The URL can be used to link to this page

Browse Search

Home My WebLink About20231150.tiffConivaci 1MV k ly December 2, 2024 FACILITIES DEPARTMENT PHONE: (970) 400-2020 FAX: (970) 304-6532 WEBSITE: www.co.weld.co.us 1105 H STREET P.O. BOX 758 GREELEY, COLORADO 80632 To: Board of County Commissioners From: Patrick O'Neill Subject: Facilities Master Plan Change Order #1— (82300087) The Facilities Master plan that was recently completed gave financial analysis for different scenarios regarding moving the judicial center out of downtown Greeley but did not give any projections if it stayed in downtown Greeley. This change order is needed to have Gensler provide additional financial analysis to leave the judicial center in downtown Greeley. During a work session on December 2, 2024, the BOCC approved moving forward with this change order. Patrick O'Neill Facilities Director If you have any questions, please contact me at extension 2023. Sincerely, Patrick O'Neill Director copse -n+ z/a iz4 `1° .9/11,21/- 2023-k\50 Bel 0025 Change Order # 1 to Service Agreement Between Weld County and Gensler Date: December 2, 2024 Original Agreement: 2023-1150 County Department: Facilities The parties hereby agree to amend the work to be completed pursuant to the Original Agreement in accordance with the terms of this Change Order. 1. Contractor agrees to provide the amended services as described in the attached Exhibit, which is hereby incorporated into the Agreement. 2. Department agrees to compensate Contractor for said amended services in accordance with the Exhibit. 3. The amount of the contract is adjusted as follows: $ 951,579.00 Original Contract Amount $ 0.00 Previously Approved Change order(s) Amount $ 49,800.00 Current Change Order Amount $ 1,001,379.00 New Contract Total All other terms and conditions of the Original Agreement remain unchanged. CONTRACTOR: By: Kevtw Name: Kevin Rosenstein Title: Principal ATTEST: Weld Coun BY: eputy Clerk to the Date 12.2.24 BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO D. Ross, Chair DEC 0 ' 20 it Page 1 of 1 ZaZ3—(150 PROJECT UNDERSTANDING Weld County ("County") is looking to develop additional judicial campus scenarios in downtown Greely to determine the feasibility and potential cost for growing in place. This additional study will define ROM cost projections that will provide a basis for a cost avoidance analysis against alternate scenarios. We have gathered ample data from the Facilities Master Plan and will lean into the information we have available. However, to ensure the cost avoidance models and projections are as accurate as possible, we will also engage our cost estimator partner to provide updated data on the new scenarios, as these new scenarios may require different construction approaches than the FMP had previously outlined in the recommendations. PROJECT APPROACH Considering the holidays, we estimate approximately ten weeks to complete the study, reflected in our scope below. This duration is based on using existing data plus time for the County to review and provide feedback. OPTIONS DEVELOPMENT AND ANALYSIS 10 weeks 1 DEVELOP SUITABLE ALTERNATIVES Based on the information gathered and recommended in the FMP, we will develop up to three (3) additional planning options that address site, programmatic and facility issues for the judicial campus and space needs. The following aspects will be considered: • Potential new building location(s), • Demolition of existing facilities, • Parking requirements, • Facility conditions, • Security needs, • Current and projected space needs, • Current space utilization, • Customer service and office locations, • Organizational and cultural drivers, • Departmental adjacencies, ■ Service delivery geography, • Quality of the workspace, The options will meet functional needs and fiscal realities, ultimately leading to multiple recommendations that could potentially meet the needs of the judicial campus and will each take into account the constraints of expansion to meet long term needs in the current location. 2 ROM CONSTRUCTION COST ESTIMATES We will develop high-level construction cost estimates for the three additional master plan scenarios being put forward for consideration. Such costs will include demolition, site clearance, hard construction, renovation, and contingencies as applicable. 3 FINANCIAL ANALYSIS As scenarios are developed, if necessary, we will utilize information from the financial analysis in the FMP to provide additional insights to these new scenarios to forecast and quantify the County's costs. Considering that these are new options, the data available from the existing FMP to support these options may be limited. 4 COST AVOIDANCE MODELING During the project we will build out a cost avoidance model to understand the financial implications between different scenarios. The cost avoidance model will include variables such as inflation forecasting, local cost of construction and labor, etc. S COST AVOIDANCE ANALYSIS Once the model is built and the cost estimates are determined, Gensler will then conduct a cost avoidance analysis to determine the cost effectiveness for each new scenario for the downtown Greely area against the options proposed in the FMP. 6 COUNTY REVIEW/COMMENTS AND APPROVAL Gensler will review the information with the County representatives and allow for a review period for further comments. Gensler will consolidate the feedback and make appropriate revisions. 7 ADDITIONS TO THE COUNTY FACILITIES MASTER PLAN REPORT Gensler will document the feedback from the previous review period and incorporate the revised data into the previously submitted FMP. Weld County Downtown Greely Analysis Project Schedule Last updated: 11.25.2024 Week Date 1 12/9 2 12/16 3* 12/23 4* 12/30 5 1/6 6* 1/13 7 1/20 8 1/27 Greely Expansion Options Analysis 10 Weeks Analysis for Existing Recommendation in Downtown Location Develop new Scenarios for Cost Estimating - ROM cost estimates Financial Analysis Cost Avoidance Modeling Cost Avoidance Analysis _ County Review/Comment/Approval Incorporation into Existing Report • LEGEND * Holiday week • Client meetings u Client review (provide comments/updates/approval) TEAM Billing Rate Paul Natzke Project Director $ 300.00 2 2 2 2 2 2 2 2 Michael Adkins Project Lead $ 250.00 8 8 0 0 12 12 12 4 Lindsey Salazar Lead Strategist/Designer $ 175.00 8 _ 8 8 8 8 8 4 4 Joyce Lo Technical Director $ 225.00 8 8 8 8 12 12 12 4 Total Hours * Team travel week Total Fee 26 26 18 18 34 34 r 30 14 $5,800.00 $5,800.00 $3,800.00 $3,800.00 $7,700.00 $7,700.00 $7,000.00 $3,200.00 Gensler Gensler KPJ Travel Expenses TOTAL PROJECT FEE Project Fee Total Hours $ 4,800.00 16 $ 14,000.00 56 $ 9,800.00 56 $ 16,200.00 72 $ - 0 $ - $44,800.00 $ 5,000.00 $49,800.00 Contract Form Entity Information Entity Name* M ARTHUR GENSLER JR & ASSOCIATES INC Entity ID* @00047117 Contract Name* FACILITIES MASTER PLAN CHANGE ORDER Contract Status CTB REVIEW Q New Entity? Contract ID 8916 Contract Lead * CNAIBAUER Contract Lead Email cnaibauer@weld.gov Parent Contract ID Requires Board Approval YES Department Project # Contract Description* PROVIDE ADDITIONAL FINANCIAL ANALYSIS TO LEAVE THE JUDICIAL CENTER IN DOWNTOWN GREELEY RATHER THAN MOVE IT OUT OF THE DOWNTOWN AREA. Contract Description 2 Contract Type* Department Requested BOCC Agenda Due Date CHANGE ORDER BUILDINGS AND Date* 12/05/2024 GROUNDS 12/09/2024 Amount* $49,800.00 Department Email Will a work session with BOCC be required?* CM- HAD Renewable* BuildingGrounds@weld.go NO Does Contract require Purchasing Dept. to be Automatic Renewal Grant IGA Department Head Email CM-BuildingGrounds- DeptHead@weld.gov County Attorney GENERAL COUNTY ATTORNEY EMAIL County Attorney Email CM- COUNTYATTORNEY@WEL D.GOV included? If this is a renewal enter previous Contract ID If this is part of a MSA enter MSA Contract ID Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts are not in OnBase Contract Dates Effective Date Review Date* Renewal Date 02/10/2025 Termination Notice Period Contact Information Committed Delivery Date Expiration Date* 02/10/2025 Contact Info Contact Name Contact Type Contact Email Contact Phone 1 Contact Phone 2 Purchasing Purchasing Approver Purchasing Approved Date Approval Process Department Head Finance Approver Legal Counsel CURTIS NAIBAUER CHERYL PATTELLI BYRON HOWELL DH Approved Date Finance Approved Date Legal Counsel Approved Date 12/02/2024 12/04/2024 12/05/2024 Final Approval BOCC Approved Tyler Ref # AG 120924 BOCC Signed Date Originator CNAIBAUER BOCC Agenda Date 12/09/2024 Conkvac+ I1:4 �o7 PROFESSIONAL SERVICE AGREEMENT BETWEEN WELD COUNTY AND GENSLER FACILITIES MASTER PLAN PROJECT THIS AGREEMENT is made and entered into this 31st day of May , 2023, by and between the Board of Weld County Commissioners, on behalf of the Facilities Department, hereinafter referred to as "County," and Gensler, hereinafter referred to as "Contractor". WHEREAS, County desires to retain Contractor to perform services as required by County and set forth in the attached Exhibits; and WHEREAS, Contractor is willing and has the specific ability, qualifications, and time to perform the required services according to the terms of this Agreement; and WHEREAS, Contractor is authorized to do business in the State of Colorado and has the time, skill, expertise, and experience necessary to provide the services as set forth below. NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the parties hereto agree as follows: 1. Introduction. The terms of this Agreement are contained in the terms recited in this document and in the attached Exhibits, each of which forms an integral part of this Agreement and are incorporated herein. The parties each acknowledge and agree that this Agreement, including the attached Exhibits, define the performance obligations of Contractor and Contractor's willingness and ability to meet those requirements (the "Work"). If a conflict occurs between this Agreement and any Exhibit or other attached document, the terms of this Agreement shall control, and the remaining order of precedence shall based upon order of attachment. Exhibit A consists of County's Request for Bid (RFB) or Request for Proposal (RFP) as set forth in Bid Package No. B2300087. Exhibit B consists of Contractor's Response to County's Request. 2. Service or Work. Contractor agrees to procure the materials, equipment and/or products necessary for the Work and agrees to diligently provide all services, labor, personnel and materials necessary to perform and complete the Work described in the attached Exhibits. Contractor shall further be responsible for the timely completion and acknowledges that a failure to comply with the standards and requirements of Work within the time limits prescribed by County may result in County's decision to withhold payment or to terminate this Agreement. 3. Term. The term of this Agreement begins upon the date of the mutual execution of this Agreement and shall continue through and until Contractor's completion of the responsibilities described in the attached Exhibits. Both of the parties to this Agreement understand and agree that the laws of the State of Colorado prohibit County from entering into Agreements which bind County for periods longer than one year. This Agreement may be extended upon mutual written agreement of the Parties. Cornini- Actrict-ix 66: P 6)„,6„, e) //.2-A9,5 2023 -1 I e -K112,5 4. Termination; Breach; Cure. County may terminate this Agreement for its own convenience upon thirty (30) days written notice to Contractor. Either Party may immediately terminate this Agreement upon material breach of the other party, however the breaching party shall have fifteen (15) days after receiving such notice to cure such breach. Upon termination, County shall take possession of all materials, equipment, tools and facilities owned by County which Contractor is using, by whatever method it deems expedient; and, Contractor shall deliver to County all drawings, drafts, or other documents it has completed or partially completed under this Agreement, together with all other items, materials and documents which have been paid for by County, and these items, materials and documents shall be the property of County. Copies of work product that is incomplete at the time of termination shall be marked "DRAFT - INCOMPLETE." If this Agreement is terminated by County, Contractor shall be compensated for, and such compensation shall be limited to, (1) the sum of the amounts contained in invoices which it has submitted and which have been approved by the County; (2) the reasonable value to County of the services which Contractor provided prior to the date of the termination notice, but which had not yet been approved for payment; and (3) the cost of any work which the County approves in writing which it determines is needed to accomplish an orderly termination of the work. County shall be entitled to the use of all material generated pursuant to this Agreement upon termination. Upon termination of this Agreement by County, Contractor shall have no claim of any kind whatsoever against the County by reason of such termination or by reason of any act incidental thereto, except for compensation for work satisfactorily performed and/or materials described herein properly delivered. 5. Extension or Amendment. Any amendments or modifications to this agreement shall be in writing signed by both parties. No additional services or work performed by Contractor shall be the basis for additional compensation unless and until Contractor has obtained written authorization and acknowledgement by County for such additional services. Accordingly, no claim that the County has been unjustly enriched by any additional services, whether or not there is in fact any such unjust enrichment, shall be the basis of any increase in the compensation payable hereunder. In the event that written authorization and acknowledgment by the County for such additional services is not timely executed and issued in strict accordance with this Agreement, Contractor's rights with respect to such additional services shall be deemed waived and such failure shall result in non-payment for such additional services or work performed. In the event the County shall require changes in the scope, character, or complexity of the work to be performed, and said changes cause an increase or decrease in the time required or the costs to the Contractor for performance, an equitable adjustment in fees and completion time shall be negotiated between the parties and this Agreement shall be modified accordingly by Change Order. Any claims by the Contractor for adjustment hereunder must be made in writing prior to performance of any work covered in the anticipated Change Order, unless approved and documented otherwise by the County Representative. Any change in work made without such prior Change Order shall be deemed covered in the compensation and time provisions of this Agreement, unless approved and documented otherwise by the County Representative. 6. Compensation. Upon Contractor's successful completion of the Work, and County's acceptance of the same, County agrees to pay Contractor an amount not to exceed $951,579.00 as set forth in the Exhibits. No payment in excess of that set forth in the Exhibits will be made by County unless a Change Order authorizing such additional payment has been 2 specifically approved by Weld County as required pursuant to the Weld County Code. If, at any time during the term or after termination or expiration of this Agreement, County reasonably determines that any payment made by County to Contractor was improper because the service for which payment was made did not perform as set forth in this Agreement, then upon written notice of such determination and request for reimbursement from County, Contractor shall forthwith return such payment(s) to County. Upon termination or expiration of this Agreement, unexpended funds advanced by County, if any, shall forthwith be returned to County. County will not withhold any taxes from monies paid to the Contractor hereunder and Contractor agrees to be solely responsible for the accurate reporting and payment of any taxes related to payments made pursuant to the terms of this Agreement. Unless expressly enumerated in the attached Exhibits, Contractor shall not be entitled to be paid for any other expenses (e.g. mileage). Notwithstanding anything to the contrary contained in this Agreement, County shall have no obligations under this Agreement after, nor shall any payments be made to Contractor in respect of any period after December 31 of any year, without an appropriation therefore by County in accordance with a budget adopted by the Board of County Commissioners in compliance with Article 25, Title 30 of the Colorado Revised Statutes, the Local Government Budget Law (C.R.S. 29-1-101 et. seq.) and the TABOR Amendment (Colorado Constitution, Article X, Sec. 20). 7. Independent Contractor. Contractor agrees that it is an independent contractor and that Contractor's officers, agents or employees will not become employees of County, nor entitled to any employee benefits (including unemployment insurance or workers' compensation benefits) from County as a result of the execution of this Agreement. Contractor shall be solely responsible for its acts and those of its agents and employees for all acts performed pursuant to this Agreement. 8. Subcontractors. Contractor acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of Contractor. Contractor shall not enter into any subcontractor agreements for the completion of the Work without County's prior written consent, which may be withheld in County's sole discretion. County shall have the right in its reasonable discretion to approve all personnel assigned to the Work during the performance of this Agreement and no personnel to whom County has an objection, in its reasonable discretion, shall be assigned to the Work. Contractor shall require each subcontractor, as approved by County and to the extent of the Work to be performed by the subcontractor, to be bound to Contractor by the terms of this Agreement, and to assume toward Contractor all the obligations and responsibilities which Contractor, by this Agreement, assumes toward County. County shall have the right (but not the obligation) to enforce the provisions of this Agreement against any subcontractor hired by Contractor and Contractor shall cooperate in such process. The Contractor shall be responsible for the acts and omissions of its agents, employees and subcontractors. 9. Ownership. All work and information obtained by Contractor under this Agreement or individual work order shall become or remain (as applicable), the property of County. In addition, all reports, documents, data, plans, drawings, records and computer files generated by Contractor in relation to this Agreement and all reports, test results and all other tangible materials obtained and/or produced in connection with the performance of this Agreement, whether or not such materials are in completed form, shall at all times be considered the property of the County. Contractor shall not make use of such material for purposes other than in connection with this Agreement without prior written approval of County. 3 10. Confidentiality. Confidential information of the Contractor should be transmitted separately from non -confidential information, clearly denoting in red on the relevant document at the top the word, "CONFIDENTIAL." However, Contractor is advised that as a public entity, Weld County must comply with the provisions of the Colorado Open Records Act (CORA), C.R.S. 24-72-201, et seq., with regard to public records, and cannot guarantee the confidentiality of all documents. Contractor agrees to keep confidential all of County's confidential information. Contractor agrees not to sell, assign, distribute, or disclose any such confidential information to any other person or entity without seeking written permission from the County. Contractor agrees to advise its employees, agents, and consultants, of the confidential and proprietary nature of this confidential information and of the restrictions imposed by this Agreement. 11. Warranty. Contractor warrants that the Work performed under this Agreement will be performed in a manner consistent with the standards governing such services and the provisions of this Agreement. Contractor further represents and warrants that all Work shall be performed by qualified personnel in a professional manner, consistent with industry standards, and that all services will conform to applicable specifications. For work in which Contractor produces a design to be used for construction purposes, Contractor shall carefully check all unit quantities and quantity calculations and shall submit them for County review. If the County experiences additional costs during project construction which are directly associated with errors and omissions (professional negligence) which require change orders to the construction contract resulting in costs greater than the construction contract bid unit costs, Contractor shall be financially liable for such increased costs. 12. Acceptance of Services Not a Waiver. Upon completion of the Work, Contractor shall submit to County originals of all test results, reports, etc., generated during completion of this work. Acceptance by County of reports and incidental material(s) furnished under this Agreement shall not in any way relieve Contractor of responsibility for the quality and accuracy of the project. In no event shall any action by County hereunder constitute or be construed to be a waiver by County of any breach of this Agreement or default which may then exist on the part of Contractor, and County's action or inaction when any such breach or default exists shall not impair or prejudice any right or remedy available to County with respect to such breach or default. No assent, expressed or implied, to any breach of any one or more covenants, provisions or conditions of the Agreement shall be deemed or taken to be a waiver of any other breach. Acceptance by the County of, or payment for, the Work completed under this Agreement shall not be construed as a waiver of any of the County's rights under this Agreement or under the law generally. 13. Insurance. Contractor must secure, before the commencement of the Work, the following insurance covering all operations, goods, and services provided pursuant to this Agreement, and shall keep the required insurance coverage in force at all times during the term of the Agreement, or any extension thereof, and during any warranty period. For all coverages, Contractor's insurer shall waive subrogation rights against County. 4 a. Types of Insurance. Workers' Compensation / Employer's Liability Insurance as required by state statute, covering all of the Contractor's employees acting within the course and scope of their employment. The policy shall contain a waiver of subrogation against the County. This requirement shall not apply when a Contractor or subcontractor is exempt under Colorado Workers' Compensation Act., AND when such Contractor or subcontractor executes the appropriate sole proprietor waiver form. Commercial General Liability Insurance including public liability and property damage, covering all operations required by the Work. Such policy shall include minimum limits as follows: $1,000,000 each occurrence; $1,000,000 general aggregate; $1,000,000 Personal injury $5,000; Medical payment per person. Automobile Liability Insurance: Contractor shall maintain limits of $1,000,000 for bodily injury per person, $1,000,000 for bodily injury for each accident, and $1,000,000 for property damage applicable to all vehicles operating both on County property and elsewhere, for vehicles owned, hired, and non -owned vehicles used in the performance of this Contract. Professional Liability (Errors and Omissions Liability). The policy shall cover professional misconduct or lack of ordinary skill for those positions defined in the Scope of Services of this contract. Contractor shall maintain limits for all claims covering wrongful acts, errors and/or omissions, including design errors, if applicable, for damage sustained by reason of or in the course of operations under this Contract resulting from professional services. In the event that the professional liability insurance required by this Contract is written on a claims -made basis, Contractor warrants that any retroactive date under the policy shall precede the effective date of this Contract; and that either continuous coverage will be maintained or an extended discovery period will be exercised for a period of two (2) years beginning at the time work under this Contract is completed. Minimum Limits: $1,000,000 Per Loss; $2,000,000 Aggregate. b. Proof of Insurance. Upon County's request, Contractor shall provide to County a certificate of insurance, a policy, or other proof of insurance as determined in County's sole discretion. County may require Contractor to provide a certificate of insurance naming Weld County, Colorado, its elected officials, and its employees as an additional named insured. c. Subcontractor Insurance. Contractor hereby warrants that all subcontractors providing services under this Agreement have or will have the above described insurance prior to their commencement of the Work, or otherwise that they are covered by the Contractor's policies to the minimum limits as required herein. Contractor agrees to provide proof of insurance for all such subcontractors upon request by the County. d. No limitation of Liability. The insurance coverages specified in this Agreement are the minimum requirements, and these requirements do not decrease or limit the liability of Contractor. The County in no way warrants that the minimum limits contained herein are 5 sufficient to protect the Contractor from liabilities that might arise out of the performance of the Work under by the Contractor, its agents, representatives, employees, or subcontractors. The Contractor shall assess its own risks and if it deems appropriate and/or prudent, maintain higher limits and/or broader coverages. The Contractor is not relieved of any liability or other obligations assumed or pursuant to the Contract by reason of its failure to obtain or maintain insurance in sufficient amounts, duration, or types. The Contractor shall maintain, at its own expense, any additional kinds or amounts of insurance that it may deem necessary to cover its obligations and liabilities under this Agreement. e. Certification of Compliance with Insurance Requirements. The Contractor stipulates that it has met the insurance requirements identified herein. The Contractor shall be responsible for the professional quality, technical accuracy, and quantity of all services provided, the timely delivery of said services, and the coordination of all services rendered by the Contractor and shall, without additional compensation, promptly remedy and correct any errors, omissions, or other deficiencies. 14. Indemnity. The Contractor shall defend, indemnify and hold harmless County, its officers, agents, and employees, from and against any and all injury, loss, damage, liability, suits, actions, claims, or willful acts or omissions of any type or character arising out of the Work done in fulfillment of the terms of this Agreement or on account of any act, claim or amount arising or recovered under workers' compensation law or arising out of the failure of the Contractor to conform to any statutes, ordinances, regulation, judicial decision, or other law or court decree. The Contractor shall be fully responsible and liable for any and all injuries or damage received or sustained by any person, persons, or property on account of its performance under this Agreement or its failure to comply with the provisions of the Agreement. It is agreed that the Contractor will be responsible for primary loss investigation, defense and judgment costs where this contract of indemnity applies. In consideration of the award of this contract, the Contractor agrees to waive all rights of subrogation against the County its associated and/or affiliated entities, successors, or assigns, its elected officials, trustees, employees, agents, and volunteers for losses arising from the work performed by the Contractor for the County. A failure to comply with this provision shall result in County's right to immediately terminate this Agreement. 15. Non -Assignment. Contractor may not assign or transfer this Agreement or any interest therein or claim thereunder, without the prior written approval of County. Any attempts by Contractor to assign or transfer its rights hereunder without such prior approval by County shall, at the option of County, automatically terminate this Agreement and all rights of Contractor hereunder. Such consent may be granted or denied at the sole and absolute discretion of County. 16. Examination of Records. To the extent required by law, the Contractor agrees that an duly authorized representative of County, including the County Auditor, shall have access to and the right to examine and audit any books, documents, papers and records of Contractor, involving all matters and/or transactions related to this Agreement. Contractor agrees to maintain these documents for three years from the date of the last payment received. 17. Interruptions. Neither party to this Agreement shall be liable to the other for delays in delivery or failure to deliver or otherwise to perform any obligation under this Agreement, where 6 such failure is due to any cause beyond its reasonable control, including but not limited to Acts of God, fires, strikes, war, flood, earthquakes or Governmental actions. 