Regular Meeting - Routt County

APPROVAL OF ACCOUNTS PAYABLE, MANUAL WARRANTS, AND PAYROLL

CONSENT AGENDA ITEMS

Items of routine and non- controversial nature are placed on the consent agenda

to allow the Board of County Commissioners to spend its time and energy on

more important items on a lengthy agenda. Any Commissioner may request that

an item be "PULLED" from the consent agenda and considered separately. Any

member of the public may "REQUEST" any item to be "PULLED" from the consent

agenda.

AUTHORIZATION FOR THE CHAIR TO SIGN A LIQUOR LICENSE RENEWAL FOR BLACK MOUNTAIN INVESTMENTS LLC DBA BLACK MOUNTAIN RANCH FOR A HOTEL & RESTAURANT LICENSE

BLACK MOUNTAIN RANCH.PDF

AUTHORIZATION FOR THE CHAIR TO SIGN A SUPPLEMENTAL BUDGET REQUEST FOR BASIS OF DESIGN ENGINEERING FOR THE MILNER AND PHIPPSBURG WASTEWATER TREATMENT FACILITIES

SUPPLEMENTALBUDGETREQUESTMILNERPBURG20220207.PDF

CONSIDERATION OF ITEMS PULLED FROM THE CONSENT AGENDA

PUBLIC COMMENT Public Comment will be heard on any item except quasi-judicial land use items. County Commissioners will take public comment under consideration

but will not make any decision or take action at this time.

IF YOU ARE ATTENDING THE MEETING REMOTELY, To make a public

comment raise your hand on the Zoom platform if online; if calling in press *9. Another option is to download the Zoom app that allows you to raise

your hand as well. The moderator will then select you when it is your turn.

Written public comment can also be submitted to [email protected]. Please make sure to indicate in the subject line of your email that it is public

comment and reference the agenda item to which it relates. Public comments will be entered into the record.

HUMAN RESOURCES

Kathy Nelson, Director

CONSIDERATION TO APPROVE THE YVRA SHUTTLE BUS DRIVER WAGE

Consideration to approve the YVRA Shuttle Bus Driver Hourly Wage

BCC AGENDA ITEM -SHUTTLE BUS DRIVER WAGE.PDFPASSENGER SERVICE SHUTTLE BUS DRIVER JOB DESCRIPTION.PDF

YAMPA VALLEY REGIONAL AIRPORT Kevin Booth, Director

AMEMDMENT 16 TO PROFESSIONAL SERVICES AGREEMENT BETWEEN ROUTT COUNTY AND MEAD & HUNT FOR FY2022 IN SUPPORT OF THE TERMINAL AREA PLAN

Consideration for approval and authorization for the Chair to sign the

attached Amendment 16 to Professional Services Agreement between

Routt County and Mead & Hunt for FY 2022 in support of the Terminal

Plan (TAP) Project

BCC AGENDA FORM FOR MH PROFESSIONAL SERVICES AGREEMENT AMENDMENT 16 5 APR 22.PDF2022 04 01 HDN FY2022 TAP AMENDMENT 16.PDFGRANT APPLICATION FOR GA DEVELOPMENT AND TAP PLANNING 5 APR 22.PDF

EMERGENCY MANAGEMENT David DeMorat, Emergency Operations Director

INTERGOVERNMENTAL AGREEMENT FOR THE PROVISION OF RADIO EQUIPMENT MAINTENANCE AND REPAIR SERVICES

IGA RADIO REPAIR AGREEMENT TEMPLATE.PDFBCC ACF 2022 IGA R-M.PDF

RESOLUTION TO PROCLAIM APRIL 10-16 2022 NATIONAL TELECOMMUNICATORS WEEK

BCC ACF 2022 NTW...PDFNTW RESOLUTION 2022.PDF

ROUTT COUNTY TYPE 4 IMT PARTICIPATION INCENTIVE

BCC ACF 2022 TYPE 4 IMT REIMBURSEMENT.PDFPLAN OF ACTION FOR ROUTT COUNTY TYPE 4 INCIDENT MANAGEMENT TEAM.PDFROUTT COUNTY TYPE 4 IMT CHARTER - APR 2022.PDF

ROUTT COUNTY MUSEUMS AND HERITAGE FUND ADVISORY BOARD

Peter Wither, Chair

PRESENTATION OF MUSEUM ENTITIES' 2021 FINANCIALS & 2022 BUDGETS

Consideration of the approval of the recommendation of the Museum &

Heritage Advisory Board and accept the museum entities ’ 2021 financials

and the 2022 budgets.

MAHFAB FINANCIAL PRESENTATION BCC COMMUNICATION FORM.PDFMAHFAB-1.25.22 MINUTES.PDFHAHNS PEAK.PDFHAYDEN.PDFHISTORIC ROUTT COUNTY.PDFOAK CREEK AND PHIPPSBURG.PDFTREAD OF PIONEERS.PDFYAMPA-EGERIA.PDF

PURCHASING

Julie Kennedy, Purchasing Agent

RFP 756 HERBICIDES 2022 PURCHASE APPROVAL

Request the Board of County Commissioners (BCC) approve the purchase

and authorize the County Manager to electronically sign the purchase

order to Snyder & Counts Feed, Seed and Supply, Inc.in the amount of

$40,987.50.

RFP 756 HERBICIDES 2022 BCC AGENDA COMMUNICATION FORM (2).PDFSNYDER COUNTS PROPOSAL RESPONSE SHEET7638.PDFRFP 756 HERBICIDES 2022 BID TABULATION.PDF

RFP 736 SECURITY SYSTEM INTEGRATOR APPROVAL REQUEST

Request the Board of County Commissioners approve the award for RFP

736 Security System Integrator to TeamLINX LLLP, the Chair sign the

Notice of Award, and authorization for the County Manager to

electronically sign the Purchase Order in the amount not to exceed

$425,850.91.

RFP 736 SECURITY SYSTEM INTEGRATOR BCC AGENDA COMMUNICATION FORM.PDFRFP 736 LINX NOA.PDFLINX REVISED QUOTE 3.28.22 SECURITY SYSTEM INTEGRATION GENETEC R2 WITH ALT 5.PDF

HUMAN RESOURCES Kathy Nelson, Director

CONSIDERATION TO HIRE ABOVE STEP 1

Request to Hire the Deputy Clerk Motor Vehicle position at Step 9.

AGENDA ITEM - HIRE ABOVE STEP 1 - 4-12-2022.PDFREQUEST TO HIRE AT STEP 9.PDFDEPUTY CLERK.PDFCLERK RECORDER AND MVD - 2022 PAY SCALES.PDF

MEETING ADJOURNED

All programs, services and activities of Routt County are operated in compliance with the Americans with Disabilities Act. If you need a special accommodation as a result of a

disability, please call the Commissioners Office at (970) 879-0108 to assure that we can meet your needs. Please notify us of your request as soon as possible prior to the

scheduled event. Routt County uses the Relay Colorado service. Dial 711 or TDD (970) 870-5444.

ROUTT COUNTY BOARD OF COUNTY COMMISSIONERS

Timothy V. Corrigan District I

Timothy Redmond District II

M. Elizabeth Melton District III

Regu lar Meet ingApril 12, 2022

T imes l i s ted on the agenda a re app rox ima t ions and may be l onge r o r

shor te r , o r be ing ear l ie r than schedu led , w i th no no t i ce . Agendas a re sub jec t t o change 24 hours be fo re the mee t ing s ta r t t ime . To ensu re you h a v e t h e m o s t u p - to -da te i n fo rma t ion , p lease check the agenda a f te r 24

hours o f i ts s tar t t ime.

I f you a re jo in ing the meet ing fo r a spec i f i c i tem, p lease jo in 10 minu tes

be fo re t he i t em to ensu re you a re p resen t f o r t he beg inn ing o f t he i t em.

All regular meetings are open to the public unless otherwise noted. All meetings will be held

in the Routt County Historic Courthouse - 522 Lincoln Avenue, Hearing Room, Steamboat

Springs - or otherwise noted.

Please to join the webinar via Zoom.

To join by telephone dial 1 -346-248 -7799

Webinar ID: 851 5180 1592 Password: 444052

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agenda.













HUMAN RESOURCES










Plan (TAP) Project










Peter Wither, Chair






PURCHASING






$40,987.50.







$425,850.91.






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Plan (TAP) Project










Peter Wither, Chair






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$425,850.91.






MEETING ADJOURNED




















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http://www.co.routt.co.us/aa12504f-a5c8-4d68-9f04-24fc675a4f2c

Communities of Milner and Phippsburg

Supplemental Budget

Project Title

Provide a Title for the Project

Communities of Phippsburg and Milner Wastewater Treatment Systems Basis of Designand Engineering Report.

Brief Description of the Request

Provide a short description of the project, event etc.

Routt County, CO. received proposals and has selected a vendor to perform engineeringservices for the Community of Phippsburg and Community of Milner Waste WaterTreatment Facilities ($62.5K per system for a total of $125K). Both systems treatgenerated wastewater using aerated lagoons. The lagoons in Phippsburg likely do notmeet current regulatory requirements for seepage. The Milner lagoons have not beenmeeting regulatory requirement for Biological Oxygen Demand and likely need to bepumped. Milner also has a lift station that is in need of repairs or upgrades. Bothsystems occasionally exceed limits for ammonia and are at least 40 years old (Pburg1976, Milner 1982). Given the ages of the systems, compliance issues, in-kindreplacement of existing infrastructure or installation of alternate systems (mechanical)are being considered.

Source of Unanticipated Revenue and Funding

Describe how the department will generate additional revenue or cut costs to fund theexpenditure request.

Both Phippsburg and Milner are enterprise funds administered by the Routt CountyDepartment of Environmental Health. Funding will come from 50% matching grantfunds from DOLA (pending approval) and a mix of supplemental funding potentiallyfrom the American Rescue Plan Act (as determined by BCC), reserves, and possibly lowinterest loans from the Colorado State Revolving Fund. Milner does not currently haveadequate reserves to pay for this type of work. Assuming a 50% match from DOLA theremaining cost would be $31,250 for each system/facility.Core, Necessary or Discretionary Request

(Using the criteria defining Core, Necessary or Discretionary categorize in writing thereasons why the request is Core, Necessary, or Discretionary.)

Core

Grant Funding

Describe the grant, provide supporting documentation and if federally funded provideThe Codification of Federal Domestic Assistance number: 21.207 (ARPA)

Milner Sanitation:

1. DOLA Energy Impact Funding Tier I Grant2. American Rescue Plan Act

Phippsburg Water and Sanitation:1. DOLA Energy Impact Funding Tier I Grant2. American Rescue Plan Act

Justification

Provide information as to what, where and why the additional expenditure request isneeded. Provide statistical information. Case load, turn around time, etc.

Both systems treat wastewater generated by the community’s using aerated lagoons. Thelagoons in Phippsburg likely do not meet current regulatory requirements for seepage.The Milner lagoons have not been meeting regulatory requirement for BiologicalOxygen Demand and likely need to be pumped. Milner also has a lift station that is inneed of repairs or upgrades. Both systems occasionally exceed limits for ammonia andare at least 40 years old (Pburg 1976, Milner 1982). Given the ages of the systems,compliance issues, in-kind replacement of existing infrastructure or installation ofalternate systems or plants are being considered.

Cost Benefit Analysis

Prepare a cost/benefit analysis justifying the request.

Given aging infrastructure, and current maintenance and compliance issues, the timingfor upgrades or replacement is good to be able to take advantage of existing fundingopportunities that might not be available in the future (ARPA, Federal InfrastructureFunding, Energy Impact Grants, etc…). Delaying work would result in continuedcompliance issues and maintenance costs. At some point aging infrastructure will needto be replaced. It is unknown how long ample funding assistance will be available.

Who Will Benefit?

Identify who will benefit and how many.

The Communities of Phippsburg and Milner contain more attainable housing options for a workforce that supports industries including but not limited to energy and tourism. The Community of Milner also contains a trailer park offering lower income housing.

Alternatives

Provide alternatives and discuss the pros and cons to each alternative.

The purpose of developing a Basis of Design and Engineering Report is to examine options andassociated costs to best address aging infrastructure, increasing maintenance costs, andcompliance issues.

Basis of Design Engineering:

1. No Action – risk of continuing compliance issues and maintenance costs associated withaging infrastructure. Don’t take advantage of current funding opportunities to upgradefacilities. Saves money in the short-term.

Facility Upgrades or Replacement (based on Engineering Report):

2. No Action – risk of continuing compliance issues and maintenance costs associated withaging infrastructure. Don’t take advantage of current funding opportunities to upgradefacilities.

3. Partial Replacement – Lower up-front costs, likely increased long-term costs and continued difficulty meeting compliance requirements.

4. Full Replacement – Higher up-front costs but decreased deferred maintenance. and meet current compliance requirements.

Emergency Need

Provide information as to why the request is an emergency and cannot be part of thenormal annual budget process.

Costs for Basis of Design Engineering were unknown at the time of budgeting. Both budgets are enterprise funds so the plan was to request supplemental funding once costs were more closely determined.

Consequences of Postponement or Denial

If the expenditure is postponed or denied what are the consequences (financial, projectsnot completed, turnaround time)?

Maintenance costs associated with aging infrastructure, continued compliance issues leading for forced upgrades by the CDPHE.

Accounting Information

This section actually places the request into accounts and dollars of the department’sbudget. Budget amounts should be rounded to the nearest $10. Please contact theAccounting Contact for assistance for this section.

Account Original Supplemental Amended

Accounting Information Number Budget Budget Budget

Milner Sanitation District

Funding Sources

DOLA/ARPA/Grant -$ 62,500$ 62,500$

Total -$ 62,500$ 62,500$

Expenditures

Capital additions 35845998-801000 -$ 62,500$ 62,500$

Total -$ 62,500$ 62,500$

Account Original Supplemental Amended

Accounting Information Number Budget Budget Budget

Phippsburg Water and Sanitation

Funding Sources

DOLA/ARPA/Grant -$ 62,500$ 62,500$

Total -$ 62,500$ 62,500$

Expenditures

Liner 40845998-805032 -$ 62,500$ 62,500$

Total -$ 62,500$ 62,500$

Before submitting the supplemental budget to the BCC, the internal servicedepartment managers and the County Manager are required to review and sign offin writing on the supplemental budget request.

