required.
Present Situation:
This plan is new.
Proposal:
To enter into this agreement.
Advantages:
The plan allows the Town of Estes Park to work with the LCOEM during an emergency,
disaster, and recovery. It allows for personnel and equipment to be active throughout
the reunification period.
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Disadvantages:
Currently, no negatives.
Action Recommended:
Staff recommends approval on the Consent Agenda.
Finance/Resource Impact:
This is a plan for reunification efforts. The cost for reunification services is covered by
the American Red Cross and the LCOEM. Costs covered by the Town will include Town
personnel required to maintain the reunification site. Law enforcement security and any
other town personnel needed for the set up and maintenance of the reunification site.
(The reunification site location is determined by the unified command.)
Level of Public Interest
Staff believes that this topic is of moderate interest to the members of the community.
Motion:
I move for the approval of Resolution 66-23.
Attachments:
1.Resolution 66-23
2.Larimer County Office of Emergency Management – Reunification Plan
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RESOLUTION 66-23
APPROVING THE LARIMER COUNTY REUNIFICATION PLAN
WHEREAS, the Town Board desires to approve the Larimer County Reunification
Plan for purpose of working with the Larimer County Office of Emergency Management
on reconnecting victims and families during an emergency, disaster, or incident.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board hereby approves, and authorizes the Mayor to sign, the plan referenced
in the title of this resolution in substantially the form now before the Board.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 1
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ho
Attachment 2
Page 248
TABLE OF CONTENTS
Introduction 4
Purpose 4
Authorities and References 4
Scope 4
Situation 4
Concept of Operations 5
Reunification Procedure 5
Family and Friends Reunification 5
Reunification Center Operations 6
Reunification Tracker 7
Considerations for Unaccompanied Minor Reunification 8
School / College / University Reunification 8
Considerations for Reunification with the Deceased 8
Family Reunification with Pets and Service Animals (non-livestock or exotic animals) 9
Considerations for Emergency Operations Center (EOC)9
Considerations for Public Information 10
Considerations for Policy Group 10
Roles and Responsibilities 10
American Red Cross:10
Colorado Organization for Victim Assistance (COVA):10
Coroner 11
District Attorney Victim Advocates 11
Emergency Management Agency 11
EMS Agencies 11
Fire Agencies 11
Hospitals 12
Human Services 12
Larimer County CARE Team 12
Law Enforcement Agencies 12
Law Enforcement Victim Advocates 12
Reunification Center/Reunification Site Agency 12
Signatures 14
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This Page Intentionally Left Blank
Page 250
Introduction
Reunification, a critical Mass Care function, provides human and technological resources to reconnect
individuals as quickly as possible following a disaster or incident. Mechanisms include facilitating
communication between friends and family members, acting upon urgent requests including
unaccompanied minors and separated children, reestablishing contact with family members who have
been separated within the disaster area, reunifying pets with their people, and working with partners to
resolve reunification-related inquiries. This function also includes the provision of services through a
Reunification Center such as victim services, behavioral health, case management, or others as required.
Purpose
The purpose of this Reunification Annex is to outline authorities, policies, organizational arrangements,
operational concepts, and procedures that are in place for the provision of reunification and the setup
and operation of a Reunification Center.
Authorities and References
●Larimer IGA for Emergency Management
●Colorado Disaster Emergency Act, CRS 24-33.5-700, as amended
●Larimer Comprehensive Emergency Management Plan, ESF 6 – Mass Care and Sheltering
●Larimer Comprehensive Emergency Management Plan, ESF 6a – Human Services
●Larimer Comprehensive Emergency Management Plan, ESF 6b Household Pets
●Larimer Comprehensive Emergency Management Plan, ESF 6c - VOAD
●Larimer Comprehensive Emergency Management Plan, Evacuation and Re-Entry Annex
●Larimer Comprehensive Emergency Management Plan, Emergency Alert, and Warning Annex
Scope
This Annex includes all emergency management and emergency response agencies within Larimer
County and should be used for any incident within the county borders. Private partners and NGOs are
also included as our Mass Care partners, as this plan includes the procedures for Reunification as well as
the activation and operation of a Reunification Center, and call center.
Situation
Larimer County is complex, with both rural and urban environments, mountainous areas flowing into the
plains, and a wide range of hazards from major waterways to a large wildland-urban interface. It is also
growing rapidly with a strong economic base from industry diversity, agriculture, and good quality of life.
With this complexity and growth, the challenges of emergency management are expanding.
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Safeguarding the life and property of our community members is an innate responsibility of the
governing body of each political subdivision of the state. In the event of a mass casualty event requiring
the need for friends and family reunification, the safe and effective reunification of community
members is essential to the preservation of community wellbeing and effective emergency response and
recovery. All agencies identified in this plan shall cooperate as described below in the interest of our
unified goal of friends and family reunification.
Concept of Operations
Reunification Procedure
The timely and efficient reunification of family, friends, and animals is critical to the recovery of an area
following an emergency or disaster. Multiple agencies and jurisdictions will be involved. Therefore, it is
necessary to have a clear procedure for pre-emergency, emergency, and post-emergency actions.
Pre-Emergency:
●Identify reunification sites and obtain necessary agreements for use
●Coordinate with hospitals regarding the movement of information regarding patients
●Establish necessary agreements and procedures for reunification
●Understand the regulations and laws related to the effective reunification of people and animals
●Train and exercise the Reunification Plan with reunification partners regularly to ensure
effectiveness
During Emergency:
There is no one way to reunify individuals and animals. Reunification depends upon a number of factors,
such as whether there are injuries, whether minor children are involved, whether there are missing
persons due to the event, whether the event is at a school or university, and whether pets and/or service
animals are affected. Each has a nuance that must be managed.
Family and Friends Reunification
Description: Family and Friends Reunification involves reunifying adult family members with friends and
family. This is often done through the Safe and Well site through Red Cross and through social media
platforms. This is for those who have the ability to reconnect either virtually or by driving to a designated
reunification site.
Lead Agency: American Red Cross
Supporting Agencies: OEM, Hospitals, Behavioral Health Providers, VOAD, Law Enforcement Agencies, LC
Human Services, etc.
Procedure:
1. The incident involves mass casualties, rapid evacuations, or any other event with the need for
reunification occurs and the appropriate Office of Emergency Management (OEM) is notified via
dispatch.
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2. OEM notifies the American Red Cross (ARC) of the incident and the possibility of establishing a
Reunification Center
3. ARC establishes the incident in the Safe and Well website and OEM and Red Cross advertise the
website to connect people
4. OEM activates a shareable document for the collection of information regarding missing persons
that can be accessed, edited, and shared between agencies assisting on behalf of the OEM for
reunification.
5. OEM establishes a call center to collect information about missing persons (this would be
separate from the Joint Information Center)
6. For large incidents, a Reunification Center will need to be established by the Red Cross as both a
connection point and a site for information exchange
7. If not already done, OEM contacts the Red Cross (ARC) and lets them know of the need to
activate the pre-established Reunification Center for the purpose of reunification in the
appropriate location.
8. Upon notification to ARC, notification shall be made to all other Reunification Center support
agencies so that they can start deploying resources to the designated site.
a. Reunification Center support agencies include, but are not limited to, the Larimer
County Care Team, Law Enforcement Agency Victim Advocates, Law Enforcement
Partners, Human Services, ARC, and the designated Reunification Center sites staff
or volunteers.
9. Information regarding the location of the Reunification Center/Reunification Site will be put out
via social media and through NoCoAlert.
10. Once the Reunification Center has been set up and opened then community members can begin
accessing the center.