18. Notices. County may designate, prior to commencement of Work, its project representative ("County Representative") who shall make, within the scope of his or her authority, all necessary and proper decisions with reference to the project. All requests for contract interpretations, change orders, and other clarification or instruction shall be directed to County Representative. All notices or other communications made by one party to the other concerning the terms and conditions of this contract shall be deemed delivered under the following circumstances: (a) personal service by a reputable courier service requiring signature for receipt; or (b) five (5) days following delivery to the United States Postal Service, postage prepaid addressed to a party at the address set forth in this contract; or (c) electronic transmission via email at the address set forth below, where a receipt or acknowledgment is required and received by the sending party; or Either party may change its notice address(es) by written notice to the other. Notice may be sent to: TO CONTRACTOR: Name: Michelle Liebling Position: Principal Address: 1225 17th Street, Suite 150 Address: Denver, CO 80202 E-mail: michelle liebling@gensler.com Phone: 303-595-8585 TO COUNTY: Name: Toby Taylor Position: Director of Facilities Address: 1105 H Street Address: Greeley, CO 80634 E-mail: ttaylor@weldgov.com Phone: 970-400-2020 19. Compliance with Law. Contractor shall strictly comply with all applicable federal and State laws, rules and regulations in effect or hereafter established, including without limitation, laws applicable to discrimination and unfair employment practices. 20. Non -Exclusive Agreement. This Agreement is nonexclusive and County may engage or use other Contractors or persons to perform services of the same or similar nature. 21. Entire Agreement/Modifications. This Agreement including the Exhibits attached hereto and incorporated herein, contains the entire agreement between the parties with respect to the subject matter contained in this Agreement. This instrument supersedes all prior negotiations, 7 representations, and understandings or agreements with respect to the subject matter contained in this Agreement. This Agreement may be changed or supplemented only by a written instrument signed by both parties. 22. Fund Availability. Financial obligations of the County payable after the current fiscal year are contingent upon funds for that purpose being appropriated, budgeted and otherwise made available. Execution of this Agreement by County does not create an obligation on the part of County to expend funds not otherwise appropriated in each succeeding year. 23. Employee Financial Interest/Conflict of Interest — C.R.S. §§24-18-201 et seq. and §24- 50-507. The signatories to this Agreement state that to their knowledge, no employee of Weld County has any personal or beneficial interest whatsoever in the service or property which is the subject matter of this Agreement. 24. Survival of Termination. The obligations of the parties under this Agreement that by their nature would continue beyond expiration or termination of this Agreement (including, without limitation, the warranties, indemnification obligations, confidentiality and record keeping requirements) shall survive any such expiration or termination. 25. Severability. If any term or condition of this Agreement shall be held to be invalid, illegal, or unenforceable by a court of competent jurisdiction, this Agreement shall be construed and enforced without such provision, to the extent that this Agreement is then capable of execution within the original intent of the parties. 26. Governmental Immunity. No term or condition of this Agreement shall be construed or interpreted as a waiver, express or implied, of any of the immunities, rights, benefits, protections or other provisions, of the Colorado Governmental Immunity Act §§24-10-101 et seq., as applicable now or hereafter amended. 27. No Third Party Beneficiary. It is expressly understood and agreed that the enforcement of the terms and conditions of this Agreement, and all rights of action relating to such enforcement, shall be strictly reserved to the undersigned parties and nothing in this Agreement shall give or allow any claim or right of action whatsoever by any other person not included in this Agreement. It is the express intention of the undersigned parties that any entity other than the undersigned parties receiving services or benefits under this Agreement shall be an incidental beneficiary only. 28. Board of County Commissioners of Weld County Approval. This Agreement shall not be valid until it has been approved by the Board of County Commissioners of Weld County, Colorado or its designee. 29. Choice of Law/Jurisdiction. Colorado law, and rules and regulations established pursuant thereto, shall be applied in the interpretation, execution, and enforcement of this Agreement. Any provision included or incorporated herein by reference which conflicts with said laws, rules and/or regulations shall be null and void. In the event of a legal dispute between the parties, Contractor agrees that the Weld County District Court shall have exclusive jurisdiction to resolve said dispute. 8 30. Public Contracts for Services C.R.S. §8-17.5-101. Contractor certifies, warrants, and agrees that it does not knowingly employ or contract with an illegal alien who will perform work under this Agreement. Contractor will confirm the employment eligibility of all employees who are newly hired for employment in the United States to perform work under this Agreement, through participation in the E -Verify program or the State of Colorado program established pursuant to C.R.S. §8-17.5-102(5)(c). Contractor shall not enter into a contract with a subcontractor that fails to certify with Contractor that the subcontractor shall not knowingly employ or contract with an illegal alien to perform work under this Agreement. Contractor shall not use E -Verify Program or State of Colorado program procedures to undertake pre -employment screening or job applicants while this Agreement is being performed. If Contractor obtains actual knowledge that a subcontractor performing work under this Agreement knowingly employs or contracts with an illegal alien Contractor shall notify the subcontractor and County within three (3) days that Contractor has actual knowledge that a subcontractor is employing or contracting with an illegal alien and shall terminate the subcontract if a subcontractor does not stop employing or contracting with the illegal alien within three (3) days of receiving notice. Contractor shall not terminate the subcontract if within three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. Contractor shall comply with reasonable requests made in the course of an investigation, undertaken pursuant to C.R.S. §8-17.5-102(5), by the Colorado Department of Labor and Employment. If Contractor participates in the State of Colorado program, Contractor shall, within twenty days after hiring an new employee to perform work under the contract, affirm that Contractor has examined the legal work status of such employee, retained file copies of the documents, and not altered or falsified the identification documents for such employees. Contractor shall deliver to County, a written notarized affirmation that it has examined the legal work status of such employee and shall comply with all of the other requirements of the State of Colorado program. If Contractor fails to comply with any requirement of this provision or of C.R.S. §8-17.5-101 et seq., County, may terminate this Agreement for breach, and if so terminated, Contractor shall be liable for actual and consequential damages. Except where exempted by federal law and except as provided in C.R.S. § 24-76.5-103(3), if Contractor receives federal or state funds under the contract, Contractor must confirm that any individual natural person eighteen (18) years of age or older is lawfully present in the United States pursuant to C.R.S. § 24-76.5-103(4), if such individual applies for public benefits provided under the contract. If Contractor operates as a sole proprietor, it hereby swears or affirms under penalty of perjury that it: (a) is a citizen of the United States or is otherwise lawfully present in the United States pursuant to federal law, (b) shall produce one of the forms of identification required by C.R.S. § 24-76.5-101, et seq., and (c) shall produce one of the forms of identification required by C.R.S. § 24-76.5-103 prior to the effective date of the contract. 31. Attorney's Fees/Legal Costs. In the event of a dispute between County and Contractor concerning this Agreement, the parties agree that each party shall be responsible for the payment of attorney fees and/or legal costs incurred by or on its own behalf. 32. Binding Arbitration Prohibited. Weld County does not agree to binding arbitration by any extra judicial body or person. Any provision to the contrary in this Agreement or incorporated herein by reference shall be null and void. 9 Acknowledgment. County and Contractor acknowledge that each has read this Agreement, understands it and agrees to be bound by its terms. Both parties further agree that this Agreement, with the attached Exhibits, is the complete and exclusive statement of agreement between the parties and supersedes all proposals or prior agreements, oral or written, and any other communications between the parties relating to the subject matter of this Agreement. CONTRACTOR: Gensler By: Name: Michelle Liebling Title: Principal, Co -Managing Director 5/31/2023 Date of Signature WELD CO Y: C� , ATTEST: AJ v• 'om Weld C . • Clerk to the B i and 10 BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO Mike Freeman, Chair JUN 1 2 2023 3 - //1) Exhibit A REQUEST FOR PROPOSALS WELD COUNTY, COLORADO 1150 O STREET GREELEY, CO 80631 DATE: MARCH 3, 2023 PROPOSAL NUMBER: B2300087 DESCRIPTION: FACILITIES MASTER PLAN DEPARTMENT: FACILITIES MANDATORY PRE -PROPOSAL CONFERENCE DATE: MARCH 16, 2023 BID OPENING DATE: APRIL 20, 2023 1. NOTICE TO VENDORS: The Board of County Commissioners of Weld County, Colorado, by and through its Controller (collectively referred to herein as, "Weld County"), wishes to purchase the following: FACILITIES MASTER PLAN A mandatory pre -proposal conference will be held on March 16, 2023 at 9:00 AM in person at the Facilities Building located at 1105 H Street, Greeley, CO 80631 or via Teams at the phone number and conference ID listed. Vendors must participate and record their presence at the pre -proposal conference to be eligible to submit proposals. Phone number: 720-439-5261 Phone Conference ID: 750 135 280# Question submission deadline: March 30, 2023 by 3:00 PM. Email questions to: bidsAweldgov.com. Questions and Answers will be posted on https://www.bidnetdirect.com/ on or before April 4, 2023 by 5:00 PM. Proposals will be received until: April 20, 2023 at 10:00 AM (Weld County Purchasing Time Clock). The submitted proposals will be read over a Microsoft Teams Conference Call on April 20, 2023 at 10:30 AM. To join, call the phone number and enter the Conference ID provided below or you are invited to attend the bid opening in person at the Weld County Administration Building, Fort St. Vrain Meeting Room, 1150 O Street, Greeley, CO 80631. Phone number: 720-439-5261 Phone Conference ID: 200 615 865# PAGES 1 - 8 OF THIS REQUEST FOR PROPOSALS CONTAINS GENERAL INFORMATION FOR THE REQUEST NUMBER REFERRED TO ABOVE. NOT ALL OF THE INFORMATION CONTAINED IN PAGES 1 - 8 MAY BE APPLICABLE FOR EVERY PURCHASE. PROPOSAL SPECIFICS FOLLOW PAGE 8. 2. INVITATION TO PROPOSE: Weld County requests proposals for the above -listed merchandise, equipment, and/or services. Said merchandise and/or equipment shall be delivered to the location(s) specified herein. Proposals shall include any and all charges for freight, delivery, containers, packaging, less all taxes and discounts, and shall, in every way, be the total net price which the Vendor will expect Weld County to pay if awarded the proposal. You can find information concerning this request on the BidNet Direct website at https://www.bidnetdirect.com/. Weld County Government is a member of BidNet Direct which is an online notification system being utilized by multiple non-profit and governmental entities. Participating entities post their bids, quotes, proposals, addendums, and awards on this one centralized system. Proposal Delivery to Weld County: A. Emailed proposals are required. Email proposals to bidstweldgov.com; however, if your proposal exceeds 25MB please upload it to https://www.bidnetdirect.com. The maximum file size to upload to BidNet Direct is 500 MB. B. PDF format is required. Emailed proposals must include the following statement on the email: "I hereby waive my right to a sealed proposal". An email confirmation will be sent when your proposal is received. Please call Purchasing at 970-400-4222 or 4223 with any questions. 3. INSTRUCTIONS TO VENDORS: INTRODUCTORY INFORMATION: Proposals shall be typewritten or written in ink on forms prepared by the Weld County Purchasing Department. Each proposal must give the full business address of vendor and be signed by him with his usual signature. Proposals by partnerships must furnish the full names of all partners and must be signed with the partnership name by one of the members of the partnership or by an authorized representative, followed by the signature and title of the person signing. Proposals by corporations must be signed with the legal name of the corporation, followed by the name of the state of the incorporation and by the signature and title of the president, secretary, or other person authorized to bind it in the matter. The name of each person signing shall also be typed or printed below the signature. A proposal by a person who affixes to his signature the word "president," "secretary," "agent," or other title without disclosing his principal, may be held to be the proposal of the individual signing. When requested by the Weld County Controller, satisfactory evidence of the authority of the officer signing on behalf of a corporation shall be furnished. A power of attorney must accompany the signature of anyone not otherwise authorized to bind the Vendor. All corrections or erasures shall be initialed by the person signing the proposal. All vendors shall agree to comply with all of the conditions, requirements, specifications, and/or instructions of this proposal as stated or implied herein. All designations and prices shall be fully and clearly set forth. All blank spaces in the proposal forms shall be suitably filled in. Vendors are required to use the Proposal Forms which are included in this package and on the basis indicated in the Proposal Forms. The Proposal must be filled out completely, in detail, and signed by the Vendor. Late or unsigned proposals shall not be accepted or considered. It is the responsibility of the Vendor to ensure that the proposal arrives in the Weld County Purchasing Department on or prior to the time indicated in Section 1, entitled, "Notice to Vendors." Proposals received prior to the time of opening will be kept u nopened in a secure place. No responsibility will attach to the Weld County Controller for the premature o pening of a proposal not properly addressed and identified. Proposals may be withdrawn upon written request to and approval of the Weld County Controller; said request being received from the withdrawing Vendor prior to the time fixed for award. Negligence on the part of a Vendor in preparing the proposal confers n o right for the withdrawal of the proposal after it has been awarded. Vendors are expected to examine the conditions, specifications, and all instructions contained herein, failure to do so will be at the Vendors' risk. In accordance with Section 14-9(3) of the Weld County Home Rule Charter, Weld County will give preference to resident Weld County Vendors in all cases where said proposals are competitive in price and quality. It is also understood that Weld County will give preference to suppliers from the State of Colorado, in accordance with C.R.S. § 30-11-110 (when it is accepting proposals for the purchase of any books, stationery, records, printing, lithographing or other supplies for any officer of Weld County). Weld County reserves the right to reject any and all proposals, to waive any informality in the proposals, to award the proposal to multiple vendors, and to accept the proposal that, in the opinion of the Board of County Commissioners, is to the best interests of Weld County. The proposal(s) may be awarded to more than one vendor. In submitting the proposal, the Vendor agrees that the signed proposal submitted, all of the documents of the Request for Proposal contained herein (including, but not limited to, product specifications and scope of services), the successful Vendor's response, and the formal acceptance of the proposal by Weld County, together constitutes a contract, with the contract date being the date of formal acceptance of the proposal by Weld County. The County may require a separate contract, which if required, has been made a part of this RFP. PROPOSAL REQUEST #B2300087 Page 2 4. GENERAL PROVISIONS: A. Fund Availability: Financial obligations of Weld County payable after the current fiscal year are contingent upon funds for that purpose being appropriated, budgeted and otherwise made available. By acceptance of the proposal, Weld County does not warrant that funds will be available to fund the contract beyond the current fiscal year. B. Trade Secrets and other Confidential Information: Weld County discourages Vendors from submitting confidential information, including trade secrets, that cannot be disclosed to the public. If necessary, confidential information of the Vendor shall be transmitted separately from the main proposal submittal, clearly denoting in red on the information at the top the word, "CONFIDENTIAL." However; the successful Vendor is advised that as a public entity, Weld County must comply with the provisions of C.R.S. 24-72-201, et seq., the Colorado Open Records Act (CORA), with regard to public records, and cannot guarantee the confidentiality of all documents. The Vendor is responsible for ensuring that all information contained within the confidential portion of the submittal is exempt from disclosure pursuant to C.R.S. 24-72- 204(3)(a)(IV) (Trade secrets, privileged information, and confidential commercial, financial, geological, or geophysical data). If Weld County receives a CORA request for proposal information marked "CONFIDENTIAL", staff will review the confidential materials to determine whether any of them may be withheld from disclosure pursuant to CORA, and disclose those portions staff determines are not protected from disclosure. Weld County staff will not be responsible for redacting or identifying Confidential information which is included within the body of the proposal and not separately identified. Any document which is incorporated as an exhibit into any contract executed by the County shall be a public document regardless of whether it is marked as confidential. C. Governmental Immunity: No term or condition of the contract shall be construed or interpreted as a waiver, express or implied, of any of the immunities, rights, benefits, protections or other provisions, of the Colorado Governmental Immunity Act §§24-10-101 et seq., as applicable now or hereafter amended. D. Independent Contractor: The successful Vendor shall perform its duties hereunder as an independent contractor and not as an employee. He or she shall be solely responsible for its acts and those of its agents and employees for all acts performed pursuant to the contract. Neither the successful Vendor nor any agent or employee thereof shall be deemed to be an agent or employee of Weld County. The successful Vendor and its employees and agents are not entitled to unemployment insurance or workers' compensation benefits through Weld County and Weld County shall not pay for or otherwise provide such coverage for the successful Vendor or any of its agents or employees. Unemployment insurance benefits will be available to the successful Vendor and its employees and agents only if such coverage is made available by the successful Vendor or a third party. The successful Vendor shall pay when due all applicable employment taxes and income taxes and local head taxes (if applicable) incurred pursuant to the contract. The successful Vendor shall not have authorization, express or implied, to bind Weld County to any agreement, iiability or understanding, except as expressly set forth in the contract. The successful Vendor shall have the following responsibilities with regard to workers' compensation and unemployment compensation insurance matters: (a) provide and keep in force workers' compensation and unemployment compensation insurance in the amounts required by law, and (b) provide proof thereof when requested to do so by Weld County. E. Compliance with Law: The successful Vendor shall strictly comply with all applicable federal and state laws, rules and regulations in effect or hereafter established, including without limitation, laws applicable to discrimination and unfair employment practices. F. Choice of Law: Colorado law, and rules and regulations established pursuant thereto, shall be applied in the interpretation, execution, and enforcement of the contract. Any provision included or incorporated herein by reference which conflicts with said laws, rules and/or regulations shall be null and void. PROPOSAL REQUEST #82300087 Page 3 G. No Third -Party Beneficiary Enforcement: It is expressly understood and agreed that the enforcement of the terms and conditions of the contract, and all rights of action relating to such enforcement, shall be strictly reserved to the undersigned parties and nothing in the contract shall give or allow any claim or right of action whatsoever by any other person not included in the contract. It is the express intention of the undersigned parties that any entity other than the undersigned parties receiving services or benefits under the contract shall be an incidental beneficiary only. H. Attorney's Fees/Legal Costs: In the event of a dispute between Weld County and the successful Vendor, concerning the contract, the parties agree that Weld County shall not be liable to or responsible for the payment of attorney fees and/or legal costs incurred by or on behalf of the successful Vendor. I. Disadvantaged Business Enterprises: Weld County assures that disadvantaged business enterprises will be afforded full opportunity to submit proposals in response to all invitations and will not be discriminated against on the grounds of race, color, national origin, sex, age, or disability in consideration for an award. J. Procurement and Performance: The successful Vendor agrees to procure the materials, equipment and/or products necessary for the project and agrees to diligently provide all services. labor, personnel and materials necessary to perform and complete the project. The successful Vendor shall further be responsible for the timely completion, and acknowledges that a failure to comply with the standards and requirements outlined in the Proposal within the time limits prescribed by County may result in County's decision to withhold payment or to terminate this Agreement. K. Term: The term of this Agreement begins upon the date of the execution of this Agreement by County, and shall continue through and until successful Vendor's completion of the responsibilities described in the Proposal. L. Termination: County has the right to terminate this Agreement, with or without cause on thirty (30) days written notice. Furthermore, this Agreement may be terminated at any time without notice upon a material breach of the terms of the Agreement. M. Extension or Modification: Any amendments or modifications to this agreement shall be in writing signed by both parties. No additional services or work performed by the successful Vendor shall be the basis for additional compensation unless and until the successful Vendor has obtained written authorization and acknowledgement by County for such additional services. Accordingly, no claim that the County has been unjustly enriched by any additional services, whether or not there is in fact any such unjust enrichment, shall be the basis of any increase in the compensation payable hereunder. N. Subcontractors: The successful Vendor acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of the successful Vendor. The successful Vendor shall not enter into any subcontractor agreements for the completion of this Project without County's prior written consent, which may be withheld in County's sole discretion. County shall have the right in its reasonable discretion to approve all personnel assigned to the subject Project during the performance of this Agreement and no personnel to whom County has an objection, in its reasonable discretion, shall be assigned to the Project. The successful Vendor shall require each subcontractor, as approved by County and to the extent of the Services to be performed by the subcontractor, to be bound to the successful Vendor by the terms of this Agreement, and to assume toward the successful Vendor all the obligations and responsibilities which the successful Vendor, by this Agreement, assumes toward County. County shall have the right (but not the obligation) to enforce the provisions of this Agreement against any subcontractor hired by the successful Vendor and the successful Vendor shall cooperate in such process. The successful Vendor shall be responsible for the acts and omissions of its agents, employees and subcontractors. O. Warranty: The successful Vendor warrants that services performed under this Agreement will be performed in a manner consistent with the standards governing such services and the provisions of this PROPOSAL REQUEST #B2300087 Page 4 Agreement. The successful Vendor further represents and warrants that all services shall be performed by qualified personnel in a professional and workmanlike manner, consistent with industry standards. and that all services will conform to applicable specifications. The Vendor warrants that the goods to be supplied shall be merchantable, of good quality, and free from defects, whether patent or latent. The goods shall be sufficient for the purpose intended and conform to the minimum specifications herein. The successful Vendor shall warrant that he has title to the goods supplied and that the goods are free and clear of all liens, encumbrances, and security interests. Service Calls in the First One Year Period: The successful Vendor shall bear all costs for mileage, travel time, and service trucks used in the servicing (including repairs) of any of the goods to be purchased by Weld County, Colorado, pursuant to this proposal for as many service calls as are necessary for the first one (1) year period after said goods are first supplied to Weld County. Vendor shall submit with their proposals the following information pertaining to the equipment upon which the proposals are submitted: 1 Detailed equipment specifications to include the warranty. 2 Descriptive literature. P. Non -Assignment: The successful Vendor may not assign or transfer this Agreement or any interest therein or claim thereunder, without the prior written approval of County. Any attempts by the successful Vendor to assign or transfer its rights hereunder without such prior approval by County shall, at the option of County, automatically terminate this Agreement and all rights of the successful Vendor hereunder. Such consent may be granted or denied at the sole and absolute discretion of County. Q. Interruptions: Neither party to this Agreement shall be liable to the other for delays in delivery or failure to deliver or otherwise to perform any obligation under this Agreement, where such failure is due to any cause beyond its reasonable control, including but not limited to Acts of God, fires, strikes. war, flood, earthquakes or Governmental actions. R. Non -Exclusive Agreement: This Agreement is nonexclusive and County may engage or use other contractors or persons to perform services of the same or similar nature. S. Employee Financial Interest/Conflict of Interest — C.R.S. §§24-18-201 et seq. and §24-50-507. The signatories to this Agreement agree that to their knowledge, no employee of Weld County has any personal or beneficial interest whatsoever in the service or property which is the subject matter of this Agreement. County has no interest and shall not acquire any interest direct or indirect, that would in any manner or degree interfere with the performance of the successful Vendor's services and the successful Vendor shall not employ any person having such known interests. During the term of this Agreement, the successful Vendor shall not engage in any in any business or personal activities or practices or maintain any relationships which actually conflicts with or in any way appear to conflict with the full performance of its obligations under this Agreement. Failure by the successful Vendor to ensure compliance with this provision may result, in County's sole discretion, in immediate termination of this Agreement. No employee of the successful Vendor nor any member of the successful Vendor's family shall serve on a County Board, committee or hold any such position which either by rule, practice or action nominates, recommends, supervises the successful Vendor's operations, or authorizes funding to the successful Vendor. T. Severability: If any term or condition of this Agreement shall be held to be invalid, illegal, or unenforceable by a court of competent jurisdiction, this Agreement shall be construed and enforced without such provision, to the extent that this Agreement is then capable of execution within the original intent of the parties. U. Binding Arbitration Prohibited: Weld County does not agree to binding arbitration by any extra- judicial body or person. Any provision to the contrary in the contract or incorporated herein by reference shalt be null and void. PROPOSAL REQUEST #82300087 Page 5 V. Board of County Commissioners of Weld County Approval: This Agreement shall not be valid until it has been approved by the Board of County Commissioners of Weld County, Colorado or its designee. W. Compensation Amount: Upon the successful Vendor's successful completion of the service, and County's acceptance of the same, County agrees to pay an amount no greater than the amount of the accepted proposal. The successful Vendor acknowledges no payment in excess of that amount will be made by County unless a "change order" authorizing such additional payment has been specifically approved by the County's delegated employee, or by formal resolution of the Weld County Board of County Commissioners, as required pursuant to the Weld County Code. X. Taxes: County will not withhold any taxes from monies paid to the successful Vendor hereunder and the successful Vendor agrees to be solely responsible for the accurate reporting and payment of any taxes related to payments made pursuant to the terms of this Agreement. Contractor shall not be entitled to bill at overtime and/or double time rates for work done outside of normal business hours unless specifically authorized in writing by County. 