Internal Service Department Managers Review Comments

Reviews and Authorizations

Department Manager Signature/Date Capital/Controllable Asset

Managers Signature/Date

Human Resources Signature/Date Budget Manager Signature/Date

Purchasing Manager Signature/Date Executive Management Team/Date

County Attorney Signature/Date County Manager Signature/Date

County Commissioner/Date County Commissioner/Date


AGENDA COMMUNICATION FORM

ITEM DATE: April 19, 2022 ITEM TIME:

FROM: Kathy Nelson, HR Director

TODAY’S DATE: April 1, 2022

AGENDA TITLE: Request Approval of the Shuttle Bus Driver Hourly Wage

CHECK ONE THAT APPLIES TO YOUR ITEM:

X ACTION ITEM

q DIRECTION

q INFORMATION

I. DESCRIBE THE REQUEST OR ISSUE:

Consideration to Approve the Shuttle Bus Driver Hourly Wage

II. RECOMMENDED ACTION:

Recommend Motion to Approve the Shuttle Bus Driver Wage

III. DESCRIBE FISCAL IMPACTS (VARIATION TO BUDGET):

PROPOSED REVENUE: No change

PROPOSED EXPENDITURE: This position is budgeted. The proposed hourly compensation is $40.00 an hour.

FUNDING SOURCE:

Yampa Valley Regional Airport

IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS(IDENTIFY ANY COMMUNICATIONS ON THIS ITEM):

NA



V. BACKGROUND INFORMATION:

This is a request to approve the Yampa Valley Regional Airport (YVRA) Shuttle Bus Driver position’s hourly wage. The primary responsibilities of this role include providing CDL shuttle bus transportation for airport passengers between the Yampa Valley Regional Airport and local stops. This is a safety and service-oriented role that includes maintaining safe and reliable transportation for YVRA passengers and their luggage. This position works an irregular and as-needed schedule that may include nights, days, weekends, and holidays as necessary.

The proposed wage is $40/hr. This position is unique and is not benchmarked againsta regular full-time shuttle bus driver due to the irregular work schedule. Individuals inthis role will operate on an on-call basis. Hours worked will be due unexpectedtransportation needs at the airport (e.g. flight cancellations and flight delays) whereother transportation to and from local lodging and establishments is unavailable.

I am recommending approval of the $40/hr. wage. The County Manager has reviewedthis request and approved placing this request on the agenda for your considerationand approval.

VI. LEGAL ISSUES:

None known.

VII. CONFLICTS OR ENVIRONMENTAL ISSUES:

None known.

VIII. SUMMARY AND OTHER OPTIONS:

The Board can approve the proposed wage, approve an alternate wage or denyapproval.

ROUTT COUNTYCLASSIFICATION: TEMPORARY PASSENGER SERVICE SHUTTLE/CDL BUS DRIVER

Created:Family: Service Workers Pay Scale: Shuttle/Bus DriverDepartment: YVRA FLSA Status: Non-ExemptApproved: County Manager Date: March 2021

SUMMARY:

As a Shuttle Driver, your primary responsibilities will include providing CDL shuttle bus transportation forairport passengers between the Yampa Valley Regional Airport and local stops. This is a safety and service-oriented role that includes maintaining safe and reliable transportation for your passengers and their luggage. Assisting departing and arriving passengers with their luggage may be required. This position works an irregular and as-needed schedule that may include nights, days, weekends, and holidays as necessary.

CLASS CHARACTERISTICS:

An incumbent in this class performs a very limited range of routine customer service duties within well-defined parameters. Duties primarily involve transporting passengers to and from the airport to localstops in Routt County and/or Moffat County. They work alone on routine or regular transportationassignments and check with a supervisor on non-routine assignments or when in doubt as to the correctprocedures to follow. This position is not eligible for on-call pay.

SUPERVISION EXERCISED:

An incumbent in this class does not directly or indirectly supervise or lead the work of other employeesbut may assist in training less experienced staff.

JOB DUTIES:

The duties listed below represent the various types of work that may be performed. The omission ofspecific duties does not prevent the assignment of work that is appropriately related to this class.

Greets the public, customers, and other County employees in person and over the phone; provides information about airport shuttle routes.

Provides customers with airport, baggage and transportation directions and information. Interacts with customers and provides a positive attitude and service. Work collaboratively with the Airport Administration and Passenger Service Representatives to

ensure prompt delivery and retrieval of patrons and their luggage to meet arriving and departing flight schedules.

Maintains a clean bus. Follows a checklist to inspect the vehicle before and after driving. Safely loads and unloads passengers and assists with their luggage up to 50 lbs. Understands and follows safe driving guidelines and practices. Maintain a professional appearance and work area while on duty. Report all accidents/incidents immediately to transportation management or appropriate

authorities.

Perform ancillary duties as directed. Mask wearing may be required.


QUALIFICATIONS:

Education and Experience

Any combination of experience and education that would likely provide the required knowledge andabilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Possession of a high school diploma or equivalent required.

Experience:

Experience as a CDL bus driver. Previous customer service experience preferred.

Licenses and Certificates:

Valid driver's license and Commercial Driver’s License (CDL) A or B with a “P” and Air BrakeEndorsement.

Other Requirements:

Minimum 21 years of age. Valid Class A or B CDL with Passenger & Air Brake Endorsements. Ability to safely lift up to 50 lbs. Satisfactory completion of each of the following:

o Background investigationo Drug testo DOT physical and agilities test (drivers only)o Motor Vehicle Report (drivers only)o May be required to successfully pass a Federal Security Background Check to complywith TSA SIDA badging requirements.

Knowledge of:

Basic principles and practices of customer service.

Ability to:

Willing to learn and use company handheld technology. Able to drive and sit for extended periods of time. Be punctual and flexible with a team mindset. Work nights, days, weekends, and occasional holidays as needed. Follow oral and written instructions accurately. Learn and perform basic customer service duties. Learn and apply basic policies and procedures pertaining to areas of assignment. Communicate clearly and effectively, both orally, in writing, and via two-way radio. Establish and maintain effective working relationships with those contacted during work,

including customers, co-workers, other County employees, and the general public.

Physical and Mental Standards

The physical and mental standards described here are representative of those that must typically be metby employees to perform the essential functions of this class successfully. Reasonable accommodationsmay be made to enable individuals with disabilities to perform the essential functions.

Ability to sit for extended periods.


Frequently reach outward and above the shoulder and carry, pull, push, or lift up to 50 poundsalone and lift 75 pounds with assistance.

Frequently use vision to read documents and see close and distant objects for safe driving.

Frequently use speech and hearing to engage in conversation, in person, over the telephone,and over a two-way radio.

Frequent standing, walking, squatting, stooping, and climbing. Ability to clear an exit door that is 42 inches from the ground.

TYPICAL WORKING CONDITIONS:

The employee typically works on a bus providing transportation to a busy airport facility wherethe noise is loud and work is subject to continuous interruptions.

Job duties may occasionally require working extended hours or hours outside of the regularschedule.



P a g e | 1

ITEM DATE: Apr 12, 2022 ITEM TIME:

FROM: Kevin Booth


AGENDA TITLE:Amendment 16 to Professional Services Agreement between Routt County and Mead & Hunt for FY 2022 in support of the Terminal Area Plan.


X ACTION ITEM

r DIRECTION

r INFORMATION


Consideration for approval and authorization for the Chair to sign the attached Amendment 16 toProfessional Services Agreement between Routt County and Mead & Hunt for FY 2022 in supportof the Terminal Area Plan (TAP) Project.

II. RECOMMENDED ACTION (motion):

Approval and authorization for the Chair to sign the attached Amendment 16 to ProfessionalServices Agreement between Routt County and Mead & Hunt for FY 2022 in support of theTerminal Area Plan (TAP) Project.


PROPOSED REVENUE (if applicable): $607,025.30CURRENT BUDGETED AMOUNT: $250,000.00

PROPOSED EXPENDITURES: YVRA - $31,948.70FUNDING SOURCE: FAA AIP-58 grantSUPPLEMENTAL BUDGET NEEDED: YES X NO A supplemental budget may need to be presented at the end of the year once final project costsare known. This project is funded at 90% ($575,076.60) FAA, 5% ($31,948.70) CDAG, and 5%YVRA ($31,948.70)IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS(IDENTIFY ANY COMMUNICATIONS ON THIS ITEM):None expected



P a g e | 2


This AIP-funded Terminal Area Plan (TAP) is being completed under the same grant as theGeneral Aviation (GA) Development Planning Project. The FAA will fund the planning effort for theTAP, and the probable cost for construction will be included as part of the plan through the FAAAirport Improvement Program (AIP) eligibility study. This amendment covers Mead & Hunt’s feesfor project management and organization, background information, inventory, environmental andsustainability considerations, forecasts of aviation activity, facilities programming, terminal areaand terminal building concept alternatives, airport layout plan update, financial implementationplan, public outreach, and documentation. The Terminal Area Plan (TAP) with ALP update for theAirport will accommodate recent and expected future enplanement growth and enhance the Airportexperience for Yampa Valley passengers. The project will include facilities programming todetermine appropriate sizes for terminal building components, aircraft and automobile parking,ground service equipment (GSE) storage, and other airport facility needs that are quantifiable.

VI. LEGAL ISSUES:

None


None


IX. LIST OF ATTACHMENTS:

Mead & Hunt Amendment #16GA Development Plan and Terminal Area Plan grant application

2022 04 01 HDN FY2022 TAP Amendment 16.doc Page 1 of 2

AMENDMENT #16

TERMINAL AREA PLAN

TO

PROFESSIONAL SERVICES AGREEMENT

BETWEEN: Routt County (OWNER)

AND: Mead and Hunt, Inc. (CONSULTANT)

EFFECTIVE DATE: April 01, 2022

RECITALS

This Amendment #16 to the Professional Service Agreement (CONTRACT) dated February 5, 2019, between

OWNER and CONSULTANT.

The work described in the attached Exhibit A Scope of Services, and the corresponding effort and expense

described in the attached Exhibit B Fee Estimate, will not be performed in entirety to completion as part of this

Work Order. This Work Order is subject to the attached Exhibit C Federal Provisions.

The focus area of the below Scope Task will be as agreed by the OWNER and CONSULTANT.

SERVICES TO BE PROVIDED

Scope Task 1: Study Design, Project Management and Organization

Fee: $91,100 Payment Terms: Lump Sum Expected Completion: June 2023 Scope Task 2: Background Information, Inventory, Environmental, and

Sustainability Considerations Fee: $64,674 Payment Terms: Lump Sum Expected Completion: October 2022

Scope Task 3: Forecasts of Aviation Activity

Fee: $42,238 Payment Terms: Lump Sum Expected Completion: October 2022

Scope Task 4: Facilities Programming

Fee: $128,638 Payment Terms: Lump Sum Expected Completion: December 2022

Scope Task 5: Terminal Area and Terminal Building Concept Alternatives

Fee: $117,054 Payment Terms: Lump Sum Expected Completion: March 2023

2022 04 01 HDN FY2022 TAP Amendment 16.doc Page 2 of 2

Scope Task 6: Airport Layout Plan Update

Fee: $39,580 Payment Terms: Lump Sum Expected Completion: June 2023

Scope Task 7: Financial Implementation Plan

Fee: $75,602 Payment Terms: Lump Sum Expected Completion: June 2023 Scope Task 8: Public Outreach Program and Routt County Board of County

Commissioners and Yampa Valley Airport Commission Coordination

Fee: $48,384 Payment Terms: Lump Sum Expected Completion: June 2023 Scope Task 9: Documentation Fee: $31,704 Payment Terms: Lump Sum Expected Completion: June 2023

The total fee for this Task Order is Six Hundred Thirty-Eight Thousand Nine Hundred Seventy-Four Dollars

($638,974). All tasks will be reimbursed as Lump Sum.

APPROVAL AND ACCEPTANCE

Approval and acceptance of the WORK ORDER including any attachments shall incorporate this document as

part of the CONTRACT between the OWNER and the CONSULTANT dated February 5, 2019. All work and

services defined in this WORK ORDER shall be performed in accordance with the terms and conditions of the

aforementioned CONTRACT between the OWNER and CONSULTANT.

Accepted by:

Routt County

By:

Name: _________________________________

Chair, Board of County Commissioners

Date:

Approved by:

Mead and Hunt, Inc.

By:

Name: Jeremy K. Lee

Vice President

Date:

1895jkl

COMMENT

April 3, 2022

Yampa Valley Regional Airport (HDN) February 8, 2022

DRAFT Scope of Services – HDN Terminal Area Plan (TAP) with Airport Layout Plan (ALP) Update Page 1 of 37

Exhibit A

Terminal Area Plan (TAP) with Airport Layout Plan (ALP) Update

Scope of Services


Hayden, CO

Routt County (the Sponsor), owner/operator of the Yampa Valley Regional Airport (the Airport, or HDN)

wishes to prepare a Terminal Area Plan (TAP) with ALP Update for the Airport that will accommodate

recent and expected future enplanement growth and enhance the Airport experience for Yampa Valley

passengers. The Sponsor and the Airport have established a specific direction to be taken toward the

preparation of this plan. The following work program describes the effort required to complete the TAP

based on these stated desires, addressing the terminal building expansion needs and the terminal area

layout needs for both short- and long-term planning purposes. An implementation program will be

provided that includes a brief environmental review, as well as proposed design and construction

phasing.

The purpose of the project is to prepare a facilities layout “concept” plan for development within the

terminal area at the Airport. This will be a two-dimensional concept plan for the purposes of

understanding how the terminal building and terminal area facilities can be expanded to accommodate

existing and future demand. Advanced planning, preliminary terminal design, and three-dimensional

renderings are not included in the Scope of Services and no terminal renderings will be produced. For

this project, the “Terminal Area” is defined as the study area boundary illustrated by the red dashed line

in the below graphic. The Terminal Area shown below will serve as the primary project area, however,

some airfield and landside elements outside this boundary will also be considered for ALP Update

purposes.



Mead and Hunt (Consultant) will lead and manage the development of the TAP, with support sub

consultant firms including Ricondo (terminal facilities programming and financial implementation

analysis) and Logplan (baggage systems). The project planning team will be comprised of the Consultant

Team and Airport Staff, in coordination with the FAA Denver ADO.