11. A hospital Reunification Coordinator will be identified at each hospital involved that will be
responsible for tracking patients coming in associated with the event on the shared tracking
document and will also serve as the point of contact for the Reunification Site and the Call
Center/JIC
12. As community members access the Center or call the call center seeking information on missing
persons, the shared document will begin to be filled out and coordination will take place
between call center staff, Reunification Center Staff, and the Reunification Coordinator at the
involved hospitals in order to start reunifying individuals
13. The Reunification Center will also serve as a place where individuals can be connected to
behavioral health resources, resources provided by victim advocates, and receive support by
connecting with the Larimer County Coroners' office if necessary.
Reunification Center Operations
Description: The operation of the Reunification Center will require numerous different roles for
successful operation. These roles will not necessarily be filled solely by a single organization but may be
fulfilled through multiple participating organizations. People responding to the Reunification Center will
need to be credentialed or badged in order to ensure safety and security. Badging/Credentialing will
happen via the Salamander System or by other means. The list of roles below is by no means exhaustive
but at a minimum, the following roles should be filled during the activation of a reunification center.
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Reunification Center Coordinator:Will act as the primary point of contact for hospitals and for the
Emergency operations center. This individual is responsible for the oversight of all operations conducted
at the Reunification Center. This individual should know who is present and working at all times.
Greeter/Ambassador: These individuals are responsible for supporting the public as they arrive at the
Reunification Center. These are the first people the public will encounter and these individuals should be
prepared to guide the public toward services offered within the Reunification Center.
Check-in/Gatekeeper:
Maintenance/Service:This role will be filled by facility representatives who are responsible for the
upkeep, cleaning, and servicing of the facility space being utilized as the Reunification Center.
Security:The Security staff are responsible for the overall safety and security of all present at the
reunification center. They will need to monitor activities both inside and outside of the facility in order to
make sure that the facility remains a safe space for all present.
Reunification Support Staff:These individuals will operate the Reunification Center support desk in
which community members come to seek information regarding a missing friend or family member.
These staff members are responsible for managing the Reunification Tracker and inputting data so that
both the hospitals, coroner, EOC, and JIC are able to see who is missing and support reunification efforts.
These staff members are also responsible for notifying community members of the potential location of
their reported person as information becomes available.
Agency Representatives:These individuals are representatives of organizations or agencies who are
providing a service or function within the Reunification Center.
Reunification Centers will also need to have appropriate signage that can be placed in highly visible areas
so that the public is able to best navigate to the Reunification Center and throughout the Reunification
Center. Language on the signage should be in both English and Spanish at a minimum and best
accommodate additional languages as needed.
Reunification Tracker
Emergency Management agencies, hospitals, and the Reunification Center will all utilize a shared
reunification tracker that will be utilized for tracking of individuals seeking reunification with friends or
family as well as patients who arrive from the incident at a hospital. This tracking will allow Emergency
Management agencies, hospitals, and the Reunification Center to support our community's inefficient
reunification. The EOC will initiate the tracking process and send the current Reunification Tracker to all
involved stakeholders at the time of the incident. Only signers on this plan will be provided access to the
tracker and agree that the information in the tracker is for emergency purposes only. This process is in
compliance with HIPPA regulations. A link to the template tracker can be found below.
https://docs.google.com/spreadsheets/d/1p5Rz0ogJqa5di_6_9Xafp6bTUcezm3QLDPKy3EKKhJI/edit#gid
=0
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Considerations for Unaccompanied Minor Reunification
Description: Unaccompanied minors will require additional support and resources outside of Friends and
Family Reunification including supervision, counselors, and the assistance of Human Services if the family
cannot be found
Responsible Party: Law Enforcement, and Human Services
Procedure:
1. An unaccompanied minor is found without family members
2. Attempts will be made by responders to find family members
3. If family members or guardians cannot be found then the law enforcement officer will transport
the unaccompanied minor to the Reunification Center/Reunification Site where they will be
handed off to a representative from the American Red Cross or Human Services who will then
assist them in reunifying with a guardian.
4. If the unaccompanied minor’s guardian cannot be found, Human Services will utilize normal day-
to-day operations to ensure the care of the minor.
School / College / University Reunification
Description: An incident occurs at an educational institution requiring reunification.
Responsible Party: The Educational Institution is ultimately responsible for the planning and execution of
reunification protocols for students, faculty, and staff.
Procedure: As determined by the institution. OEM will be notified and will provide support as required
for the safe and effective reunification of personnel. This may include, but is not limited to, logistical
support, transportation support, public information management, situational awareness and
coordination with outside agencies. For incidents involving school personnel who are not on a
school/university site, the procedures for Family and Friends Reunification should be followed.
Considerations for Reunification with the Deceased
Responsible Party: Larimer County Coroner
Description: This reunification process is for members of the public that are deceased due the the event,
either from the scene or at local hospitals.
Procedure: The Larimer County Coroner will provide a Reunification Coordinator to respond to the
Reunification Center. Once at the Reunification Center, the Coordinator will closely monitor the
Reunification Tracker and compare that to the internal tracker utilized by the coroner's office. If a
deceased individual is identified, the Coroner’s Office Reunification Coordinator will make a notification
at the Reunification Center in a private space if the individual is eligible to be notified. If they are not
eligible then they must wait until notification has been made to an eligible party. The Coroner’s Office
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Reunification Coordinator will call the next of kin if it is not the individual at the Reunification Center.
Behavioral health providers on-site will be utilized for behavioral health services as well as necessary.
Once notification has been made then this is reflected appropriately in the Reunification Tracker in a
confidential manner.
Family Reunification with Pets and Service Animals (non-livestock or
exotic animals)
Description: This reunification process is for unaccompanied pets/service animals or family members
with missing pets/service animals.
Responsible Party: OEM and Larimer Humane Society
Procedure:
1. A pet or service animal is found or reported missing or a large area is evacuated necessitating
reunification of family and pets/service animals.
2. OEM is notified
3. Larimer Humane Society (LHS) is activated to begin animal sheltering procedures.
4. Unaccompanied animals will be taken to the designated shelter sites until the family can be
located.
5. LHS will attempt to provide animal shelters in proximity to human shelters, as can be
accommodated.
6. If large animals are involved, LHS will work directly with the Sheriff’s Posse and other large
animal sheltering partners.
7. Information will be provided via media and social media about open animal shelters and
reunification areas
8. A call center is established to provide information about animal sheltering operations.
9. If a pet is found and no one comes to claim it, the LHS will follow normal operating procedures
for the care of the animal.
Post-Emergency:
Once the emergency is contained and reunification measures have begun, the following considerations
should be made:
1. If there are large numbers of casualties or missing persons that remain unaccounted for, the
behavioral health component of reunification will require additional support and personnel
2. Those staying in temporary emergency shelters may no longer have homes to go to and will
need assistance finding long-term housing
3. Long-Term Recovery Group case management may be required to assist affected individuals. This
is done through the Volunteer Agencies Active in Disaster (see LTRG Annex to the Larimer
Comprehensive Emergency Management Plan).
Considerations for Emergency Operations Center (EOC)
During a major emergency that requires a reunification center, the appropriate EOC is activated
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At the appropriate level. Among other tasks, the EOC should ensure that responders performing the
rescues and evacuations are aware of the reunification sites and that hospitals have assigned a
reunification coordinator and are utilizing the Reunification Tracker. The EOC in some circumstances may
coordinate the activation of the Joint Information Center (JIC), the Call Center, and Policy Group as
needed.
Considerations for Public Information
Actions will need to be taken to ensure that access to communication for those who require translation
or interpretation services at the Reunification Centers, Hospitals, JIC, and via the Call Center. Information
will also need to be posted to county, city, or agency websites and via the JIC/Call Center lines regarding
continued case management information for services provided at the Reunification Center before closing
the center. In addition translation or interpretation services may be accessed via different software or
vendors however translation services must be accessible.