6. INSURANCE REQUIREMENTS: Insurance and Indemnification. Contract Professionals must secure, at or before the time of execution of any agreement or commencement of any work, the following insurance covering all operations, goods or services provided pursuant to this request. Contract Professionals shall keep the required insurance coverage in force at all times during the term of the Agreement, or any extension thereof, and during any warranty period. The required insurance shall be underwritten by an insurer licensed to do business in Colorado and rated by A.M. Best Company as "A" VIII or better. Each policy shall contain a valid provision or endorsement stating "Should any of the above -described policies by canceled or should any coverage be reduced before the expiration date thereof, the issuing company shall send written notice to the Weld County Controller by certified mail, return receipt requested. Such written notice shall be sent thirty (30) days prior to such cancellation or reduction unless due to non-payment of premiums for which notice shall be sent ten (10) days prior. If any policy is in excess of a deductible or self -insured retention, County must be notified by the Contract Professional. Contract Professional shall be responsible for the payment of any deductible or self - insured retention. County reserves the right to require Contract Professional to provide a bond, at no cost to County, in the amount of the deductible or self -insured retention to guarantee payment of claims. The insurance coverages specified in this Agreement are the minimum requirements, and these requirements do not decrease or limit the liability of Professional. The County in no way warrants that the minimum limits contained herein are sufficient to protect them from liabilities that might arise out of the performance of the work under this Contract by the Contract Professional, its agents, representatives, employees, or subcontractors. The Contract Professional shall assess its own risks and if it deems appropriate and/or prudent, maintain higher limits and/or broader coverages. The Contract Professional is not relieved of any liability or other obligations assumed or pursuant to the Contract by reason of its failure to obtain or maintain insurance in sufficient amounts, duration, or types. The Contract Professional shall maintain, at its own expense, any additional kinds or amounts of insurance that it may deem necessary to cover its obligations and liabilities under this Agreement. Any modification to these requirements must be made in writing by Weld County. The Contract Professional stipulates that it has met the insurance requirements identified herein. The Contract Professional shall be responsible for the professional quality, technical accuracy, and quantity of all services provided, the timely delivery of said services, and the coordination of all services rendered by the Contract Professional and shall, without additional compensation, promptly remedy and correct any errors, omissions, or other deficiencies. INDEMNITY: The Contract Professional shall defend, indemnify and hold harmless County, its officers, agents, and employees, from and against injury, loss damage, liability, suits, actions, or willful acts or omissions of Contract Professional, or claims of any type or character arising out of the work done in fulfillment of the terms of this Contract or on account of any act, claim or amount arising or recovered under workers' compensation law or arising out of the failure of the Contract Professional to conform to any statutes, ordinances, regulation, law or court decree. The Contract Professional shall be fully responsible and liable for any and all injuries or damage received or sustained by any person, persons, or property on PROPOSAL REQUEST #B2300087 Page 6 account of its performance under this Agreement or its failure to comply with the provisions of the Agreement, or on account of or in consequence of neglect of the Contract Professional in its methods or procedures; or in its provisions of the materials required herein, or from any claims or amounts arising or recovered under the Worker's Compensation Act, or other law, ordinance, order, or decree. This paragraph shall survive expiration or termination hereof. It is agreed that the Contract Professional will be responsible for primary loss investigation, defense and judgment costs where this contract of indemnity applies. In consideration of the award of this contract, the Contract Professional agrees to waive all rights of subrogation against the County its associated and/or affiliated entities, successors, or assigns, its elected officials, trustees, employees, agents, and volunteers for losses arising from the work performed by the Contract Professional for the County. A failure to comply with this provision shall result in County's right to immediately terminate this Agreement. Types of Insurance: The Contract Professional shall obtain, and maintain at all times during the term of any Agreement, insurance in the following kinds and amounts: Workers' Compensation Insurance as required by state statute, and Employer's Liability Insurance covering all of the Contract Professional's employees acting within the course and scope of their employment. Policy shall contain a waiver of subrogation against the County. This requirement shall not apply when a Contract Professional or subcontractor is exempt under Colorado Workers' Compensation Act., AND when such Contract Professional or subcontractor executes the appropriate sole proprietor waiver form. Commercial General Liability Insurance shall include bodily injury; property damage, and liability assumed under the contract. $1,000,000 each occurrence; $1,000,000 general aggregate; $1,000,000 Personal Advertising injury Automobile Liability: Contract Professional shall maintain limits of $1,000,000 for bodily injury per person, $1 ,000,000 for bodily injury for each accident, and $1,000,000 for property damage applicable to all vehicles operating both on County property and elsewhere, for vehicles owned, hired, and non -owned vehicles used in the performance of this Contract. Professional Liability (Errors and Omissions Liability) The policy shall cover professional misconduct or lack of ordinary skill for those positions defined in the Scope of Services of this contract. Contract Professional shall maintain limits for all claims covering wrongful acts, errors and/or omissions, including design errors, if applicable, for damage sustained by reason of or in the course of operations under this Contract resulting from professional services. In the event that the professional liability insurance required by this Contract is written on a claims -made basis, Contract Professional warrants that any retroactive date under the policy shall precede the effective date of this Contract; and that either continuous coverage will be maintained or an extended discovery period will be exercised for a period of two (2) years beginning at the time work under this Contract is completed. Minimum Limits: Per Loss Aggregate $ 1,000,000 $ 2,000,000 Contract Professionals shall secure and deliver to the County at or before the time of execution of this Agreement, and shall keep in force at all times during the term of the Agreement as the same may be extended as herein provided, a commercial general liability insurance policy, including public liability and property damage, in form and company acceptable to and approved by said Administrator, covering all operations hereunder set forth in the related Proposal. Proof of Insurance: County reserves the right to require the Contract Professional to provide a certificate of insurance, a policy, or other proof of insurance as required by the County's Risk Administrator in his sole discretion. PROPOSAL REQUEST #B2300087 Page 7 Additional Insureds: For general liability, excess/umbrella liability, pollution legal liability, liquor liability, and inland marine, Contract Professional's insurer shall name County as an additional insured. Waiver of Subrogation: For all coverages, Contract Professional's insurer shall waive subrogation rights against County. Subcontractors: All subcontractors, independent Contract Professionals, sub -vendors, suppliers or other entities providing goods or services required by this Agreement shall be subject to all of the requirements herein and shall procure and maintain the same coverages required of Contract Professional. Contract Professional shall include all such subcontractors, independent Contract Professionals, sub -vendors suppliers or other entities as insureds under its policies or shall ensure that all subcontractors maintain the required coverages. Contract Professional agrees to provide proof of insurance for all such subcontractors, independent Contract Professionals, sub -vendors suppliers or other entities upon request by the County. The terms of this Agreement are contained in the terms recited in this Request for Proposal and in the Response to the Proposal each of which forms an integral part of this Agreement. Those documents are specifically incorporated herein by this reference. PROPOSAL REQUEST #B2300087 Page 8 PROPOSAL SPECIFICATIONS Weld County Facilities Master Plan PROJECT OVERVIEW Weld County is seeking services from a qualified consultant, or team of consultants, to develop a Master Plan for Weld County Facilities and Infrastructure. And, as part of the study, to identify locations and sizes of future buildings to support forecasted growth. The Weld County Master Facilities Plan will envision a long-term strategy for existing and future amenities. METHOD OF PROCUREMENT Request for Proposal (RFP): A Request for Proposal (RFP) is a purchasing process where an advertisement requesting proposals for work in accordance with the requirements as outlined for a project. RFP uses a selection team that is based on a scope of work. During the selection process, the department uses interviews and a scoring form to rank suppliers or consultants. The highest ranked firm is selected and enters into a contract. If an agreement to contract cannot be reached, an agency can negotiate a contract with the second ranked consultant and so on until an agreement is reached. ABOUT Weld County is the third largest county in the State of Colorado, covering 3,987 square miles in the north central part of the state. Weld County is bordered by the State of Wyoming and the State of Nebraska to the north, Morgan County and Logan County to the east, Adams County and the City and County of Broomfield to the south, and Larimer County to the west. According to the Colorado State Demography Office, Weld County's 2019 population estimate is 323,763 residents. The County historically averaged approximately a 3.5% annual growth rate, which identifies Weld County as having the second fastest growth rate among counties in Colorado, and fourteenth largest growth rate in the country for counties with population over 100,000. Greeley, the County seat, had a growth rate of 3% in 2017, making it the seventh highest growth rate in the country for cities. Weld County's importance as an agricultural region dates to its inception in the early 1860's. Today, Weld County continues to be one of the most agriculturally productive counties in the State of Colorado. In terms of value of total agricultural products sold, Weld County ranks as number one in the state, and number nine in the country at $1.8 billion annually. Oil and gas production activities have occurred for decades in Weld County, however in recent years production has increased exponentially due to the introduction of horizontal drilling. Weld County also has many small and large businesses located in the unincorporated portion of the County. This diverse economy coupled with various forecasted demographic growth models are envisioned to have large impacts the County services that affect number and location of County facilities and staff. PROPOSAL REQUEST #62300087 Page 9 PURPOSE As a result of this ongoing and forecasted growth over the next ten years, Weld County desires to define a Facilities Master Plan which will attempt to address how Weld County intends to support the forecasted growth of departmental staff which directly translates to a growth of facilities and/or locations. PROJECT SCOPE The Weld County Facilities Department is soliciting proposals from qualified consultants to develop a Weld County Facilities Master Plan. The primary purpose is to develop a teneyear capital plan. Weld County is witnessing developing trends for social needs, public safety, technology approaches for work, transportation, changes in demographics, social economics, land use, and travel patterns, opportunities for infrastructure and economic resiliency, and funding challenges and opportunities. Therefore, there is a desire to develop a plan that includes the following four main areas: 1) Master Space Plan, 2) Design Guidelines, 3) Equipment & Infrastructure Capital Improvement Plan, and 4) Renewable Approach. 1. MASTER SPACE PLAN The Master Plan shall include analysis of operations at County Departments/Agencies, forecast logical growth, location, size of buildings, and associated budgets. The awarded consultant is expected to meet with each department/agency multiple times to ascertain current operational approach/size and develop growth projections based on demographic forecasts and historical growth patterns as well as department/agency inputs. Use the available data to forecast a master plan of building size, departmental operations, recommended locations, and estimated construction costs. Collaboration of recommendations shall be done with affected department/agency. Weld County has the following 28 Departments and/or Agencies using facilities that will need growth identified and solutions for facilities: 1. Board of County Commissioners 2. County Attorney 3. Coroner 4. Accounting 5. Assessor 6. Justice Services (Community Corrections & Alternative Programs) 7. Public Information Office 8. Clerk to the Board 9. Public Works 10. Clerk & Recorder (Motor Vehicles, Elections & Recording) 11. County Council 12. Public Health & Environment 13. Treasurer & Public Trustee 14. Oil & Gas Energy Department 15. Planning, Building Inspections and Community Development 16. Finance and Administration 17. Sheriff's Office 18. Office of Emergency Management 19. Fleet Services 20. Extension Office 21. Facilities & Veterans Services 22. Human Services 23. District Attorney PROPOSAL REQUEST #B2300087 Page 10 24. 19`h Judicial Courts 25. 19th Judicial Probation 26. Weld County Employee Medical Clinic 27. Human Resources 28. Information Technology The Master Space plan shall include department and division construction needs using square footage analysis and forecasting for a 5 -year and 10 -year growth intervals. These needs should include budget estimates for Construction/Remodel, Furniture, Fixtures, & Equipment (FFE), IT Equipment, Site Work, Contingency, Professional Fees, Escalation, etc. Master Space Plan shall also include an Excel spreadsheet that will allow ease of importing results into other budgeting programs/software. 2. DESIGN GUIDELINES The traditional view of "office space" is one of a container system where everything work related occurs inside. However, today's high-performance workplace can be accommodated in spaces that are comprised of open and enclosed environments where technology, flexibility, and mobility may be better fits. Today's work environment also facilitates collaboration and problem -solving spaces. Traditional office space was viewed where each person needed a dedicated office space to be effective. Whereas the new consensus is that open environments (with access to closed environments) stimulate collaborations, innovation, and productivity. Design guidelines should consider the following during development: 1. Work function is often misaligned with space allocations. Many managers sit in large, enclosed offices and rarely occupy them. Some employees are sitting in small workstations, due to level of position, but need workspaces better configured for their actual work. This is often because space has been assigned based on entitlement rather than job function. 2. People are not at their desk as much as they say they are. Most employees think they sit at their desk all day, but this is often an inaccurate perception. Countless studies have resulted in evidence that the workforce is on the move due to a variety of factors such as meeting with public, collaborating with a team(s), working in the field, sending emails from mobile devices from anywhere, working remotely, etc. 3. Virtual space is just as important as physical space. Virtual space requires as much attention as physical space in today's office operational environment. This means attention to software, hardware, lighting, ergonomics, electronic file storage, remote access and security issues. 4. Technology contributes to square footage needs. As technology becomes more integrated into the workplace, employees have more options with how and where they work. This does not necessarily translate to more or less office space. But it does mean that space, can be designed to better support work functions. Therefore, the consultant will be required to meet with each department and agency to develop design guidelines that define appropriate sizing for offices, cubicles, break areas, conferencing, collaboration spaces, circulation, etc. These design guidelines will be used as a building block for defining building sizes, future needs, budget, etc. The design guideline will be a separate and distinct document. It may be discovered that the design guideline varies by department/agency versus a county -wide approach. PROPOSAL REQUEST #82300087 Page 11 3. EQUIPMENT & INFRASTRUCTURE In addition to identifying capital building changes or construction to meet the next 10 -year growth, the master plan shall incorporate identifying aging/new equipment and infrastructure items that will be needed to support growth of County facilities as well as growth of County services. These may include but not limited to facility infrastructure components, fuel sites, gravel pits/reserves, 911 Dispatch Communications infrastructure, data centers, vehicle fossil fueling, electric vehicles, security, equipment, and aggregate storage locations, etc. Facility infrastructure components will include items such as architectural, mechanical, electrical, and plumbing items that need to be inventoried and programmed into a capital replacement plan based on age. The plan is anticipated to accommodate replacement prior to unplanned and catastrophic failure. This will be a document that develops a full Equipment & Infrastructure Capital Improvement Plan. Therefore, the deliverable shall also include an Excel spreadsheet to allow ease of importing results into other budgeting programs/software. 4. RENEWABLE APPROACH In addition, the Master Plan shall identify renewable energy improvements as well as greenhouse gas emission reduction projects that will meet the requirements of current/forthcoming construction codes and the Colorado Energy Office Building Performance Colorado program which may include emission reductions, recycling/conservation, solar and/or wind, electric vehicle charging stations, water conservation, geothermal, etc. The plan should address programs or items that should be practically considered along with budget estimates. Rules for the Building Performance Colorado (BPC) are set to be established by June 1, 2023. This Renewable Approach plan document shall detail methodologies to comply with the BPC requirements as well as identifies budget amounts. Therefore, the deliverable shall also include an Excel spreadsheet to allow ease of importing results into other budgeting programs/software. The four areas: 1) Master Space Plan, 2) Design Guidelines, 3) Equipment & Infrastructure Capital Improvement Plan, and 4) Renewable Approach will be provided as a professional document that is PDF in nature. This will allow copies to be placed on website and allow for presentations. In addition, portions of the master space plan will `also' be provided an Excel spreadsheet. This will allow future uses by county staff for other programming efforts. CONSIDERATIONS The following considerations shall be fully developed by the consultant to provide practical solutions for anticipated growth • Consultant shall interview (multiple times) departments/agencies to determine their needs versus wants (basis item) • Consultant shall use historical growth data as supporting information • Demographics and Land Use Patterns • Aging population may have different County service needs • Public Safety (crime rate, arrest rates, incarceration, 911 dispatch calls, etc.) • Areas within County where growth and specific services will be needed • Officing technology and operational approach recommendations • Consultant shall obtain reputable demographic information to aid in forecasting growth • Consideration of Technology (e.g., Courts and Probation, Jail visitation, Office functions, etc.) • Plan for Infrastructure Resiliency through Capital Planning • Budgeting & Funding PROPOSAL REQUEST #B2300087 Page 12 CURRENT BUILDING INVENTORY Weld County has 114 buildings and/or locations that are maintained. The total square foot of the building structures is 1,750,984 square feet. The names, addresses, and square feet of each is in Appendix C - Building Inventory TASKS AND DELIVERABLES Consultant's proposals should be built around and demonstrate how the consultant will conduct the following six tasks and complete the desired deliverables, as these tasks and deliverables will form the consultant's scope of work for the Facilities Master Plan that will include four documents: 1) Master Space Plan, 2) Design Guidelines, 3) Equipment & Infrastructure Capital Improvement Plan, and 4) Renewable Approach Task 1: Project Management and Coordination Consultant will be responsible for developing and implementing a project schedule that includes milestones, deliverables, coordination activities, etc. The full project is complete by May 1, 2024. The consultant should plan to participate in planning and coordination meetings with Weld County departments/agencies on a regular basis throughout the project. Scope: • Develop a project schedule including milestones, critical path items, and meetings. • Attend project meetings or conference calls an average of twice per week. Deliverables: • Project schedule • Meeting agendas and minutes (key decisions, action items) Task 2: Evaluate the Current State of the Staffing, Facilities & Infrastructure (Existing Conditions and Planned Improvements) The purpose of this task is to summarize and evaluate the current state of the facilities in Weld County, including the existing buildings & infrastructure, planned improvements, and costs for implementing and maintaining both. This task includes an in-depth funding analysis with the goal of identifying funding gaps in current budget forecasts. Scope: • Evaluate and summarize existing conditions. • Review relevant local and regional demographic forecasts and summarize impacts. • Review relevant department/agency staffing and buildings to assess and summarize the implications or opportunities for the county's capital improvement plan. Capital improvement plans are listed in Weld County Budget located at: https://www.weld.gov/Government/Departments/Finance-and-Administration/Budget/2022- B udget • Assess budget to implement planned improvements, recommended programs, and facilities (new/remodel). Deliverables: • Technical Memorandum which describes the current state, identifies associated costs to develop facilities & infrastructure, and includes relevant conclusions about the current and planned approach for addressing forecasted growth. PROPOSAL REQUEST #B2300087 Page 13 • Based on these conclusions, identify additional analysis needed for Task 3. Task 3: Collect, Develop, and Analyze Data This task serves to update each a strategy with new information and analysis to expand, deepen, and bring more specificity to each strategy currently in the plan. There have been several ideas and methods proposed for dealing with growth and may be considered. These will be provided to winning consultant. Please see Appendix A - CIP Plan, Appendix B —2023-2027 Capital Project Programs, and Appendix C - Building Inventory. Consultants may propose additional data analysis if deemed necessary to meet the goals of the Weld County Facilities Master Plan. Scope: • Collect, develop, and analyze data that are needed to meet the anticipated data requirements. Specific analysis that is expected to be needed includes: • Current office/cubicle numbers, facility capacities • Demographics and socio-economic data (current and forecasted) • Trends and Patterns • Interviews (multiple) with departments and agencies • Historical budget and positions growth by functional area Technology Security trends, patterns, technology Renewables • Budget and Funding Analysis • Identify key performance metrics, including how performance could be measured, pros/cons of using performance metrics, and implementation actions that are most likely to achieve the desired results. Deliverables: • Technical memo for each strategy section, which should include: • Summary of data and the results of the analysis. • Key performance metrics and how they can be measured. • Maps, graphics, floor plans and other visual aids as necessary to effectively communicate the information. Task 4: Make Recommendations This task articulates the recommended implementation actions derived from the conclusions reached by performing the update (Task 2) and new analysis (Task 3) described above. This deliverable may also be combined with the technical memos developed in Task 3. Scope: • Identify implementation actions for each strategy section based on the results of Task 2: Evaluate the Current State of the Staffing, Facilities & Infrastructure (Existing Conditions and Planned Improvements) and Task 3 -Collect, Develop, and Analyze Data. Deliverables: • Summary memo, which should include: o Recommendations for actions, policies, regulations, etc. o Recommended location for new facilities, remodels, and land purchases, as required PROPOSAL REQUEST #B2300087 Page 14 o Maps, graphics, and other visual aids as necessary to effectively communicate the information Task 5: Engage Stakeholders The County's desire is to develop and implement an outreach approach so that County elected officials, department heads, and other stakeholders have multiple opportunities and ways to participate in the Facilities Master Plan. The Facilities Department would like to hold meetings at key milestones during the planning process, when information and draft recommendations are available to present, but still preliminary so that the elected officials and department head feedback can be collected during these meetings and still influence the content of the plan. Scope: Consultant will prepare materials, attend, and present at the following meetings: • Task Force Advisory Committee consisting of Board of County Commissioners, Finance & Administration, and Facilities Department. o 4 Meetings • Weld County Elected Officials and Department Heads - advisory committee from various departments o 2 Meetings • Weld County Council Meeting - gather input o 2 Meetings Deliverables: • Materials for presentations, including data analysis, maps, presentations, etc. • Materials for task force, Weld County staff, County Council/BOCC meetings including data analysis, maps, presentations, etc. • Conduct task force advisory committee and Weld County staff meetings. • Attendance and present at meetings, public County Council and BOCC, as required • Summary of input from the above meetings and demonstration of how input was incorporated into the draft and final plan. Task 6: Draft and Final Facilities Master Plan The purpose of this task is to appropriately incorporate the Task 2-5 deliverables so that it becomes a final version of the Weld County Facilities Master Plan. Scope: • Draft Master Plan which includes red -line edits and inclusion of new strategies. • Finalize the Facilities Master Plan, incorporating comments from Weld County stakeholders. • Formatting, graphics, photos, layout, etc. shall use a professional template. • Note: For building floor plans Weld County will provide any electronic versions available. But most building floor plans are scanned PDF copies of original hand drawings and have not been updated to CAD. Deliverables: • Draft and Final Master Space Plan document, • Draft and Final Design Guidelines document, • Draft and Final Equipment & Infrastructure Capital Improvement Plan and PROPOSAL REQUEST #B2300087 Page 15 • Draft and Final Renewable Approach RFP RESPONSE All information requested in the RFP response must be submitted. Any respondent to the RFP that fails to submit all information requested, will be deemed as incomplete. Vendors submitting a response to this RFP may be required to give an oral presentation of their response to Weld County. Weld County will schedule a time and date of these presentations. Oral presentations are an option of Weld County and may or may not be conducted. RFP Response should be organized and must include the following: A. Title Page — Show the RFP subject, the name of the vendor, local address, telephone number, name of contact person, and the date. B. Firm's Experience: a. Provide a brief summary of like work your firm has undertaken as a consultant. b. Provide three references for similar type of project. Include address, contact name for references, and telephone numbers. c. Provide a staffing chart showing proposed organization for this project. C. Proposed Solution: a. Define your approach for completing this task. b. Define your schedule for completing this task D. Workload: a. Provide a list of current project commitments by your proposed team b. Provide proposed individuals that will work on this project, including the status of any current projects. E. Work Sample. Include a minimum of one, and not more than three, sample projects, similar to the work described in the Scope of Work. If the offeror worked with another firm on the sample project(s), provide a description of the offeror's role in the project. F. Pricing: a. Completed pricing response of RFP signed by bidder b. Completed pricing response for on -call maintenance G. Project Schedule: a. Provide schedule showing completion of task milestones identified in this RFP b. Provide schedule showing completion of Facilities Master Plan by May 1, 2024 PROPOSAL REQUEST #B2300087 Page 16 EVALUATION CRITERIA The following criteria will be used to evaluate the proposal submitted in response to this Request for Proposal: Item Corresponding Bid Specifications for Best Value Evaluation 1 Firm capabilities a. Has this firm completed other projects of similar size and complexity? b. Does this firm have the required personnel resources to complete the project? c. Relevance and quality of examples provided of similar projects. d. Were all required items of bid submission received? 