The project will include facilities programming to determine appropriate sizes for terminal building

components, aircraft and automobile parking, ground service equipment (GSE) storage, and other

airport facility needs that are quantifiable. Facility options will consider the viability of existing

structures and systems in the development of programming and concept studies based on interviews

with facility staff members and review of the as-built documents for the terminal. Programming will

then be converted into plan options. A preferred option with phasing will be developed with an opinion

of probable cost and FAA Airport Improvement Program (AIP) eligibility study. The Terminal Area Plan

will assess needs for the short-term planning range (1-5 years), medium-term planning range (6-10

years), and long-term planning range (11-20 years). The TAP is not intended to provide detailed, design

level floor plans, interior design or architectural building elevations/renderings for proposed structures

or proposed terminal expansions. Preliminary architectural and engineering design is not included in this

project, except for two-dimensional development concepts necessary to create viable planning

alternatives and phasing as described herein.

Problem Statement and Background Information

The Airport’s most pressing planning issues relate to serving air carrier passengers safely, efficiently, and

with a high level of service. Components of the terminal building at HDN are at or nearing capacity and



require expansion in the near future. There are also a number of new and emerging technologies and

practices in the industry that may need to be accommodated within the terminal area and space needs

to be reserved for such improvements. The TAP will begin by defining how the current terminal area

conditions and needs have changed since the Airport Master Plan was completed in 2015. The

Consultant will work in close coordination with Airport Management and Staff, a Study Committee,

interested parties, and the FAA to produce a plan that reflects HDN’s true development needs.

Additionally, the Consultant and the Airport have held preliminary discussions regarding the

identification and recognition of a variety of relevant issues and conditions prior to and during the

preparation of this Scope of Services. These issues and conditions have been documented; each one, as

well as others as discovered or further recognized, will be reviewed and analyzed, with

recommendations and resolutions being integrated into the terminal area development program for

HDN. Generally, these issues include the following:

1. Terminal expansion to accommodate additional air service, ground transportation, concessions

(including food services), and passengers

2. Terminal facility code evaluation

3. Updated aviation activity forecasts

4. Terminal space programming (i.e., ticketing, gates/hold rooms, ground transportation,

concessions, baggage claim, passenger support facilities, etc.)

5. Security space programming and technology considerations (i.e., baggage screening and security

screening checkpoint, and automation of baggage transfer to outside carousel)

6. Terminal curb expansion

7. Aircraft apron expansion (including GSE storage considerations)

8. Passenger, rental car and commercial vehicle parking expansion and access configuration

9. Public involvement/outreach

10. Sustainability and environmental considerations

11. Revenue and financial implementation analysis

12. Documentation (planning memorandums, working papers, draft and final reports and drawings,

as required)

13. ALP Update

Components and preparation for both the TAP document and required revisions to the Airport Layout

Plan - shall include all items in the FAA’s Standard Operating Procedure (SOP) Airport Layout Plan

Checklist, the Airport Master Plans Advisory Circular (AC 150/5070-6B – including latest changes and

revisions), and the Airport Design Advisory Circular (AC 150/5300-13A – including latest changes and

revisions) and other applicable FAA Orders, Federal Aviation Regulations (FAR) and Advisory Circulars.

Additionally, the project shall be completed in conformance with applicable portions of:

FAA Standard Operating Procedure (SOP) 2.00, Standard Procedure for FAA Review and

Approval of Airport Layout Plans (ALPs)



FAA Standard Operating Procedure (SOP) 3.00, Standard Operating Procedure for FAA

Review of Exhibit “A” Airport Property Inventory Maps

FAA Order 1050.1F Environmental Impacts: Policies and Procedures

FAA Order 5050.4B National Environmental Policy Act (NEPA) Implementing Instructions for

Airport Actions, including current federal and state environment laws and requirements

FAA Order 8260.3D, United States Standard for Terminal Instrument Procedures (TERPS)

14 CFR Part 77, Safe, Efficient Use, and Preservation of The Navigable Airspace

FAA Order 5000.3D Coordination with the Federal Highway Administration

FAA Order 7400.2M, Procedures for Handling Airspace Matters

FAA Order 5100.38D, Airport Improvement Program (AIP) Handbook (Consolidated to

Include Change 1)

FAA Order 7031.2C, Airway Planning Standard Number One – Terminal Air Navigation

Facilities and Air Traffic Control Standard

AC 150/5060-5, Airport Capacity and Delay

AC 150/5300-16A General Guidance and Specifications for Aeronautical Surveys:

Establishment of Geodetic Control and Submission to the National Geodetic Survey

AC 150/5300-17C Standards for Using Remote Sensing Technologies in Airport Surveys

(Consolidated to Include Change 1)

AC 150/5300-18B General Guidance and Specifications for Submission of Aeronautical

Surveys to NGS: Field Data Collection and Geographic information System (GIS) Standards

AC 150/5360-13A, Planning and Design Guidelines for Airport Terminal Facilities

Other Applicable FAA Advisory Circulars, Orders and Regulations

Additionally, the Consultant will utilize recently published Airports Cooperative Research Program

(ACRP) guidance, particularly in relation to terminal planning including, but not limited to ACRP Report

No. 25. Volume 1 – Airport Passenger Terminal Planning and Design, Volume 1: Guidebook: ACRP Report

55: Passenger Level of Service and Spatial Planning for Airport Terminals; ACRP Report 226: Planning and

Design of Airport Terminal Restrooms and Ancillary Spaces; ACRP Report 157: Improving the Airport

Customer Experience; Recommended Security Guidelines for Airport Planning, Design, and Construction,

and IATA Airport Development Reference Manual; PARAS – Program for Applied Research in Airport

Security, National Safe Skies Alliance, Inc. and FAA.

Project Scope Elements

The following sections describe the recommended project scope elements for this TAP. The following

sections also include separate tasks under each of the 9 elements.

1. Study Design, Project Management and Organization

2. Background Information, Inventory, Environmental, and Sustainability Considerations

3. Forecasts of Aviation Activity

4. Facilities Programming



5. Terminal Area and Terminal Building Concept Alternatives

6. Airport Layout Plan Update

7. Financial Implementation Plan

8. Public Outreach Program and Routt County Board of County Commissioners and Yampa Valley

Airport Commission Coordination

9. Documentation

1. STUDY DESIGN, PROJECT MANAGEMENT AND ORGANZATION (see attached schedule)

Projects such as this study demand a refined approach to project management to achieve success. This

is true at the beginning of the process when the goals, direction, criteria, assumptions, roles, and

expectations are developed. Continuous and timely coordination with the Airport will be provided

throughout the process. Project management tasks will continue throughout aspects of the project

schedule. The project management and coordination process include the following tasks:

Task 1.1 Project Scope, Fee Estimate and Contract.

The study design includes development of a comprehensive Scope of Services, definition of effort

necessary to accomplish the work scope, and preparation of realistic work effort and fee estimates for

completing the work. It also serves to organize the Consultant Team so that the necessary study efforts

are effectively executed, and the participant roles and responsibilities are clearly defined. The fee

estimate is provided in Exhibit 1.

Task 1.2 Initial Site Visit, Observations, and Kickoff Meetings.

Description: The Consultant team will conduct an initial site visit to gather information and meet with

Airport Staff and other interested parties to form a strong basis and sharpen the focus of the planning

effort for the project. The purpose of the initial site visit and kickoff meetings will be to develop

relationships, establish early direction for the study effort, and ensure a thorough understanding of the

planning issues, the likely benefits of the project, and use of the Terminal Area Plan in the decision-

making process.

During the initial site meetings, the Consultant team will work with Airport Staff and interview

stakeholders to develop the goals and objectives of the Study. Goals and objectives for the Terminal

Area Plan will be identified during discussions with Airport Staff and used as a guide for the Consultant

team to benchmark and evaluate concepts.

Assumptions:

Includes one (1) initial site visit with up to four (4) members of the consultant team

attending.

Includes up to twelve (12) meetings with Airport Staff, and other interested parties to be

conducted in tandem with the site visit described above.



Airport Staff will provide the information needed to refine the goals and objectives of the

Study.

Product:

Initial site visit to gather necessary information, conduct introductory meetings to establish

good relationships, and identify initial direction for the planning effort.

Observation and survey data during site visit will be recorded and loaded into spreadsheets

for data analysis.

Interviews with stakeholders will be conducted and responses recorded for the purpose of

informing the planning process.

Task 1.3. Project Coordination.

Description: The Consultant will work in close liaison with Airport Staff, interested parties, and the FAA

to confirm that the plan accurately reflects the Airport’s development needs as well as the character of

the community.

Regular conference calls will be held between the Consultant and Airport Staff. Regular virtual teams

meetings will be held for the duration of the Study to report on progress, receive input from the

participants, report on important tasks that have been in progress, identify problems encountered for

the purpose of resolution, and generally afford an opportunity to review the work and findings at

various stages of completion. A series of on-site meetings will also be needed at certain times

throughout the process and are documented subsequent tasks.

Assumptions:

Virtual Teams meetings conducted approximately every two (2) weeks with the team and/or

other parties, as requested.

Only Consultant team members needed for the meetings will participate.

Assumes a 12-15 month process for the TAP (depending on FAA ALP approval).

FAA will be invited to project coordination meetings and study committee meetings

although they will likely participate virtually.

Product:

Regular communication, verbal and written, along with meetings, for the duration of the

planning program.

Agendas and meeting materials to be prepared as needed.



Task 1.4. Establish Airport Review and Input Process.

Description: The Consultant will coordinate with the Airport to establish an Airport review and input

process. This will include identifying the preferred communication methods, electronic format for draft

deliverables, estimated time needed to review working papers, and other review/input considerations.

Assumptions:

Airport will provide timely feedback in order to adhere to the agreed upon project schedule.

Product:

An established Airport review and input process.

Task 1.5. Management Oversight and Quality Control.

Description: To provide appropriate direction and project management for the development of the HDN

TAP as each assignment is undertaken and completed, Mead & Hunt - the Prime Consultant, is solely

responsible to the Airport and will manage the subconsultant's contracts, receive progress reports from

each subconsultant, and evaluate the work of each subconsultant in terms of progress and adherence to

the overall program schedule. For consistency in written and graphic communication, the Prime

Consultant will be responsible, through regular internal meetings and communications, for quality

control, proof-reading, and editing, as well as preparing presentation graphics and production of all

documents, including working papers, technical memorandums, draft reports, final reports, and others

as appropriate.

Monthly coordination discussions will be held among Consultant team members for purposes of project

quality control, coordination, and strategy.

Assumptions:

Documentation will be written so that it can be easily understood by the public.

Product:

A protocol for the exceptional project execution expected from all members of the

Consultant team.

Task 1.6. Grant Administration Support

Description: The Terminal Area Plan will require federal funding assistance through the FAA Airport

Improvement Program, which provides grants to public agencies for the development of public-use

airports that are included in the National Plan of Integrated Airport Systems (NPIAS). The FAA has

defined procedures to secure AIP funding, track expenditures, request reimbursements, and close out of



AIP grants as requested. This task outlines the effort that may be required by the Consultant to

administer grant assistance to HDN.

The Consultant will supply documentation to HDN to support HDN performance of Grant Administration

for 12 months and/or until completion of the Terminal Area Plan. This will include:

Prepare monthly invoices and project cost summaries for HDN preparation of FAA Requests

for Reimbursement for each grant including Form 270 and Invoice spreadsheet (MS Word /

Excel format)

Assist HDN with support values to prepare submittal of annual FAA 270 and 425 forms.

Meetings:

The CONSULTANT will conduct four (4) teleconferences with HDN and FAA to coordinate the

preparation of grant applications. Meetings will be attended by two (2) staff and will last

one (1) hour. Each meeting has an additional two (2) hours by two (2) Consultant staff

beyond the meeting duration for preparation and summary.

2. BACKGROUND INFORMATION, INVENTORY, SUSTAINABILITY, AND ENVIRONMENTAL

CONSIDERATIONS

This element involves the establishment of a basis for plan and program development through the

assimilation and documentation of appropriate baseline information. Existing information that is

current and applicable to the objectives and overall intent of this Study will be utilized to the extent

possible to avoid redundancy and unnecessary data collection. This Element also includes a high-level

environmental review of the terminal area to identify any significant environmental concerns that would

need to be further evaluated as part of the National Environmental Policy Act (NEPA) clearance of any

terminal area recommendations. Additionally, this element includes integration of sustainability and

resilience goals to foundationally create a resilient plan for the Airport to accommodate change now and

in the future.

Task 2.1. Collection of Existing Information.

Description: Existing (secondary) data and information, including but not necessarily limited to,

documents, maps, studies, and projects currently underway or in the planning stages (on and off Airport

property and in the vicinity) that may directly or indirectly influence this Study effort will be identified,

reviewed, and documented. Such information would, for example, include recent airport planning

documents; recent engineering, architecture and construction documentation; drainage, utilities and

other infrastructure documentation; existing regional and state system plans; Airport Layout Plan (ALP);

environs plans; comprehensive planning documents; City development guidelines, ordinances and

requirements; surface transportation plans; environmental studies and documentation prepared for

airport projects; among others. This effort includes initial and continued coordination but does not



involve Consultant research into data sources. The Consultant will review published information, airport

records, and consult with key airport stakeholders as identified by Airport Staff.

Assumptions:

The Airport will provide the Consultant team with necessary Airport information, including

data records and drawings, aerial photography, topographical survey, and Airports GIS

survey in digital format.

The Consultant Team will submit an informal information request to Airport Staff requesting

supporting information in a variety of areas to facilitate efficient records gathering.

Product:

Collection of all data, documents and plans relating to the development of the terminal area

at HDN, along with the production of a written and graphic summary of the pertinent

information.

Task 2.2. Aerial Photography and Mapping.

Description: The Consultant will utilize existing, but recently flown and produced, aerial photography

and mapping of HDN.

Assumptions:

The Airport will provide existing aerial photography and mapping data or existing sources

will be utilized. No new aerial photography or mapping data is included in this Scope of

Services.

Product:

Collect current aerial photography and base mapping in a digital format which will be used

for base mapping and analysis throughout the TAP study.

Task 2.3. Terminal Area Facilities Inventory.