Considerations for Policy Group
Due to the nature of an event requiring reunification, there may be a need to establish a joint Policy
Group. It is recommended that all jurisdictions involved quickly establish a Joint Policy Group where
policy-level decisions are made with a unified and collaborative approach, increasing awareness, and
decreasing delay. The emergency manager for the affected jurisdictions will schedule Policy Group
meetings as appropriate for the event to get policy decisions made in a timely manner.
Roles and Responsibilities
American Red Cross:
●Designate, respond to, and set up the Reunification Center
●Set up “Safe and Well” website at the request of Emergency Management
●Provide staff to Reunification Center for reunification tracking, greeting, behavioral health, and
other duties
●Establish agreements with facilities before the disaster in order to pre-designate sites for use as
shelters and reunification centers.
●Facilitate the credentialing/badging of all workers at the Reunification Center
Colorado Organization for Victim Assistance (COVA):
●Provide support to LE Victim Advocate agencies and District Attorney Victim Advocates
responding to the incident if requested
●Respond to Reunification Center as requested to augment victim advocate support
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Coroner
●Provide a representative to respond to the Reunification Center to act as the Reunification
Coordinator for the Coroner's Office
●Continually review the Reunification Tracker and when necessary make death notifications
●Provide Case Management Services to next of kin when necessary
●Respond to the scene of the incident in order to provide identification and deceased recovery
services
●Provide death notifications as necessary
District Attorney Victim Advocates
●Respond to Reunification Center and provide support to victims related to criminal cases, victim
compensation, etc.
●The Victims Compensation Unit is responsible for the provision of services to victims as guided
by the Colorado Crime Victim Compensation Act, C.R.S. 24-4.1-100
●Provide ongoing support to victims while criminal cases work through the Justice System.
●Reference the Mass Victim Critical Response Plan for additional information.
Emergency Management Agency
●Activate the Reunification Plan
●Notify Reunification Center agencies
●Activate and Staff the EOC
●Create and distribute the reunification tracker sheet
●Set up the call center
●Identify primary Reunification in their jurisdiction
●Provide EOC support to the Reunification Center
●Activate the Red Cross system Safe and Well
EMS Agencies
●Responds to the incident and provides triage, treatment, and transport.
●Emergency Medical Services agencies are responsible for the care and transport of all patients or
injured parties within the County.
●Assist in reunification efforts as available.
Fire Agencies
●The fire departments and districts that serve Larimer County are responsible for providing all
services related to fire prevention and suppression.
●Act in a support capacity for all EMS and support law enforcement services as needed or
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requested
●Assist in reunification efforts as available.
Hospitals
●Provides medical care to those arriving at the facility
●Assigns a Reunification Coordinator who will be the primary liaison to the EOC and the
Reunification Center.
●Documents those individuals coming into the hospital from the incident in the shared
Reunification Tracker
Human Services
●Respond to Reunification Center and provide support for unaccompanied minors
Larimer County CARE Team
●Respond to Reunification Center as requested
●Provide behavioral health support to those who need
●Work with Victim Advocates as appropriate
●Support case management of those with the need for long-term behavioral health needs
associated with the event
Law Enforcement Agencies
●Responds to an incident in order to provide law enforcement assistance
●Transports unaccompanied minors who are not injured and unable to find parent/guardians to
the Reunification Center
●Provides security services at the Reunification Center
Law Enforcement Victim Advocates
●Respond to Reunification Center and provide support to victims as requested
●Respond to scene of the incident and provide support to victims
●Support the Larimer County Coroners Office in death notifications as requested
Reunification Center/Reunification Site Agency
●Upon notification opens up site for Reunification Center
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●Supports set up of Reunification Center in support of ARC
●Maintains Reunification Center
●Demobilizes the Reunification Center and returns the facility to pre-event status.
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1
PROCEDURE FOR LAND USE PUBLIC HEARING
Applicable items include: Annexation, Amended Plats, Boundary Line Adjustments, Development
Plans, Rezoning, Special Review, Subdivision
1.MAYOR.
The next order of business will be the public hearing on PLANNING COMMISSION
ACTION ITEM 1.A. RESOLUTION 67-23 PRELIMINARY PLAT, KRAEMER/TAYLOR
TOWNHOME SUBDIVISION, 1069 MORGAN STREET, KRAEMER/TAYLOR
OWNERS/APPLICANTS.
At this hearing, the Board of Trustees shall consider the information
presented during the public hearing, from the Town staff, from the
Applicant, public comment, and written comments received on the
application.
Has any Trustee had any ex-parte communications concerning this
application(s) which are not part of the Board packet.
Any member of the Board may ask questions at any stage of the public
hearing which may be responded to at that time.
Mayor declares the Public Hearing open.
2.STAFF REPORT .
Review the staff report.
Review any conditions for approval not in the staff report.
3.APPLICANT.
The applicant makes their presentation.
4.PUBLIC COMMENT.
Any person will be given an opportunity to address the Board concerning the
application. All individuals must state their name and address for the record.
Comments from the public are requested to be limited to three minutes per
person.
5.REBUTTAL.
The applicant will be allowed a rebuttal that is limited to or in response to
statements or questions made after their presentation. No new matters may
be submitted.
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2
6. MAYOR.
Ask the Town Clerk whether any communications have been received in regard
to the application which are not in the Board packet.
Ask the Board of Trustees if there are any further questions concerning the
application.
Indicate that all reports, statements, exhibits, and written communications
presented will be accepted as part of the record.
Declare the public hearing closed.
Request Board consider a motion.
7. SUGGESTED MOTION.
Suggested motion(s) are set forth in the staff report.
8. DISCUSSION ON THE MOTION.
Discussion by the Board on the motion.
9. VOTE ON THE MOTION.
Vote on the motion or consideration of another action.
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COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Kara Washam, Planner I
Date: July 25, 2023
RE: Resolution 67-23, Preliminary Subdivision Plat, Kraemer/Taylor
Townhome Subdivision, 1069 Morgan Street, Kraemer/Taylor
Owners/Applicants
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Conduct a public hearing to consider an application for the Kraemer/Taylor Townhome
Preliminary Plat and Final Subdivision Plat to create two lots in an R-2 (Two-Family
Residential) Zoning District, review the application for compliance with the Estes Park
Development Code (EPDC), and approve, deny, or continue the item.
Present Situation:
The subject property, 0.77 acres and zoned R-2 (Two-Family Residential), contains a
duplex, constructed in 1985. At that time, a recorded Condominium Map created two
condominium units with General Common Elements (GCE) and Limited Common
Elements (LCE). This was well before the Estes Valley Development Code (EVDC) and
associated rezoning in 2000. For years, the owners have informally agreed to use the
property as two separate lots divided generally in the middle, with fences separating the
yards instead of how the Condo Map designated space.
Proposal:
Staff is seeking approval of the Kraemer/Taylor Townhome Preliminary Plat and Final
Subdivision Plat. The approved and recorded Final Subdivision Plat will reconfigure the
condominiums into two lots to be consistent with the existing and historic use of the
duplex property. Although the current owners have long agreed with the arrangement
and layout in place, having a plat recorded for consistency with the property lines is
necessary if there is a change of ownership. The existing duplex and improvements
have been in place since the mid-1980s and no new development is proposed. The
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Townhome Subdivision provisions of the EPDC, within Section 10.5.H., have been
applied to similar situations in dividing an existing duplex into two townhome lots.
Location and Context:
The property is legally described as the Morgan Street Condominium Map, within Lot 32
of the Fort Morgan Colony Subdivision. It is located approximately 300 feet west of the
northwest corner of the intersection of Morgan Street and South Saint Vrain Avenue.