2 Consultants and key staff experience and qualifications a. Does the project manager and team members have the experience required to complete this project? b. Do team members have a diverse set of skills that will assist in meeting the goals of the project? c. Has the team completed a project of this size and complexity? d. Does the team have experience in public sector work and understand Weld Counties needs? 5 5 S 5 Total 20 5 5 S 5 Total 20 3 Scope of proposal and Project approach a. The proposal clearly shows an understanding of the project objectives. 5 b. The proposal methodology meet the desired goals of the County. 5 c. Does this firms approach seem to be geared towards giving Weld County the best value while meeting the goals of the project? 5 d. Does approach detail how to handle meetings, communications and schedule? 5 e. Does proposal provide innovative ideas for the project? 5 Total 25 4 Firm availability and project schedule a. Does current workload permit this projects timely completion b. Does projected schedule/timeframe meet, exceed, or not meet needs c. Does team have current or future commitments that may hinder on call work availability S Cost a. is main project pricing reasonable with project goals b. Are there additional fees? Do the fees seem reasonable? c. Does this price include all services requested. 5 5 5 Total 15 10 5 5 Total 20 Each response must include all information and documents required by this RFP. Failure to furnish all required information and documents may result in the rejection of the proposal. As part of the evaluation process, Weld County may conduct interviews with the proposer(s) it determines as likely to be the most qualified. Such interviews are for information gathering and clarification. Weld County may conduct interviews in person, by phone, or video conferencing. Any proposer requested to be interviewed shall make its best effort to be available within three (3) business days of such request. Weld County reserves the right to award a contract without interviews and/or negotiations if deemed unnecessary to determine the most qualified, responsible offer or with a fair and reasonable price proposal. PROPOSAL REQUEST #B2300087 Page 17 SCHEDULE Contractor is responsible for providing and maintaining a full project schedule as well as a three week look ahead schedule throughout the life of this project. Contractor will provide an updated project schedule available upon request. The contractor will host a weekly coordination meeting with County representatives. Below is the anticipated schedule for this project. Date of this Proposal Advertisement Date Pre -proposal conference Questions Due Questions Answered Proposals Are Duc Interviews, if needed Proposal Award Notice Contract Execution Tasks begin Project completion March 3, 2023 March 3, 2023 March 16, 2023 March 30, 2023 April 4, 2023 April 20, 2023 April 24 - 27, 2023 May 8, 2023 May 15, 2023 May 22, 2023 May 1, 2024 PROPOSED DATES Please provide proposed start and completion dates for this project. May be same or different from schedule above. Proposed Start Proposed Completion FEE PROPOSAL Identify the Fee your firm proposes to provide services described in this RFP by providing the total lump sum cost for this RFP in the space below: TOTAL PRICE OF RFP $ PROPOSAL REQUEST #B2300087 Page 18 PROPOSAL SUBMITTAL INSTRUCTIONS: The following items must be completed and submitted with your proposal on or before the proposal opening deadline of 10:00 AM on April 20, 2023: 1) Pages 9 thru 20 of the Proposal Specifications. 2) W9, if applicable* 3) Any future Addenda must be completed. 4) All other items as requested in the Proposal Specifications *A current W9 is required for new vendors. If you have previously worked with Weld County, only provide your W9 if there has been a change. Failure to include any of the above items upon submittal of your proposal may result in your proposal being incomplete and your proposal being rejected. If there are any exclusions or contingencies submitted with your proposal it may be disqualified. PROPOSAL REQUEST #B2300087 Page 19 The undersigned, by his or her signature, hereby acknowledges and represents that: 1. The proposal proposed herein meets all of the conditions, specifications and special provisions set forth in the Request for Proposal for Request No. #B2300087. 2. The quotations set forth herein are exclusive of any federal excise taxes and all other state and local taxes. 3. He or she is authorized to bind the below -named Vendor for the amount shown on the accompanying proposal sheets. 4. The signed proposal submitted, all of the documents of the Request for Proposal contained herein (including, but not limited to, product specifications and scope of services), and the formal acceptance of the proposal by Weld County, together constitutes a contract, with the contract date being the date of formal acceptance of the proposal by Weld County. 5. Weld County reserves the right to reject any and all proposals, to waive any informality in the proposals, and to accept the proposal that, in the opinion of the Board of County Commissioners, is in the best interest of Weld County. The proposal(s) may be awarded to more than one vendor. FIRM BY BUSINESS ADDRESS CITY, STATE, (Please print) DATE ZIP CODE TELEPHONE NO FAX TAX ID # SIGNATURE E-MAIL WELD COUNTY IS EXEMPT FROM COLORADO SALES TAXES. THE CERTIFICATE OF EXEMPTION NUMBER IS #98-03551-0000. ATTEST: Weld County Clerk to the Board YOU DO NOT NEED TO SEND BACK PAGES 1 - 8. BY: BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO Deputy Clerk to the Board Mike Freeman, Chair APPROVED AS TO SUBSTANCE: Elected Official or Department Head Controller PSRFP0223 PROPOSAL REQUEST #B2300087 Page 20 FACILITIES MASTER PLAN B2300087 - QUESTION & ANSWERS 1. Question: Are there any facilities that are excluded from the facilities condition analysis? Answer: All facilities listed in this RFP are included in the condition analysis. 2. Question: Can you expand on the requirements for electric vehicle parking analysis? What specific analysis does the County need conducted? Size of fleet, charging station quantity, charging station locations, etc. Answer: Analysis would be number and type of EV Charging stations that may be required from upcoming (unadopted) building codes and any EV charging station quantities/locations that may be required by the Building Performance Colorado initiative that utilizes the EnergyStar Energy Use Intensity system. The State has indicated this initiative will provide scoring and goals on June 1, 2023. 3. Question: Can you expand on the vehicle fossil fueling requirements for this study? It is briefly mentioned on page 12 under Equipment and Infrastructure but does not include specific details about this requirement. Answer: Weld County has multiple fossil fueling stations spread around the County. These are primarily located at grader sheds with the one exception being the fueling site in the North business park. The analysis should include locations and conditions of fueling sites as well as future needs regarding these and potentially other fueling sites. These needs will be further defined during departmental interviews. 4. Question: Is developing acoustical criteria an expected outcome of this study? Would there be a need to discuss requirements for environmental quality and noise impacts of planned County projects? Answer: This is not a requirement for this RFP. 5. Question: Would acoustical measurements be required to establish baseline to be considered for future projects? Answer: This is not a requirement for this RFP. 6. Question: Will the County's IT department be taking the lead on establishing its equipment requirements with the consultant's role limited towards opening discussions and documenting these requirements? Or is the consultant expected to play more direct role in dictating specific equipment requirements? Answer: The IT Department currently has established equipment requirements and standards. The consultant's role would be to document the discussions and requirements with IT. 7. Question: Is there an expectation for developing standard documents for audiovisual, telecommunications, and security, with "deep dive" discussions and equipment listings that would be used as a basis -of -design documents by future architectural design teams and their technology consultants? Answer: This is not a requirement for this RFP. 8. Question: Is there an expectation to create detailed technology standards for courthouses and courtroom technology? Would similar detailed documentation be required for other County Agencies? Answer: This is not a requirement for this RFP. 9. Question: Would cost estimating for technology be done on a rough -order basis, or is there an expectation of detailed itemized equipment pricing? Answer: A rough -order magnitude will be acceptable and allow for construction budget inclusion. 10. Question: Is there an expectation deep -dive studies into technologies such as point -of - sale technology, other applications? Answer: This is not a requirement for this RFP. 11. Question: Do you require a security analysis at every location listed in the County's inventory, or specific buildings, which ones? Answer: A security analysis will be required for all buildings. 12. Question: Do you have existing geological surveys for the gravel pits, or do you expect the consultants to conduct the geological survey as part of this study? Answer: Geological surveys are not required for this RFP. 13. Question: can you please provide more information around the type of in-depth funding analysis you are expecting to identify gaps in current budget forecasts? Will the County's financial/budget forecasting team be involved in this effort? See task 2 on page 13 of the RFP. Answer: Consultant will identify funds needed to develop a long-term capital plan. Weld County's Facilities, Finance, and Budget team will assist in identifying which year the recommended improvements are desired based on fiscal impacts. 14. Question: Does the County have a budget range in mind for this work? Answer: There is no established budget range for this project. 15. Regarding the solicitation, please provide clarification of the difference on what is to be provided for between D.a and D.b in the RFP Response instructions on page 16 of 20. D. Workload: a. Provide a list of current project commitments by your proposed team. b. Provide proposed individuals that will work on this project, including the status of any current projects. Answer: Section (a) is seeking current project commitments of the proposed "team". Weld recognizes that some bidders may conduct most work in-house but need to seek individual consultants for certain tasks. So Section (b) requests status of those "individuals". The responses to these questions will aid in identifying if the bidder has the bandwidth necessary to perform the tasks in the RFP. i a.�►' y.. .I., £ate+... _, fit. .irraw .l. 4illu` aa Eta i.. a ,. r , - rep Exhibit B Response to Request for Proposal, Proposal Number B2300087 -espy ;as aeU Gensler April 20, 2023 Steven Lederer, Public Works Director Weld County 1150 O Street Greely, CO 80631 Subject: Response to Request for Proposal for Weld County Facilities Master Plan Dear Steven: Thank you for the opportunity to present our proposal for a Facilities Master Plan for Weld County. What an exciting moment to have the opportunity to develop a strategic plan that addresses the long- term needs of the County, your growing community and service reach, and the County's current facility portfolio. We are ready to partner with you to deliver the highest level of though leadership in the industry as we navigate this process together. We have assembled a team with experts from our Denver and Los Angeles offices to help you meet your planning goals. Our project team, lead by the Denver office, is built with team members who take significant pride in civic and government work as a way to use our skill sets to serve the greater public needs. We don't view this work as an "industry", rather, it's where we live, where our kids go to school, our communities, its who we are. In addition to the Gensler team, we are joined by our longstanding partners Gruen Gruen + Associates (economic analysis), KPJ Consulting (cost estimating), Bureau Veritas (facilities condition assessments) and Salter (communications infrastructure and security). Our teams have worked together on similar county facilities master plans for nearly 20 years and will provide an efficient and comprehensive engagement with Weld County. We believe you will find our collective experience and expertise hard to beat when measured against our competition. In the pages that follow, we invite you to get acquainted with our work, our approach, and our team. We have included a comprehensive scope of services in alignment with your specific needs, along with detailed resumes and case studies of similar projects for other counties. As you read through our proposal, we hope that three key aspects stand out that are woven throughout our approach: 1. Our team has an extensive background in Facilities Master Planning and will work to establish guiding principles, goals, and strategies that are aligned with the unique needs of Weld County. 2. We have worked with clients of similar size and similar scope - we know what to look for and are ready to hit the ground running. 3. We have robust experience in designing for the future of work and will benchmark against many insights. We are happy to partner with you to revise any portion of the proposal to ensure you receive the right long term plan for Weld County's future. Sincerely, Michelle tieblin Paul Natzke Principal Project Lead •A. Title Page 7717,E PAGE A. Title Page Show the RFP subject, the name of the vendor, local address, telephone number, name of contact person, and the date. RFP Subject Line Response to Request for Proposal for Weld County Facilities Master Plan, Proposal Number B230008/ Name of the Vendor Gensler Local Address Gensler Denver 12.25 17th Street, Suite 150 Denver, Colorado 80202 Telephone Number (303) 595-8585 Name of Contact Person Michael Adkins, l FED Green Associate Project lead Date April 20. 2023 Weld County I Facilities Master Plan • d` Gensler's Experience GENSLER'S EXPERIENCE Every day, millions of people around the world experience the spaces and places that Gensler creates. With that impact comes great responsibility. That's why using design to improve the human experience is the highest calling of our work. Our clients look to us to change their businesses and the world for the better. a. Provide a brief summary of like work your firm has undertaken as a consultant. Gensler is a multidisciplinary global practice that partners with our clients to tackle the challenges of today and tomorrow. Our creative and collaborative approach, grounded in research and data, enables impactful transformation of organizations, cultures, and environments, driving business performance. Our team delivers strategic solutions for government projects that promote the public good. We are driven to produce efficient and effective federal, state, and local government facilities that positively connect people and promote wellbeing for individuals and communities. Whether designing campuses, buildings, or interiors, or performing feasibility and portfolio evaluations, our projects evoke pride in public missions, create a secure work environment, stimulate community investment, and conserve resources. FACILITIES MASTER PLANNING Gensler's comprehensive real estate and facilities services help public and private sector organizations develop portfolios that support optimum client service delivery and changing business directions, whether they are driven by growth, consolidation, regulatory changes, or reorganization. Our strategists leverage proprietary tools to create real estate portfolio strategies that are efficient, flexible, sustainable, and geared to drive business performance. We gather and analyze qualitative and quantitative data and develop scenarios focused on business strategy alignment and other organizational benefits. Z Gensler We take a balanced, multi -disciplinary approach to our projects, which includes analysis of service delivery needs, finances, work process, and technology. We believe that the most productive real estate portfolios limit overhead costs while optimally supporting the mission and goals of leadership, staff and community. Our collective team has completed master plans, facilities assessments, interviews, and strategy services for nearly 100 government and municipal organizations across the Southwest Region, specifically Arizona, Colorado, and California. Our core team brings more than twenty years of strategic facilities planning experience with many complex counties, cities, and agencies. We find that our clients are always willing to share their knowledge, research, and insights with us and, by extension, with Weld County. We enjoy a collegial rapport and find that lessons learned by others often add an important dimension to our planning efforts. This, coupled with our deep benchmark of research and thought leadership as a result of over 50 years of experience in delivering thousands of planning projects for clients across the globe, sets our team apart. GENSLER HAS EXPERIENCE PARTNERING WITH SIMILAR SIZED MUNICIPALITIES AND OUR PUBLIC SECTOR EXPERIENCE IS ROBUST. GENSI ER HAS PROGRAMMED. PLANNED. AND DESIGNED FACILITIES FOR PUBLIC AND PRIVATE CLIENTS IN COLORADO AND THROUGHOUT THE UNITED STATES SINCE ITS INCEPTION IN 1865. SELECT PUBLIC SECTOR CLIENTS IN COLORADO AND THE SOUTHWEST REGION INCLUDE: (T4?F (0 Olt itit iVff) State of Colorado Area Health Education Centers On -Call University of Colorado, Boulder Koetbel Business School .,. r: 'Vr California Community College System (various) California State University System (various) California Department of Corrections and Rehabilitation Re -Entry Facility Site Assessments California Department of Motor Vehicles Strategic Facilities Plan Judicial Council of California Court Facility Plans University of California System (various) County of Alameda (various) County of Adams Facilities Master Plan County of Pitkin Airport Terminal Development County of Contra Costa Facilities Master Plan County of Denver (various) County of Eagle Regional Airport Terminal Renovation County of Gunnison Crested Butte Regional Airport Improvements County of Los Angeles (various) County of Marin Facilities Master Plan County of Monterey Facilities Master Plan County of Orange Facilities Master Plan County of San Bernardino Master Space Plan County of San Luis Obispo Facilities Conceptual Plan County of Santa Barbara Calle Real Master Plan County of Santa Clara Strategic Facilities Master Plan County of Santa Cruz Facilities Master Plan County of Sonoma Comprehensive County Facilities Plan County of Santa Barbara Calle Real Master Plan County of Santa Cruz Long Range Facilities Plan County of Stanistaus County Center II Site Assessment City and County of Denver Human Services Workplace Strategy City of Aurora Municipal Campus Space Study City of Los Angeles Space Optimization Study City of San Diego Civic Center Facilities Needs Assessment City of Santa Monica Office Space Needs Assessment Los Angeles Unified School District Facilities Master Plan Weld County 1 Facilities Master Plan • s. Gensler's Experience CIVIC CENTERED We deliver effective and timeless design solutions for federal, state, and local government facilities. Our projects evoke pride in public missions, create secure work environments, stimulate community investment, and conserve resources. In uncertain economic and geopolitical times, government architecture serves a dual purpose: aspirational leadership on future -facing issues such as climate action, but also practical leadership in providing the services that support civic life. Design will play an instrumental role in both arenas as leaders explore new models of public service. Our Denver based team is particularly passionate about government agencies and frequently partner with local organizations on community impact projects such as the William E. Cope Boys and Girls Club Education Room Renovation to better our cities and neighborhoods. With only two weeks to do construction while the Club was closed for break, Gensler rallied their network of partners to help revamp the Education Room. Gensler Denver staff, family and friends donated their time to demolish and clean the room in order for a team of local contractors and vendors to come in to build a wall, paint walls and ceiling, install new lighting, counters and millwork. We also partnered with Access Gallery to redesign it's 1,500 square -foot studio and gallery, resulting in a more functional, flexible, and accessible space for individuals with disability, teaches, and visitors. TRENDS GOVERNMENT er DEFENSE AGENCIES 1 01 Amid a polarized landscape, resilience design will gain universal acceptance. Operating on the front lines of crisis response, state and local governments are intimately aware of the demands placed on their facilities to survive the hardest of challenges. Resilient design strategies will be instrumental in supporting public services during extreme weather events, grid outages, and geopolitical unrest. 02 Public services will step into the digital age. Many government services that used to require in -person attendance will shift online if they have not already. While acknowledging and correcting for the digital divide many communities face, facilities like resource centers and DMVs will enact nimbler public service delivery strategies such as "genius bar" models to combine in -person connection with digital speed. "THE GOVERNMENT WILL DRAMATICALLY EXPAND ITS PARTNERSHIP WITH THE PRIVATE SECTOR TO UPGRADE EXISTING FEDERAL BUILDINGS - PAYING FOR TODAY'S NEEDED RENOVATIONS WITH TOMORROW'S ENERGY SAVINGS WITHOUT REQUIRING UPFRONT TAXPAYER FUNDING." —The White House. "White House Takes Action on Climate by Accelerating Energy Efficiency Projects Across Federal Government" 03 Adaptive reuse will provide an unexpected opportunity for governments to evolve. With hybrid work leading governments to trim down real estate holdings, one optimal strategy will be to embrace existing inventory and landmarks. While signaling a responsible use of taxpayer dollars, adaptive reuse will simplify portfolio management even as governments stretch into innovative, mixed -use building typologies to benefit local communities. 4 Gensler Weld Counts Facilities Master Plan po, •B. Gensler's Experience SUSTAINABILITY Addressing climate change is the moral and business imperative of our time. Gensler is leading the industry toward net zero carbon and defining a roadmap for sustainable change in the building industry. Climate change — and its increasingly visible threat to people's lives and cities — continues to elicit a sense of urgency everywhere. According to insights from the Gensler Research Institute, 87% of adults in the United States have been personally impacted by extreme weather events since 2019. At the same time, only 18% of Americans believe their communities are built to withstand climate change. The disconnect between these startling percentages reveals a profound opportunity for leaders in the real estate and building sectors, given that buildings are responsible for some 40% of total global carbon emissions. We know that to bring about a more resilient future, the building industry must act now. We are taking strategic steps to ensure our clients have access to green materials and key services while offering new research into the effects of climate change on people's lives. GREENING THE SUPPLY CHAIN WITH RESPONSIBLE MATERIALS Gensler Co -CEO Diane Hoskins announced Gensler's new global green materials specifications initiative at the 2021 United Nations Climate Change Conference (COP26) in Glasgow, Scotland. This new effort is a collaboration with our partners along the supply chain that will emphasize low -carbon materials and products for our clients so that they can meet their sustainability mandates, new building code requirements, and ongoing tenant demands for greener, healthier spaces. CLIENT SERVICES FOR CLIMATE ACTION AND SUSTAINABILITY The real estate industry is increasingly recognizing the potential consequences and economic risks posed by climate change. Our Climate Action & Sustainability practice offers sustainability consulting services and smart, effective climate action strategies for developers, building owners, and tenants who want and need to minimize the operational and embodied carbon impacts of their owned and leased facilities. 1 Environmental Preparedness +rmruz ag car awl erii:stuns while iiso investing in eL ns, .I2n, breserva:rnn trig restar.,t r. Mirrma:rig me amount of rev( cap hen -ritual aAc rfc erwlrcnn:ert. li • tlyduilne, the escait£ '1ecds "inn aC: ul porw pn.,:rt vestrrig r, natural capital area greening :ur cemm,mitie:. T • . .l':ppor ingrpte,e .4r.g 1 cmitcd,:rg i and r£5O JfrI c Gensler Experiential Preparedness acing Jitior that enhances quality cf l ft arvi huntan re alit, well•tring Jnd uai r.er'tru . Pr?motirg cultural resilience arid preciredness. ▪ Creatirg places that improve- burn in ifftatth, well•neing. and itec.hil cornecc urt. C_r£Jnrr7, awarcr less end optimism Si. nut rnnr-anitrt+ 3 4 Equitable Preparedness • Erounng tint ut;: acttc,ns create greater equity. by priorit't;ng the neeis anti 'challenge!: of ^ur mist rr::gunalrc•u communities. Fccusirg car cer ,nldrrrtitc !bar are ilteacty brliogthemcsi negat':c impacts from climate cn;iogt_ • Addres_.:ng th^. Ern: atr. ofJimate cfatrge or local and regional'dendt# Economic Preparedness Planning as c s face itrn• tr everts fur I,r r\in,'NS ,tent neniti. "title le (Ty %i4KJ y:,U „• ;:rcatran, and ex:ended ser, ce lift cf proects. Incentives or cost recovery •eehrch:s for adaptianires;lience upgrades. Priu'r:"L•rtg irwrstments in enctgy and tt :,.1 u(Ce elfic r: -r cy :end arla:, iior Adciressirg Insureorldy and big -zero' value of mal tstate. WeN County I Facilities Master Plan •& Gensler's Experience WORKPLACE RESEARCH + EQUITY We translate data into real-time insights and strategies. To understand and plan for the complex challenges our clients face, we publish new thinking and practical design solutions every week through our blog and website at gensler.com. Our weekly Dialogue Now newsletter, regular client emails from our Co -CEOs, and our social media channels deliver these insights regularly to help our clients drive their business forward. This year's Design Forecast focuses on design strategies :^a: will refine a new era of the human experience and shape the future of cities, with design trends, research, and insights to help clients navigate a changing world Gensler DIALOGUE BLOG ions forTransitioning Back to Work in a Post-COVID-19 World Cindy Coleman, Don Ricker r Generations Work Differently. What Does This Mean for the Future Workplace? By Janet Pogue McLaurin DIALOGUE BLOG e f .i a of ESG in Architecture By Anthony Brower, Audrey Handelman, Stacey Olson Only an Pectus Mist Drys Cafe truly cons 070n1 .sssssd wisest fffr zswi4l Rd% hilt (Sae WOO On sites NM' J N a-.._..i Inclusive Design and the Black Experience It's est ma:ed that only 2% of U. S architec:.re professionals, and only 3i of design professionals more broadly, arc Black. We canna achieve irclussve des gn through checklists and principles alone — a design process that ncludes diverse representatives and perspectives must be our first step forwarn Our research uncovered tha: the opportr.nities to address racial bias and lack of inclusion were more about :he design process, and end -user partscipation. tan the form of the ultimate outcome. Weld County I Facilities Master Plan 1-f_ nit's Experience REFERENCES b Perni1W three ►.se-rreeras Tel. :}c-:trttpr r,(nrnnt Sr-;.Ss4c ..;.Stir. ntx1 r seas frit talent:r t. tnd tutor hone tityw8c+t We are very proud of the quality of our work, and our clients recognize the contribution that our design has made to their business. We encourage you to call the following additional clients and talk to them about working with Gensler, the value that we were able to add to the process, and the quality of our services. • atlttNICIL G a Senior Special Pnojtn Manager City of Aurora, Public Warta Ti 003) 739.1 X00 e etwatbOrtaurnlagrwtrg CIT\ OF AURORA MUNICIPAL CAMPUS SPACE STUDY Gentler ni tot a t on Eric Angnst Chef Assistant County item ttslratur County of Contra Costs 11(925)655-2042 teric,angitadtelc $r- CCCOUtitY ufr COUNTY OF CONTRA COSTA FACILITIES MASTER PLAN Ur Elba 3 a $ Travis Cr*ry CtlfeCtct Capital Projects County of Santa Cruz it(31) 4%4.2:60 Esckempenaantt strugherghts.ntt COUNTY OF SANTA CRUZ LONG RANGE FACILITIES MASTER PLAN STAFFING CHART . fro•Irttts r staffing than show Inj proposal DtaulItatlan for Lbs. project We believe theft art two essenitdl feast lb lu- GCltsltes success. Our is the q,tallly Lf :t,e wurk wt prudtace and the other is the quality 4i tar peupk— oUl staff ultimately, ,;1. .ittlllEy to Met I :hu ,.I U._tt ub)ecDves w il depend upcn the Gt isier prutessiunals who replest•it us and work with yule an this pruje.1 Ihr t≥Ilkrwrng train las been carefully selected w)th yuut ..rt:Irl_ t requirements tot mina We haw - assembled .. t• im of txpvrt stratr:gists ant: dtsigrer: ;kilted in t. t. I ', planning, but it doesn't stop theft_ an tram is .,.,: nnate about tnnc and govctnmerI work. We vrew this as an oppos Vanity to g:vr tax to out romnwniti s. weer! wr leer. wort and play Thos Isn't lust another prolrt.! to- Its team, its an ci pnrtunity tot 'te-lp shape the tutt.rc at our backyard ituttAEAtMXtfKt*arch., M..rotas. I•i- .