Description: From secondary information sources (e.g., 2015 Airport Master Plan documentation and

recent engineering/construction projects) and on-site observations, the Consultant will inventory

facilities within the boundaries of the HDN Terminal Area to quantify existing infrastructure, facilities,

equipment, and services. The inventory will include the physical layout of buildings (exterior only),

taxiways, airfield lighting, aprons, on-airport roadways, off airport roadway connections, and

navigational/electronic landing aids. This will result in a facilities inventory which will serve to provide

information for the facility requirements determination and overall database and informational

program. The facilities information that is gathered will result in written and graphic documentation in

the TAP, as well technical drawing file documentation (AutoCAD).



Assumptions:

The Airport will provide terminal floor plans in electronic (preferable CAD) format.

Product:

A written and graphic facilities draft terminal facilities inventory for one (1) round of Airport

review and comment.

Final version of the terminal facilities inventory documented in a working paper.

Task 2.4. Terminal Building and Terminal Support Facilities Data/Information Collection and

Inventory.

Task 2.4.a. Description: The Consultant team will collect all pertinent documentation including digital

files and/or hard copy drawings and pertinent data relating to the existing passenger terminal building

and its support facilities. This inventory will include the interior of the terminal building, and terminal

support functions. The Consultant team will assess the terminal building and other facilities via

drawings and site visit/inspections to develop an inventory of existing spaces, estimated processing

capacity, and associated configurations. This will include one (1) site visit by a Consultant team architect

(in Task 1.2). No structural engineer, mechanical, electrical or other systems engineer site visits are

included in this task.

This data collection effort will provide an understanding of likely future capital expenditures related to

the existing terminal building. In particular, the data collected will be used to determine existing

condition of the overall building. Information will be gathered from Airport Staff, existing terminal

drawings and, if available, any previously prepared reports.

Task 2.4.b. Description: As part of the baseline level of service assessment, the Consultant team will

conduct interviews with Airport Staff and meet individually with airlines and other tenants to determine

the utilization of their current leased areas and obtain their individual perceptions of facility adequacy.

Task 2.4.c. Description: Conduct observational surveys of the functional areas of the existing terminal

facilities to assess level of service, obtain passenger processing times, and observe airlines and security

screening staffing policies during representative peak periods.

Task 2.4.d. Description: The Consultant team will collect data from Official Airline Guide (OAG), and

typical schedules supplied by Airport Staff.

Assumptions:

One (1) site visit by an architect, engineer to collect data (in Task 1.2)



The Airport will provide existing terminal building drawings in CAD and, if available, any

previously prepared reports related to terminal facilities.

Summary report assumes one (1) round of Airport review and comment.

Product:

A written and graphic summary providing functional space allocations of the terminal

building and its support facilities. This will include a description of the physical condition of

the terminal building, its structural and mechanical systems and findings of surveys, and

interviews, as well as on site observations.

Task 2.5. Facility Code Evaluation.

Description: When considering future work at Yampa Valley Regional Airport, the code implications of

additional expansion of the terminal building must be understood. As part of the last terminal building

expansion completed in 2021, the choice was made to expand within the established fire areas of the

building, as they existed at that time. The implication of this is that future expansion of the terminal

building under this scenario is limited to less than 2,000 additional square feet. To facilitate expansion

beyond this amount, an analysis of the existing building must be undertaken to determine what design

and construction modifications would be necessary to allow either an unlimited area building under the

‘covered mall’ provisions of the International Building Code, or an addition which could be designated as

an additional fire area. For the latter, a determination would need to be made as to how this could

practically be achieved while still allowing the openness critical to the functionality of gate and hold

room space.

Included within the scope herein are hours for both architectural and fire protection engineering staff to

perform investigations to make these determinations. This includes, but is not necessarily limited to,

verification of open space requirements; existing construction of proposed fire partitions; interior finish

classifications; existence of required standpipe construction; existing egress widths; and ratings of

existing fire doors. We estimate these verifications will require a minimum of two (2) site visits,

including an overnight stay, by up to two (2) staff each. One visit will occur in Task 1.2.

Assumptions:

Summary document assumes one (1) round of Airport review and comment.

Product:

A written and graphic inventory of the terminal building code evaluation.



Task 2.6. Inventory of Access Facilities & Services.

Description: The Consultant team will inventory existing vehicle access facilities and on-airport traffic

circulation, terminal curbs and on-and off-Airport parking facilities and services. Transportation services

to be inventoried including rental car services, hotel shuttles, and taxi and ride share services.

Assumptions:

Summary document assumes one (1) round of Airport review and comment.

Product:

A written and graphic inventory of the Airport’s access facilities and services.

Task 2.7. Environmental Review.

In this task, the Consultant will also prepare a high-level environmental review of the Terminal Area to

identify potentially significant environmental issues that may be of concern with the proposed

development. This document will summarize the general environmental resources associated with the

terminal area in a non-quantified fashion and identify the likely environmental processing (NEPA

documentation) necessary prior to construction of improvements.

Assumptions:

This will rely on existing information from previous studies, field work and readily available

information

No additional field studies are included in this task, desktop analysis only

No additional modeling is included in this task

Product:

Environmental Review of terminal area.

Direction on type of NEPA document needed for the recommendations

Task 2.8. Identification of Goals and Development of Sustainability and Resilience Screening Criteria.

The Consultant will work with Airport Staff to determine what airport sustainability goals and objectives

can be incorporated into and facilitated by the TAP. Sustainability and resilience goals can be supported

through the terminal area planning through supporting the airport model of sustainably which takes into

account the environmental, social, financial, and airport operational elements. This can be additionally

important as based on the existing Infrastructure Bill (as it stands at the date of this Scope of Services),

sustainable and resilient features in a project may potentially be prioritized for terminal funding.

These elements can be incorporated into the TAP through:

• Planning for adequate gates to allow for reduction in aircraft idling time



• Sustainable features included in future terminal additions, including energy efficiency, renewable energy options

• Planning for resilience and sustainability • Proper curb front facilities to allow for reduction in circling and idling time, as well as ability for

future connective opportunities for rideshare and shuttle opportunities • Parking improvements with forward thinking planning for flexibility to allow for electrification of

vehicle fleet • Financial implications of developments with expertise and support for sustainable grant options

and processes

This task will start with a virtual sustainability charette with Airport Staff and stakeholders to fully

understand the opportunities, challenges and areas of priority and goals. Based on this charette, the

Consultant will develop a set of sustainability screening criteria to incorporate sustainability and

resilience goals into the review of all alternatives to develop final recommendations that embed these

values.

Assumptions:

Assumes one, two-hour Sustainability Charette with the Airport (virtually)

Assumes goals will be integrated be based off of existing information and qualitative

assessments of prioritization rather than modeling

Product:

Sustainability screening criteria for alternatives

Prioritization for resilient infrastructure and siting

Sustainability and Resilience Section documenting integration of criteria into priorities and

recommendations

3. FORECASTS OF AVIATION ACTIVITY

The importance of assessing future trends relating to passenger utilization and operational activity levels

is important in the development of the Terminal Area Plan in that many of the proposals and

recommendations of the plan are principally based on these trends. The HDN Master Plan completed in

2015 contained a comprehensive aviation activity forecast and this element will include an update to

those forecasts in consideration of current industry trends as well as an air service, passenger demand

analysis specific to HDN. A peak hour assessment will also be completed.

Task 3.1. Air Service Market Assessment.

Description:

As a precursor validation to the development of passenger enplanement forecasts, the Consultant will

complete two market studies to educate and inform the Consultant regarding current market



conditions. The True Market and True Visitation Estimates will serve and provide valuable information

and analysis for the development and selection of the most appropriate enplanement forecast estimate.

The True Market Estimate (TME) is a leakage study that will quantify by destination the number of air

travelers in the market, including those air travelers that drive to an airport other than HDN to originate

the air travel portion of their trip. Mead & Hunt bases passenger diversion estimates on market and

destination data developed from airline ticketed information from Airline Reporting Corporation (ARC)

mathematically combined with U.S. Department of Transportation (DOT) reported airline information,

creating the best possible estimate for airport retention and diversion. Mead & Hunt uses this method

for determining passenger diversion because airline ticketed information, ARC, combined with U.S. DOT

airline data is accepted and used by most airlines and provides a larger data set than other methods

used for collecting passenger diversion information.

The HDN catchment area will be identified by zip code in coordination and consultation with HDN. Mead

& Hunt will obtain ARC data for the catchment area. ARC data will represent a statistically valid sample

of airline tickets from within the defined airport catchment area. ARC data collected will include, but is

not limited to, the originating airport, destination and airline. The output will include the top 25

domestic true markets, top 15 international true markets, and the top 50 aggregated true markets,

including identification of passenger retention by destination and diverted origin and destination

passengers.

True Visitation Estimate (TVE) is a location-based demand analysis, using the strength of the

destination’s overall visitation as the foundation for identifying air service development opportunities.

The TVE differs from traditional retention/diversion studies in that it uses location-based cell phone GPS

data, which includes a representative sampling of true demand, regardless of the mode of

transportation used. The TVE does not use airline data but uses U.S. GPS data to track movements and

unique data points, providing a level of detail unparalleled in the aviation industry.

The TVE will identify preferred travel patterns by visitors from the U.S. and will measure the number of

people coming to the destination. HDN visitation will be compared to other competitive resorts such as

Aspen, Bozeman, Gunnison, Jackson Hole, Montrose, Sun Valley, Telluride and Vail to determine HDN’s

visitation share from various parts of the U.S. Complex datasets will be converted into actionable

intelligence information, identifying the true level of demand, market-by-market, on a monthly and

seasonal basis. Mead & Hunt uses this alternative methodology for identifying air service development

opportunities in markets with destination demand because location-based data that is aggregated and

analyzed identifies air service opportunities that traditional studies may miss, particularly when

historical airline data (i.e., U.S. origin and destination data) is limited or nonexistent.

Use of location-based intelligence improves the development of enplanement forecasts by providing a

greater understanding of the current air service market to develop realistic estimates of long-term



future airline passenger demand. The output of the TVE will include visitation to the HDN area broken

down by region, state and metropolitan statistical area.

Assumptions:

Assumes one (1) round of Airport review and comment.

Product:

Air Service Market Assessment Report

Task 3.2 Aviation Activity Evaluation and Projections, and Design Hour Analysis and Projections.

The Consultant will compile a summary of aviation activity and operational data for HDN to indicate

historical growth and present a basis for statistical analysis of based aircraft, aircraft mix, annual aircraft

operations, and related factors.

Projections of short- and intermediate-term demand levels (i.e., 5-,10-, and 20-years) will be developed.

As part of this element, appropriate regional, state, and national aviation trends and existing

(independent) projections will be investigated. Historical aviation activity will also be analyzed for the

Airport by demand component. Through interviews, as well as Airport records, the FAA’s Terminal Area

Forecast (TAF), the FAA’s Traffic Flow Management System Counts (TFMSC), and the Bureau of

Transportation Statistics, data will be obtained on activity levels, fleet mix, and based aircraft.

The following components of aviation demand will be projected for 5, 10-, and 20-years:

• Passenger enplanements

• Aircraft operations

o Commercial Service

o General aviation (local/itinerant)

o Military

• Based aircraft by type

o Single-engine

o Multi-engine

o Turboprop

o Turbojet

o Rotor

• Aircraft fleet mix (based and operational)

• Air cargo volume

• Critical aircraft by Airport Reference Code (ARC)

Projections of aviation demand will be developed using standard forecasting methodologies, such as share

of the market, regression analysis, time series analysis, and trend line analysis. The Consultant will assess



these forecasts with varying levels of certainty, analyzing the probability of a low, mid-level and high

forecast scenario for total based aircraft, total aircraft operations, and total enplanements, and ultimately

recommending a preferred forecast for each factor.

Results of this element will be used to determine future needs for terminal area facility components at

the Airport. Methodologies used in this task will be reviewed with the Sponsor and the FAA Airports

District Office before the element is finalized. Close coordination will be maintained to ensure acceptance

of the approach to the aviation activity projections.

The Consultant will also conduct an analysis of the current (and projected if available) airline schedules

for the carriers operating at HDN. The purpose of the analysis is to develop existing design hour (peak

hour-average day-peak month) demand estimates and project future peak hour demand related to

passenger enplanements. However, design hour enplaned passengers, deplaned passengers and total

passengers will be projected as these are the primary determinants of terminal requirements.

Deliverables associated with this task will include a chapter which summarizes, with appropriate graphs,

charts, maps, and drawings, the methods and results of the projections of aviation demand and design

hour projections.

Task 3.3 Planning Memo Forecasts Approval.

The forecasts will be submitted to the FAA Airports District Office for review and approval in a planning

memo that will later be incorporated into Working Paper #1. Once approved by the FAA, these findings

will be used in the development of the TAP. No additional elements or tasks will be completed until

forecast approval is received from FAA.

Assumptions:

Assumes one round of Sponsor comments and one round of FAA comments will be addressed.

Product:

FAA Forecast Approval letter.

4. FACILITIES PROGRAMMING

Terminal area facility needs will be examined to determine the type and magnitude of facilities to be

ultimately planned and programmed for the airport. Specific allocations of the type and magnitude of

such facilities will be noted as a basis for the recommendations for improvements. The facilities

requirements analysis focuses on the actual physical facilities and associated improvements needed to

safely and efficiently accommodate the projected demands on terminal area facilities.

On the landside, the focus will be on the quantity and areas needed for the terminal building itself,

along with terminal support facilities (including vehicle parking, ground transportation considerations,



and landside access). On the airside of the terminal building, the analysis will focus on the terminal

aircraft parking apron in accordance with industry trends relative to commercial aircraft.

4.1 Facilities Programming Foundation.

The Consultant Team will compile information provided by the Airport, review pertinent documents,

drawings, and data to understand the layout and utilization of passenger processing facilities.

Preliminary information requests include but are not limited to reports or studies of on-going/current

projects, facility area and equipment inventories, passenger surveys, passenger data collections/counts,

digital drawings of terminal and concourse facilities, and aircraft gate configurations.

Product:

Summary information from the compilation and review of provided data. This will include

current operational protocols, flow diagrams (i.e. passenger, baggage) and will determine the

need for additional information.

Benchmark processing and operating assumptions to provide comparable metrics and recognize

scale of facilities. Research will be documented in a presentation format to be presented in a

kick-off meeting.