Vicinity Map
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Zoning Map
Table 1: Zoning and Land Use Summary
Comprehensive Plan Zone Uses
Subject
Site Neighborhood Village R-2 (Two-Family
Residential) Residential
North Suburban Estate E (Estate) Residential
South Suburban Estate E (Estate) Residential
East Neighborhood Village R (Residential) Residential
West Suburban Estate E (Estate) Residential
Project Analysis
Review Criteria
The EPDC Section 3.9.E. requires “All subdivision applications shall demonstrate
compliance with the standards and criteria set forth in Chapter 10, ‘Subdivision
Standards,’ and all other applicable provisions of this Code.” Upon recommendation by
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the Planning Commission, the Preliminary Subdivision Plat will go to the Board of
Trustees for action, along with the Final Subdivision Plat. The Final Subdivision Plat is
not reviewed by the Planning Commission.
Depending upon the project's complexity, this section may be a brief summary of the
standards of review or may involve a more detailed analysis of the criteria based on
issues relevant to any particular project. Staff emphasizes this Townhome Subdivision
contains an existing duplex and no further development is proposed on either lot.
1. Lots. The existing duplex was approved on the Morgan Street Condominium Map,
recorded in the records of the Larimer County Clerk and Recorder at Reception
No. 86008901, on 02/21/1986. This Condominium Map created the two units with
area designated as General Common Element (GCE) and Limited Common
Element (LCE), access easements for an adjacent property, and utility easements.
The current Townhome Subdivision proposal is to create two lots. Lot 32A is
16,246 square feet and 32B is 17,451 square feet in size. The existing easements
are also included on the plat.
The Townhome Subdivision provisions in the EPDC, under Section 10.5.H., allows
for this subdivision as proposed within an R-2 Zone District, requiring a platted
building envelope for each unit.
2. Comprehensive Plan. The subject property is designated as Neighborhood
Village in the Estes Forward Comprehensive Plan's Future Land Use Map. This
category "contains medium to higher density single family residential organized in
a more compact development pattern…” The subdivision and existing duplex units
are consistent with the surrounding area and with the recommendations of the
Estes Forward Comprehensive Plan.
3. Water, Electric. The Town of Estes Park currently provides water and electric
service to the two proposed lots, with easements in place on the subdivision plat
that are acceptable and approved by the Town Utilities Department.
4. Sanitary Sewer. Sewer service is provided by the Estes Park Sanitation District
(UTSD). Revisions to easements were made to the preliminary plat as requested
by the District. A shared expense document for a common sewer line was reviewed
and approved, and with that the subdivision proposal is “acceptable to the District.”
Reviewing Agency Comments:
The Kraemer/Taylor Townhome Subdivision application was referred out for agency
comments. Agency comments were received by staff, which have been addressed.
There are no outstanding issues.
Staff Findings:
Based on the foregoing, Staff finds:
Page 268
1. The Estes Park Planning Commission is the Recommending Body for the
Preliminary Subdivision Plat.
2. The Board of Trustees is the Decision-Making Body for the Preliminary
Subdivision Plat and the Final Subdivision Plat.
3. The Estes Park Planning Commission voted to recommend approval of the
Kraemer/Taylor Townhome Preliminary Subdivision Plat at the regular public
hearing held on June 20, 2023.
4. Adequate public/private facilities are currently available and in place to serve the
subject properties.
5. This request has been submitted to all applicable reviewing agency staff for
consideration and comment.
6. The Kraemer/Taylor Townhome Subdivision application is in substantial
compliance with applicable standards set forth in the EPDC.
7. Approval of the Final Plat will result in two (2) lots that are nonconforming in lot
size. R-2 zoning requires a minimum lot size of 18,000 square feet for single-
family lots per Table 4-2 of the EPDC. Lot 32A is 16,246 square feet and Lot 32B
is 17,451 square feet.
8. Section 10.5.H.7.c. states “Townhome projects shall comply with the minimum lot
size for the underlying zoning district; however, each individual townhome unit
may be constructed on a smaller lot, subject to approval of the Decision-Making
Body.”
Advantages:
This proposal is consistent with the standards of the EPDC, specifically: Section 3.9
“Standards of Review” for subdivisions, and Section 10.5.H “Condominiums,
Townhouses and Other Forms of Airspace Ownership.”
Disadvantages:
Subdividing the property will result in two (2) lots that are slightly nonconforming in lot
size.
Action Recommended:
Staff recommends approval of Resolution 67-23.
Finance/Resource Impact:
Little or none.
Level of Public Interest
Low. The Community Development Department has not received any verbal or written
public comments or inquiries to date.
Sample Motion:
I move that the Town Board of Trustees approve Resolution 67-23.
I move that the Town Board of Trustees deny Resolution 67-23, finding that [state
findings for denial].
Page 269
I move to continue Resolution 67-23 to the next regularly scheduled meeting, finding
that [state reasons for continuance].
Attachments:
1. Resolution 67-23
2. Application
3. Preliminary Subdivision Plat
4. Statement of Intent
Full Application: www.estes.org/currentapplications
Page 270
RESOLUTION 67-23
A RESOLUTION APPROVING THE KRAEMER/TAYLOR TOWNHOME PRELIMINARY
SUBDIVISION PLAT
WHEREAS, an application for the Kraemer/Taylor Townhome Preliminary Plat and
Final Subdivision Plat was filed by Richard and Mary Kraemer (Owner/Applicant, Unit A),
Terry and Peggy Taylor (Owner/Applicant, Unit B); and
WHEREAS, the Kraemer/Taylor Townhome Preliminary Plat and Final Subdivision
Plat proposes two (2) lots on a parcel approximately 0.77 acre in size, located within the
R-2 (Two-Family Residential) Zoning District; and
WHEREAS, the lots created by the Kraemer/Taylor Townhome Preliminary Plat
and Final Subdivision Plat are proposed to be 0.373 acres (Lot 32A) and 0.401 acres (Lot
32B) in size; and
WHEREAS, a public hearing, preceded by proper public notice, was held by the
Board of Trustees on July 25, 2023 and at said hearing all those who desired to be heard
were heard and their testimony recorded; and
WHEREAS, the Board of Trustees finds the applicants have complied with the
applicable requirements of the Estes Park Development Code.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Kraemer/Taylor Townhome Preliminary Subdivision Plat, is hereby approved.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 1
Page 271
Revised 20
Condominium Map
Preliminary Map
Final Map
Development Plan
Special Review
Preliminary Subdivision Plat
Final Subdivision Plat
Minor Subdivision Plat
Amended Plat
Project Description
Lot Size Area of Disturbance in Acres
Proposed Land Use
Town Well None
Town Well None
Existing Sanitary Sewer Service EPSD UTSD Septic None
Proposed Sanitary Sewer Service EPSD UTSD Septic
Is a sewer lift station required?Yes No
Existing Gas Service Other None
Existing Zoning Proposed Zoning
Are there wetlands on the site?Yes No
Site staking must be completed at the time application is submitted. Complete?Yes No
Name of Primary Contact Person
Complete Mailing Address
Primary Contact Person is Owner Applicant Consultant/Engineer
Existing Land Use
Existing Water Service
Attachments
Proposed Water Service
Site Access (if not on public street)
Please review the Estes Development Code Appendix B for additional submittal requirements, which
may include ISO calculations, drainage report, traffic impact analysis, geologic hazard mitigation report,
wildfire hazard mitigation report, wetlands report, and/or other additional information.