• .r ... -.r• I . »., ..L. . La MALTANDMO 4Udilllc.a.,rat..-M,:.rer .l. i -z :. _ .- c.. .. .. •.. •.I +'.• - .d„ .. r. r.1s sit r at: - • _ �.t* •a_ .r •Iw. ..Jw -,..t _ .. Jd ♦ I� t, a.lr._ a• I.. 'I„I. .. 1. ...u. r.. . . _ -Jr •rc •1... I. .' PAUL MATZKE Pro1cct Ltad Oita %hots° Moto Dirnctn, and Onto nan.nt Not Luc arcs lowed. v..IniN and cloudy 'Olathe full Gina n tram is lilt .uM 40 Plat.... Done WI, Li Inilna lac. algae' rl nptlk.a • we knees tempin se.nngpsl ntprn,. tie wall alto aaftttint• dinttly to try Alltalo.t rrr/l..ga Spun Weldtounlp LINDSEY SAIAZAR Lead straogElu a. the Was I l•n a uraNgat, LI..a.tr. odalasoli Ind .oglutwa.d rata r.... t. t Iran. n w t•O.tt rA ...Iuala tan,r.t SI •r tic . nap PIO Catnip stale tlwl4A.t..ad •..hot. nopNtWdaka eel t•usty aebnty rMl lea •m.a • an deism Ina nt 4141 t.al60410 ea 4th PAUL NAME E SID)tal ,1.(1 UNDILYSALAZAR I. I ' ll laird Ste scot{. tl Malatn' r u®tusc .l O Petn ipl in Chown CORE DESIGN LEADERSHIP TEAM MICHAEL ADKINS Ptelr.l laad. Prints y Caudal UNlA KAHN . S..r%lu. S4.t.M..l lolly %Antall of fri tetztill teum:iititlaU 1IL1YALN sstlsrisath tea IWayCenkatAewswtaap MOUILEALLAY'/ ..a. MATT ANDCaON Bliss Vallla tl.r.mitl AARON k at*k I.n.•.yi NOM am ., N\.. A,..MI sAss war. •. •I.t. MITHILA KEDAPIAADI SI..bgtti MICHELLE URUING Principal in Charge 4. hu..,p.Lln th wgr and Open. a (a•Mun erne hwKipal Mr Silo nit pa SW had. rinip ant wrnIght yin* ent.a. In" .nun set /taw the Golub a satu tawdry Naas .•. Urea, net. Slut w,Nadnctle No tow per lin MN fern OrS CM..ep ....too the cs.tr.t d Conga MICHAEL ADKI ShrutcctLeat/Prfrnny At nor I (As and VOW Cbufal) \ Posner, C.ntatt. MItrun n IN So the Gonab r Ivan.. .lep•t.aelay wnut I ...dwell wr1 W rmw. IA. optimum yet lo.n.•n.v vl the enlist, prowI Item sad l b. trat.athtt ai•tKM. ott-budvt t t FlalMea .l tom Drul.tt. Mlatyni. L.l.d on fl.,.er., MN alas u..dlp t.l. ..ptrin. is. 1tt•tage $;,•aria .fe) t.ritaa. aaaaaauwl.l Itdrip .tart. flea lutist end bow towel Moot County I .sulfa►n UNA KANN senior Stntainability Specialist tow roman trkr.d ttntaouslrad, Iatn..d daflgn ns.nrr.mlttalm. ••.night WI Ilan dot wan•btasa are Invkl• tot AVON Kt.. ,aMniltal erA u...Mtt life .ho cn stew 'salsas nu* Ing took h. .tart• ton -sat• sal Ina tn.rs, W.4nlial with ono...4.Mt intro Intllwlrilta SUNCONSULTANT TEAM d Salter 4..allt aced•#IIIIS. IIktare-Wl4ali✓N NMI tat Will UM IMAM ar.. Mtatnaltw..d .a. RYAN W1t0� I 1,...•l,.a.aS 40 An NAM T IN&AIOC . al .r.a Il %sanest 1(P) Consulting h r 1 CtsA try CMtlmli*.tlr.d MIENHAMM N.a• Ca to Imo -sots tfffllrAk USADI Strategist ✓ s'flatlet iKnpWtnute sad pwwatian appr.Iotch, W ShOwra.t.awl l4agrt.w S an tans nark soil no .wrlDlarra Mt a ft. .*Fairs% nit ail a•tlpal.g lee eta hybrid• ..rl hurl#%w.a onatir roil.... lit 4110, pt.IWt.wM/ aW n1I top purl Lindley ins soma AArON to OWN alxfrt roc Pi r. IbM 1ta vows lei u.•, .•., OM ,..lit.... a• f.' ._I•'. Vt.,: .,ii_,• ,r.. I' -In -a... .-, .I.-, .. t•-.Ir" sass-tata•. r..• -...if a,✓4 nib. Marc DUSK :JEAN A1•IUKL% J RAM III'UM) Kth OCAS US KYAN RASbUP :v': UNi.ale.•• {dal r lea •,u OlaIg't . I. RU*EXT IIAPMROhtl v ...- •.r . As, n at e?. PHILIP MAinR*M -tilt•. Cbet hLdvfrl WeldCangy I lac Mot, Master Plan SECTION 2.0 • Team Expel' r• ;• firer NEW LEASE 1r 20 -Year Plan f 486,849 USF I NEW eUlw 201.341 IMF SPACE CLOSED / DEMOLISHED: 112,120 USF Renovate: Significant renovation and reconfiguration of interior spaces. Refresh: Finishes and furniture updates, implementing proposed densities. `•` 1 , _) .• _• Study Area San Ws Onlspo City 1 Knits i Paul's work focuses on exploring how real estate and facilities can better support organizational goals and workplace performance. Since joining Gensler, Paul has successfully led many large, complex, multi -disciplined teams in real estate and workplace strategies for private and public sector entities. Paul's work focuses on formulating alternatives that align an organization's real estate and facilities with its business plans. He facilitates the realization of goals pertinent to constituent service delivery, staff recruitment and retention, and the creation of community within and among organizations. 17 Years of Experience Joined Gensler 1999 liackgraaund Bachelor of Arts. University of California, Los Angeles. Los Angeles, California Gensler Selected Project Experience County of Adams Facilities Master Plan. Adams County, CO County of Los Angeles As -Needed Master Plan and Strategic Facilities Planning Consulting Services, Los Angeles, CA Civic Center Master Plan, Los Angeles, CA Department of Public Social Services Space Facility Master Plan. Los Angeles, CA Health & Human Services Multi -Agency. Family Service Center Strategy, Los Angeles. CA Rancho Los Amigos Campus Planning, Downey, CA County of Contra Costa Master Plan Services, Contra Costa, CA County of San Luis Obispo Facilities Master Plan, San Luis Obispo, CA County of Sonoma County Comprehensive Facilities Plan (CCFP), Santa Rosa, CA County junior College District Facilities Master Plan County of Santa Barbara Calle Real Master Plan. Santa Barbara, CA County of Santa Cruz Long Range Facilities Master Plan, Santa Cruz, CA City of Sacramento. Real Estate Strategy County of Alameda Real Estate Master Plan, Oakland, CA Social Services Agency, Alameda, CA County of Los Angeles, Real Estate Strategy County of Main, Real Estate Strategy County of Monterey, Real Estate Strategy County of Orange. Real Estate and Workplace Strategy County of San Bernardino, Real Estate Strategy judicial Council of California, Court Facility Planning County of Adana County Long Term Facilities Master Plan Role: Project Director As one of the fastest growing counties in Colorado, Adams County retained Gensler to develop a Facilities Master Plan to address such issues as aging facilities, property disposition opportunities, service delivery enhancements, and improvements in the employee experience. The work is currently ongoing with Paul as the Project Director. • ,` r =s SPaCe Master Flan Role: Project Director Gensler worked with the City of Aurora to determine utilization rates and future growth for each department located within the Aurora Municipal Center. Once the supply and demand were determined, Gensler worked with the City to understand impacts of long term hybrid work, then developed design options to accommodate the future needs that best aligned with each department's operational priorities. County of San Luis Obispo Facilities Master Plat Role: Project Manager In February 2018, Gensler delivered a 20 -Year Conceptual Facilities Plan for the County of San Luis Obispo. The plan focused on all owned and leased County properties within the city limits of San Luis Obispo. With Paul as the team's lead, Gensler developed a 20 -year Plan that identified and focused on six key goals that needed to be addressed: • To establish a comprehensive vision for San Luis Obispo County facilities within the City limits, • To identify proposed major capital improvements over a 20 -Year time frame, • To accommodate employee headcount increases, • To improve department adjacencies and consolidate sirnilai functions, • To create core campuses for enhancing public services, • To address County employee and visitor parking needs. Weld County I Facilities Master Plan Ilil�llll$�171�1i�i6�1111�llilfll 11i MICHAEL ADKINS Senior ,4s .ociate ea t\\, BACKGROUND DEAR-MENT STACKING & LAYOUT DEPARTMENT STACKING DIAGRAM ny 20)0 headcount. as reported in department surveys) s or LEGEND • at• • • .: sS • . • a::.. TSi rsnaltr —17 - 1`. r. •. • a. ■ ■ m i Ilcca' a^. ••n• ),I •',' • . • w r wll l'ce _. scace!o' r, . 11 �I ra ... .c•s LEVEL 01 Li LEVEL 03 LEVEL OS MIDIS water I. partUiyvacate wad aho relocate to floor 7 Aurora Mun:ctpal Campus Space Needs Assessment Aurora Water to Vacate e AURORA MUNICIPAL CENTER LEVEL 02 LEVEL 04 Aurora Water to Vacate nu,"„ Watt, •0 V.( att. igaVa "r AM* VW To f' A, July 2321i Page 38 As a Design Manager, Michael applies a people first strategy and leads his project teams with empathy and integrity. Michael's management skills for leading teams and using innovate processes and tools ensures that his projects meet client's budget and schedule goals. With more than 16 years of experience, Michael has experience delivering diverse project types for the federal, local and state governments, the United States military and private industry. His diverse experience, design training and proven leadership has positioned him uniquely to lead large and complex accounts where he has helped lead real estate and workplace projects with an emphasis on strategic planning and work place analysis. His ability to lead project teams effectively has lead to his clients identifying millions in potential real estate savings. 20 Years of Experience. Joined Gensler 2015 Background Pratt Institute, Master of Science. Interior Design, Brooklyn, NY University of Maryland Baltimore County, Bachelor of Arts, Political Science. Baltimore. MD Lieutenant, United States Navy, Honorable Discharge Security Clearance. DoD CAF Interim Top Secret 14 Gender Selected Project Experience County of Adams Facilities Master Plan. Adams County, CO Activision Blizzard Workplace Strategy, Santa Monica, CA Activision Headquarters, Santa Monica, CA Activision Publishing Workplace Strategy, Santa Monica, CA Amazon Web Services Data Center. Multiple Locations Aurora Municipal Campus Space Study, Aurora, CO Blue Cross Blue Shield of Arizona Workplace, Phoenix, AZ City of Aurora, Aurora, CO Municipal Campus Space Study Martin Luther King Junior Library County of Los Angeles As -Needed Master Plan and Strategic Facilities Planning Consulting Services, Los Angeles, CA NASA FCU Visioning & Programming US Department of Commerce, Headquarters Workplace Utilization Washington. DC US Department of Defense Washington Headquarters Services National Capitol Region Leased Space Study Pentagon Office Census. Mark Center Space Optimization Office of the Future US Department of Defense, NCR Portfolio Strategy US. General Services Administration CWSS Nuclear Regulatory Commission Program of Requirements Washington. DC Confidential Intelhgerce Agency Equinix Denver, Denver, CO 500,000 County of Adams County Long Term Facilities Plaster Plan Role: Project Manager As one of the fastest growing counties in Colorado, Adams County retained Gensler to develop a Facilities Master Plan to address such issues as aging facilities, property disposition opportunities, service delivery enhancements, and improvements in the employee experience. The work is currently ongoing with Michael as Project Manager. 7,$00 d"`.?tu n¢ h R,Tror Mfftm {3AI Campp*kg SplItt'e Stud) Role: Lead Strategist 1,`700,000 4,400.000 5,000,000 100,000 N/A 13.000.000 700,000 5,700 Gensler worked with the City of Aurora to determine utilization rates and future growth for each department located within the Aurora Municipal Center. Once the supply and demand were determined, Gensler worked with the City to understand impacts of long term hybrid work, then developed design options to accommodate the future needs that best aligned with each department's operational priorities. United Malts Department of Homeland Security Real Property Partible Strategy Role: Strategy Director When the federal governments second largest real property portfolio's needed a new long term strategic portfolio framework to reduce its overall footprint, they turned to Gensler to help reduce their 113M square -foot portfolio. Michael lead the way to develop a repeatable and scalable approach to optimize the portfolio which resulted in building a framework that could save the federal government billions of dollars. Weld County 1 Facilities Master Plan 15 Lindsey enables change through creativity and design as a strategist. Her extensive background in design provides a holistic approach to her work, with a heightened focus on bringing new ideas and solutions to the built environment. She collaborates with her teams to make the biggest impact by solving complex challenges with people -first solutions. Lindsey brings a passion to master planning by delivering viable solutions to long-term needs, advocating for community, and advancing design excellence. Her approach results in solutions that are purpose -driven, data -informed, and resilient. Backgrotand Bachelor of Fine Arts in Interior Design. The Illinois Institute of Art. Chicago. IL Bachelor of Science in Mechanical Engineering, Rose-Hulman Institute of Technology. Terre Haute, IN Selected Pnij ct Experkncx County of Adams Facilities Master Plan. Adams County, CO Colorado Department of Health Care Policy and Financing, Denver, CO County of San Luis Obispo 1144 Site Assessment, San Luis Obispo. CA Woodward Workplace Strategy, Fort Collins, CO City of Aurora Municipal Campus Space Study. Aurora. CO City & County of Denver, Denver, CO Denver Human Services Workplace Strategy Webb Building Code Analysis Study Clerk & Recorder/Elections Program General Services Administration (GSA) Building 53, Denver, CO Google Bayview Teamspace Assessment, Mountain View. CA Disney Burbank Restack, Burbank, CA SCL Health HQ Mob lity and Workplace Analysis, Broomfield, CO Co -dental Aerospace Company. Colorado Springs, CO Junior Achievement HQ, Colorado Springs, CO Beacon Capital Consulting, Denver, CO Kaplan Kirsch & Rockwell Consulting. Denver, CO Arrow Electronics HQ. Centennial. CO Co"=-dential 'ech Client Information Technology, Aurora, CO, St Lo>is. MO Microsoft, Fort Collins, CO Vail Resorts HQ, Broomfield, CO Verizon, Salt Lake City, UT Western Union Headquarters, Denver, CO Gensler was engaged to develop a Space Study for the City of Aurora's Municipal Campus to make short- and long-term recommendations that support a 10' . projected employee growth over the next 10 years. The team's final recommendations included: • Creating a centralized customer service center to provide an intuitive and elevated customer service delivery experience for all visitors • ReevJuat ng existing space to more accurately respond to flexible work schedules and needs. maximizing space utilization across the County's Municipal Campus • Focusing on the Campus as a cultural hub that unites County employees and community members, strengthening the relationship with the public Gensler worked closely with Denver Human Services to better align their workplace with current and future (5 -year) practices, and to elevate the client experience at the forefront of all design opportunities. The team's final recommendations included: • Realigning the workplace to hybrid work schedules that allow employees to better connect to the public, and right -sizing their spaces to offer more support spaces for both employees and clients • lmplemrr:hg Intuitive and effective wayfincirg in t -is commonly high - stress environment to contribute to a sense of well-being, safety, and security • Integrating trauma -informed practices to create spaces that are welcoming, demonstrate a safe environment, and provide an additional layer of privacy • Identifying inclusive design principles to create environments that allow clients equitable and independent access within the building Obispo's 20 -year Conceptual Facilities Plan, the team was reengaged to develop design options for a new facility site development for the City. The team worked closely with the City and departments that would occupy the new building site to understand space operations, department needs, and customer experience. The final deliverable provided recommendations for the building size and parking requirements, conceptual department space plans, and retail opportunities that could be integrated within the building. SECTION 2.0 Team Experience Gensler MICHELLE UEBLING Principal 4-\\N• - Principal in Charge As Co -Managing Director of Gensler's Denver office, Michelle provides strategic direction for the office while reinforcing the firm's reputation for design excellence which extends to her role as Principal in Charge for Weld County. Throughout her more than 25 -year career, Michelle has focused on guiding clients collaboratively through a rich discovery process to define strategic intent and develop tailored design solutions that create meaningful experiences and drive our clients' business performance. Her expertise spans a variety of industries and project types, including workplace strategy for the public sector. 25 'Years of EXPeriente Joined Gensler 2009 Background Bachelor of Science, Interior Architecture, University of Missouri -Columbia ib Gensler Sclweled Protect Experience City of Aurora Municipal Campus Space Study, Aurora, CO City and Country of Denver, Denver, CO Denver Human Services Workplace Strategy Wellington Webb Municipal Office Building Workplace Strategy City of Boulder, Boulder, CO Open Space and Mountain Parks Workplace Strategy Community College of Denver, Reorg 50, Denver. CO Gensler Denver Workplace Strategy, Denver, CO GSA Building 41 Workplace of the Future, Denver, CO Metrr,polirau Stzte 1aliversity,'47rdill Si,, C;ernw'i, CO Newmont Mining Workplace Guidelines, Denver, CO Prcdlogis Workplace Strategy, Denver, CO URS Global Workplace Guidelines, Various Locations Western Union Workplace Strategy, Denver, CO Woodward Workplace Guidelines, Fort Collins, CO CBRE Denver Tech Center, Greenwood Village. CO Corr -Jensen, Broomfield, CO Cushman & Wakefield. Denver, CO Newmont Mining Headquarters, Denver, CO Prologis, Denver, CO County of Adam County Long Term Facilities Master ter Plan Role: Principal in Charge Gensler was engaged to develop a Space Study for the City of Aurora's Municipal Campus to make short- and long-term recommendations that support a 10% projected employee growth over the next 10 years. The team's final recommendations included: • Creating a centralized customer service center to provide an intuitive and elevated customer service delivery experience for all visitors • Reevaluating existing space to more accurately respond to flexible work schedules and needs, maximizing space utilization across the County's Municipal Campus • Focusing on the Campus as a cultural hub that unites County employees and community members, strengthening the relationship with the public city :And County of Denver, OHS Workplace Strategy Role: Principal in Charge Gensler worked closely with Denver Human Services to better align their workplace with current and future (5 -year) practices, and to elevate the client experience at the forefront of all design opportunities. The team's final recommendations included: • Realigning the workplace to hybrid work schedules that allow employees to better connect to the public, and right -sizing their spaces to Lffer more support spaces for both employees and clients • Implementing intuitive and effect ve wayfinding n this commonly high -stress environment to contribute to a sense of well-being, safety, and security • Integrating trauma -informed practices to create spaces that are welcoming. demonstrate a safe environment, and provide an additional layer of privacy • Identifying inclusive design principles to create environments that allow clients equitable and independent access within the building Role: Principal in Charge As a focused study for GSA Building 53, the team engaged in a series of detailed engagements to understand space needs, adjacency requirements, and hybrid work practices. The key findings from these engagements influenced new workplace standards developed by the team, and culminated in conceptual plans that were refined as part of the design process. The end result provided GSA employees with a communal amenity space for the entire campus, spaces that celebrated each department's mission, and amplified wellness and connection across the building. Weld County I Facilities Master Plan 19 • SECTION 2.0 Team Experience BUREAU VERITAS 20 Gensler MOUAZ ALRAYES PROGRAM MANAGER Mr. Atraycs is a S: n,or Pro.er.r Vanager with 19 years of experience. .c conducts and leads teams foe Physical Needs Assessments, Facility Condition Assessments, Energy Audis & Surveys and other related services a' p►ope' Jes rn accordance with ASTM standards and c lent specif c scopes cf work. He supervises and trains junior architects and engineers conduct rig building assessments and energy aucits. He also supports program managers IC coordinate proposals, train, and develop ana review final deliverables *o -he client As Program Manager, he is responsible for deliver ng results and is the main point of contac 'or re Chen: throurout thr? orc)ect. PROJECT EXPERIENCE: YEARS OF EXPERIENCE:19 State of Utah, UT rac:.:iy :onaituon Assessrneri: Teton County, WY 'y Condition Assessrnen' Judicial Council of California, CA Assessment El Dorado County, CA .3, 1 " :. Assess'ner•' Inventory Sonoma County, CA mac; .:y Bona!: Qrl Assess:rw n:, ADA Assessrne-t City of Phoenix, AZ Vac i.rty Conouion Assessment, Inventory City of Covina, CA Fati ityCondition Ascessmen- Golden Empire Transit Authority, CA Assrsssrner • Catalina Island, CA r ar •y Condit ion Assessmenv, Inventory City of Fresno, CA <lc ity (.nrdit ion Assr~ssmr•n: City of Concord, CA ar I ;Ty Condition Assecsmnnr Conejo Valley Schools, CA .r'..t.ur'r1J�. Simi Valley Unified School District, CA Asscssrnt I Sacramento Metropolitan Fire District, CA ir. ',y Lot u' , I Art" • Education Bar.^etorof Arts, Mechanical Power of Fngrneerrng, Damascus University BUREAU VERITAS MATT ANDERSON, RA QUALITY ASSURANCE MANAGER Mr Antic sor:eg,5:erez :;, c ect w.? experience in the assessment and design of residential projectsinacdltiontoconstructionmanageme~tprocessesandprocedures. Heroutinelysupervises teams:farchitectsandengineersco"ductingproper:ycondttronassessments. Healsospeciaiizesin c:ostestimating,governmentorograms,andanarrayofotherseevices AsQua ttyAssuranceManager, hew�Ilassist t hr' ' rot.rr?m Manager by providing QA/QC review on the da'acnllectinn and reports. PROJECT EXPERIENCE: YEARS OF EXPERIENCE: 30+ City of Aspen, CO r-acrotyCon':tonAssessmt Boulder County Housing Authority, CO rC::ity Condition Assessment State of Utah, UT Facility Condition Assessment Boise State University, ID Pa; *ty Con:: ' nn AsseSS'ren.. Judicial Courts of California, CA -j n Assessment California Dept. of Corrections 84 Rehab. CA hac,iity Con: t,r}n Assescr m Nevada County, CA i gar..:: , Toncn Assessment San Diego County, CA rareity Condition Assessment Marin County, CA Facrf ry ConC;t,on Assessment Sonoma County, CA Assessment Kern County, CA Facility Con:. ii ion Assessment City of Phoenix, AZ •u,..,:y CCML tion Assessment City of Casa Grande, AZ I aciiity (...on:;itiur; Assessment Bureau of Indian Affairs, AZ :.y Con^it ion Assessment Yakima County, WA c c !Ay Condition Assessment Education dachulor of Architecture, Cali'o•nia Polytechn c Un vers ty Registration Registered Architect ! CAI C I5753 Weld County I Facilities Master Plan • SECTION 2.0 Team Experience I :\ c.; I? I \ + :lSSOCl \ Aaron N. Gruen Founding Principal, Economist Aaron has led or played a key role in the completion of more than 600 assignments for public entities, universities, corporations, retailers, and publicly -traded and privatelyheld real estate investors and developers. Selected Project Experience Market studies, highest and best community use evaluations for subareas and specific properties for: City of Boulder, CO City of Glenwood Springs, CO City of Greeley, CO City of Thornton, CO City of Wheat Ridge, CO County of Contra Costa Master Plan, Oakland, CA Northern Colorado Regional Airport, Loveland, CO California Department of General Services Disposition and Reuse of Fed C. Nelles' Youth Correctional Facility,Whittier, CA California Department of General Services, Ground -Leasing and Development of Chino Institute for Men Surplus Property, Chino, CA 22 Gensler GRUEN GRUEN + ASSoCtArrs Debra Jean Principal Economist Debra has led or served major roles in market and survey research and economic analysis to support the planning and marketing of office and industrial parks and mixed -use business parks and other private entities as well as local governments including several municipalities in Colorado. Selected Project Experience CA Dept. of General Services, Disposition and Reuse of Fed C. Nelles' Youth Correctional Facility, Whittier, CA County of Orange, Orange County Facilities Master Plan, Santa Ana, CA CalExpo, Reuse and Re -programming Evaluation for Portions of State Fairgrounds Site, Sacramento, CA CA Dept. of General Services, San Diego Hillcrest DMV Reuse and Moderniiation, San Diego, CA County of Alameda, Alameda County Real Estate Master Plan, Oakland, CA City -Owned Property I a^r: Use Scenario'planning and Cost/ '3eneht Analysis. Glenwood Springs, CO GRUEN GRUEN + ASSOCIATES Andrew J. Ratchford Senior Economist Andrew's work focuses on real estate market analysis, economic and demographic research, development economics, and strategic planning to inform land use planning/policy, community development, and property enhancement decisions. Selected Project Experience North Washington Subarea, Thornton, CO Market Analysis and Development Strategy Northern Colorado Airport, Loveland, CO Development Strategy and Master Plan City of Glenwood Springs, CO City -Owned Property Land Use Scenario Planning & Cost/Benefit Analys s San Diego Hillcrest DMV, San Diego, CA Reuse and Moderniiation Alameda County, Oakland, CA Real Estate Master Plan City of Santa Cruz, CA Governmental Center Development Alternatives and Master Plan IMMIIMINISHISSOMPfateineassarnwerr err eillefealleleeenteli he IMO a�sna�els 'ma wanaro. vase, emeglehalelbell t- .Iw gniraI'fS LI•zi She frsa, 0) 3 U 2 4 0 to '41 M l✓7.' •• r t d.dns lwl<I• Vera aM V4l• • • • • I.