4.2 Terminal Gap Analysis.

The terminal facility analysis will compile information and identify potential imbalances and constraints

in system capacity. The gap analysis will identify an estimated capacity for each existing functional area

and determine when each component becomes the primary constraint for overall throughput of the

facility through the planning horizon. The study will include assessment of the following functional

facilities and support areas:

TERMINAL

Check-in

Passenger Screening Checkpoint

Gates and holdrooms

Domestic Baggage Claim (including inbound baggage handling)

Outbound Baggage Make-up

Baggage Screening

Restrooms

Airline Support (including ATO, BSO, ramp offices and maintenance)

Commercial Program and Support

Airport Administration Offices and Support

Mechanical and Utility

Circulation Spaces

The Gap Analysis will determine the baseline passenger demand based on seasonal peak activity at the

Airport. This baseline schedule will include departing and arriving passenger volumes at the Airport with



flight-by-flight descriptions of service routes, aircraft equipment types, and average load factors. The

Consultant Team will identify passenger demand on functional facilities and document schedule

information through a series of tables and diurnal charts.

The Gap Analysis will include the following.

Review and summarize inventory information based on functional facilities. The inventory

summary will establish existing and effective passenger facilities at the Airport. The inventory

will consist of high-level area and pertinent equipment counts in tabular and plan form for the

Terminal.

Assess existing terminal facility requirements. The functional and support facilities of the

terminal will be studied to determine operational efficiency and ability to accommodate existing

passenger and baggage activity at an appropriate Level-of-Service (LoS) as defined by industry

accepted metrics for wait time goals, functional requirements, and physical layout. Analysis will

consider discrete characteristics of current operators and existing configurations. Dynamic and

static modeling tools will be used as appropriate to derive existing requirements. Assumptions

related to passenger characteristics and functional facility operations essential to facility

requirements will be documented. Anticipate stakeholder meetings to review operational

assumptions.

Identify potential areas of concern within circulation spaces. The Consultant Team will

highlight potential areas of concern due to congestion or constrained widths within main

corridors and other public circulation areas. Graphic floor plans with flow diagrams and scaled

dimensions will be provided to document any areas of concern related to circulation spaces.

Estimate existing terminal capacity. In-terminal deficiencies or surpluses will be determined

based on predefined LoS goals and specific Airport metrics. Documentation of findings related to

facilities can include a series of floor plan graphics or vignettes, as well as tables and charts. A

presentation of findings will be developed and include review of baseline passenger demand

and existing facility requirements and capacities.

Summarize future passenger demand. Using up to two (2) future planning activity levels, the

Consultant Team will summarize future passenger demand. The future demands will include

departing and arriving passenger volumes at the Airport with flight-by-flight descriptions of

service routes, aircraft equipment types, and load factors. The Consultant Team will identify

passenger demand on functional facilities and document schedule information through a series

of tables and diurnal charts.

Determine future facility requirements and estimate the capacity of the terminal to meet

future demand needs. The future capacity analysis of facilities will determine in-terminal

deficiencies or surpluses based on current operational conditions. Passenger and baggage

assumptions will remain consistent with the baseline through the planning horizon to determine

functional facility capacity assuming no Airport improvements. Predefined LoS goals and Airport

specific metrics will be used to evaluate functional capacities. Documentation of findings related

to facilities can include a series of floor plan graphics or vignettes, tables and charts, and system



summary diagrams depicting areas of deficiency and surplus over time, as well as

documentation of individual component capacities and estimated “breaking points.” We

anticipate presentation of this information in a series of progress presentations.

Assumptions:

On-site meeting to review summary information and benchmark research included in this task. The meeting will be approximately 2-3 weeks following notice to proceed (in conjunction with the inventory data collection meeting in Task 1.2. The meeting will be attended by up to two (2) Ricondo employees.

Conduct up to three (3) meetings with the Airport to review the progression of the gap analysis. Meetings will encompass review of studies developed under this task. Anticipate two (2) web-based meetings and up to one on-site meeting (in conjunction with a Study Progress Meeting). Each meeting will be attended by two (2) Ricondo employees and one (1) Mead & Hunt employee.

Coordinate and conduct individual stakeholder meetings to discuss operational assumptions. Stakeholders may include but are not limited to airline representatives, airport operations, and local TSA. These will occur with inventory data collection meeting in Task 1.2. Each meeting will be attended by up to two (2) Ricondo employees.

Task 4.3. Apron Area Programming

The Consultant Team will benchmark and outline servicing guides for comparable programming.

Research of comparable airports will highlight other servicing procedures to understand gate versus

remote GSE services and storage.

The Consultant Team will determine GSE needs through the planning horizon. The Consultant Team will

meet with stakeholders to understand GSE existing needs and anticipated growth through the future.

The study will focus on GSE storage and service needs. Results of requirements and capacities will be

documented using area graphics and tabular formats.

The Consultant Team will Assess the impact of the deicing pad project to aircraft parking and GSE

storage. The Consultant Team will review deicing pad project and identify impacted areas. As a result,

aircraft parking adjustments may be needed and will be illustrated through graphic plan drawings and

tabular formats. Up to two (2) concepts will be developed for review. We anticipate iterative

coordination with stakeholders with up to two (2) web-based meetings to review apron study materials.

Assumptions:

Conduct up to two (2) meetings to review the progression of apron programming. Anticipate

two (2) web-based meetings outside of the on-site meetings covered under stakeholder

coordination. Each meeting will be attended by up to two (2) Ricondo employees and up to two

(2) Mead & Hunt Employees.

4.4 Landside Requirements.

Mead & Hunt will develop a landside facility assessment and recommendations for HDN to assist in

developing a capital project list and identify funding levels and sources. The landside assessment will



include an evaluation of capacity and demand for all landside facilities including terminal curbsides,

terminal roadways/ intersections, employee parking, public parking (Short-Term, Long-Term), rental

cars, and commercial vehicle access including transit/ ride hailing to determine their ability to

accommodate future demand. Anticipated tasks will include:

Meet with Airport staff to discuss landside facility issues, unique / seasonal needs and

operational concerns

Compile and/ or collect available landside data that may include parking lot utilization and

duration, rental car utilization, terminal roadway/ intersection traffic counts, curbside

utilization, mode of access, and vehicle classifications

Identify goals / thresholds for each landside element such as individual and overall parking lot

occupancy, curbside utilization/ double parking, roadway/ intersection level of service, shuttle

capacity and frequency

Evaluate existing landside capacity (curbside level of service/ utilization, roadway/intersection

level of service, parking lot utilization, etc.) for individual landside elements (if data is available)

based on existing roadway geometry, parking facility layouts, and curbside layout

Compare existing landside demand to existing landside capacity to determine any existing

landside capacity constraints

Review airport activity projections including operational profiles, passenger arrival / show up

times, trip lengths, enplanements, design day flight schedules and employment

Develop future long-term (20 year) landside demand peak hours/ periods based on passenger

movements and related growth rates across the curb and by mode (e.g. rental car, shuttle) and

by arrival and departure (e.g. origin and destination passengers)

Evaluate future landside capacity (curbside level of service/ utilization, roadway level of service,

parking lot utilization, etc.) for individual landside elements (as available)

Identify future landside facility requirements and recommended infrastructure such as:

o Modification of existing roadways and intersections (realignments, traffic flow/

circulation changes, added turn lanes, lane configuration, traffic control upgrades

including signing, marking and signals)

o Capacity enhancements – Permanent or seasonal new commercial curbside, widened

terminal roadway, new or extended curbside, new or expanded parking lots

o Public/ private transit access improvements – enhanced private shuttle and public

transit capacity and frequency, including bus bays/ passenger shelters

o Evaluation of traffic management (upgraded pedestrian walkways and crossings,

dynamic lane / curbside assignment, real-time parking information)

Develop a project list and annotated GIS map summarizing findings/recommendations and

implementation year.



Task 4.5. Develop Working Paper #1.

Description: The Consultant will develop a detailed working paper describing the tasks outlined above.

The technical portions of the paper will be in terms that are easily understandable to the layman. The

working paper will be considered a draft of a chapter of the final study document and will provide

information for subsequent decisions.

Assumptions:


Documentation will be consistent with FAA Guidance.

Minimal hard copies, as needed.

Product:

Working paper #1 - a written and graphic summary of the findings that will ultimately be

incorporated as chapters in the final report.

Up to five (5) hard copies of the Working Paper will be prepared if required.

Task 4.6. Conduct Progress Meeting and Study Committee Meeting #1.

Description: The Consultant will conduct a progress meeting with Airport Staff and the Study Committee

to review the findings and analyses of the tasks prepared to date. A thorough discussion of the findings,

their significance, and their effect on future work will be presented at the meeting. Concurrence of the

working paper and its findings will be an objective of the meeting and no further work will be completed

until concurrence is obtained. Input received will be recorded and incorporated, as appropriate, into

the final documentation. Next steps in the process will be reviewed and a timeline will be established

for the next meetings, their purpose, and expected outcomes. This task includes the administrative

effort needed to set up the meeting, draft meeting notifications, and transmit meeting materials.

Assumptions:

Includes up to two (2) members of the consultant team at this meeting.

The Airport is responsible for securing the meeting location (likely the Airport Conference

room), while the Consultant is responsible for preparing and distributing all meeting

materials.

FAA will be invited and likely participate virtually in this meeting.

Product:

Presentation/discussion with Airport Staff. Input received will be recorded and

incorporated, as appropriate, into the final documentation.



Task 4.7. Conduct Airport Commission Briefing.

Description: In conjunction with the Progress Meeting, a briefing session with Yampa Valley Airport

Commission will also be held (if required) to acquaint them with the goals and objectives of and

approach to the Study, to gather recommendations, and to present findings of the Study to this point in

the process.

Assumptions:

This briefing will be held during the same site visit as Task 4.4.

The Airport is responsible for securing the meeting location, while the Consultant is

responsible for preparing and distributing all meeting materials.

Product:

Briefing session with Airport Commission. Input received will be recorded and incorporated,

as appropriate, into the final documentation.

Task 4.8. Prepare Summary of Input Received and Response to Comments.

Description: Following these meetings, a summary of input received (both at the meetings and in

follow-on communications) will be prepared by the Consultant and a response will be prepared,

including necessary revisions to Working Paper materials.

Assumptions:


Product:

Response to comments received.

Revised Working Paper #1.

5. TERMINAL AREA, TERMINAL BUILDING, AND AIRFIELD CONCEPT ALTERNATIVES

The Consultant will develop conceptual terminal building renovation and expansion concept

alternatives. The Consultant will also develop conceptual terminal area site plan alternatives showing

terminal and ancillary buildings, roadways, curbs, parking facilities, walkways, and other elements, each

meeting the long-term future facility requirements, but with consideration of phasing for intermediate

levels of demand. For comparative purposes and to the extent necessary, order of magnitude cost

estimates will be developed for the alternatives.



Task 5.1 Site Constraints and Opportunities.

Description. In this task, the Consultant will evaluate Airport land use and terminal area constraints and

opportunities, as well as identify and quantify major physical constraints around the existing terminal

area that could impact the conceptual design. This will include landside site design concepts to

integrate the facilities with the natural site and accentuate important features; including the use of site

design elements as required.

Assumptions:


Product:

Analysis and mapping site constraints and opportunities.

Task 5.2 Develop Initial Terminal Expansion Concepts.

Description: Up to three (3) conceptual terminal area site plan alternatives showing terminal and

ancillary buildings, roadways, curbs, parking facilities, and walkways will be prepared, each meeting the

long-term future facility requirements. The demolition of Hangars 1 and 2 will also be considered to

accommodate future terminal building expansion. These initial concepts will include Terminal footprint

layouts only, not detailed terminal expansion or renovation floor plans. For comparative purposes and

to the extent necessary, order of magnitude cost estimates will be developed for each alternative. A

desktop analysis of the potential for environmental impacts of each alternative will also be considered.

Assumptions:

Assumes up to two (2) rounds of Airport review and comment.

Product:

TAP concept level drawings.

Task 5.3. Develop Evaluation Criteria and Evaluate Initial Terminal Concepts.

Description: The Consultant will develop a list of evaluative criteria and factors based on the goals and

objectives identified in Element 1 to assist in comparing the concepts. This evaluation criteria will be

used to identify a preferred development alternative concept for future evaluation and refinement.

Assumptions:


Product:

Initial evaluation matrix.



Airport selection preferred development alternative concept for future evaluation and

refinement.

Task 5.4. Develop Planning Memo.

Description: The Consultant will develop a planning memorandum for Airport Staff describing the tasks

5.1-5.3 outlined above. The technical portions of the memo will be in terms that are easily

understandable to the layman. The memo information will be later incorporated into Working Paper #2

and will provide information for subsequent decisions.

Assumptions:



No hard copies of the memo will be prepared.

Product:

Planning Memo - a written and graphic summary of the findings from completion of the

facility requirements and initial alternatives development tasks that will ultimately be

incorporated as chapters in the final report.

Task 5.5. Airport Staff Virtual Meeting.

Description: The Consultant will conduct a Virtual Meeting with Airport Staff to review the findings and

analyses of the tasks prepared to date. A thorough discussion of the findings, their significance and

effect on future work will be presented at the meeting. Concurrence of the working paper and its

findings will be an objective of the meeting. Input received will be recorded and incorporated, as

appropriate, in order to narrow alternatives. Next steps in the process will be reviewed and a timeline

will be established for the next meetings, their purpose and expected outcomes. This task includes the

administrative effort needed to set up the meeting, draft meeting notifications and transmit meeting

materials.

Assumptions:

Virtual meeting via Microsoft Teams.


Product:

Progress meeting with Airport Staff and meeting notes.



Task 5.6. Prepare Summary of Input Received and Respond to Comments.


follow-on communications) will be prepared by the consultant and as required, a response will be

prepared, including necessary revisions to planning memo materials.

Assumptions:


Product:


Task 5.7. Concept Review

Description: Ricondo will provide peer review of concept plans developed by Mead & Hunt to highlight

opportunities for improvement, documenting comments and feedback of the concept plans in a

presentation format (PowerPoint). The presentation will include comment callouts and suggested

revisions noted directly on concept drawings provided by Mead & Hunt.

Assumptions:

Assumes up to two (2) web-based meetings to coordinate concept review.

This task assumes passenger demand derived from a design day flight schedule will be

provided by Mead & Hunt.

This task assumes a terminal facility inventory will be provided by Mead & Hunt, Inc. The

inventory will include square footage of functional areas and unit counts of devices and

equipment within the terminal. Specific airline or other lease utilization information is

preferred.