Project Address
Parcel ID #
Legal Description
General Information
Boundary Line Adjustment
ROW or Easement Vacation
Street Name Change Time
Other: Please specify
Project Name
Supplemental Map
ESTES
APPLICATION
Type of Application
Submittal Date:
Site Information
Application fee
Statement of intent
copies (folded) of plat or plan
11" X 17" reduced copy of plat or plan
Xcel
Primary Contact Information
Community Development Department Phone: (970) 577-3721 Fax: (970) 586-0249 www.estes.org/CommunityDevelopment
Town of Estes Park P.O. Box 1200 170 MacGregor Avenue Estes Park, CO 80517
Other (specify)
Other (specify)
Digital Copies of plats/plans in TIFF or PDF format emailed to
planning@estes.org
Townhome Plat Preliminary
Kraemer / Taylor Morgan Street Townhome Subdivision
Condo Association termination to divide into two separate lots
1069 Morgan Street, Units A & B, Estes Park CO 80517
Lot 32 Fort Morgan Colony Subdivision, Estes Park
Condominium w/ Association for green space, yard
Townhouse (2 units) with each to have separate lot
Craig Stirn - Attorney
343 W Drake Road, Suite 105, Fort Collins CO 80526
Public Street
3/24/2023
Page 272
Revised 20
Consultant/Engineer
PLEASE PRINT:
PLEASE PRINT:
Date
DateApplicant
Record Owner
Applicant
Fax
Names:
Email
Article 65.5 of Title 24 of the Colorado Revised Statutes requires applicants for Development Plans, Special Reviews,
Rezoning, Preliminary and Final Subdivision Plats, Minor Subdivision Plats if creating a new lot, and Preliminary and Final
Condominium Maps to provide notice of the application and initial public hearing to all mineral estate owners where the surface
estate and the mineral estate have been severed. This notice must be given 30 days prior to the first hearing on an application
for development and meet the statutory requirements.
Phone
Cell Phone
Mailing Address
Applicant
Fax
Phone
Email
Contact Information
Phone
Cell Phone
Cell Phone
Mailing Address
Mailing Address
Record Owner(s)
Email
Signatures:
Fax
I hereby certify that the provisions of Section 24-65.5-103 CRS have been met.
MINERAL RIGHT CERTIFICATION
APPLICATION FEES
For development within the Estes Town limits See the fee schedule included in
your application packet or view the fee schedule online
ll requests for refunds must be made in writing.All fees are due at the time of submittal.
Record Owner
Terry L & Peggy A. Taylor Richard E. & Mary Louise Kraemer
1358 SW Wayne Ave, Topeka KS 66604 2553 Creekwood Drive, FC CO 80525
970-308-5030
Terry L & Peggy A. Taylor Richard E. & Mary Louise Kraemer
1358 SW Wayne Ave, Topeka KS 66604 2553 Creekwood Drive, FC CO 80525
970-308-5030
Page 273
Revised 20
PLEASE PRINT:
PLEASE PRINT:
Date
Date
APPLICANT CERTIFICATION
I understand that this proposal may be delayed in processing by a month or more if the information provided is
incomplete, inaccurate, or submitted after the deadline date.
I understand that acceptance of this application by the Town of Estes Park for filing and receipt of the application fee by
the Town does not necessarily mean that the application is complete under the applicable requirements of the E DC.
http://www.estes.or DevCode
Record Owner
Applicant
Signatures:
I grant permission for Town of Estes Park Employees and Planning Commissioners with proper identification access to
my property during the review of this application.
I acknowledge that I have received the Estes Development Review Application Schedule and that failure to meet
the deadlines shown on said schedule may result in my application or the approval of my application becoming null and
void. I understand that full fees will be charged for the resubmittal of an application that has become null and void.
I understand that a resubmittal fee will be charged if my application is incomplete.
The Community Development Department will notify the applicant in writing of the date on which the application is
determined to be complete.
Record Owner
Applicant
I hereby certify that the information and exhibits herewith submitted are true and correct to the best of my knowledge
and that in filing the application I am acting with the knowledge and consent of the owners of the property.
Names:
In submitting the application materials and signing this application agreement, I acknowledge and agree that the
application is subject to the applicable processing and public hearing requirements set forth in the Estes
Development Code (E DC).
I acknowledge that I have obtained or have access to the E DC, and that, prior to filing this application, I have had the
opportunity to consult the relevant provisions governing the processing of and decision on the application.
The Estes Development Code is available online at:
Page 274
Attachment 3
Page 275
Attachment 4
Page 276
Page 277
Page 278
1
PROCEDURE FOR LAND USE PUBLIC HEARING
Applicable items include: Annexation, Amended Plats, Boundary Line Adjustments, Development
Plans, Rezoning, Special Review, Subdivision
1.MAYOR.
The next order of business will be the public hearing on PLANNING COMMISSION
ACTION ITEM 1.B. RESOLUTION 68-23 FINAL PLAT, KRAEMER/TAYLOR
TOWNHOME SUBDIVISION, 1069 MORGAN STREET, KRAEMER/TAYLOR
OWNERS/APPLICANTS.
At this hearing, the Board of Trustees shall consider the information
presented during the public hearing, from the Town staff, from the
Applicant, public comment, and written comments received on the
application.
Has any Trustee had any ex-parte communications concerning this
application(s) which are not part of the Board packet.
Any member of the Board may ask questions at any stage of the public
hearing which may be responded to at that time.
Mayor declares the Public Hearing open.
2.STAFF REPORT .
Review the staff report.
Review any conditions for approval not in the staff report.
3.APPLICANT.
The applicant makes their presentation.
4.PUBLIC COMMENT.
Any person will be given an opportunity to address the Board concerning the
application. All individuals must state their name and address for the record.
Comments from the public are requested to be limited to three minutes per
person.
5.REBUTTAL.
The applicant will be allowed a rebuttal that is limited to or in response to
statements or questions made after their presentation. No new matters may
be submitted.
Page 279
2
6. MAYOR.
Ask the Town Clerk whether any communications have been received in regard
to the application which are not in the Board packet.
Ask the Board of Trustees if there are any further questions concerning the
application.
Indicate that all reports, statements, exhibits, and written communications
presented will be accepted as part of the record.
Declare the public hearing closed.
Request Board consider a motion.
7. SUGGESTED MOTION.
Suggested motion(s) are set forth in the staff report.
8. DISCUSSION ON THE MOTION.
Discussion by the Board on the motion.
9. VOTE ON THE MOTION.
Vote on the motion or consideration of another action.
Page 280
COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Kara Washam, Planner I
Date: July 25, 2023
RE: Resolution 68-23 Final Subdivision Plat, Kraemer/Taylor Townhome, 1069
Morgan Street, Kraemer/Taylor Owners/Applicants
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Conduct a public hearing to consider an application for the Kraemer/Taylor Townhome
Preliminary Plat and Final Subdivision Plat to create two lots in an R-2 (Two-Family
Residential) Zoning District, review the application for compliance with the Estes Park
Development Code (EPDC), and approve, deny, or continue the item.
Present Situation:
The subject property, 0.77 acres and zoned R-2 (Two-Family Residential), contains a
duplex, constructed in 1985. At that time, a recorded Condominium Map created two
condominium units with General Common Elements (GCE) and Limited Common
Elements (LCE). This was well before the Estes Valley Development Code (EVDC) and
associated rezoning in 2000. For years, the owners have informally agreed to use the
property as two separate lots divided generally in the middle, with fences separating the
yards instead of how the Condo Map designated space.
Proposal:
Staff is seeking approval of the Kraemer/Taylor Townhome Preliminary Plat and Final
Subdivision Plat. The approved and recorded Final Subdivision Plat will reconfigure the
condominiums into two lots to be consistent with the existing and historic use of the
duplex property. Although the current owners have long agreed with the arrangement
and layout in place, having a plat recorded for consistency with the property lines is
necessary if there is a change of ownership. The existing duplex and improvements
have been in place since the mid-1980s and no new development is proposed. The
Page 281
Townhome Subdivision provisions of the EPDC, within Section 10.5.H., have been
applied to similar situations in dividing an existing duplex into two townhome lots.