%taro IVila • • • a • • • sraala.aa.l Male • Wearw kowfmare Nacresnkan pr wears xess aim wi edelleteel ea M awe DI Swim • laml iume1r1.1 baba a nog mesteflamosa Ingehltemeeneed metea is- • ._ earl Sd M Steale MIL M leelli L1 al Pen* bile WORMS paws aae- rm. Me Sea alasal cote ea me eraawaeawaara In an Ma WOWS saen a Mt'rr_all - axe eassmo r • R-.4 rY lew • Web ectWanhet ewe nen mama sae we sauvans sae • taanweestela rant eQuato& • le Ile Sal Mlw war nee n0aea0 W.. war. Weld County I Facilities Master Plan 23 • SECTION 2.0 Team Experience Salter 24 Gensler RESUME Ken Graven, PE, RCDD, CTS -D, LEED• AP Senior Vice President Mr. Graven has been an audiovisual and acoustical consultant with Salter since 1989. As a registered electrical engineer and communications distribution designer (RCDD), he brings a rigorous understanding of the convergence of audiovisual, media production, and informational technology systems. As a LEED Accredited Professional and registered electrical engineer, he is a proponent of user friendly and energy efficient technology systems. Mr. Graven has extensive experience in the functional and aesthetic integration of media technology, building infrastructure, high-performance acoustical systems and the architecture. His extensive civic project design experience includes a 28 -city study of courtroom technology for the Administrative Offices of the U.S. Courts. Project Experience • Solano County Administrative Building, Fairfield, CA • Department of Justice, Program of Requirements, Washington, DC • FEMA, Program of Requirements, Washington, DC • U.S. Customs and Border Protection, Program of Requirements, Washington, DC • PJKK Federal Building, Honolulu, HI • San Ramon City Hall, San Ramon, CA • Redwood City City Hall, Redwood City, CA • Brisbane City Hall and Council Chambers, Brisbane, CA • AOC Sutter County Courthouse, Yuba City, CA • Calexico Border Station, Calexico, CA • AOC California Trial Court Facility Standards • California AOC Training and Conference Assessment and Recommendations AOUSC Federal Courtroom Technology Study, 28 Cities throughout the United States Education California Polytechnic State University. San Luis Obispo, CA, 8.5 Electronic Engineering Technology (Minor; Music) taarr .ill toff. Professional Registration California: EE Number 015135 CTS -D• 2330418 RCDD: 182723R 1R., Jr. sc , i . A-ye:c.; • a:'•ki;t, ]Cute t Professional Affiliation Acoustical Society of America Audio Engineering Society InfoComm BICSI Publications Coauthor ACOUSTICS: Architecture, Engineering, the Environment (1998 William Stout Publisher) Coauthor Audiovisual Design Reference Manual (Published by BICSI Organization) Coauthor State of California Trial Court Facility Standards Coauthor United States Courts Courtroom Technology Study (A0USC, Draft for Review) A[ Wilk• Audiovisual ?vin:unweuunkatkmti Sena It► Salter RESUME Ryan Raskop, AIA, RCM, PSP, LEED• AP Senior Associate Mr. Raskop is a Senior Associate, Licensed Architect, and Registered Communications Distribution Designer specializing in Building Technology integration. Ryan brings experience and expertise in Telecommunications Infrastructure, Electronic Security Systems, Audiovisual Systems and Cellular Network design. With his Architecture background, knowledge of construction systems, and expertise in communications infrastructure, Ryan seamlessly integrates technology within buildings and their surrounding environments Project Experience • Department of Justice, Program of Requirements, Washington, DC FEMA, Program of Requirements, Washington, DC • Napa County Supervisors Chamber and Conference Rooms, Napa, CA • U.S. Customs and Border Protection, Program of Requirements, Washington, DC • U.S. Customs and Border Patrol Feasibility Study, Washington, DC • 10th & 0 Street Project, Sacramento, CA • City Center Bishop Ranch, San Ramon, CA • Fremont Civic Center Phase 1, Fremont, CA • Oakdale Irrigation District, Greger Facility, Oakdale, CA • Our Lady of La Vang Church, San Jose, CA • Redwood City Veteran's Memorial Building, Redwood City, CA • Single Sailor Center, NAS Lemoore, CA Sunnydale Recreation and Community Center, San Francisco, CA Education California State Polytechnic University, Pomona, Bachelor of Architecture Professional Registration AIA CA: C35434 BICSI: 201303R PSP: 24787 LEED AP: 104/8/04 NCARB: 83026 Professional Affiliation National Council of Architectural Registration Boards (NCARB); Architect AIA San Francisco (AIASF), Allied Member California Architects Board (CAB); Architect Building Industry Consulting Services International (BICSI): Registered Communications Distribution Designer United States Green Building Council (USGBC); National Member Architectural Licensing Committee. AIASF. Co - Chair ACOtestks AudkrosuaI leieootsmeutlkattom Semeln Weld County I Facilities Master Plan 25 • SECTION 2.0 Team Experience yf 4.9 Salter 26 Gensler RESUME Robert Hammond, PSP, NICET III Mr. Hammond r, a security consultant who has worked in the field since 1972. He has consulted for manufacturers, integrators, owners, and consultants. He specializes in security system integration, including access control, video surveillance, intrusion detection, and emergency communications. Mr. Hammond's projects include security design for government installations, educational campuses, emergency operations centers, office buildings, hospitals, airports, nuclear power and research faculties, and military bases. Project Experience • Department of Justice, Program of Requirements, Washington, DC • FEMA, Program of Requirements, Washington, DC • U.S. Customs and Border Protection, Program of Requirements, Washington, DC • US Coast Guard, Building Consolidation Study, Kearneysville, WV • UCSF Police Department Consolidation and Relocation, San Francisco, CA • Santa Maria Police Department, Santa Maria, CA • San Francisco Public Utility Commission, Griffith Yard, San Francisco, CA • San Francisco Police Department Facilities Security Standards, San Francisco, CA • Juvenile Hall Youth Guidance Center, San Francisco, CA • Fremont Civic Center Phase 1, Fremont, CA Salt Lake City International Airport Terminal Renovation, Salt Lake City, UT • Town of Atherton Civic Center, Atherton, CA • Hayward Main Library, Hayward, CA Helms Community Center, San Pablo, CA • Moffitt Library Renovation, Berkeley, CA • Northside Branch Library, Santa Clara, CA • The Commonwealth Club of California, San Francisco, CA • Tarrant County Civil Courthouse, Fort Worth, TX* • Travis County Commissioners Court, Austin, TX' • Texas UPS Crime Laboratories, Austin & Laredo, TX' • Protect at previous firm Education Professional Registration Professional Affiliation Cleveland State University Physical Security Professional, ASIS Cleveland State University • att.t +r . •u. Publications Physical Security Professional. ASIS International International hours* s AudloMsual Tde o r w*.ellen% Security KPj Consulting Philip Mathur Principal I Senior Cost Estimator Philip is a Senior Construction Consultant for KPJ Consulting with over 34 years of experience in the construction industry. Philip's experience includes both public and private sector clients, nationally and internationally. He has provided expertise to a variety of projects and building types in sectors. Philip is adept at coordinating all facets of cost, managing budgets, and negotiating contracts on large- & small-scale projects. He has extensive experience with project budget control from early design concepts through construction, GMP/bid package negotiations, change order management, cash flow projection, pay application processing and risk analysis. Project Experience City of Aurora. Aurora, CO Municipal Campus Space Study City of San Clemente, CA, New Civic Center Options Study Civic Center Historic Building, Adaptive Re -Use Study. Los Angeles, CA County of Sonoma, CA Comprehensive County Facilities Plan County of San Bernardino, CA Comprehensive Master Plan Newport Beach City Hall, Newport Beach, CA Solano County Government Center, Fairfield, CA Los Angeles County, CA Civic Center Master Plan County of San Luis Obispo, CA Facilities Master Plan Roxbury Park Redevelopment, Beverly Hills, CA County of Los Angeles, CA Consolidated Correctional Treatment Facility Master Plan Long Beach Unified School District, Long Beach, CA Master Plan Metrolink Midway Yards, Los Angeles, CA Huntington Memorial Hospital, Pasadena CA Master Plan University of California Los Angeles, Los Angeles, CA Position in Firm Principal Role on Project Senior Cost Estimator Length of Association/Total Years in Field 2+ years / 34 +years Level of Education Bachelor's Degree, Quantity Surveying, Glasgow Caledonian University Weld County I Facilities Master Plan 27 • c. Proposed Solutions APPROACH a. Define your approach for completing this task. Project Understanding Weld County ("County") is looking to develop a County Facilities Master Plan ("FMP") that will provide a roadmap for a 10 year -capital plan to address trends for social needs, public safety, technology approach, demographics, social economics, land use, travel patterns, resiliency, strategic objectives, service delivery, and utilization of County real estate and facility assets. The FMP will help guide the effective use of the current real estate portfolio as well as plan for the development of future facilities. The FMP will also help define cost projections that will provide a basis for project expenditures and updates to your capital improvements planning. Critical to this process will be an initial investigation into the functional needs of the departments who occupy County owned and leased facilities, as well as the services they deliver to the community. We understand that there are 4 main project areas: I. Master Space Plan 2. Design Guidelines 3. Equipment & Infrastructure Capital Improvement Plan 4. Renewable Approach As we have learned a lot through the COVID-19 pandemic, the County must also reflect on what the workplace of the future may look like. Key questions will certainly include: • What services can you provide or continue providing virtually? • How will this impact your need for physical space, both in type and quantity? • How might the County's workspace standards need to be updated to reflect a potential hybrid work model? • What kind of technology infrastructure will be required to support these new ways of working and service delivery? • What will the expectations of the next gen workforce be regarding their work environment? a Gensler • How do you best optimize County facilities to accommodate these changes? • If necessary in the future, are there opportunities to acquire additional land and/or assets to accommodate growth? • What current County assets are no longer needed for service delivery? • And, ultimately, how much and what type of space do we need in each facility? We look forward to the helping you answer these and other critical questions through the development of your Facilities Master Plan. Approach We have drawn upon our team's collective experience working with other counties and cities performing similar strategic facilities planning studies. From this experience we recommend the creation of two main sets of project stakeholders: County Project Team (key "day to day" members of both the County and Gensler teams to guide the project as we move through the study): County Steering Committee (senior County decision - makers to engage at and review key milestones to ensure that issues are thoroughly addressed). With this structure in place, we will develop a set of consensus -driven guiding principles to help ensure our emerging recommendations are aligned with County goals and priorities. We will craft the final facilities master plan report to best reflect these principles. We estimate approximately nine months to complete the study, reflected in our scope below. This duration is based on our experience preparing similar facilities master plans for other large counties and the amount of analysis, stakeholder engagement, and work required to produce a comprehensive report. PHASE 1: PROJECT STARTUP 3 weeks The first step of the proposed process allows our team to collect and review pertinent background materials, confirm a process and data collection methodology, and create the project vision. The first phase is intended to provide a mutual understanding of the process and desired outcomes and ensure that all expectations are aligned. 1.1. TEAM ORGANIZATION The core project leaders will complete general project start-up activities, including the identification and commitment of other individuals from the Consultant team and the County. During this step, the following will be established: • Gensler Project Team - including an outline of specific roles and responsibilities • County Project Team - the County's working team who has primary responsibility for the project, including the County's primary point of contact • County Steering Committee - the departmental liaisons and/ or senior stakeholders with whom we will conduct working sessions throughout the project as well as from whom we can collect and qualify macro level data. 1.2. BACKGROUND MATERIALS COLLECTION Working with the County's Project Team, we will collect relevant background materials and critical data for review and use throughout the project. Methodologies for acquiring requested data not immediately at -hand will be discussed during the Kickoff Meeting (Task 1.3). The materials to be requested will include, but may not be limited to: General Information • Previous County strategic plans • Department organization charts and mission statements • S -year historic headcount and square footages by department • County budgets for the last 10 years • Current approved budget • Previous related studies and reports • Workspace standards • Real estate indebtedness information • Floor plans, CAD or hard copy format (as needed) • Site maps, surveys and aerial photos, as available • GIS data files • Health Services/ Employment and Human Services customer home address information (anonymous, for GIS analysis) • Employee home address information (anonymous, for GIS analysis) Facilities Information • Current department occupancy by facility • Operating costs by owned facility • Existing appraisals and valuations of owned facilities • Parking: financial, real estate, and debt information: stall counts • Lease documentation for facilities and parking (existing and projected rent and cost schedule, length of term, number of parking spaces, etc.) • Facilities condition assessment information Weld County I Facilities Master Plan 29 • c. Proposed Solutions 1.3. KICK-OFF MEETING The Kick-off Meeting provides the opportunity for our broader project team to meet with the County Project Team. The session is intended to be an introduction to and confirmation of the process, as well as a facilitated discussion on the principal goals of the project. Specific activities include reviewing and confirming the following: • Consensus on project goals, conditions, and priority issues, • Project team roles and responsibilities, • Project management review meeting schedule (e.g. bi-weekly meetings) and quality assurance tasks, • Scope and reach of project • Data collection approach and process, • Communication channels, • Key project deadlines and milestones, • Project deliverables, • County Steering Committee member confirmation, • Baseline planning assumptions, 1.4. DATA COLLECTION METHODOLOGY FINALIZATION Based on the preliminary review of the background information available from the County and direction obtained at the Kick -Off meeting, the Gensler team will begin preparation for several parallel data collection efforts. A detailed description of the anticipated data collection methodology can be found in Phase 2. 3O Gensler 1.5. COUNTY STEERING COMMITTEE WORKSHOP #1 - PROJECT STRATEGIES AND VISION Once the project process is finalized, d Prujecl Slaategies Workshop will be conducted with the County Steering Committee (virtually or in person). The objective is to discuss the overall potential for the project while creating consensus among key project participants. The intent is to emerge from the meeting with a shared vision and a clear understanding of roles, responsibilities, and expectations for the broader team and members of their departments. Specifically, the meeting will provide an opportunity to align the County Project Team and County Steering Committee visions for the project goals, objectives, process, and outcome. The following topics may be discussed: • Explain the overall project, the research process, and expected final outcome, • Set expectations for the required level of County involvement, • Discuss the issues that County and individual departments are facing (i.e. growth/real estate development requirements, client service delivery changes/challenges, budget deficits/constraints, regulatory requirements, overcrowding/underutilization, parking, technology changes, etc.), • Share best practice and trend research around real estate approaches, innovative public/private partnerships, sustainability and green energy opportunities, space planning/ workplace trends for both the public and private sector, • Establish preliminary guiding principles for the Facilities Master Plan and overall goals for the project, • Discuss the vision for the future of work in the County workforce and its impact on real estate needs. PHASE 2: DATA COLLECTION 6 weeks Upon conclusion of the project start-up phase, the Gensler team will collect and review numerous sources of data including: • Occupancy and utilization • Demographics and socio-economic data • Workplace trends and patterns • Interviews • Employee survey • Historical budget data • Existing technology and data center capacity • Security and related technology • Renewable programs and requirements • Facility conditions 2.1 EXISTING CAPITAL PROJECT PROGRAM ANALYSIS The Gensler team will conduct a review and analysis of the previously considered growth strategies the County has previously conducted. These strategies may direct data collection efforts as they may require additional data analysis. 2.2 EMPLOYEE SURVEY (WORKPLACE PERFORMANCE SURVEY) In an effort to collect data related to Master Space Plan and Design Guidelines, we will begin our data collection process by issuing our proprietary Workplace Performance Survey to County employees (or a subset thereof). This online tool will allow your users of space to directly tell us how their workplace does and does not support their functional needs, both in the office and while working from home. Gensler's benchmark database also allows the County to compare the performance of its workplace environment to other leading organizations and provides a functional assessment baseline against which pilot studies, future investments and innovations can be measured. A particular focus of this survey is the employee experience while working from home, both prior to and during the COVID-19 pandemic. Our research indicates that only one in ten U.S. office workers had worked regularly from home before COVID-19. Gauging your employee experiences will be an important input as we think about and craft the future of the County's design guidelines. 2.3 FACILITIES CONDITION ASSESSMENT Upon approval of the data collection methodology by the County, our team's facility conditions expert Bureau Ventas ("By") will begin their assessment of the facilities. The process will include several parallel tracks of information and data gathering: 1. Data Gathering Phase BV will need the support of staff who can provide access to drawings and records. The following is a typical list of exhibits requested: • Inspection Reports (sewer, boiler, chiller, etc) • Building Systems Maintenance Records • Owner Elected Repair list (if available) • Original Building Plans (can be viewed on -site) • Capital Expenditure Schedules (prior or planned) • Fire Protection / Life Safety Plans • Rehabilitation Budget and Scope (draft or final) • Certificates of Occupancy / Facility License • Prior Assessments • Site Plan / Floor Plans • Accessibility Transition Plans / Studies • CMMS / IWMS Data Set • Gravel Pit review - Prior Geological reports In addition to the drawings and records, we will supply a pre - survey questionnaire for each facility or site. Our expectation is that someone with knowledge of maintenance and operations of the facility will complete this survey and be prepared to discuss it with us while on -site Site Phase - During the site phase, we will need support in the form of escorts while in the facilities to help us access mechanical areas, to discuss with us any known issues in the facility, and to answer other technical questions. Report Review Stage - During the reports review stage - we will provide a complete draft deliverable for each building/site. 2. Site Phase BV will need support in the form of escorts while in the two facilities to help access mechanical areas, to discuss with us any known issues in the facility, and to answer other technical questions. Weld County I Facilities Master Plan 31 • c. Proposed Solutions BV will conduct a visual assessment of both sites and facilities to observe systems and components, identify physical deficiencies, and formulate recommendations to remedy the physical deficiencies As a part of the survey, BV will survey 100% of each facility, including the exterior and grounds, including the building exterior, roofs, sidewalk/pavement, and recreational/other areas as applicable. They will interview the building maintenance staff about the property's historical repairs and replacements and their costs, level of preventive maintenance exercised, pending repairs and improvements, and frequency of repairs and replacements. BV will develop opinions based on their site assessment, interviews with County building maintenance staff, and interviews with relevant maintenance contractors, municipal authorities, and experience gained on similar properties previously evaluated. BV will observe and document all applicable existing conditions appropriate for each component, focusing on the following: • Site + Infrastructure • Topography • Paving, Curbing, and Parking • Flatwork • Landscaping and Appurtenances • Utilities • Recreational/Community Facilities • Structural Frame + Building Envelope • Wall Evaluation • Curtain Wall - As Required • Roofing (Non -Invasive Visual) • Plumbing • Heating • Air -Conditioning + Ventilation • Electrical • Life Safety + Fire Protection • Elevators + Vertical Transportation • Interior Elements • Food Service Spaces and Equipment • Special Systems and Equipment • Limited Accessibility Compliance • Suspected Fungal Growth • Environmental Features • Lead -based Paint • Asbestos • Energy Conservation Analysis • Exhaust Collection Systems (Fire Stations) 32 Gensler 2.A Gravel Pit/Reserves Assessment BV will conduct a visual inspection of the sites and features, conduct a review of existing geological records/reports, assess current conditions, and calculate expected useful life. 2.6 Fuel Sites Assessment BV has been tasked to identify any potential environmental issues associated with the client specified fuel sites: • Fuel Site (Greeley) - 1113 H Street • LNG Fuel Site - 1755 Holly Avenue BV will conduct a visual assessment of the sites and features, including above and underground storage tank equipment, waste streams and disposal areas, and hazardous materials storage to visually assess housekeeping practices and overall condition of observable equipment. In addition, BV will conduct a records review of client or facility supplied documents to include: • Tank installation records • Tank removal documentation (as applicable) • Tank inspection and testing records • Release/remediation documentation The review will be conducted to determine if the tanks are compliant with current State regulatory requirements and to determine if associated releases have occurred which may be considered an environmental concern. BV will also provide an evaluation of observed tank conditions and expected useful life for capital expense planning purposes. 3. Report Review Stage BV will provide a complete deliverable for each building, including in-depth "report cards" for each building and summary reports from the data collected. The summary reports include: • Building overview • Reserve tables (Immediate, 2 -year, 5 -year, 10 -year, 20 -year) - Reports will include current and anticipated repairs and deficiencies, recommended repair and component life - cycle replacements, and cost estimates for repair/replace recommendations. • Capital needs breakdown (by system and plan -type) - Capital Needs analysis will include a cost database sorted by building system and ranked by priority for repair. The format of the database will allow for reporting by building, system, or priority for repair, and a year -by -year analysis of capital needs. • Facility Condition Index (also provided portfolio -wide) - A Facility Condition Index will be calculated for each building. This index will be a function of required repairs compared to building replacement costs. The Facility Condition Index will be generated from the data collection/capital planning database and will be updated as components age or are replaced. 2.4 INFRASTRUCTURE ASSESSMENT Upon approval of the data collection methodology by the County, our team's low voltage experts, Salter, will begin their assessment of the telecommunications, audiovisual, and security of the facilities. The process will also include several parallel tracks of information and data gathering: • Data collection and analysis • Evaluation of current state • Site visits • Stakeholder engagements • Report of findings and recommendations Salter's evaluation will include an analysis of the audiovisual technology required for the transition of the future of the workspace, including the structured cabling needs to support the network. They will also conduct security assessments focused on security trends patterns and latest technology. Their findings will be augmented by crime reports to develop specific crime mitigation recommendations for facility security based on the level of crime in the surrounding area I he final facility master plan recommendations will incorporate the following analysis as a result of their studies: • Analysis of existing audiovisual systems and space types • 911 operations centers communication systems and videowalls • Emergency responder radio communications systems • Assessments of courtroom technology • Data center space and utilization • Data cabling • Wi-Fi Infrastructure • Physical security • Access control systems • Video surveillance systems • Building alarm and monitoring systems 2.5 DEPARTMENT SURVEY We will continue our data collection process by issuing an electronic survey to a representative from each department who is well versed in the quantitative aspects of their respective space and facilities. The questions posed by the survey will focus on such issues as: • Department's function and mission • Key workload indicators/drivers • Projected departmental growth • Primary locational requirements • Access / circulation / security needs • Critical adjacencies with other departments • Client/visitor requirements • Ability for staff to work remotely • Ability to deliver services remotely • File storage / record management • Meeting & support space requirements • Parking — staff & public • Pressing/critical issues at the facility level Once the surveys are completed and returned, we will conduct follow-up meetings with each representative to review the results of the survey and discuss any key issues in more detail (discussed in the next task). 2.6 SUSTAINABILITY ASSESSMENT AND RENEWABLE APPROACH Analysis to determine potential upgrades for energy and water efficiency measures. Identify renewable energy improvements for existing sites including: • Electric Vehicle charging and locations • Battery storage • Identify potential solar photo voltaic studies Will review the following metrics to determine compliance with Colorado Energy Building Performance requirements: • Energy • Embodied carbon • Recycling/conversion programs • Renewables • EVs • Water conservation Weld County I Facilities Master Plan 33 • c. Proposed Solutions 2.7 SENIOR DEPARTMENT LEADERSHIP INTERVIEWS (UP TO 28) We will conduct interviews with key department leaders to review the completed survey forms and discuss high-level qualitative issues. This will provide us with a "view from the top" in terms of the major issues facing County departments. Topics will include: • Overview and background of department and its mission, • External and internal factors that may drive change in the future, • New organizational and/or business process initiatives being implemented to improve customer service and department performance, • Qualitative and quantitative department needs, • Planned development projects, • Major facilities challenges attendant to space, parking, storage, technology, costs, etc., • Collocation opportunities and challenges, centralization vs. decentralization, etc., • Review and clarification of survey answers. 2.8 SITE TOURS In conjunction with the Leadership Interviews or as a separate effort, we will conduct tours of facilities identified by the County. In preparation for the tours, we will review facility floor plans (as available) along with building condition assessment information provided by the County. During the tours, we will validate layout efficiencies, suitability for the current user. vacancy, overcrowding, storage, and other relevant factors. The results of these assessments will be factored into our options and recommendations. 34 Gensler PHASE 3: ANALYSIS & FINDINGS 3 weeks Upon completion of the data collection efforts, the Gensler team wi►l analyze the information and conduct a series of interactive work sessions, both internally and with County representatives, to synthesize the collected information. Gensler will also prepare briefing/presentation material to engage County stakeholders as required and outlined in the RFP. Our approach to both internal work sessions and meetings with the Steering Committee is to have them be as interactive, inclusive, and focused as possible. In our meetings with the Steering Committee, we will employ collaboration tools through which we garner feedback and additional input as our recommendations take shape. Steering Committee meetings can take place virtually or in person. 3.1 DEMOGRAPHIC ANSLYSIS AND HEADCOUNT (STAFFING) PROJECTIONS To assist in the process of developing useful forecasts of County space needs, GG+A will analyze historical relationships between County staffing levels and overall service population trends within Weld County. The statistical analysis will lend perspective on historical growth patterns, recent levels of service, and demographic factors contributing to County staffing needs/ growth. If sufficient data is available, the analysis will consider the geographical relationships between County staffing and service population. Demographic analysis will identify specific population groups that generate unique service needs and how these populations are changing. Secondary forecasts of population, household, and employment growth for Weld County and its communities will be obtained from sources including the Department of I oral Affairs, Department of Employment and Labor, and the North Front Range Metropolitan Planning Organization. These will be relied upon to prepare a high-level, 20 -year projection of potential future headcount growth by major service function or department. Appropriate space standards will be applied to the future headcount projections to yield approximate space requirements. The projection will identify location -dependent staffing and how future service population growth may vary by location within the county. 3.2 CASELOAD DENSITY ANALYSIS Using GIS technology, we will prepare a caseload density map utilizing caseload data provided by the County for its client - facing Health and Human Services locations. The map will help determine if/where there are any areas within the county where services or facilities are in short supply, and the likely commute patterns for clients needing to visit County facilities to receive these services. Where appropriate, the mapping and analysis will be informed by external factors, such as regional demographic shifts and public transportation corridors. We recognize that while many services and activities are migrating to virtual delivery channels, physical proximity to and from clients will still be an important part of County client service delivery. Thus, an understanding of client locations will influence consolidation and relocation considerations. The caseload data will need to be provided by geographic unit (e.g. zip code, census track, census block. etc.). 3.3 EMPLOYEE COMMUTE ANALYSIS In conjunction with and similar to the Caseload Density Analysis, we will analyze employee home address/zip code information using GIS technology to determine existing commute patterns. Employee home locations will also be factored into the criteria for potential consolidation of facilities. 3.4 DEMAND AND SUPPLY GAP ANALYSIS One of our initial tasks will be to outline the gaps between the existing County supply of facilities and the demands for space dictated by department operations and growth. This analysis will be one of the key drivers in determining the future direction of the County portfolio as we develop master planning options in the next phase. Among other aspects, we will evaluate the potential impact of continued work from home post -pandemic, and how that impacts the amount of space required to house County employees. 