Product:

Kick-off presentation (PDF and PowerPoint formats).

Gap analysis presentations (PDF and PowerPoint formats).

Meeting notes will be compiled by Ricondo and distributed to the working group within

three (3) business days following each meeting.

First draft and final draft of summary report with appendices of detailed studies and

milestone presentations (PDF and Word formats).

Presentation of peer review comments (PDF and PowerPoint).

Task 5.8. Refine Preferred Concept.

Description: In this task, the Consultant will refine the selected terminal area alternative and building

plans, proposed roadway configuration, curbfront layout, parking, walkways, and conceptual phasing

diagram for each planning period. This task will include detailed floor plan layouts for both terminal

expansion areas as well as renovated areas of the existing terminal. Preliminary planning level cost



estimates for the improvements identified for terminal, roadway, intersection, curbfront, and parking

areas for each planning period will also be developed.

Assumptions:


Product:

Refined preferred development concept and preliminary planning level cost estimates.

5.8.a. Baggage Handling Systems (BHS) Concept.

Description: Logplan will provide Baggage Handling Systems (BHS) planning services to include capacity

analysis of the existing/future screening system requirements, provide a refined concept for future

screening, claim area reconfiguration/expansion, and Oversize (OS) baggage screening. Logplan will

supporting Mead & Hunt in refining the preferred concept and assess it for constructability of proposed

BHS improvements to support the possibility for a future TSA PGDS compliant system. The scope of work

for the BHS element covers:

Logplan will provide screening capacity analysis for existing and future BHS operations,

including TSA baggage screening and bag claim components, taking into consideration the

output table deliverable.

Logplan will produce the outbound layout to accept a future TSA compliant screening.

Logplan will provide the design concept to reconfigure/expanded claims, and OS baggage

screening.

Design work is limited to concept level.

Task 5.9. Terminal Phasing Plans.

Description: In this task, the Consultant will analyze the preferred terminal concept and develop a

phased approach to implementing these improvements.

Assumptions:


Product:

Phasing plan for the Preferred Terminal Concept.

Task 5.10. Develop Final Terminal Area Development Program.

Description: A final Terminal Area Development Program recommendation will be prepared. The final

concept recommendation will identify program requirements, goals, and objectives, which will drive the

layout of future terminal area facilities; show all concepts that have been considered with

documentation of the decision process which resulted in the Preferred Layout Concept; and show



airside, landside and terminal elements in plan view. The development program will delineate the

preferred concept in drawings described above, finalize conceptual phasing plans, provide conceptual

cost estimates for each phase, show total estimated project costs for each phase, as well as develop and

prioritize a list for improvement projects.

This aspect of the development plan will be presented in both narrative and graphic formats. Color

coded graphics will be prepared as appropriate to describe the concepts and proposals of the program

in a manner that is easily understood by the public.

Assumptions:


Product:

Documentation of an overall terminal area development program presented in both

narrative and graphic form.






Assumptions:




Product:

Working Paper #2 - A written and graphic summary of the findings from completion of the

foregoing tasks, becoming a chapter in the final report.

Up to five (5) hard copies of the Working Paper will be prepared, as needed.


Description: The Consultant will conduct a progress meeting with Airport Staff to review the findings

and analyses of the tasks prepared to date. In addition, the Consultant will conduct a Study Committee

Meeting to present the findings of the tasks prepared to date. A thorough discussion of the findings,

their significance and effect on future work will be presented at the meeting. Concurrence of the

working paper and its findings will be an objective of the meeting. Input received will be recorded and

incorporated, as appropriate, into the final documentation. No further work will be completed until



concurrence is obtained. Next steps in the process will be reviewed and a timeline will be established

for the next meetings, their purpose and expected outcomes. This task includes the administrative

effort needed to set up the meeting, draft meeting notifications and transmit meeting materials.

Assumptions:

Includes up to two (2) members of the consultant team at this meeting.

The Airport is responsible for securing the meeting location, while the consultant is



Product:

Progress meeting with Airport Staff.

Presentation to the Study Committee. Input received will be recorded and incorporated, as

appropriate, into the final documentation.


Description: In conjunction with the Progress Meeting, a briefing session with the Yampa Valley Airport

Commission will also be held to acquaint the officials with the goals and objectives of and approach to

the Study, and to gather recommendations, as well as presenting findings of the Study to this point in

the process.

Assumptions:

This briefing will be held during the same site visit as Task 5.11.

The Consultant team will assist the Airport in preparing briefing materials and exhibits.

Product:

Conduct a briefing with the Airport Commission.

Task 5.14. Prepare Summary of Input Received and Respond to Comments.


follow-on communications) will be prepared by the consultant and, as required, a response will be

prepared, including necessary revisions to Working Paper materials.

Assumptions:


Product:





6. AIRPORT PLANS

Although the Airport plans were updated and circulated for airspace review during the 2015 Master Plan,

any proposed facility and/or layout changes recommended in this TAP will likely necessitate an additional

airspace review by various FAA lines of business. All revised Airport plans will be drawn according to FAA

standards as defined in Advisory Circular 150/5070-6B, Airport Master Plans and AC 150/5300-13A,

Airport Design, (latest available). Also, drawings will have color enhancement capability to separate

various Airport criteria and be drawn on 24" x 36" sheets. A memo to FAA summarizing the changes to

the ALP will also be prepared.

In addition to mapping described herein, sources of information for these drawings in this element will

include previous ALP and master planning documentation, the AGIS survey completed during the Master

Plan update, USGS mapping, legal descriptions, property surveys, local and regional government mapping,

FAA databases, and any other secondary sources readily available to the Sponsor/ Consultant. No new

land or aeronautical surveying work is included as part of this Scope of Services.

The ALP set will be updated in accordance with the most recent ALP standards provided by the FAA-ADO.

Preparation of the ALP will be based on the findings of the previous tasks and will include the following

individual drawings:

• Title Sheet

• Airport Layout Drawing

• Airport Layout Data Summary (if required as a separate sheet)

• Airport Airspace Drawing – Plan View (no changes anticipated)

• Airport Airspace Drawing – Profile View (no changes anticipated)

• Runway 10/28 Inner Portion of Approach Surface Drawings (no changes anticipated)

• Runway departure surface drawings (no changes anticipated)

• Terminal Area Plan (Individual Area Plans)

• Land Use Drawing

• Airport Property Map (no changes anticipated)

Task 6.1 Airport Layout Plan.

An Airport Layout Plan (ALP) shall be prepared in accordance with the findings, recommendations and

approvals resulting from the study. The ALP shall be developed utilizing the current FAA electronic file,

supplemented with new aerial information from previous tasks, Aerial Photography and Mapping and “As

Built” information, and the most current version of AutoCAD. The ALP will depict the configuration and

general dimensioning of the initial and proposed airport facilities, including building height of all buildings

on Airport property. The Airport Layout Plan will include such information as: 1) Airport Layout; 2) Existing



and Future Boundaries; 3) Location Map; 4) Vicinity Map; 5) Basic Data Tables; 6) Utility Data; and, 7) Wind

Information.

Each of these components of the Airport Layout Plan will contain the information as required in FAA

Advisory Circular 150/5300-13A, Airport Design; FAA Order 5100.38C, AIP Handbook; and the FAA SOP 2.0

ALP checklist. If required, Mead & Hunt will be responsible for submitting a signed copy of the ALP

checklist with the ALP submittal to the FAA. The Airport Layout Plan will contain sufficient data to obtain

approvals from the FAA.

Any deviations to FAA design standards will be noted on the existing and future Airport Layout Plan as

well as in the Airport Master Plan narrative. All issues identified by FAA airspace review will be remedied

in the final ALP. Large-scale reproducible drawings shall be prepared on a sheet size no smaller than 24"

by 36".

Task 6.2 On-Airport Individual Area Plans.

The Consultant will revise the existing Terminal Area Plan and develop new area plans (up to three total)

for any other potential development areas within the bounds of Airport property as required. The plans

will generally be comprised of, but not necessarily limited to, the terminal area, the general aviation area,

and other special use areas. The Individual Area Plans will illustrate existing and proposed facilities,

including such elements as building configuration and location, taxiway and apron development, vehicle

access roads (including recommendations for service road locations) and parking areas, specifically

indicating those facilities which currently exist and those which are proposed and labeling the various

components of each of the Individual Areas Plans. The relationship with appropriate immediately

surrounding airfield and landside components (i.e., runway, taxiways, object free area, runway protection

zones, external roadways, on-airport navigational aids, airport boundary, among other considerations)

will also be illustrated as will available topographical characteristics.

Specific utilization for undeveloped/underdeveloped areas on the Airport will be considered and

recommendations made. Plans shall be established for these areas to guide improvement activity for the

benefit of the Airport and the airport environs in keeping with the overall objectives established for airport

enhancement.

The information on these drawings shall be depicted at a scale not less than 1”=100’, unless another scale

is mutually agreed upon by the sponsor, the FAA, and Mead & Hunt.



Task 6.3 Land Use Plan.

The existing Land Use Plan is not anticipated to need any updates will be updated to depict existing and

recommended uses of all land within the ultimate airport property line (on-airport) and within the vicinity

of the Airport (off-airport), generally identified as that area surrounding the Airport associated with the

Airport Influence Area. Land uses will be depicted by general land use categories, including such

categories as agriculture, residential, industrial, commercial, parks and open space, aviation-related,

public, floodplains, DOT Section 4(f) resources, among others as appropriate, but including special note

of noise sensitive uses.

The mostly recently modeled DNL 65 noise contour will be shown on the Land Use Plan Drawing.

The Land Use Plan will be illustrated on a drawing (same sheet size as the ALP) and described within the

body of the Airport Master Plan document. A digital version as a .pdf file will also be provided.

Task 6.4 Reproduction of other ALP set Drawings.

This task includes primarily expenses related to reproduction of ALP drawings that are not updates, such

as the FAR Part 77 airspace drawings and the inner approach drawings.

7. FINANCIAL ANALYSIS

To provide a program for development and to assist in establishing economic viability, the costs

associated with the proposals contained in the Conceptual Development Plan and Program for the HDN

TAP will be presented. This element will NOT include any analysis of rates and charges or a detailed

rates and charges study.

Using project costs and phasing recommendations for the preferred conceptual development plan and

enplanement projections produced by Mead & Hunt, as well as financial information collected from

Airport staff, Ricondo will prepare a financial feasibility analysis to determine whether implementation

of the preferred concept is achievable through available funding sources while achieving adequate cash

flow. The financial feasibility analysis will consider project costs, proposed timing (phasing) of

improvements, and funding sources. As a result of this analysis, a recommended phasing of projects will

be developed to achieve the goals and objectives of the Airport.

The Terminal Area Plan financial feasibility analysis will consist of the following tasks:



Task 7.1. Inventory of Financial Information.

Description: This sub-task is designed to gather and analyze applicable financial information for the

Airport. Ricondo will prepare a data request for financial information to be used in the analysis. Types of

data to be requested may include historical and budget revenues and expenses, capital improvement

program costs and timing, airline rates and charges schedules and current agreement, concessions

agreements, and ground transportation/parking data. Existing airport rates and charges, including airline

and tenant lease terms and rates, will be examined. The financial information inventory will be used as a

basis for development of the TAP financial feasibility analysis.

Task 7.2. Terminal Area Plan Financial Feasibility Analysis.

Description: This task includes the preparation of a financial plan for carrying out the proposed capital

improvement program for the preferred concept and the Airport’s goals and objectives. Included in the

financial plan would be the identification and quantification of the need for and availability of specific

funding sources, projections of revenues and expenses, and a cash flow analysis. The output of this

effort would consist of a financial plan that the Airport can use as a basis for implementing the capital

improvement plan associated with the preferred concept and associated annual cash flow. A funding

plan will be developed based upon estimated capital improvement costs and potential phasing of

proposed projects prepared by Mead & Hunt, Inc. Funding sources to be examined will include FAA

Airport Improvement Program entitlement and discretionary funds, Passenger Facility Charge revenues,

State funds, Customer Facility Charge revenues, third party funds, local funds, and bond proceeds.

Additional funding sources may also be considered, as applicable and as directed by the Airport.

The financial feasibility analysis will assess, through the development of pro-forma financial projections,

the financial implications associated with implementation of the preferred concept. Pro-forma

projections of operating expenses, operating revenues, and capital requirements will be developed

based upon enplanement projections developed or as specified by Mead & Hunt, Inc. Projections of

operating revenues and expenses will be further based on assumptions regarding existing and

anticipated future tenant leases, additional revenue enhancement opportunities, and estimated

operating costs of the proposed capital development projects associated with the preferred concept.

Financial feasibility will be analyzed and measured primarily by calculating the potential impacts on

tenant rates and charges (as applicable), Airport cash flow, bond covenant requirements should bond

funding be feasible, and cost per enplaned passenger.

Task 7.3 Financial Analysis Documentation.

Description: Ricondo will prepare an electronic version of the financial feasibility analysis based on the

outputs associated with sub-task 7.2 and present it to the Airport. Ricondo will also schedule a



conference call to review the assumptions and outcomes of the analysis. Once Airport feedback is

obtained, Ricondo will update the analysis model to incorporate changes discussed. This scope

anticipates two further rounds of “back and forth” with the Airport to arrive at a final version of the

updated financial analysis.

Upon acceptance of the financial analysis by the Routt County Board of County Commissioners, Ricondo

will prepare a draft of the Terminal Area Plan Financial Feasibility Analysis Chapter. Upon receipt of

Airport feedback on this Chapter, Ricondo will produce a final version of the Chapter for inclusion in the

Terminal Area Plan document.

There is a potential that the consultant team may be required to attend/conduct an on-site meeting to

present the recommended financial feasibility analysis. Prior permission from the Airport will be

required to attend this on-site meeting and prepare associated meeting materials. If necessary, this

meeting will be attended by two (2) Ricondo employees and two (2) Mead & Hunt employees.






Assumptions:



Product:

Working paper #3 - a written and graphic summary of the findings from the financial

implementation analysis that will ultimately be incorporated as chapters in the final report.