Location and Context:
The property is legally described as the Morgan Street Condominium Map, within Lot 32
of the Fort Morgan Colony Subdivision. It is located approximately 300 feet west of the
northwest corner of the intersection of Morgan Street and South Saint Vrain Avenue.
Vicinity Map
Page 282
Zoning Map
Table 1: Zoning and Land Use Summary
Comprehensive Plan Zone Uses
Subject
Site Neighborhood Village R-2 (Two-Family
Residential) Residential
North Suburban Estate E (Estate) Residential
South Suburban Estate E (Estate) Residential
East Neighborhood Village R (Residential) Residential
West Suburban Estate E (Estate) Residential
Project Analysis
Review Criteria
The EPDC Section 3.9.E. requires “All subdivision applications shall demonstrate
compliance with the standards and criteria set forth in Chapter 10, ‘Subdivision
Standards,’ and all other applicable provisions of this Code.” Upon recommendation by
Page 283
the Planning Commission, the Preliminary Subdivision Plat will go to the Board of
Trustees for action, along with the Final Subdivision Plat. The Final Subdivision Plat is
not reviewed by the Planning Commission.
Depending upon the project's complexity, this section may be a brief summary of the
standards of review or may involve a more detailed analysis of the criteria based on
issues relevant to any particular project. Staff emphasizes this Townhome Subdivision
contains an existing duplex and no further development is proposed on either lot.
1. Lots. The existing duplex was approved on the Morgan Street Condominium Map,
recorded in the records of the Larimer County Clerk and Recorder at Reception
No. 86008901, on 02/21/1986. This Condominium Map created the two units with
area designated as General Common Element (GCE) and Limited Common
Element (LCE), access easements for an adjacent property, and utility easements.
The current Townhome Subdivision proposal is to create two lots. Lot 32A is
16,246 square feet and 32B is 17,451 square feet in size. The existing easements
are also included on the plat.
The Townhome Subdivision provisions in the EPDC, under Section 10.5.H., allows
for this subdivision as proposed within an R-2 Zone District, requiring a platted
building envelope for each unit.
2. Comprehensive Plan. The subject property is designated as Neighborhood
Village in the Estes Forward Comprehensive Plan's Future Land Use Map. This
category "contains medium to higher density single family residential organized in
a more compact development pattern…” The subdivision and existing duplex units
are consistent with the surrounding area and with the recommendations of the
Estes Forward Comprehensive Plan.
3. Water, Electric. The Town of Estes Park currently provides water and electric
service to the two proposed lots, with easements in place on the subdivision plat
that are acceptable and approved by the Town Utilities Department.
4. Sanitary Sewer. Sewer service is provided by the Estes Park Sanitation District
(UTSD). Revisions to easements were made to the preliminary plat as requested
by the District. A shared expense document for a common sewer line was reviewed
and approved, and with that the subdivision proposal is “acceptable to the District.”
Reviewing Agency Comments:
The Kraemer/Taylor Townhome Subdivision application was referred out for agency
comments. Agency comments were received by staff, which have been addressed.
There are no outstanding issues.
Staff Findings:
Based on the foregoing, Staff finds:
Page 284
1. The Estes Park Planning Commission is the Recommending Body for the
Preliminary Subdivision Plat.
2. The Board of Trustees is the Decision-Making Body for the Preliminary
Subdivision Plat and the Final Subdivision Plat.
3. The Estes Park Planning Commission voted to recommend approval of the
Kraemer/Taylor Townhome Preliminary Subdivision Plat at the regular public
hearing held on June 20, 2023.
4. Adequate public/private facilities are currently available and in place to serve the
subject properties.
5. This request has been submitted to all applicable reviewing agency staff for
consideration and comment.
6. The Kraemer/Taylor Townhome Subdivision application is in substantial
compliance with applicable standards set forth in the EPDC.
7. Approval of the Final Plat will result in two (2) lots that are nonconforming in lot
size. R-2 zoning requires a minimum lot size of 18,000 square feet for single-
family lots per Table 4-2 of the EPDC. Lot 32A is 16,246 square feet and Lot 32B
is 17,451 square feet.
8. Section 10.5.H.7.c. states “Townhome projects shall comply with the minimum lot
size for the underlying zoning district; however, each individual townhome unit
may be constructed on a smaller lot, subject to approval of the Decision-Making
Body.”
Advantages:
This proposal is consistent with the standards of the EPDC, specifically: Section 3.9
“Standards of Review” for subdivisions, and Section 10.5.H “Condominiums,
Townhouses and Other Forms of Airspace Ownership.”
Disadvantages:
Subdividing the property will result in two (2) lots that are slightly nonconforming in lot
size.
Action Recommended:
Staff recommends approval of Resolution 68-23.
Finance/Resource Impact:
Little or none.
Level of Public Interest
Low. The Community Development Department has not received any verbal or written
public comments or inquiries to date.
Sample Motion:
I move that the Town Board of Trustees approve Resolution 68-23.
I move that the Town Board of Trustees deny Resolution 68-23, finding that [state
findings for denial].
Page 285
I move to continue Resolution 68-23 to the next regularly scheduled meeting, finding
that [state reasons for continuance].
Attachments:
1. Resolution 68-23
2. Application
3. Final Subdivision Plat
4. Statement of Intent
Full Application: www.estes.org/currentapplications
Page 286
RESOLUTION 68-23
A RESOLUTION APPROVING THE KRAEMER/TAYLOR TOWNHOME FINAL
SUBDIVISION PLAT
WHEREAS, an application for the Kraemer/Taylor Townhome Preliminary Plat and
Final Subdivision Plat was filed by Richard and Mary Kraemer (Owner/Applicant, Unit A),
Terry and Peggy Taylor (Owner/Applicant, Unit B); and
WHEREAS, the Kraemer/Taylor Townhome Preliminary Plat and Final Subdivision
Plat proposes two (2) lots on a parcel approximately 0.77 acre in size, located within the
R-2 (Two-Family Residential) Zoning District; and
WHEREAS, the lots created by the Kraemer/Taylor Townhome Preliminary Plat
and Final Subdivision Plat are proposed to be 0.373 acres (Lot 32A) and 0.401 acres (Lot
32B) in size; and
WHEREAS, a public hearing, preceded by proper public notice, was held by the
Board of Trustees on July 25, 2023 and at said hearing all those who desired to be heard
were heard and their testimony recorded; and
WHEREAS, the Board of Trustees finds the applicants have complied with the
applicable requirements of the Estes Park Development Code.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Kraemer/Taylor Townhome Final Subdivision Plat is hereby approved.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Page 287
Revised 20
Condominium Map
Preliminary Map
Final Map
Development Plan
Special Review
Preliminary Subdivision Plat
Final Subdivision Plat
Minor Subdivision Plat
Amended Plat
Project Description
Lot Size Area of Disturbance in Acres
Proposed Land Use
Town Well None
Town Well None
Existing Sanitary Sewer Service EPSD UTSD Septic None
Proposed Sanitary Sewer Service EPSD UTSD Septic
Is a sewer lift station required?Yes No
Existing Gas Service Other None
Existing Zoning Proposed Zoning
Are there wetlands on the site?Yes No
Site staking must be completed at the time application is submitted. Complete?Yes No
Name of Primary Contact Person
Complete Mailing Address
Primary Contact Person is Owner Applicant Consultant/Engineer
Existing Land Use
Existing Water Service
Attachments
Proposed Water Service
Site Access (if not on public street)
Please review the Estes Development Code Appendix B for additional submittal requirements, which
may include ISO calculations, drainage report, traffic impact analysis, geologic hazard mitigation report,
wildfire hazard mitigation report, wetlands report, and/or other additional information.