3.5 FINANCIAL ANALYSIS Gensler will develop an understanding of the financial situation related to County real estate and facilities as County costs and revenue opportunities will play a key factor in determining the best outcome. The analysis will incorporate costs for owned and leased facilities, any required infrastructure costs to support County consolidations/renovations, offsets to costs in the form of surplus property dispositions (if any), and a discussion of financing mechanisms the County can use to fund the plan. 3.5.A OCCUPANCY COST ANALYSIS To establish the most accurate baseline financial data, our team recommends identifying the amount the County currently spends or is obligated to spend on its office space (and other non -office spaces), both owned or leased, including all occupancy cost components. We will work with appropriate County staff to identify a "base case" or status quo scenario. GG+A will create and use an Excel -based cash flow model to estimate the costs to the County over a future 20 -year period of utilizing the existing owned and leased space, augmented by acquiring or developing building space or consolidating as needed to accommodate the projected headcount growth. The occupancy cost modeling technique will become an important tool to evaluate future options and alternatives, including those that may involve remodeling/expansion, new construction, new leases, or revenue -generating disposition of surplus assets. A comparison between the "base case" to alternative scenarios will provide the foundation for the cost -benefit assessment of the recommended Master Plan alternative. 3.5.B REAL ESTATE MARKET ASSESSMENT To assist with the development of realistic portfolio options, GG+A will document conditions within the appropriate local real estate market(s), including trends and conditions of the office market and other land uses for which the County may need space to provide public services. The portfolio position and opportunities for joint -use will be evaluated in the market context, with specific emphasis on market conditions in locations (such as in Greeley where office administrative space is concentrated). Our analysis will include a review of available employment data and real estate market data identifying existing supply, new construction activity, space absorption, occupancy rates, and market rental rates. We will synthesize the primary and secondary research to estimate the likely path of future office or other space costs in Weld County and to quantify potential disposition values of surplus County assets. 3.5.D ADAPTIVE REUSE AND DEVELOPMENT ANALYSIS The identified development programs for the properties potentially no longer needed for County functions will be used to obtain order -of -magnitude cost estimates for each separate product type and project for the associated properties. The cost categories will include demolition, sitework costs, parking, construction hard costs, and soft costs (e.g., architecture, engineering, municipal fees and other non "bricks and mortar" costs). We will interview developers/builders or construction contractors and utilize our teams cost estimator to obtain perspective about costs. Weld County I Facilities Master Plan 35 • C. Proposed Solutions 3.5.E DISPOSITION ANALYSIS The values that would be supported by the identified alternative uses will be estimated for each separate property that may no longer be needed for County use. For each alternative, the estimated development costs, rents or sales prices, operating expenses, marketing costs, financing costs, and capitalized sales values will be estimated. The real estate financial analysis will include preparation of discounted cash flow forecasts and estimates of the total market values of the built space as well as the residual property values 3.6. ADDITIONAL RESEARCH AND SYNTHESIS During this activity we will incorporate what we learned from the Project Team Meeting into our analysis. We will also augment what has been learned to date with any additional reconnaissance at County facilities, with specific departments or in further researching relevant workplace and service delivery trends. 3.6 RENEWABLE APPROACH AND ANALYSIS Existing Building Review • Recommend energy and water efficiency measures for existing projects. • Outline Sustainability design guidelines for future projects. Renewable Approach • Identify Renewable Energy Improvements for existing and future sites: o EV charging o Battery Storage Code Requirements • Investigate construction code requirements at the city, state, and federal levels. • Investigate Colorado Energy Building Performance requirements regarding: • Energy • Embodied carbon requirements • Recycling and conversation programs • Renewables (on -site and programs available at utility provider) • EVs • Water conservation • Understand requirements for Building Performance Colorado establishing June 1, 2023 36 Gensler Financial Analysis Categorize strategies as a low cost, medium cost, and high cost strategy for budgeting purposes. 3.7 COUNTY STEERING COMMITTEE WORKSHOP #2: FINDINGS We will facilitate a second meeting with the Steering Committee to present our findings culled from the activities to date. The meeting can be used to provide updates to the Steering Committee and additional stakeholders as outlined in Task 5 of the RFP. The meeting will focus on the current state and supply of County facilities, the demand for space based on our surveys and interviews, the gap between supply and demand as expressed in facility needs, and the results of our financial analysis tasks including funding gaps in the budget forecast. The findings will provide relevant conclusions about the current and planned approach for addressing forecasted growth and provide key metric indicators for each area analyzed. Visualizations will include maps, graphics, plans and other visualizations necessary. The input from the Steering Committee during this meeting will help our team begin to formulate options and scenarios in the next phase. PHASE 4: OPTIONS DEVELOPMENT 10 weeks This phase sets the framework for the County Facilities Master Plan by pulling together all information obtained in the previous tasks into suitable options and presenting those options to the County stakeholders as required and outlined in the RFP. The options will encompass all the findings and analysis and address the four focus areas: I. Master Space Plan 2. Design Guidelines 3. Equipment & Infrastructure Capital Improvement Plan 4. Renewable Approach 4.1 DEVELOP SUITABLE ALTERNATIVES Based on the feedback obtained from the 2nd Steering Committee Workshop, we will develop up to three (3) planning options that address site, programmatic and facility issues for County properties. Design guidelines and accompanying policy, staff growth and corresponding space needs, and critical adjacencies and separations, infrastructure and parking will be all illustrated in a series of summary diagrams that both capture the existing conditions and convey growth across the 10 -year planning horizon. We will also identify any land or facilities that are not currently projected to be needed for use by County departments. The following aspects will be considered: • Potential new building location(s), • Parking, • Facility condition, • Security, • Potential "hybrid" work model, • Current and projected space needs, • Current space utilization, • Customer service and office locations, • Organizational and cultural drivers, • Departmental adjacencies, • Service delivery geography, • Staff retention and recruitment, • Sustainable strategies, • Quality of the workspace, I he options will meet functional needs and fiscal realities, ultimately leading to "highest and best use" recommendations that also fulfill the planning and development principles established early on in this engagement. The subsequent models will each take into account the issues of funding source restrictions and projected growth figures. In parallel, we will evaluate strategies for housing the County's workforce, consolidation and collocation opportunities, addressing future service delivery needs, providing adequate parking, and accommodating any projected operational changes. 4.2 ROM CONSTRUCTION COST ESTIMATES We will develop high-level construction cost estimates for the master plan scenarios being put forward for consideration. Cost will include demolition, site clearance, hard construction, and contingencies. We will also coordinate with the County to better understand costs that might be unique to delivering projects within the County's bureaucracy. 4.3 FINANCIAL ANALYSIS As scenarios are developed, we will conduct a highest and best use analysis of sites not needed for County facilities or otherwise available due to consolidation of space. We conceptualize highest and best use as the optimal physical (spatial) building program that accords with community priorities and land use policies and is market responsive and financially feasible with the highest residual land value. Results of the market reconnaissance and real estate economic analysis (residual land value analysis) of prototypical development options will inform judgments about: • The scale and type of demands or opportunities likely to apply to sites in the foreseeable future; and • Estimates of obtainable prices for building space and supportable land values. The estimated potential proceeds from the disposition, ground lease, or other revenue -generating procedures for potential surplus or underutilized County properties will serve as inputs into the model that evaluates the net occupancy cost of alternatives to meet future facility needs and objectives. Based partially on these estimates as well as the identified plan alternatives, we will prepare a series of occupancy cost forecasts to quantify the County's costs (and revenue opportunities) that will be a key factor in determining the best outcomes. This will incorporate future costs for owned and leased facilities, any required capital costs to support County consolidations or expansions, offsets to costs (e.g., surplus property revenue generation), and a discussion of financing mechanisms the County could use to fund and implement a preferred alternative. 4.4 COUNTY STEERING COMMITTEE WORKSHOP #3: OPTIONS REVIEW During the project process we will determine whether the County Steering Committee will be involved in narrowing the list of alternate scenarios. We have found that including a broader group consistently ensures that the project outcomes will have support from a breadth of staff. However, depending on the size of the Steering Committee, it may be more effective to limit this meeting to the County Project Team. In either event, this meeting will be an active dialogue between the Gensler team and the County about the pros and cons of each alternative. During the meeting, we will together narrow the list of options and build consensus for a particular real estate planning construct that will ultimately form the County Facilities Master Plan. 4.5 COUNTY EXECUTIVES PRESENTATION DOCUMENT If desired, Gensler will incorporate feedback and direction from Workshop #3 and prepare an Executive Summary document that distills the key findings and recommendations. Gensler is available to present to the Board of Supervisors if needed. Weld County I Facilities Master Plan 37 PHASE 5: FINAL DOCUMENTATION 8 weeks i,excluding a County review period) All reports prepared by our team will be delivered as an Adobe PDF file, enabling the County to produce hard copies as needed. Gensler will also deliver relevant Excel files, GIS datasets, and other documents created for this project, as requested. I he final document will contain applicable maps, graphics, photos, floor plans etc. to communicate the various elements of the facilities master plan. S.1 DRAFT COUNTY FACILITIES MASTER PLAN REPORT Gensler will document the feedback from the previous Workshop #3 and direction from the Board of Supervisors develop a Draft County Facilities Master Plan Report ("Draft Report") for the County to review. The report will address, among other items, the following: • Current and Projected Space and Parking Needs, • Customer Service and Office Locations, • Existing Facility Conditions, • Organizational and Cultural Drivers, • Departmental Adjacencies, • Conceptual Stacking Plans in Proposed or Renovated Facilities, • Service Delivery Geography, • Staff Retention and Recruitment, • Quality of the Workspace, • Workplace Guidelines, • County Demographic Changes, • Current and Projected Occupancy Costs, • Real Estate Markets and the Economy, • Due Diligence Concerns, • Financial Considerations, • Land Consolidation. 5.2 FINAL STRATEGIC FACILITIES PLAN REPORT Gensler will revise the Draft Report to include all feedback and comments from the County Project Team and develop a Final County Facilities Master Plan ("Final Report"), which will include: • Executive Summary, • Project/Process Narrative, • Planning and Development Principles, • Existing Conditions summary, • Program Requirements, • Options and Recommendations, • Workplace Guidelines, • Financial Analysis, • Development Guidelines/Criteria, • Costs. 5.3 IMPLEMENTATION GUIDE Included in the Final Report will be a brief discussion of the activities associated with implementing and phasing the Facilities Master Plan: • An implementation timeline, summarizing activities and potential future expenditures, • The use of "swing space" as needed during construction (office and parking), • Development priorities, • Guidelines for future space planning, • Change management activities to consider. 5.4 PUBLIC OUTREACH Gensler is available to assist the County in public outreach efforts. We have found that high-level facilities master plans are not typically an ideal vehicle to present to the public at large (outside of public Board meetings) given the conceptual nature of the recommendations. We will discuss outreach opportunities with the County and determine what approach would work best. Public Outreach, if needed, will be performed as an additional service once a specific approach has been determined. Weld County I Facilities Master Plan 39 Phase 1 • c. Proposed Solutions Weld County Facilities Master Plan Process Project Start-up Project Start-up Team Organization Background Mater ials Collection Kid -off Meeting Data Collection Methodology Steering Committee Workshop• 1 Kick -tiff Steering Comm. Meeting Workshop *1 Milestones Gensler Phase 2 Data Collection Leadership [>epeitrnental intertwws Questionnaire Employee our Survey Tours 21ar Ntii 3 Phase 3 �-� County Demog raphi c Analysis/Staffing Projections C usto rner- F ac ing Needs Headcount Growth Cntital A djacencies Adoption of Remote Work Service Delivery Analysis & Findings Caseload/ Employee Commute Analysis Drive Time Public Transpo. Puking Impact Supply/ Demand Analysis • Existing Facilities Projected Needs Workflow Financial Evaluation Additional Research & Synthesis a, Sustat nabii ity Existing projects Security Fleet analysts Communications Technology Current Operating Costs Total Current Occupancy Costs New Space Needs Impacts Internal Findings Work shop Steering Comm. Workshop s2 FINDINGS Ongoing Project Team Communication Month 4 Month 5 Month 6 Phase 4 paill Options Development Develop Suitable Alternatives Adoption of Remote Work Design Solutions Identify Projects Project Prioritization Sustainable Strategies Projected Space Needs Client Service Delivery Critical A4acencies Projected Occupancy Costs Real EstarteM a rkets Cue Diligence Consolidation Opportunities Financial Analysis Rerenue Opportunities Construction Costs Site Infrastructure Costs Total Occupancy Costs Steering Comm. Workshop *3 OPTIONS Month 7 Month 8 Phase 5 Final Facilities Master Plan Draft & Final Reports Executive Sumrnary Ptoject/Process Narrative Flaming & Development Principals Options Analysis Recommended Strategies and Design Solutions Implementation Guide Draft Report Review Final Report/ Presentation Month 9 Month it Wild Count\ Facilities "taster- PIan •a Workload WORKLOAD a. Provide a list of current project commitments by your proposed team At Gensler, we update staffing allocation and resource plans on a weekly basis with a three month outlook. Our Projects Managers meet and coordinate project needs and update stalling plans into a real time virtual dashboard. For Weld County, all proposed staff will be dedicated to meet scope requirements and project schedule needs in coordination with Gensler's overall staffing needs. Current commitments of our proposed team, as well as their status, are included on the matrix workload matrix on the following page. 4 - Gensler b. Provide proposed individuals that will work on this project, including the status of any current projects. The staff availability percentage shown below provide general availability to the project, however it should be noted, that during scheduled tasks individuals will be 100% available to the project for the time scheduled to complete assigned tasks. We have done an initial work plan and all of the individuals proposed have the availability to see this project through, from initial kick-off to project close-out. We value this consistency of our teams as we feel it provides the best service to our clients. Our dedicated project team has a long -lasted history of working together, and we value our relationship with the County and Colorado. Our intention is to provide you with the highest levels of service and delivery. Our 1,000 + staff members in the Southwest Region give Weld County access to a broad range of expertise and a deep bench of resources. PROPOSED TEAM CURRENT COMMITMENTS DEDICATED ANTICIPATED COMPLETION 96 COMMITTED Michelle Liebling Principal in Charge Adams County Facilities Master Plan Workplace Resources Study Newmont Mining Headquarters Design Molson Coors Headquarters Design 5% 2% 5% 10% October 2023 June 2023 January 2024 November 2023 25% Paul Natzke Project Lead Adams County Facilities Master Plan Napa County Facilities Master Plan City of Hope Planning Support JCC Court Facility Standards October 2023 January 2024 June 2023 June 2O23 35% Michael Adkins Project Lead/Primary Contact Adams County Facilities Master Plan 30%%o Activision Blizzard King Utilization Study 10% October 2023 May 2023 40% Lindsay Salazar Lead Strategist Adams County Facilities Master Plan 40% October 2023 40% Lina Kahn Lead Strategist Confidential Client Location Analysis Ranch Lot Studios LEED Certification 20% 10% June 2023 December 2023 30% Mithila Kedambadi Strategist Office of the Future Study 40% November 2023 40% Weld County I Facilities Master Plan £;t • B. Work Sample WORK SAMPLE 1 OF 3 City of Aurora Municipal Campus Space Study Aurora, CO Gensler analyzed the future projected growth of the City e mployees and provided a series of design solutions to optimize the existing real estate footprint to accommodate growth and e nhance customer service delivery across the campus. The City of Aurora employs a large workforce of nearly 4,000 employees. Many of these employees work at the Aurora Municipal Campus, which is comprised of six City -owned buildings: The Aurora Municipal Center, Municipal Court Building, Detention Center, Police Head Quarters, Central Library and History Museum. In September 2020, the city engaged Gensler and it's consultants (Gensler) to develop a Campus Space Study for the departments working on the campus. The goal of this study is to make short -and long-term recommendations that address space needs and projected growth. The initial challenge for Aurora (the City) was how to accommodate future staff growth as the City had outgrown the AMC. However during the COVID-19 Pandemic, the City learned that a majority of employees can successfully work remotely. While there are a some exceptions due to the type of work, this was a fundamental shift in how to approach space use. This study combined several months of research, analysis and development into a consolidated space needs assessment that incorporates specific needs of the departments with enough space to continue to grow. In order to get here we conducted the following activities and engagements: • Visioning Session • Department Leadership Interviews • Department Surveys <44 Gender • Facility Conditions Assessment • Site Survey and Observations • Steering Committee Workshops • Industry Research Once we received the data, we explored strategies that best incorporated an equitable solution for all employees across the campus. Each building required a slightly different approach due to the fact that the departments housed in each building operate very differently from one another. Our research revealed that a majority of employees at the Municipal Building desire some form of hybrid work for the future. For the Municipal Building, Gensler developed a holistic resilient workplace strategy that can be adopted across most departments. The recommendations for each department details required seat counts to meet projected growth, and identifies associated construction projects and costs needed to accommodate the strategy. This approach accommodates projected future growth without the need for expansion and responds to the desires of the employees. The Courts, Police HQ, Library and History Museum each required more nuanced solutions to specific challenges captured during the interviews and site visits. The recommended solutions solve immediate needs and align the building to the long term visions of the departments that operate in them. Due to the nature of work conducted in the 608,100 sq ft Completed July 2021 Services Provided Facilities Needs Assessment Facilities Conditions Assessment Existing Space Survey Leadership Visioning Benchmarking and Best Practices Department Interviews Programming Planning Scenarios Cost Estimation Workplace Strategy Key Personnel Michelle Liebling Paul Natzke Michael Adkins Lindsey Salazar PLANNING & DEVELOPMENT SERVICES DEPARTMENT OPPORTUNITIES HYBRID ASSUMPTIONS If, 11w. •.I.en.N k) Ike dep.u',Trent .•a5 b0•i, at [ILA wulkt rtsr 14 the utfil t al any }p.m r iii' 'oath III• 6414II11.7 lc ,iall w.,lk,nl? Ira •'utrlyl old olhk.e? doll •.lib h.I.s •N 0! pltY:.im: Ic.l 't axilltll' tltrluJlly.and,s brnwtage $.r. ,C.nibin.dhr „t .tsilel$r3 co UIIA!•II•U, 2025 STAFF 2030 TOTAL DEPT SEAT DEMAND STAFF GROWTH kA (60% IN OFFICE) 4R 55 T;-. a• Thole Itle eThlf,R pt watt alike Ai;d LUUItk allocaini ins Inc :win demand breaks down int.. the .lu'tr.Spondint! ,pace lspes teknv with :ut iddr •, .I IS'. Ili hide' Seal's .,c tight txgr.,L V :.RDr'N Ii' Ar. PRIVATE OFFICES CUBICLES HOTEL SEATS fx Time 1U)At 7 SPACE TYPES WORKSEATS :r 8 Al Existing Quantity Pr ()puked Quantity 1: d•. ♦ Total Waksests 57 46 COLLABORATION :Y4•••- fiT9n . . I-II„!,a*tu. c _lark SUPPORT J I .r. - :":: eO nswr EXISTING LAYOUT + PROPOSED CHANGES ,U ;Mk 4. 1lb .1 I these buildings, hybrid work was not an immediate solution. Therefore, the space considerations focused more on design projects and space efficiency in recapturing more sqft to accommodate projected growth, and functional needs. The recommendations included diagrams and costs needed for each project. The Police HQ and Detention Center were both considered to be nearing the end of their functional life and the financial investment required to keep these buildings operating beyond their lifespan is cost prohibitive in comparison to building a new facility to meet these needs. An estimated square foot requirement for a new multipurpose office building was studied and alternate locations on the campus for the building were identified. Lastly, a broader review of the campus was conducted to identify ways to create more interactions and engagement with the Aurora community. . •.N'Ic.n.- t ca••de' Ics; - I 1: Iv- ;'t.I11Cke' •fh...L- Aural• Municipal L.iinyus Sync Aecds Asscumn lnt BACKGROUND 11 r'ay.1..tFt,- ._.4. ♦0..1 : _A• -1 IILM.littNt ITALICS:. GALWAY I . _. •...L....,• ••ka..•... A • I IISAMA.. knelt Al . ..1NANCE ♦�... alWk..aJ • u.' - 01.111. awn. so. A1•. Ial. At I • - 1,. -I.-.- —. AL. 1 1 - , .411.• 11'.Glal1 .. II'A.. i f'L.NaL Pv blr da(Un•-"Il• *Ay ot..i. Lr• • "'..,. w ly ,IJ4Ifr A' - NAnaTIMITMLLa ...Di km L.. taiL4 rra* ru N•I.n• 1. 4k n V .i P.,O• .. 1.\ V AI . ...4•••••••• .. N. •aS'.I rat, l.t•.sl1.4. Ismail .t+M( ,6 *soli .4. .a e-- t.... I I. -.. • p. l,.lk .- Mc.n -, n x,tgni.. t IN N elan 4.•AAV .A..r., 4• nM. . Iw .r.1.. -.I OPPORTUNITIES AIJkC;RA MUNII I..IN .4..M, 1 uurlNw .I...rarr aa-or an ...-nq. N.r/rr....r e .pp. a.YN*tH1q L. .J1,,.. "In,' afMY ,11..11 %WI MIr, I11 MOW w0INMW1, Ian.* ..W alai.• aicw14., 4 lNWgi /.AhAlala •gan1,*t&%tt 1a:w b.. n -1A- . • Ir..rag a NaaarAaMta...+. 16.••••••••01 AA • t- r -.w. a. *aed LEGEND • • • n, C • ruby_ L7unle. Rel•pl.., Office •,ubicles Jpen Ccllabotanon -onter.n..e •IOUIlI (ikncn 1 Lunt. Wnislnem ;tinting t Stnragr WeiMtas Wahluu : tpal'tinen: DOundOri �-s Anal at Intenennon C✓ ktiln4uith t tart •I'.!,, a. . 1• ♦ lir LEVEL 02 KEY PLAN ..,4111*. uuu•. alto luly .Utl I Pate 50 . •. uaJaW.•N, n I a'a..N1-1..au •I a 'v..41'441.4 • • I MIND .., Weld County I Facilities Master Plan 45 • e. Work Sample WORK SAMPLE 2 OF 3 Denver Human Services Castro Building Workplace Strategy Denver, CO Creating a design strategy that thoughtfully integrates an elevated client experience in the overall workplace approach. Denver Human Services (DHS) has been operating in their Castro building for over 20 years without a major renovation. As the programs and services offered to the Denver community evolved over the years, DHS adapted and grew to meet their clients' needs. Existing space and adjacency constraints began creating inefficient practices and difficult experiences for both employees and clients. When DHS was ready to take on a revitalization of the facility, the City and County of Denver (CCOD) partnered with Gensler to study this unique workplace. The goal of this project is to not only better align the workplace with current and future business practices, but also elevate client experience at the forefront of all design recommendations and planning. The Gensler team started this process by collecting data in a variety of ways to get a thorough understanding of how divisions currently function, and how they plan to function in the future. Gensler worked with DHS to develop a custom on-line survey (WPI) to gather information from all employees that work at DHS. Gensler also collected information from division leaders through individual program surveys, and in -person division interviews. Activity analysis was performed over a week span, where Gensler observed the entire building and documented how every space type was used throughout the day. All of this information culminated in a detailed program 46 Gensler report that documented each division's top goals, adjacency and security requirements, key functional findings, and a dedicated program that captured workspace and support space requirements. As an extension of the program report, Gensler next compiled a comprehensive design brief that focused on space types and design considerations. Fvery space type was defined by function, recommended quantities and sizes, critical adjacencies and technology requirements, and design considerations. With ever -evolving services, flexibility is critical in the future success of DHS' space. Standards were developed that could be implemented to help the department adapt as needed in the future. The next steps include planning scenarios and narratives that will be used in a cost estimating exercise. 300,000 sq ft Services Provided Leadership Visioning Existing Space Survey WPI Survey Activity Analysis On -Site Observations Division Interviews Programming Design Brief Planning Scenarios Cost Estimation Key Personnel Michelle Liebling Lindsey Salazar PROVIDE OPPORTUNITY IN SPACE TYPES Prnv de mnrr BALANCE ul individual & rnllahl•uativ. spaces • lull N. . D.•. M• I -a•r„", I .n t nil ,..1.. ok.l•1.1' 'hoe . a. •.,. n1,.11 n.' 44,.Y1.1. � :..10.11 /1*'. log l -I uw.. kat shut l•••r 55% spats 3O% non spat. 15% ant pals Us AIWA in 1M1 •••••••• 1011 Willie U/M/tat span 413 than/ span 163 dMa' pate ItcCYutwOtD PROVIDE OPPORTUNITY IN SPACE TYPES REALIGN Ilbeetmg s_;.tc's to'cIL••cl -Hy r ¢nls -. 4;1. nlvr;(n.r lr -, .' Yt•,1h. •. Ir••al•1 h4.I.M +"..: glandes..., kw toann> a.. It 'pith ust aIlj•. wt • :It UItS 4uLt ratta mot, .1/ and n Ah.t►K Gibbets** as a /ptiha/tam was =lrl.atee •Lets p.:t. antr.b. lhtkMt 4.•; Limit F1V•(.:wn• •••od1.11.•.'.•tw S11. .... J •»a.. .. •••••14.••••• ••M ,yµ 00•14 IS .44 •• a..yn .e• .tt•.. • .o. •r .s. -4. W M. S. TL•. ;%. Lit. ate !. is 111 ear. .a .-a ...ra •—. as -. r•_ ra �. ...ea* '-tens, 820 1:0.64 1573 1:1.12 Future growth & choosing the industry requires ADAPTABILITY I trite ll.^..:I1.1• In unl W. maturity aid MWllity at •p1.. ,.Illllrtr>l»./IIIM141 ,.•t .>I! Opals nil am UI tt I. r.awmLi.k Ie..k.nrl--t�l'.1n11 • ap " I- tl I..a• .pa-. that ..�J"i'ma/urn hown' a.l•.1 . a.w 0. on I. 414 1.04.141 is l \pat. • tkNlr •IIICJ4r • the I•ntUkM•atur twupur.nit. • hrA,ar•>tt>Iri .I.It}l.r. 0.i 11414.4.• 0'41 sat/•t.11a. • Rti • Sr aD Futute growth & clwtiging the Industry •ego'res ADAPTABILITY PRIVATE OFFICE • ay. 11.• ..-.11 ♦ . n<..1otasl .1.a..:rruaUMN.1 4.4 WORKSTATION I rl/w. now ..a -r •-•••W ... .• . N'.. W •....war. 4 ..•>r.••. • - ►.... w •a!•el•nN .......405r • .1••••••••••••••••••••1 • le ••o• 4 ..•••IIJ•M•. •I.C.•a •••••••••••••••••• N- ••••••4•••••�•1•• .0... ••- • .•M•.••.•.Y ..r. ••1. .-a1.•Ora •• - :. w ,4h . . llt.utt Oat .W. �.a... Wee .-r •rw t•..: `�..Wr..• OUTS .0a14.•i l.•I. 1.•.-M•. 1. n .. .l tr -I N...r ..n. es** .0.-..I rma • •ryM.. Soon 4.4 • ....a- ..k... .M WS4 4.6• .......1- O.•en. 1. y�•la .. • '• M ••..1 ►...44uH.t N'••t ...a... r.i •J.•-, •.1 . •.• •- tiW ,.. •••• .M... kris...... FAMILY AS ADULT ASSISTANCE (FAA$ 1. two worn lamas :wan -111.0 .s, -..obi ill .•/•slam N..a. 1.a 1At MPn• Ilan Ole+amebae, • MOM IM' MOM tan rMwi (tilt, bMtl A1.YN. LTD Cunt* Sla IM Projects! ftlR n.Y•n9) • '. wont a•,.-.Y...•amp von ••••••• an•% a N• ••Orr . r. -..>........ • •• aerials as • . , .... .. ..Cr ' t .. r-ta.•f• L-w.--.-Jd.t• . I. ... On 01•24140•M J. • . a •_ ..- ....I ^.. . • --I ,. ,r .. q...., • •- .. J. w, •. ..1 . .. • a. . . ..-y.>. -I • PS - 4...• -4 ..-..,^ r •.- g .4\. S • a., Ianna Mq •a•u. ItInellbea TIM Itasca... vitt'Wi Iu 111r1.1wtW1 &&&&& CI I. .\t., t•-•..w•MI•. • nnn III us IS Tia an. Hatt .a.7;• -s-,.. ..m•N... • '•• .N..•.• • *Sena •••••••••• et halal.• ••••••••••••• . -r • .. • - . .. a,w IIMII•IIN•rt•a /w all a AM It IS Pala 1N•NIN I. Nib .)• M4W•••••11•r•I t II- ...