Description: The Consultant will conduct a progress meeting with Airport Staff and the Study Committee

to review the findings and analyses of the tasks prepared to date. A thorough discussion of the findings,

their significance, and their effect on future work will be presented at the meeting. Concurrence of the

working paper and its findings will be an objective of the meeting. Input received will be recorded and

incorporated, as appropriate, into the final documentation. Next steps in the process will be reviewed

and a timeline will be established for the next meetings, their purpose, and expected outcomes. This

task includes the administrative effort needed to set up the meeting, draft meeting notifications, and

transmit meeting materials.



Assumptions:

Includes up to three (3) members of the consultant team at this meeting.

The Airport is responsible for securing the meeting location (likely the Airport Conference

room), while the Consultant is responsible for preparing and distributing all meeting

materials.


Product:

Presentation/discussion with Airport Staff. Input received will be recorded and

incorporated, as appropriate, into the final documentation.


Description: In conjunction with the Progress Meeting, a briefing session with Airport Commission will

also be held (if required) to acquaint them with the goals and objectives of and approach to the Study,

to gather recommendations, and to present findings of the Study to this point in the process.

Assumptions:

The Airport is responsible for securing the meeting location, while the Consultant is


Product:

Briefing session with Airport Commission. Input received will be recorded and incorporated,

as appropriate, into the final documentation.

Task 7.7. Prepare Summary of Input Received and Response to Comments.


follow-on communications) will be prepared by the Consultant and a response will be prepared,

including necessary revisions to Working Paper materials.

Assumptions:


Product:



8. PUBLIC OUTREACH PROGRAM



As a key element of this project, Mead & Hunt will develop a public outreach program consisting of both

study committee meetings, public meetings, a project website, and Yampa Valley Airport Commission

briefings. The goal of the public outreach is to allow the public an opportunity to become informed

about the planning process and to submit comments about the proposed TAP.

8.1 TAP Study Committee.

Coordinating with the Airport and working with a study committee will help assess airport issues and be

a vital part of the overall project. Mead & Hunt will work with Airport Staff to identify a select number of

members for this input committee. This group will act as a sounding board for proposed development

alternatives, as well as be a conduit for information among various interest groups throughout the

community. Interaction with the Airport Staff and the TAP Study Committee will be essential for the

review and assessment of project information.

Four (4) meetings of the Study Committee will be held over the course of the project to provide interaction

among the Airport Staff, and the Consultant Team. These meetings will be scheduled to coincide with

critical decision points in the process and be used to solicit information and responses from Airport Staff

and Study Committee members regarding information presented by the Consultant Team. An initial

meeting to kick off the Study Committee will be held along with meetings following the preparation of the

following draft work products:

• Aviation Activity Forecasts and facilities programming

• Finalized development alternatives and conceptual airport development plan

• Improvement project recommendations and project phasing

Effort and hours for this task are included in Tasks 4.6, 5.12, and 7.5 of the fee sheet.

8.2 Airport Commission Meetings.

Mead & Hunt will provide up to two (2) presentations to the Yampa Valley Airport Commission and up to

two (2) presentations to the Board of County Commissioners, providing briefings on the TAP’s progress

and results. For budgeting purposes, it is assumed that these meetings can be scheduled to coincide with

the Study Committee meetings described above. The content and format will be decided upon by the

Airport Staff and Mead & Hunt.

Effort and hours for this task are included in Tasks 4.7, 5.13, and 7.6 of the fee sheet.



8.3 Public Information Meetings.

Two (2) Public Information Meetings will be held during the course of the TAP process. The purpose of

these meetings is to inform interested citizens about progress on the TAP. The Consultant will be

responsible for the preparation of all meeting materials. The Sponsor will be responsible for securing a

location for the meeting, along with publicity and meeting notifications. For budgeting purposes, it is

assumed the Public Information Meetings can be scheduled to coincide with the Study Committee

meetings described above. It is anticipated that Public Information Meetings will be held following the

preparation of the following draft work products:

• TAP alternatives and Conceptual development plan

• Improvement project recommendations and project phasing

8.4 Outreach Support.

This element includes a project website to be hosted by the Airport. A website plan will be developed to

include an outline of key content areas and plan for maintenance. Specific content for the website will

be developed by Mead & Hunt and may include reports, tables, drawings, and other graphics as

required. Also, per FAA policy in the AIP Handbook, Appendix E-2, the public will not be required to

register to view and/or download documents. A list of continuous updated terms and definitions as well

as frequently asked questions will be included. The project website will also provide an opportunity for

the public to submit online comments for consideration by Airport Staff and the Consultant Team.

9. DOCUMENTATION

It is particularly important to be able to communicate the ideas, thoughts, findings and

recommendations of a project. The importance of report preparation and graphic ability is realized here

to ensure clarity, understanding and support public relations.

Task 9.1. Terminal Area Plan Draft Final Report.

Description. The Consultant team will prepare the draft final Terminal Area Plan report including

revised Working Papers 1, 2 and 3, determining the composition of the report with figures, charts,

graphs and illustrations, and the printing.

Electronic CAD files of all products, maps, and drawings prepared for this Study will be delivered to the

Airport as specified below.

Assumptions:






Product:

Up to 10 hard copies of the draft final report.

In addition, copies of the final report will be provided to the Airport as a digital file (.pdf).

Task 9.2. Terminal Area Plan Final Report.

Description: Following review of the draft final report by the airport, the Consultant team will

incorporate feedback and prepare the final Terminal Area Plan report, determining the composition of

the report with figures, charts, graphs and illustrations, and the printing. AutoCAD drawings will be

provided in a final draft form. Electronic CAD files of all products, maps, and drawings prepared for this

Study will be delivered to the Airport as specified below.

Assumptions:




Product:

Up to 10 hard copies of the final report. AutoCAD linework and drawings

Terminal Area Plan Schedule

Timeframe Study Committee Meeting

Public Open House

Working PapersW

Draft ReportD

Final ReportF

FAAReviewPeriod

D FWWW

Study Design, Project Management, and Organization

Background Information, Inventory, Environmental and Sustainability Conditions

Forecasts of Aviation Activity

Facilities Programming

Terminal Area and Terminal Building Concept Alternatives

Airport Layout Plan Update

Financial Analysis

Public Outreach Program and Airport Commission Coordination

Documentation

Project Elements JAN FEB MAR APR MAY JUNJUN JUL AUG SEP OCT NOV DEC2022 2023

EXHIBIT B - FEE BASIS


TAP with ALP update

Hayden, CO

2/8/2022

ELEMENT DESCRIPTION

Senior Project

Planner/Senior

Sustainability

Planner Engineer III Planner II Total

Labor Labor Labor Labor Labor Labor Labor Labor Labor Labor Person Total Direct M&H TOTAL Total Direct TOTAL Total Direct TOTAL TOTAL

Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Labor Cost Expense COST Labor Cost Expense COST Labor Cost Expense COST COST

$269 $189 $170 $249 $145 $241 $209 $133 $164 $81

Element One/STUDY DESIGN, PROJECT MANAGEMENT, AND 26 $6,994 100 $18,900 198 $33,660 14 $3,486 0 $0 0 $0 108 $22,572 16 $2,128 0 $0 10 $810 472 $66,164 $2,550 $91,100 $0 $0 $0 $0 $0 $0 $91,100

ORGANIZATION

1.1. Scope, Fee Estimate, and Contract 4 $1,076 16 $3,024 48 $8,160 6 $1,494 0 $0 0 $0 0 $0 0 $0 0 $0 8 $648 82 $14,402 $0 $14,402 $0 $0 $0 $0 $0 $0 $14,402

1.2. Initial Site Visit, Observations, and Kickoff Meetings 0 $0 36 $6,804 36 $6,120 0 $0 0 $0 0 $0 72 $15,048 0 $0 0 $0 0 $0 144 $27,972 $2,550 $30,522 $0 $0 $0 $0 $0 $0 $30,522

1.3. Project Coordination 8 $2,152 36 $6,804 64 $10,880 4 $996 0 $0 0 $0 36 $7,524 16 $2,128 0 $0 0 $0 164 $30,484 $0 $30,484 $0 $0 $0 $0 $0 $0 $30,484

1.4. Establish Airport Review and Input Process 2 $538 4 $756 10 $1,700 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 2 $162 18 $3,156 $0 $3,156 $0 $0 $0 $0 $0 $0 $3,156

1.5. Mangement Oversight and Quality Control 8 $2,152 8 $1,512 16 $2,720 4 $996 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 36 $7,380 $0 $7,380 $0 $0 $0 $0 $0 $0 $7,380

1.6. Grant Administration Support 4 $1,076 0 $0 24 $4,080 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 28 $5,156 $0 $5,156 $0 $0 $0 $0 $0 $0 $5,156

$0

Element Two/BACKGROUND INFORMATION, INVENTORY, 2 $538 34 $6,426 48 $8,160 10 $2,490 8 $1,160 0 $0 108 $22,572 100 $13,300 52 $8,528 0 $0 362 $54,258 $1,500 $64,674 $0 $0 $0 $0 $0 $0 $64,674

SUSUSTAINABILITY, AND ENVIRONMENTAL CONSIDERATIONS

2.1. Collection of Existing Information 0 $0 12 $2,268 16 $2,720 0 $0 0 $0 0 $0 0 $0 20 $2,660 8 $1,312 0 $0 56 $8,960 $0 $8,960 $0 $0 $0 $0 $0 $0 $8,960

2.2. Aerial Photography and Mapping 0 $0 0 $0 2 $340 0 $0 0 $0 0 $0 0 $0 0 $0 4 $656 0 $0 6 $996 $0 $996 $0 $0 $0 $0 $0 $0 $996

2.3. Terminal Area Facilities Inventory 0 $0 6 $1,134 8 $1,360 0 $0 0 $0 0 $0 8 $1,672 24 $3,192 8 $1,312 0 $0 54 $8,670 $0 $8,670 $0 $0 $0 $0 $0 $0 $8,670

2.4. Terminal Building and Terminal Support Data Collection 0 $0 8 $1,512 8 $1,360 4 $996 0 $0 0 $0 12 $2,508 16 $2,128 16 $2,624 0 $0 64 $11,128 $0 $11,128 $0 $0 $0 $0 $0 $0 $11,128

2.5 Facility Code Evaluation 2 $538 0 $0 2 $340 0 $0 0 $0 0 $0 72 $15,048 0 $0 0 $0 0 $0 76 $15,926 $1,500 $17,426 $0 $0 $0 $0 $0 $0 $17,426

2.6 Inventory of Access Facilities & Services 0 $0 4 $756 4 $680 0 $0 8 $1,160 0 $0 16 $3,344 0 $0 8 $1,312 0 $0 40 $7,252 $0 $7,252 $0 $0 $0 $0 $0 $0 $7,252

2.7 Envrionmental Reivew 0 $0 2 $378 6 $1,020 4 $996 0 $0 0 $0 0 $0 24 $3,192 4 $656 0 $0 40 $6,242 $0 $6,242 $0 $0 $0 $0 $0 $0 $6,242

2.8 Identification of Goals and Development of Sustainability

and Resilience Screening Criteria 0 $0 2 $378 2 $340 2 $498 0 $0 $0 0 $0 16 $2,128 4 $656 0 $0 26 $4,000 $0 $4,000 $0 $0 $0 $0 $0 $0 $4,000

Element Three/FORECASTS OF AVIATION ACTIVITY 2 $538 10 $1,890 18 $3,060 0 $0 0 $0 0 $0 4 $836 8 $1,064 0 $0 0 $0 42 $5,498 $34,850 $42,238 $0 $0 $0 $0 $0 $0 $42,238

3.1. Air Service Market Assessment 0 $0 2 $378 2 $340 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 4 $718 $34,850 $35,568 $0 $0 $0 $0 $0 $0 $35,568

3.2. Aviation Activity and Design Hour Analysis Evaluation and

Projections 2 $538 8 $1,512 16 $2,720 0 $0 0 $0 0 $0 4 $836 8 $1,064 0 $0 0 $0 38 $6,670 $0 $6,670 $0 $0 $0 $0 $0 $0 $6,670

Element Four/FACILITIES PROGRAMMING 2 $538 70 $13,230 46 $7,820 0 $0 90 $13,050 2 $482 32 $6,688 44 $5,852 106 $17,384 0 $0 392 $65,044 $3,000 $68,044 $60,094 $500 $60,594 $0 $0 $0 $128,638

4.1. Facilities Programming Foundation 0 $0 2 $378 2 $340 0 $0 0 $0 0 $0 0 $0 0 $0 2 $328 0 $0 6 $1,046 $0 $1,046 $22,109 $500 $22,609 $0 $0 $0 $23,655

4.2. Terminal Building Gap Analysis 0 $0 2 $378 2 $340 0 $0 2 $290 0 $0 2 $418 0 $0 2 $328 0 $0 10 $1,754 $0 $1,754 $18,106 $0 $18,106 $0 $0 $0 $19,860

4.3. Apron Area Programming 0 $0 2 $378 2 $340 0 $0 2 $290 0 $0 2 $418 0 $0 2 $328 0 $0 10 $1,754 $0 $1,754 $6,477 $0 $6,477 $0 $0 $0 $8,231

4.4. Landside Requirements 0 $0 36 $6,804 8 $1,360 0 $0 82 $11,890 0 $0 4 $836 16 $2,128 96 $15,744 0 $0 242 $38,762 $0 $38,762 $0 $0 $0 $0 $0 $0 $38,762

4.5. Develop Working Paper 1 2 $538 6 $1,134 6 $1,020 0 $0 4 $580 2 $482 2 $418 8 $1,064 4 $656 0 $0 34 $5,892 $500 $6,392 $13,402 $0 $13,402 $0 $0 $0 $19,794

4.6 Conduct Progress Meeting and Study Committee Meeting 1 0 $0 12 $2,268 12 $2,040 0 $0 0 $0 0 $0 12 $2,508 16 $2,128 0 $0 0 $0 52 $8,944 $2,500 $11,444 $0 $0 $0 $0 $0 $0 $11,444

4.7. Conduct Airport Commission Briefing 0 $0 8 $1,512 8 $1,360 0 $0 0 $0 0 $0 8 $1,672 0 $0 0 $0 0 $0 24 $4,544 $0 $4,544 $0 $0 $0 $0 $0 $0 $4,544

4.8. Prepare Summary of Input Received and Response to

Comments 0 $0 2 $378 6 $1,020 0 $0 0 $0 0 $0 2 $418 4 $532 0 $0 0 $0 14 $2,348 $0 $2,348 $0 $0 $0 $0 $0 $0 $2,348