Project Address
Parcel ID #
Legal Description
General Information
Boundary Line Adjustment
ROW or Easement Vacation
Street Name Change Time
Other: Please specify
Project Name
Supplemental Map
ESTES
APPLICATION
Type of Application
Submittal Date:
Site Information
Application fee
Statement of intent
copies (folded) of plat or plan
11" X 17" reduced copy of plat or plan
Xcel
Primary Contact Information
Community Development Department Phone: (970) 577-3721 Fax: (970) 586-0249 www.estes.org/CommunityDevelopment
Town of Estes Park P.O. Box 1200 170 MacGregor Avenue Estes Park, CO 80517
Other (specify)
Other (specify)
Digital Copies of plats/plans in TIFF or PDF format emailed to
planning@estes.org
Townhome Plat Preliminary
Kraemer / Taylor Morgan Street Townhome Subdivision
Condo Association termination to divide into two separate lots
1069 Morgan Street, Units A & B, Estes Park CO 80517
Lot 32 Fort Morgan Colony Subdivision, Estes Park
Condominium w/ Association for green space, yard
Townhouse (2 units) with each to have separate lot
Craig Stirn - Attorney
343 W Drake Road, Suite 105, Fort Collins CO 80526
Public Street
3/24/2023
Page 288
Revised 20
Consultant/Engineer
PLEASE PRINT:
PLEASE PRINT:
Date
DateApplicant
Record Owner
Applicant
Fax
Names:
Email
Article 65.5 of Title 24 of the Colorado Revised Statutes requires applicants for Development Plans, Special Reviews,
Rezoning, Preliminary and Final Subdivision Plats, Minor Subdivision Plats if creating a new lot, and Preliminary and Final
Condominium Maps to provide notice of the application and initial public hearing to all mineral estate owners where the surface
estate and the mineral estate have been severed. This notice must be given 30 days prior to the first hearing on an application
for development and meet the statutory requirements.
Phone
Cell Phone
Mailing Address
Applicant
Fax
Phone
Email
Contact Information
Phone
Cell Phone
Cell Phone
Mailing Address
Mailing Address
Record Owner(s)
Email
Signatures:
Fax
I hereby certify that the provisions of Section 24-65.5-103 CRS have been met.
MINERAL RIGHT CERTIFICATION
APPLICATION FEES
For development within the Estes Town limits See the fee schedule included in
your application packet or view the fee schedule online
ll requests for refunds must be made in writing.All fees are due at the time of submittal.
Record Owner
Terry L & Peggy A. Taylor Richard E. & Mary Louise Kraemer
1358 SW Wayne Ave, Topeka KS 66604 2553 Creekwood Drive, FC CO 80525
970-308-5030
Terry L & Peggy A. Taylor Richard E. & Mary Louise Kraemer
1358 SW Wayne Ave, Topeka KS 66604 2553 Creekwood Drive, FC CO 80525
970-308-5030
Page 289
Revised 20
PLEASE PRINT:
PLEASE PRINT:
Date
Date
APPLICANT CERTIFICATION
I understand that this proposal may be delayed in processing by a month or more if the information provided is
incomplete, inaccurate, or submitted after the deadline date.
I understand that acceptance of this application by the Town of Estes Park for filing and receipt of the application fee by
the Town does not necessarily mean that the application is complete under the applicable requirements of the E DC.
http://www.estes.or DevCode
Record Owner
Applicant
Signatures:
I grant permission for Town of Estes Park Employees and Planning Commissioners with proper identification access to
my property during the review of this application.
I acknowledge that I have received the Estes Development Review Application Schedule and that failure to meet
the deadlines shown on said schedule may result in my application or the approval of my application becoming null and
void. I understand that full fees will be charged for the resubmittal of an application that has become null and void.
I understand that a resubmittal fee will be charged if my application is incomplete.
The Community Development Department will notify the applicant in writing of the date on which the application is
determined to be complete.
Record Owner
Applicant
I hereby certify that the information and exhibits herewith submitted are true and correct to the best of my knowledge
and that in filing the application I am acting with the knowledge and consent of the owners of the property.
Names:
In submitting the application materials and signing this application agreement, I acknowledge and agree that the
application is subject to the applicable processing and public hearing requirements set forth in the Estes
Development Code (E DC).
I acknowledge that I have obtained or have access to the E DC, and that, prior to filing this application, I have had the
opportunity to consult the relevant provisions governing the processing of and decision on the application.
The Estes Development Code is available online at:
Page 290
Attachment 3
Page 291
Attachment 4
Page 292
Page 293
7/26/2023
Community Development
Town Board Meeting
July 25, 2023
Kraemer/Taylor Townhome
Preliminary and Final
Subdivision Plat
(1069 Morgan Street)
Presented by Kara Washam, Planner I
Vicinity Map of Subject Area
1069 Morgan St.
1
2
Page 294
7/26/2023
Zoning Map
R
R
R-2
R-2 R-2
R
E
E
E
E
E
R
Existing Conditions (Front)
3
4
Page 295
7/26/2023
Existing Conditions (Rear)
Preliminary Subdivision Plat
5
6
Page 296
7/26/2023
Final Subdivision Plat
Key Points
• 0.77 acres and zoned R-2 (EVDC 2000).
• Duplex constructed in 1985, Condominium Map
created two units with GCE, LCE.
• Duplex has been separated and utilized as if it
were two separate lots for many years.
• Applicants propose formalizing the two lots
through the Townhome Subdivision process.
• No new development or changes to use or
structure is proposed.
7
8
Page 297
7/26/2023
Staff Findings
• The Kraemer/Taylor Townhome Subdivision
application is in substantial compliance with
EPDC standards (Section 10.5.H.)
• EPPC voted to recommend approval of the
Preliminary Plat (6/20/2023).
• Approval will result in 2 lots nonconforming in
size. (16,246 s.f. & 17,451 s.f.vs. 18,000 s.f.).
• Section 10.5.H.7.c. allows the Decision-Making
Body to approve each individual townhome unit
on a smaller unit.
Proposal
• Staff seeks approval of the Kraemer/Taylor
Townhome Preliminary Subdivision Plat and Final
Subdivision Plat.
• Approval will reconfigure the existing duplex
(condos) into two lots- consistent with the current
and historical use.
• Lot 32A (16,246 s.f.) and Lot 32B (17,7451 s.f.)
• Approval may prevent future issues if change of
ownership.
9
10
Page 298
7/26/2023
Advantages & Disadvantages
Advantages:
This proposal is consistent with the standards of
the EPDC, specifically: Section 3.9 “Standards of
Review” for subdivisions, and Section 10.5.H
“Condominiums, Townhouses and Other Forms of
Airspace Ownership.”
Disadvantages:
Subdividing the property will result in two (2) lots
that are slightly nonconforming in lot size.
Action Recommended- Preliminary
Staff recommends approval of the Kraemer/Taylor
Townhome Preliminary Subdivision Plat
Sample Motion:
•I move that the Town Board of Trustees approve
Resolution 67-23.
•I move that the Town Board of Trustees deny Resolution
67-23, finding that [state findings for denial].
•I move to continue the Kraemer/Taylor Townhome
Preliminary Subdivision Plat to the next regularly
scheduled meeting. [State reasons for continuance].
11
12
Page 299
7/26/2023
Action Recommended- Final
Staff recommends approval of the Kraemer/Taylor
Townhome Final Subdivision Plat
Sample Motion:
•I move that the Town Board of Trustees approve
Resolution 68-23.
•I move that the Town Board of Trustees deny Resolution
68-23, finding that [state findings for denial].
•I move to continue the Kraemer/Taylor Townhome Final
Subdivision Plat to the next regularly scheduled meeting.
[State reasons for continuance].
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Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jackie Williamson, Town Clerk
Date: July 25, 2023
RE: Town Board Policy 101 – Board Assignments
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER - Policy
QUASI-JUDICIAL YES NO
Objective:
To update appointments to boards, committees, commissions and liaison positions as
outlined in the draft policy.