•tltllatu alt•1.9. • Weld County I Facilities Master Plan 47 •E. Work Sample WORK SAMPLE 3 OF 3 Contra Costa County Comprehensive Facilities Master Plan Contra Costa County, CA In the Fall of 2021, Contra Costa County engaged Gensler to develop a comprehensive facilities master plan to improve the delivery of services and utilization of facilities over a 20 -year planning period. The County covers an area of 800 -square -miles with an estimated population of 1.15 -million residents. The scope of the master plan spanned 110 facilities, across 1.8 million -square -feet, occupied by over four thousand County employees. The Gensler team visited 55 facilities, surveyed all employees and department leaders, and interviewed all the department leaders included in the master plan. The team presented various phases of the master plan at two public board meetings and three meetings with a steering committee comprised of department leaders established for the master plan. These meetings helped solicit feedback from a range of stakeholders early and often. 48 Gensler The Gensler team uncovered significant facility issues spanning poor distribution of facilities to low space utilization and proposed three options to remedy the issues and optimize the portfolio. The options ranged from high impact and change to low impact and change. The board and steering committee voted to implement the high impact and change option. Implementation is expected to reduce the County's portfolio by 10% and lower lease costs by 40%, while accommodating a growth of employee headcount by 18%. Gensler is in the final stages of completing a facilities master plan for Contra Costa County that encompasses all departments except Public Health and the Sheriff. 1.8 million sq ft 110 facilities Completed 2022 Services Provided Real Estate and Portfolio Planning Organizational Assessment Demand Forecasting Macro -Level Site Selection Key Personnel Paul Natzke Philip Mathur Options: 20 -Year Vision STATUS Qt. 1.73M sf MAJOR CHANGE I._ •Rio, C ser. "rtter's 79 1.5M -1.6M sf $24.8M $M MODERATE CHANGE _.t I ::a�F)r keW i tt po:.e a; .0 strengthen East presence 147M sf Souse Peet t•3ta $27.2M .4, 70 4darrsses• $7.3M ..- lit. Crty •4• ., bitting 1 )thi Uer.ated 16tH st gaud a a Owned $30.3 - 32.3M A0 Mnuil+_unseaDI" Rent Intl t %OS** - swim) 57-58 1 . $4.3M MINIMAL CHANGE** 1.81M sf+ Squat ten I.S%.0 S21.9M+ A>,1 Annual CoMr.n vcn'Reno (low = MIS6.+N•y 79+ Addresses• S8M+ Annual Rents New 82K II tinting; 1 71M st Oval: ya : :4% Sur tell9d4 , ,seat Guiding Principles 0 Cs) 01 Improve equity, access to services, and the overall customer experience 02 Reduce facility and real estate - related costs 03 Increase collaboration and resource sharing between departments n 04 Provide flexibility, upgrade work spaces, and improve the overall employee experience 05 Continue to increase technology adoption Weld County I Facilities Master Plan • SECTION 4.0 Fees FEES a. Completed pricing response of RFP signed by bidder b. Completed pricing response for on -call maintenance Phase Task Duration Totals Phase 1 Project Startup 1 Team Organization 1.2;Background Materials Collection 1.3 Kick -Off Meeting 1.4 Data Collection Methodology 1.5 Steering Committee Workshop ++1 iBi-Week Meetin s 3 Weeks Sub Total Phase 1 Hours Sub Total Phase 1 Fee Hours per week Phase 2 LData Collection Document Collection/Analysis 2.1 Department Questionnaire 2.7 Senior Department I eadership Interviews (up to 75) 2.3 Site Tours 2.4 Facilities Conditions Assessments 2.5 Security/Comms/Tech Site Assessment 2.6 Resilience/Sustainability Assessment 7.7 Fmployee Survey 2.8 County Data Growth/Demographics Analysis Weekly meetin ; s 6 Weeks Sub Total Phase 2 Hours Sub Total Phase 2 Fee Hours per week Phase 3: Analysis & Findings 8 Weeks 3.1 forecasting future Space Requirements 3.2 Demand and Supply Gap Analysis 33 Occupancy Cost Analysis 3.4 Financial Analysis 3.5 Steering Committee Workshop #2 3.6 Facilities Conditions Assessment Reports 3.7 Sec urity/Comms/Tech Site Report 3.8 Transportation Impact Assessment 3.9 Resilience/Sustainability Analysis 3.10 Additional Research and Synthesis RI -Weekly meetings Sub Total Phase 3 Hours Sub Total Phase 3 Fee Hours per week Phase 4:.Options Development 4 1. Develop Design Captions (up to 3) 4.2 Financial Analysis Options Development 43 ROM Cost Estimates 4.4 Steering Committee Workshop #3 Hi -Weekly Meetings 10 Weeks Sub Total Phase 4 Hours Sub Total Phase 4 Fee Hours per week Phase 5 Final Documentation S 1 Dialt County Facilities Mader Plan Report 5.2 ROM Construction Cost Estimates 5.3;;Final Facilities Master Plan Report 5.4; Implementation Guide Bi-Weekl meetings 8 Weeks Sub Total Phase 5 Hours Sub Total Phase 5 Fee Hours per week Phase Total $2,050 $3,614 $3,569 $2,200 $21,16/ $3,744 192 $36.944 64 his/wk $5,350 $11,350 $71,550 $15,700 $129,300 $52,725 $8,136 $9,300 $6,450 ¶8.532 1.544 $268,993 257 his/wk $35,450 $25,400 $/,a0U $23,500 $23,164 $137,540 $52,725 $4,200 $5,824 $8,150 SR,905 1,876 $332, 458 234 hts/wk $79,277 $34,175 58,880 $50,100 $/,510 905 $179,937 113 hrs/wk $54.05/ $13,000 $18,200 $13,500 $6,028 548 $104.785 69 hrs/wk £cn ler Total Hours 5,064 Total Fee $923.117 Work Weeks 35 Weeks $0.44 Costisqft (assumes all facility locations ► ill be surveyed) LABOR CONS. FEE ESCELATOR (2%) REIMBURSAB LES To61-Fee* $923,117 $18,462 $10,000 5951,579 *This is a preliminary estimate based on an understanding of the scope. We are committed to working with Weld County on this effort and are happy to partner with you to revise any portion of the proposal and fee to ensure you receive the right longterm plan for Weld County's future. mei L, r� k I i Weld County I Facilities Master Plan 51 •G. Project Schedule PROJECT SCHEDULE a. Provide schedule domebag completion of task milestones identified in this MPP b. Provide schedule showing completion of Facilities Master Plan by May I. 4024 Weld County Operations and Space Planning Master Plan Pro,ec: Schedule I net updated 04.T0 20T 1 Week ()ate 1 !s22 2 5/29 P 6/5 4 6112 P 6/19 6 6/26 I 7 1 7/3 • 71:0 9 7/17 10 7/24 11 1/31 12 $17 U 6/14 IM t/21 IS B/28 16 9/4 37 9/n I 10 L 9/18 19 9/25 20 O/2 21 10/9 22 10/16 23• 10/23 24 _0130 gfa 1 /6 16 11/13 27 11/20 iB 11/27 29 12/4 30• 1/:1 31• 12/18 32 12125 3P 111 34 us Phase I: Project Startup 3 Week s learn Ore. Cation / a K:ck•Off Meeting • Data Collection Methodology Pkaa2: Plume Phase Phase Background Materials Collection Steer trig Committee Workshop 01 • V'stoning Data Collection 6 Weeks Facility Conditions Assessment Site Tors (BV) • Security/Communications/Technology Site Assessment Tours (Salter) Resilience/Sustalnablltty Assessment Employee Survey )eveiopment ant Review Employee Survey • County Uata/GruwthC. e^"ographtcs Projecrons 4 • _ _ Elected Office/Department Questionnaire Development and Rev ew County Review/Comment/Approval Fler.ted Offke/Department Questionnaire Issued Elected Office/Department Interviews (23) • • Lift :ed Office/Department Site lows • • • k Analysis & findings B Weeks Future Space Requirements Financial Analysis Facility Conditions Analysis and Report Security/C.ommunicatiorc/Technology Analysis and Report Res thence/S..4sta mabil ity Assessments Parking Assessment Transportation Impact Assessment Steering Committee Workshop ■2 • Program F indings • Acetone' onai presentations/meetings as require:: by the County County (Team) Review/Comment/Approval County (Ad•ni") Rcvicw/Cummcnt/Approval t Options Development 10 Weeks Desig•• Opt one SuLtions (up to 3) ROM cost est -ates Financial Analysis Steering Committee Workshop s3 - Design Options • Atetonal presentations/meetings as requirec by the County Cour!!y Review/Comment/Approval _ - _ .. S: final Doeotmentation B Weeks Project Cost Estimates 6 Reduction Options • Implementation/Phased G. -de • County Master Plan Draft Report • County Rev lcw/Comrrtent/Approval Ace t anal presentations/meetings as required by the County + Review Comment ..pdates County Master Plan Fuel kepuri _ _ _ _ - _ • LEGEND 1 I lullu.iy wees • Client meetings Client review ;provide comments/updates/approval) Gender Weld County I facilities Master Plan c3, APPENDIX • Forms SCHEDULE Contractor is responsible for providing and maintaining a full project schedule as well as a three week look ahead schedule throughout the life of this project. Contractor will provide an updated project schedule available upon request. The contractor will host a weekly coordination meeting with County representatives. Below is the anticipated schedule for this project. Date of this Proposal Advertisement Date Pre -proposal conference Questions Due Questions Answered Proposals Are Due Interviews, if needed Proposal Award Notice Contract Execution Tasks begin Project completion March 3, 2023 March 3, 2023 March 16, 2023 March 30, 2023 April 4, 2023 April 20, 2023 April 24 — 27, 2023 May 8, 2023 May 15, 2023 May 22, 2023 May 1, 2024 PROPOSED DATES Please provide proposed start and completion dates for this project. May be same or different from schedule above. Proposed Start May 29, 2023 Proposed Completion January 8, 2024 FEE PROPOSAL Identify the Fee your firm proposes to provide services described in this RFP by providing the total lump sum cost for this RFP in the space below: TOTAL PRICE OF RFP S 951,579 PROPOSAL REQUEST #62300087 Page 18 Gensler The undersigned, by his or her signature, hereby acknowledges and represents that: 1. The proposal proposed herein meets all of the conditions, specifications and special provisions set forth in the Request for Proposal for Request No. #62300087. 2. The quotations set forth herein are exclusive of any federal excise taxes and all other state and local taxes. 3. He or she is authorized to bind the below -named Vendor for the amount shown on the accompanying proposal sheets. 4. The signed proposal submitted, all of the documents of the Request for Proposal contained herein (including, but not limited to, product specifications and scope of services), and the formal acceptance of the proposal by Weld County, together constitutes a contract, with the contract date being the date of formal acceptance of the proposal by Weld County. 5. Weld County reserves the right to reject any and all proposals, to waive any informality in the proposals, and to accept the proposal that, in the opinion of the Board of County Commissioners, is in the best interest of Weld County. The proposal(s) may be awarded to more than one vendor. FIRM Gensler BY Michelle Liebling (Please print) BUSINESS ADDRESS 1225 17th Street, Suite 150 DATE April 20, 2023 CITY, Denver STATE, Colorado ZIP 80202 CODE TELEPHONE NO (303) 595-8585, SIGNATURE FAX (303) 825-6823 TAX ID # 94-1663305 E-MAIL michelle_liebling@gensler.com WELD COUNTY IS EXEMPT FROM%6LORADO SALES TAXES. THE CERTIFICATE OF EXEMPTION NUMBER IS #98-03551-0000. ATTEST: Weld County Clerk to the Board YOU DO NOT NEED TO SEND BACK PAGES 1 - 8. BY: BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO Deputy Clerk to the Board Mike Freeman, Chair APPROVED AS TO SUBSTANCE: Elected Official or Department Head Controller PSRFP0223 PROPOSAL REQUEST #B2300087 Page 20 Weld County I Facilities Master Plan A • APPENDIX Forms ... W-9 . October 20181 Dement' t' d ate Treasury hiunst Remus Sanwa Request for Taxpayer Identification Number and Certification ► Go to www.kapotr/FormW9 for instructions and the latest information. Give Form to the requester. Do not send to the IRS. I Name (as shown an yaw rko. r tar fatale Nano S require* on milt line. do not save rim the bier* M. Arthur Gensler Jr. & Associates Inc _ 2 Bones nernentrvegartioa c city rem It *event tram above $ Cluck sppropriale boa nor soon tacit ctassfiation or the person whose norms a entered on ins 1. Check only one of the teeming meson bales O IndtAduaVeoS proprietor or Id C Corporation ❑ S Capaatlon ❑ Partnership El Truitlswta single-rnembe► LLC ❑ Limited Mobley company. Enter the tax dmsa*catwn (C -C corporation. 34 corporation. P■Pamtethtpl ► Nola: Check oho appropriate box In tins Ins above for the tax olasellicatlon of the serglom.ntber owner Do not then LLC If rite LLC is aaseuled aa a single -member LLC tnat is Ot regedad from the o>r ter unless the era of the 11C le another t1C tort is not dteregerded tram the Oriel rot U 3. federal tax purposes. 0thewlss, a min iertgmber US that e despsrdsd from trio owner snook* check the appropriate box lo► the tax desellostlon of Its owner. 0 Ole pee instructions) ► 4 Exempaons Imam apply ore to oaten *Meek not Inary dusk see insen titns on pope 3) Exempt crew curie it any► F tartiiton from FA rca reporting axle (4 any) ever to ewes r.ry was ihrUL e Adclw (runts,. sbsst. send aptor stales no) Sea tneauctone. 45 Fremont Street, Suite 1500 S City, stab". and ZIP code San Frarutiscol CA 94105 7 IJet a000s4 numberlsi two foptionef Part I Nequseters name and wines lopaortiq Taxpayer Identification Number (TIN) Enter Your TNN to LM appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding. For individuals, this le generally your social security number (SSN)j However, for a resident assn, sob proprietor, or disregarded entity, see the Instructions for Pert I, later. For other enttttee, It is your employe identification txxrber (EIM It you do not taw a number, toe How to get a 11N, later Note: If the account a in more than one name,, see the atostructio ns for line 1. Also see What Nem. and M1irnber TO Gene the Requester for guidelines on whose number to enter Part II Social security number IND or (Ernplvy•r Id"ntlgoallon r unsber j 9 4 Certification 1I6 B 3 3 0 6 Under penalties d pa -try, I certify that' I The number shown on this form is my correct taxpeyw identification number (or I am waiting for a number to be issued to me). and 2. I am not subject to backup withholding because; (a) I an exempt horn backup wrthhoidng, or (b) I have not been notified by the internal Revenue Service (IRS) thud I tun subject to backup witNdding es a matt of a torture to report WI interest or dividends, or (c) the IRS has ratios* me that I am no longer subject to backup withholding; and 3. 1 an a U,S, citizen or other U.S person (defined below), and es The FATCA code(s) entered on this torn t1f any) indicating that I am exempt from FATCA reporting b correct CsrdAoation knstruotions. You must cross out item 2 above it you have been notified by the ins that you are currently sut)Sc t to backup M tM04dng because you tine tailed to report iii Interest and diwdande on your tax return. Fa read estate irensaalons ,tern 2 d0N not apply. For mortgage Interest paid, acquisition or abandonment at secured property, cancellation d debt. contribution to an inckvidual retirement arrangement 0RA), and generally, payments other than Intern' and dividends, ' , not required to sir the • •. • • , yOu must provide your Cared TIN. See tjne +ntts for Part hl. LBW. Sign Hare Signature of U.$. person is General Instructions Seaton references we to the internal Revenue Code unless otherwise Si. Future developments. lot the latest rnforrnation about developments related to Form W-9 and its instructions, such as lsgisiation enacted after they ware pubitshed. go to www,us.gov/FormkW. Purpose of Form An norvoluai Or entity (Form W-9 requester) who Is required to file an udorrnatkx) return with the IRS must obtain your correct taxpayer identification number (TIN) which may be your social security number ISSN). indlvidual taxpayer identification minter (ITIN). adoption taxpayer identification number (ATIN), or employer identification number (EIN), to report on en Information return the amount paid to you, or other amount reportable on an information return. Examples of Information returns Irckjde, but we not limited to, the following. • Form 1099.4NIT interest earned or peed) Del. • Form 1090 -ON (dividends, nncludiyip those lr oar stocks or mutual funds) • Forrn 1099-MISC Ivanours types of income. tomes, awards, or gross proceeds) • Form 1009-B (stock or mutual fund sales and certain other transactions by brokers) • Form 1099-S (proceeds from real estate transactions) • Form 1099-K (rawcharlt card and third paty network transactions) • Form 1098 (home mkutgago interest). 1098•E (student ben interest). 10984 (tuition) • Forte 1099-C (canceled debt) • Form 1090-A (acquisttion or abandonment of secured propertyi Use Fort W-9 only if you are a U.S. person (inducting a resident afefn), to provide row correct TIN. N you do not 'siren Form W-9 to The requester wKti a lift you might be subject to bocis p withholding. See What is backup withholding, Aster. Ca No. 10231X )o Gensler Form W-9 Few 10-2018) ACORD CERTIFICATE OF LIABILITY INSURANCE DATE (MM/OD/TY, 3/1/2024 5/31/2023 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terns and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Lockton Companies 444 W. 47th Street, Suite 900 Kansas City MO 64112-1906 (816)960-9000 kcasu@lockton.com NAMEACT I FAX PHONE AIC Mgt. Extl: (, No): E-MAIL ADDRESS: INSURER(S) AFFORDING COVERAGE NAIL # INSURER A : Zurich American Insurance Company 16535 INSURED GENSLER 1041756 500 SOUTH FIGUEROA STREET LOS ANGELES CA 90071 INSURER B : Lloyds of London INSURER C : American Guarantee and Liab. Ins. Co. 26247 INSURER D : INSURER E : INSURER F : COVERAGES CERTIFICATE NUMBER: 19612181 REVISION NUMBER: XXXXXXX THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. TN LTR TYPE OF INSURANCE 'ADDLSUBR'. INSD WVD . POLICY NUMBER POLICY EFF (MM/DD/Y A POLICY EXP (MM/DD/YYYY) LIMITS A X COMMERCIAL GENERAL LIABILITY Y N GLO0081063 CLAIMS -MADE LI OCCUR 3/1/2023 3/1/2024 EACH OCCURRENCE $ 2,000,000 PREM SES Ea occurrence) $ 1,000,000 MED EXP (Any one person) $ 10,000 PERSONAL &ADV INJURY $ 1,000,000 GENERAL AGGREGATE $ 4,000,000 GENII AGGREGATE LIMIT APPLIES PER: X POLICY JECT Lcc OTHER: PRODUCTS - COMP/OP AGG $ 4,000,000 C AUTOMOBILE LIABILITY X ANY AUTO X OWNED AUTOS ONLY X HIRED _ AUTOS ONLY SCHEDULED AUTOS X NON -OWNED AUTOS ONLY � y N ii BAP3707221 �, 3/1/2023 3/1/2024 (EOa aBcideDtSINGLE LIMIT $ 1,000,000 BODILY INJURY (Per person) $ XXXXXXX BODILY INJURY (Per accident) $ XXXXXXX PROPERTY DAMAGE (Per accident) $ XXXXXXX $XXXXXXX UMBRELLA LIAR EXCESS LIAR OCCUR NOT APPLICABLE CLAIMS-MADEi, EACH OCCURRENCE $ XXXXXXX AGGREGATE $ XXXXXXX $ XXXXXXX DED I I RETENTION $ A WORKERS COMPENSATION Y/ N AND EMPLOYERS' LIABILITY ANY PROPRIETOR/PARTNER/EECUTIVE OFFICER/MEMBER EXCLUDED? Eil (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below N WC0081062 N / A' 3/1/2023 3/1/2024 X I STATUTE I I EORH E.L. EACH ACCIDENT $ 1,000,000 E.L. DISEASE - EA EMPLOYEE $ 1,000,000 E.L. DISEASE - POLICY LIMIT $ 1,000,000 B PROFESSIONAL LIABILITY N N LDUSA2300176 4/1/2023 4/1/2024 $1,000,000 PER CLAIM/$1,000,000 AGGREGATE DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) RE: PROFESSIONAL SERVICES AGREEMENT BETWEEN WELD COUNTY AND GENSLER FACILITIES MASTER PLAN PROJECT. BID PACKAGE NO. B2300087. WELD COUNTY, COLORADO, ITS ELECTED OFFICIALS, AND ITS EMPLOYEES ARE ADDITIONAL INSURED AS RESPECTS GENERAL LIABILITY AND AUTO LIABILITY, IF REQUIRED BY WRITTEN CONTRACT. CERTIFICATE HOLDER CANCELLATION See Attachments SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE 19612181 THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. BOARD OF WELD COUNTY COMMISSIONERS FACILITIES DEPARTMENT AUTHORIZED REPRESENTATIV i 1 150 O ST GREELEY CO 80632 I © 1988©015 ACORD CORPORATION. All rights resented. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD Attachment Code: D507046 Certificate ID: 19612181 POLICY NUMBER: GLO 0081063 COMMERCIAL GENERAL LIABILITY CG 20 10 04 13 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS - SCHEDULED PERSON OR ORGANIZATION This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Location(s) Of Covered Operations Or Organization(s) ANY PERSON OR ORGANIZATION, WHOM YOU ARE REQUIRED TO ADD AS AN ADDITIONAL INSURED UNDER THIS POLICY UNDER A WRITTEN CONTRACT OR WRITTEN AGREEMENT ANY LOCATION OR PROJECT Information required to complete this Schedule, if not shown above, will be shown in the Declarations. CO 20 10 04 13 O Insurance Services Office, Inc., 2012 Page 1 of 2 Attachment Code: D507046 Certificate ID: 19612181 A. Section II — Who Is An Insured is amended to include as an additional insured the person(s) or organization(s) shown in the Schedule, but only with respect to liability for "bodily injury", "property damage" or "personal and advertising injury" caused, in whole or in part, by: 1. Your acts or omissions; or 2. The acts or omissions of those acting on your behalf; in the performance of your ongoing operations for the additional insured(s) at the location(s) designated above. However: 1. The insurance afforded to such additional insured only applies to the extent permitted by law; and 2. If coverage provided to the additional insured is required by a contract or agreement, the insurance afforded to such additional insured will not be broader than that which you are required by the contract or agreement to provide for such additional insured. B. With respect to the insurance afforded to these additional insureds, the following additional exclusions apply: This insurance does not apply to "bodily injury" or "property damage" occurring after: CG 20 10 04 13 1. All work, including materials, parts or equipment furnished in connection with such work, on the project (other than service, maintenance or repairs) to be performed by or on behalf of the additional insured(s) at the location of the covered operations has been completed; or 2. That portion of "your work" out of which the injury or damage arises has been put to its intended use by any person or organization other than another contractor or subcontractor engaged in performing operations for a principal as a part of the same project. C. With respect to the insurance afforded to these additional insureds, the following is added to Section III — Limits Of Insurance: If coverage provided to the additional insured is required by a contract or agreement, the most we will pay on behalf of the additional insured is the amount of insurance: 1. Required by the contract or agreement; or 2. Available under the applicable Limits of Insurance shown in the Declarations; whichever is less. This endorsement shall not increase the applicable Limits of Insurance shown in the Declarations. © Insurance Services Office, Inc., 2012 Page 2 of 2 Miscellaneous Attachment: M41654 Certificate ID: 19612181 POLICY NUMBER: GLO 0081063 COMMERCIAL GENERAL LIABILITY CG 20 37 04 13 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS - COMPLETED OPERATIONS This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Or Organization(s): Location And Description Of Completed Operations ANY PERSON OR ORGANIZATION WHOM YOU ARE REQUIRED TO ADD AS AN ADDITIONAL INSURED UNDER THIS POLICY UNDER A WRITTEN CONTRACT OR WRITTEN AGREEMENT. ANY LOCATION OR PROJECT Information required to complete this Schedule, if not shown above, will be shown in the Declarations. CG 20 37 04 13 Page 1 of 2 Miscellaneous Attachment: M41654 Certificate ID: 19612181 A. Section II - Who Is An Insured is amended to include as an additional insured the person(s) or organization(s) shown in the Schedule, but only with respect to liability for "bodily injury" or "property damage" caused, in whole or in part, by "your work" at the location designated and described in the Schedule of this endorsement performed for that additional insured and included in the "products -completed operations hazard". However: 1. The insurance afforded to such additional insured only applies to the extent permitted by law; and 2. If coverage provided to the additional insured is required by a contract or agreement, the insurance afforded to such additional insured will not be broader than that which you are required by the contract or agreement to provide for such additional insured. B. With respect to the insurance afforded to these additional insureds, the following is added to Section III - Limits Of Insurance: If coverage provided to the additional insured is required by a contract or agreement, the most we will pay on behalf of the additional insured is the amount of insurance: 1. Required by the contract or agreement; or 2. Available under the applicable Limits of Insurance shown in the Declarations; whichever is less. This endorsement shall not increase the applicable Limits of Insurance shown in the Declarations. CG 20 37 04 13 Page 2 of 2 Attachment Code: D507034 Certificate ID: 19612181 POLICY NUMBER: BAP3707221 COMMERCIAL AUTO NAMED INSURED: SEE ATTACHED CERTIFICATE CA 20 48 10 13 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. DESIGNATED INSURED FOR COVERED AUTOS LIABILITY COVERAGE This endorsement modifies insurance provided under the following: AUTO DEALERS COVERAGE FORM BUSINESS AUTO COVERAGE FORM MOTOR CARRIER COVERAGE FORM With respect to coverage provided by this endorsement, the provisions of the Coverage Form apply unless modified by this endorsement. This endorsement identifies person(s) or organization(s) who are "insureds" for Covered Autos Liability Coverage under the Who Is An Insured provision of the Coverage Form. This endorsement does not alter coverage provided in the Coverage Form. This endorsement changes the policy effective on the inception date of the policy unless another date is indicated below. Endorsement Effective Date: 3/1/2023 SCHEDULE Name Of Person(s) Or Organization(s): ANY PERSON OR ORGANIZATION TO WHOM OR TO WHICH YOU ARE REQUIRED TO PROVIDE ADDITIONAL INSURED STATUS, IN A CONTRACT, AGREEMENT OR PERMIT, EXCEPT WHERE SUCH CONTRACT OR AGREEMENT IS PROHIBITED BY LAW. Information required to complete this Schedule, if not shown above, will be shown in the Declarations. Each person or organization shown in the Schedule is an "insured" for Covered Autos Liability Coverage, but only to the extent that person or organization qualifies as an "insured" under the Who Is An Insured provision contained in Paragraph A.1. of Section II - Covered Autos Liability Coverage in the Business Auto and Motor Carrier Coverage Forms and Paragraph D.2. of Section I - Covered Autos Coverages of the Auto Dealers Coverage Form. CA20481013 © Insurance Services Office, Inc., 2011 Page 1 of 1 Contract Form New Contract Reques Entity Information Entity Name* Entity ID* M ARTHUR GENSLER JR & ASSOCIATES O'00047117 INC Contract Name. WELD COUNTY FACILITIES MASTER PLAN Contract Status CTB REVIEW Contract Description* FACILITIES MASTER PLAN PROJECT Contract Description 2 Contract Type. CONTRACT Amount. $951,579.00 Renewable* NO Automatic Renewal Grant Department BUILDINGS AND GROUNDS Department Email CM- BuildingGroundsSweldgov.c om Department Head Email CM-BuildingGrounds- DeptHeadweldgov.com County Attorney GENERAL COUNTY ATTORNEY EMAIL County Attorney Email CM- COUNTYATTORNEY @WELDG OV.COM ❑ New Entity? Contract ID 7027 Contract Lead* SGEESAMAN Contract Lead Email sgeesarnanoco.weld.co.us; I redfernO'weldgov.com Requested BOCC Agenda Date* 06,12,2023 Parent Contract ID Requires Board Approval YES Department Project # Due Date 06108 2023 Will a work session with BOCC be required?* NO Does Contract require Purchasing Dept. to be included? YES Bid / RFP # * 82300087 If this is a renewal enter previous Contract ID If this is part of a MSA enter MSA Contract ID Note. the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts are not in On Base Contract Dates Effective Date Review Date* 12,18;2023 Renewal Date Termination Notice Period Contact Information Contact Info Contact Name Purchasing Committed Delivery Date Expiration Date* 05101:2024 Contact Type Contact Email Contact Phone 1 Contact Phone 2 Purchasing Approver Purchasing Approved Date CHERYL PATTELLI Approval Process Department Head TOBY TAYLOR DH Approved Date 05/31,2023 Final Approval BOCC Approved BOCC Signed Date BOCC Agenda Date 06,1212023 Originator SGEESAMAN 06 06:2023 Finance Approver CHERYL PATTELLI Legal Counsel BRUCE BARKER Finance Approved Date Legal Counsel Approved Date 05'31,2023 06'0512023 Tyler Ref # AG 061223 May 17, 2023 FACILITIES DEPARTMENT PHONE: (970) 400-2020 FAX: (970) 304-6532 WEBSITE: www.co.weld.co.us 1105 H STREET P.O. BOX 758 GREELEY, COLORADO 80632 To: Board of County Commissioners From: Toby Taylor Subject: Weld County Facilities Master Plan (82300087) This solicitation is for a Facilities Master Plan for Weld County. It was published as a Request for Proposal (RFP). The RFP identified the following areas that would be evaluated: Firm Capability, Consultant & Key Staff Experiences and Qualifications, Project Approach, Firm Availability & Project Schedule, and Costs. The committee narrowed the respondents to a short list of two. These two were asked to provide a Best and Final Offer (BAFO). DLR group provided a BAFO of $968,000.00 and Gensler provided a BAFO of $951,579.00 The results of the Committee Evaluation (shown in Attachment A) show Gensler as the overall best value for this solicitation. Therefore, the Facilities Department is recommending the award to Gensler in the amount of $951,579.00. If you have any questions, please contact meat extension 2023. Sincerely, Toby Taylor Director 5/12 2023 -1 15b BC1obZ5 Attachment A Facilities Master Plan BID B23OOO87 - Best Value Scoring Form Criteria Points Available Architectur Makers e Gensler DLR Group Firm capability 20 13.00 17.86 18.00 Consultants and key staff experience and qualifications 20 12.43 18.14 17.86 Scope of proposal and project approach 25 17.57 22.29 20.14 Firm availability and project schedule 15 11.57 13.29 12.71 Cost 20 13.71 16.43 12.14 Total Score 100 68.29 88.00 80.86 Original bid amount $ 997,747 $ 951,579 $ 1,314,696 BAFO $ 951,579 $ 968,OOO DATE OF BID: APRIL 20, 2023 REQUEST FOR: FACILITIES MASTER PLAN DEPARTMENT: FACILITIES BID NO: B2300087 PRESENT DATE: APRIL 24, 2023 APPROVAL DATE: MAY -8,2023 2023 MAY 22, 2023 VENDOR GENSLER 1225 17TH STREET, SUITE 150 DENVER, CO 80202 WELD COUNTY PURCHASING 1150 O Street, Room #107, Greeley, CO 80631 reverettC5 weldgov.com cgeisertAweldgov.com c m petersCaiweldgov. com Phone: (970) 400-4222, 4223 or 4216 Fax: (970) 400-4024 START FINISH DATE DATE TOTAL 5/29/2023 1/8/2024 $951,579.00 MAKERS ARCHITECTURE AND URBAN DESIGN LLP 5/22/2023 4/30/2024 $997,747.00 500 UNION STREET, SUITE 700 SEATTLE, WA 98101 DLR GROUP INC. A COLORADO CORPORATION 1401 LAWRENCE STREET, SUITE 1000 DENVER, CO 80202 5/22/2023 5/1/2024 $1,314,696.00 THE FACILITIES DEPARTMENT IS REVIEWING THE BIDS. 2023-1150 0q-/24 �C-In�Z5 Hello