Present Situation:
At the July 11, 2023 study session, the Board discussed the potential of a new Town
Board liaison position to the Estes Park Housing Authority. This discussion was
precipitated by the recent discussion and approval of the Memorandum of
Understanding between the Town and the Authority for the management of the new
6E funds to assist with workforce housing. After the discussion, Board consensus
was to bring forward the consideration of a liaison appointment to the Housing
Authority.
Proposal:
Policy 101 has been revised to include the appointment of a liaison to the Estes Park
Housing Authority. This appointment would run through the second meeting in April
2024. At that time the new Board would be seated after the April 2024 election and new
Board appointments would be adopted.
Advantages:
•A Town Board liaison to the Housing Authority would assist the Board in
keeping up to date on activities of the Authority and use of the 6E funds to
advance workforce housing in Estes Park.
Disadvantages:
•The Housing Authority would continue to operate as it has without a liaison.
Potential discussions, considerations, and projects related to the Housing
TOWN CLERK’S OFFICE
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Authorities activities may not be forthcoming in a timely manner without a Town
Board liaison.
Action Recommended:
Approve the revisions to Policy 101 and the appointment of a Trustee to fill the new
Estes Park Housing Authority liaison position.
Finance/Resource Impact:
None
Level of Public Interest:
Low
Sample Motion:
I move to approve Policy 101 as revised with Trustee ______ to be appointed to the
Estes Park Housing Authority.
I move to deny Policy 101 as revised.
Attachments:
1. Policy 101 Division of Responsibilities – Redlined
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Revisions: 165 Town of Estes Park, Town Board Governance Policies Page 1 of 4
Effective Period: Until Superseded
Review Schedule: After each municipal election
Effective Date: 06/13/202307/25/2023
References: Governing Policies Manual; Governance Policy Manual 1.6 Board
Appointed Committee Principles
TOWN BOARD POLICY GOVERNANCE
BOARD OF TRUSTEES DIVISION OF RESPONSIBILITIES
101
1. Purpose: The Board of Trustees has many varied responsibilities. In order to effectively
use their time, the Board finds it necessary to divide duties and responsibilities among
the Board members.
2. Assignments To Ongoing Committees: At the first regular meeting following the
certification of the results of each biennial election, the Board of Trustees determines
each Board and Commission Primary Liaison assignments and responsibilities for the
remainder of the term of the current standing Town Board.
a) Interim Assignments: Should the Board deem it necessary to create a new liaison
assignment or to modify assignments at some time other than as described in
101.2, the Board may do so at any regular meeting of the Board.
3. Assignment To Committees of The Board of Trustees (committees comprised solely
of members of the Board of Trustees)
a) Assignments to Audit Committee:
At the first regular meeting following the certification of the results of each biennial
election, the Mayor shall appoint two (2) Trustees to the Audit committee with the
Mayor serving as the third member.
(Ord. 26-88 §1(part), 1988; Ord. 7-03 §1, 2003; Ord. 10-10 §1, 2010; Ord. 10-14
§1, 2014; Ord. 13-15, § 1, 9-22-2015)
b) Assignment to Special Committees:
Special committees may be established by the Board of Trustees. The Mayor
shall appoint all members of any special committee subject to the approval of the
Board of Trustees. (Estes Park Municipal Code 2.08.020)
4. Appointment of Mayor Pro- Tem: “At its first meeting following the certification of the
results of each biennial election, the Board of Trustees shall choose one (1) of the
Trustees as Mayor Pro Tem who, in the absence of the Mayor from any meeting of the
Board of Trustees, or during the Mayor's absence from the Town or his or her inability to
act, shall perform his or her duties.” (Estes Park Municipal Code 2.16.010)
5. Special Assignments to Ad-Hoc and Temporary Committees: The Mayor may
nominate trustees to serve on committees, community groups, or in some other
capacities as a representative of the Town, except in cases where a Board Liaison has
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Revisions: 165 Town of Estes Park, Town Board Governance Policies Page 2 of 4
been approved by the Board of Trustees (Policy 1.7.) The Mayor shall present the
nomination of any such appointments to the Board for approval at a regular town board
meeting. The Mayor will make every effort to distribute special assignments equitably
among the members of the Board.
6. Interview panels for Town Committees – In accordance with Section IV A 6 of Policy
102, Town Committees, “Applicants for all committees will be interviewed by the Town
Board, or its designees. Any designees will be appointed by the full Town Board”.
7. Outside Committees – Outside committees are committees or boards where the Town
is represented by a member of the Board of Trustees and/or staff. These are not
committees of the Town of Estes Park and therefore the rules and guidelines for
membership are those of the outside entity not the Town. At times, they may request that
the Trustees assign an individual(s) to represent the Town, however they may also
request a specific individual or position as the Town’s representative to the committee.
8. Liaison Assignments - The Mayor may nominate trustees to serve as a Board Liaison.
The Mayor shall present the nomination of any such appointments to the Board for
approval at a regular town board meeting. The Mayor will make every effort to distribute
special assignments equitably among the members of the Board.
9. Special Consideration for Platte River Power Authority (PRPA) Board - The Mayor
or the Mayor's designee serves on the PRPA Board ex officio. The second PRPA Board
appointment shall be approved by the Town Board, with preference for the Utilities
Director per PRPA Resolution 07-19.
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Revisions: 165 Town of Estes Park, Town Board Governance Policies Page 3 of 4
Board Assignments
Mayor Pro-Tem - __ Trustee Cenac_____________
Board and Commission and Community Representation
Board, Commission or Task Force Liaison Staff Liaison Type of
Committee
Estes Park Planning Commission Trustee
MacAlpine
Jessica Garner Advisory/
Decision Making
Estes Park Board of Adjustment Trustee
MacAlpine
Jessica Garner Decision Making
Rooftop Rodeo Committee Trustee Cenac n/a Outside
Estes Park Museum Friends and
Foundation Inc.
n/a Derek Fortini Outside
Police Auxiliary Trustee
Younglund
David Hayes Working Group
Transportation Advisory Board Trustee
Martchink
Greg Muhonen Advisory
Estes Valley Restorative Justice Trustee Hazelton Denise Lord Working Group
Estes Park Board of Appeals Trustee Hazelton Jessica Garner Advisory/
Decision Making
Sister Cities Trustee
MacAlpine
n/a Working Group
Estes Park Housing Authority Board of
Commissioners
n/a Outside
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Revisions: 165 Town of Estes Park, Town Board Governance Policies Page 4 of 4
Committee or Board Appointed
Member(s)
Staff Liaison Type of
Committee
Audit Committee Mayor Koenig
Mayor Pro Tem
Cenac
Trustee Hazelton
Travis
Machalek
Advisory
Colorado Association of Ski Towns
(CAST)
Voting Designee –
Trustee Cenac
Alt Designee TA
Machalek
n/a Outside
Platte River Power Authority Board of
Directors
Mayor Koenig Reuben
Bergsten
Outside
Estes Park Economic Development
Corporation Board of Directors
Trustee Hazelton &
TA Machalek
n/a Outside
Larimer County Regional Opioid
Abatement Council
Trustee Younglund
expires 02/14/2025
Outside
Larimer County Solid Waste Policy
Council
Mayor Koenig
expires 11/30/2024
n/a Outside
Local Marketing District (Visit Estes
Park)
Trustee Lancaster
Alt Designee Mayor
Pro Tem Cenac
n/a Outside
Regional Transportation Infrastructure
Funding Task Force
Trustee Martchink n/a Outside
Larimer County Behavioral Health Policy
Council
Mayor Koenig n/a Outside
___________________________________
Wendy Koenig, Mayor
_____________
Date
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