Element Five/TERMINAL AREA, BUILDING, AND AIRFIELD 0 $0 80 $15,120 108 $18,558 0 $0 14 $2,030 52 $12,532 94 $19,766 78 $10,374 62 $10,588 4 $324 492 $61,640 $3,000 $92,292 $9,642 $0 $9,642 $13,140 $1,980 $15,120 $117,054

CONCEPT DEVELOPMENT

5.1. Site Constraints and Opportunities 0 $0 2 $378 2 $538 0 $0 0 $0 0 $0 2 $538 2 $266 4 $1,076 0 $0 12 $2,796 $0 $2,796 $0 $0 $0 $0 $0 $0 $2,796

5.2. Develop Initial Terminal Expansion Concepts 0 $0 16 $3,024 16 $2,720 0 $0 0 $0 8 $1,928 8 $1,672 16 $2,128 16 $2,624 0 $0 80 $14,096 $0 $14,096 $0 $0 $0 $0 $0 $0 $14,096

5.3. Develop Evaluation Criteria and Evaluate Initial Concepts 0 $0 4 $756 8 $1,360 0 $0 0 $0 8 $1,928 8 $1,672 8 $1,064 0 $0 0 $0 36 $6,780 $0 $6,780 $0 $0 $0 $0 $0 $0 $6,780

5.4. Develop Planning Memo 0 $0 4 $756 8 $1,360 0 $0 0 $0 4 $964 8 $1,672 8 $1,064 8 $1,312 0 $0 40 $7,128 $0 $7,128 $0 $0 $0 $0 $0 $0 $7,128

5.5 Airport Management Virtual meeting 0 $0 2 $378 2 $340 0 $0 0 $0 2 $482 2 $418 2 $266 0 $0 0 $0 10 $1,884 $0 $1,884 $0 $0 $0 $0 $0 $0 $1,884

5.6. Prepare Summary of Input Received and Response to

Comments 0 $0 2 $378 6 $1,020 0 $0 0 $0 0 $0 2 $418 4 $532 0 $0 0 $0 14 $2,348 $0 $2,348 $0 $0 $0 $0 $0 $0 $2,348

5.7. Concept Review 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 $0 $0 $9,642 $0 $9,642 $0 $0 $0 $9,642

5.8. Refine Preferred Concept 0 $0 8 $1,512 12 $2,040 0 $0 0 $0 4 $964 16 $3,344 8 $1,064 16 $2,624 0 $0 64 $11,548 $0 $11,548 $0 $0 $0 $0 $0 $0 $11,548

5.8.a Baggage Handling Systems Concept 0 $0 2 $378 2 $340 0 $0 0 $0 2 $482 2 $418 0 $0 0 $0 0 $0 8 $1,618 $0 $1,618 $0 $0 $0 $13,140 $1,980 $15,120 $16,738

5.9. Terminal Phasing Plans 0 $0 8 $1,512 12 $2,040 0 $0 8 $1,160 8 $1,928 8 $1,672 2 $266 8 $1,312 0 $0 54 $9,890 $0 $9,890 $0 $0 $0 $0 $0 $0 $9,890

5.10. Develop Final Terminal Area Development Program 0 $0 4 $756 6 $1,020 0 $0 6 $870 8 $1,928 8 $1,672 0 $0 2 $328 0 $0 34 $6,574 $0 $6,574 $0 $0 $0 $0 $0 $0 $6,574

5.11. Develop Working Paper 2 0 $0 6 $1,134 8 $1,360 0 $0 0 $0 8 $1,928 8 $1,672 8 $1,064 8 $1,312 4 $324 50 $8,794 $500 $9,294 $0 $0 $0 $0 $0 $0 $9,294

5.12. Conduct Study Committee/Progress Meeting 2 0 $0 12 $2,268 12 $2,040 0 $0 0 $0 0 $0 12 $2,508 16 $2,128 0 $0 0 $0 52 $8,944 $2,500 $11,444 $0 $0 $0 $0 $0 $0 $11,444


5.14. Prepare Summary of Input and Respond to Comments 0 $0 2 $378 6 $1,020 0 $0 0 $0 0 $0 2 $418 4 $532 0 $0 0 $0 14 $2,348 $0 $2,348 $0 $0 $0 $0 $0 $0 $2,348

Element Six/AIRPORT PLANS 0 $0 24 $4,536 32 $5,440 0 $0 8 $1,160 0 $0 0 $0 68 $9,044 100 $16,400 0 $0 232 $32,044 $3,000 $39,580 $0 $0 $0 $0 $0 $0 $39,580

6.1. Airport Layout Plan 0 $0 12 $2,268 16 $2,720 0 $0 0 $0 0 $0 $0 48 $6,384 60 $9,840 0 $0 136 $21,212 $1,500 $22,712 $0 $0 $0 $0 $0 $0 $22,712

6.2. On-Airport Indivdual Area Plans 0 $0 6 $1,134 8 $1,360 0 $0 4 $580 0 $0 0 $0 12 $1,596 20 $3,280 0 $0 50 $7,950 $500 $8,450 $0 $0 $0 $0 $0 $0 $8,450

6.3. Revised Land Use Plan 0 $0 6 $1,134 8 $1,360 0 $0 4 $580 0 $0 0 $0 8 $1,064 16 $2,624 0 $0 42 $6,762 $500 $7,262 $0 $0 $0 $0 $0 $0 $7,262

6.4. Reproduction of other ALP Drawings 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 4 $656 0 $0 4 $656 $500 $1,156 $0 $0 $0 $0 $0 $0 $1,156

Element Seven/FINANCIAL IMPLEMENTATION PLAN 2 $538 32 $6,048 40 $6,800 0 $0 0 $0 2 $482 30 $6,270 32 $4,256 0 $0 4 $324 142 $18,188 3,300 $28,018 $46,904 $680 $47,584 $0 $0 $0 $75,602

7.1. Inventory of Financial Information 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 $0 $0 $12,310 $680 $12,990 $0 $0 $0 $12,990

7.2. Terminal Area Plan Financial Feasibility Analysis 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 $0 $0 $21,928 $0 $21,928 $0 $0 $0 $21,928

7.3. Financial Analysis Documentation 0 $0 2 $378 2 $340 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 4 $718 $0 $718 $12,666 $0 $12,666 $0 $0 $0 $13,384

7.4. Develop Working Paper 3 2 $538 8 $1,512 12 $2,040 0 $0 0 $0 2 $482 8 $1,672 12 $1,596 0 $0 4 $324 48 $8,164 $500 $8,664 $0 $0 $0 $0 $0 $0 $8,664

7.5. Conduct Study Committee/Progress Meeting 3 0 $0 12 $2,268 12 $2,040 0 $0 0 $0 0 $0 12 $2,508 16 $2,128 0 $0 0 $0 52 $8,944 $2,800 $11,744 $0 $0 $0 $0 $0 $0 $11,744


7.6. Prepare Summary of Input and Response to Comments 0 $0 2 $378 6 $1,020 0 $0 0 $0 0 $0 2 $418 4 $532 0 $0 0 $0 14 $2,348 $0 $2,348 $0 $0 $0 $0 $0 $0 $2,348

Element Eight/PUBLIC OUTREACH PROGRAM 12 $3,228 44 $8,316 52 $8,840 0 $0 0 $0 0 $0 40 $8,360 80 $10,640 0 $0 0 $0 228 $31,068 $9,000 $48,384 $0 $0 $0 $0 $0 $0 $48,384

Logplan (Baggage Handling Systems)Senior Planner

Project Architect/Project

PlannerProject Director MEAD & HUNT (Prime)

RICONDO (Terminal Programming and

Financial)Admin./ClericalTechnician

Senior Terminal

Planner/Senior ArchitectProject Manager

Page 1

8.1. TAP Study Committee 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

8.2. Airport Commission Meetings 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

8.3. Public Information Meetings 12 $3,228 40 $7,560 40 $6,800 0 $0 0 $0 0 $0 40 $8,360 40 $5,320 0 $0 0 $0 172 $31,268 $9,000 $40,268 $0 $0 $0 $0 $0 $0 $40,268

8.4. Outreach Support 0 $0 4 $756 12 $2,040 0 $0 0 $0 0 $0 0 $0 40 $5,320 0 $0 0 $0 56 $8,116 $0 $8,116 $0 $0 $0 $0 $0 $0 $8,116

Element Nine/DOCUMENTATION 16 4,304 16 3,024 32 5,440 0 0 0 0 4 964 24 5,016 40 5,320 8 1,312 4 324 144 $21,716 6,000 31,704 $0 $0 $0 $0 $0 $0 $31,704

9.1. Draft Report 8 $2,152 8 $1,512 16 $2,720 0 $0 0 $0 2 $482 12 $2,508 20 $2,660 4 $656 2 $162 72 $12,852 $3,000 $15,852 $0 $0 $0 $0 $0 $0 $15,852

9.2. Final Report 8 $2,152 8 $1,512 16 $2,720 0 $0 0 $0 2 $482 12 $2,508 20 $2,660 4 $656 2 $162 72 $12,852 $3,000 $15,852 $0 $0 $0 $0 $0 $0 $15,852

TOTALS 62 $16,678 410 $77,490 574 $97,778 24 $5,976 120 $17,400 60 $14,460 440 $92,080 466 $61,978 328 $54,212 22 $1,782 2,506 $439,834 $66,200 $506,034 $116,640 $1,180 $117,820 $13,140 $1,980 $15,120 $638,974

Page 2

Page i \\Corp.meadhunt.com\sharedfolders\entp\3095800\210023.01\CFEE\Agreement\Pieces\Exhibit C_Federal Provisions for SPONSORS Contracts to MH_2018_Final.docx FAA Issued December 2017-last Edition June 2018.

FEDERAL CONTRACT PROVISIONS FOR AIRPORT IMPROVEMENT

PROGRAM PROJECTS

The following provisions are hereby included in and made part of the attached Contract between YAMPA

VALLEY REGIONAL AIRPORT (OWNER) and MEAD & HUNT, INC.

Contents

A1 ACCESS TO RECORDS AND REPORTS .................................................................................. 1

A2 BREACH OF CONTRACT TERMS ........................................................................................... 1

A3 BUY AMERICAN PREFERENCE .............................................................................................. 1

A4 CIVIL RIGHTS - GENERAL ....................................................................................................... 4

A5 CLEAN AIR AND WATER POLLUTION CONTROL ............................................................. 6

A6 CONTRACT WORKHOURS AND SAFETY STANDARDS ACT REQUIREMENTS ........... 6

A7 COPELAND “ANTI-KICKBACK” ACT .................................................................................... 7

A8 DEBARMENT AND SUSPENSION ........................................................................................... 7

A9 DISADVANTAGED BUSINESS ENTERPRISE ........................................................................ 8

A10 DISTRACTED DRIVING ........................................................................................................ 9

A11 ENERGY CONSERVATION REQUIREMENTS ................................................................... 9

A12 DRUG FREE WORKPLACE REQUIREMENTS ................................................................... 9

A13 EQUAL EMPLOYEMENT OPPORTUNITY (EEO) .............................................................. 9

A14 FEDERAL FAIR LABOR STANDARDS ACT (FEDERAL MINIMUM WAGE).............. 10

A15 LOBBYING AND INFLUENCING FEDERAL EMPLOYEES ........................................... 11

A16 PROHIBITION of SEGREGATED FACILITIES ................................................................. 11

A17 OCCUPATIONAL SAFETY AND HEALTH ACT OF 1970 ............................................... 12

A18 RIGHT TO INVENTIONS ..................................................................................................... 12

A19 SEISMIC SAFETY ................................................................................................................. 12

A20 TAX DELINQUENCY AND FELONY CONVICTIONS .................................................... 13

A21 TERMINATION OF CONTRACT ........................................................................................ 13

A22 TRADE RESTRICTION CERTIFICATION ......................................................................... 15

A23 VETERAN’S PREFERENCE ................................................................................................ 16

Page 1 FAA Issued December 2017-last Revised June 2018.

A 1 A C CES S T O RE CO R DS A N D RE POR TS

ACCESS TO RECORDS AND REPORTS

The Contractor must maintain an acceptable cost accounting system. The Contractor agrees to provide

the Owner, the Federal Aviation Administration and the Comptroller General of the United States or any

of their duly authorized representatives access to any books, documents, papers and records of the

Contractor which are directly pertinent to the specific contract for the purpose of making audit,

examination, excerpts and transcriptions. The Contractor agrees to maintain all books, records and

reports required under this contract for a period of not less than three years after final payment is made

and all pending matters are closed.

A 2 B RE A CH OF C ONT R AC T TE R MS

BREACH OF CONTRACT TERMS

Any violation or breach of terms of this contract on the part of the Consultant or its subcontractors may

result in the suspension or termination of this contract or such other action that may be necessary to

enforce the rights of the parties of this agreement.

Owner will provide Consultant written notice that describes the nature of the breach and corrective

actions the Consultant must undertake in order to avoid termination of the contract. Owner reserves the

right to withhold payments to Contractor until such time the Contractor corrects the breach or the Owner

elects to terminate the contract. The Owner’s notice will identify a specific date by which the Consultant

must correct the breach. Owner may proceed with termination of the contract if the Consultant fails to

correct the breach by the deadline indicated in the Owner’s notice.

The duties and obligations imposed by the Contract Documents and the rights and remedies available

thereunder are in addition to, and not a limitation of, any duties, obligations, rights and remedies

otherwise imposed or available by law.

A 3 B U Y A ME RI C AN P R EFE RE N CE

BUY AMERICAN PREFERENCE

The Contractor agrees to comply with 49 USC § 50101, which provides that Federal funds may not be

obligated unless all steel and manufactured goods used in AIP funded projects are produced in the

United States, unless the Federal Aviation Administration has issued a waiver for the product; the

product is listed as an Excepted Article, Material Or Supply in Federal Acquisition Regulation subpart

25.108; or is included in the FAA Nationwide Buy American Waivers Issued list.

A bidder or offeror must complete and submit the Buy America certification included herein with their

bid or offer. The Owner will reject as nonresponsive any bid or offer that does not include a completed

Certificate of Buy American Compliance.


Certificate of Buy American Compliance for Manufactured Products

As a matter of bid responsiveness, the bidder or offeror must complete, sign, date, and submit this

certification statement with their proposal. The bidder or offeror must indicate how they intend to

comply with 49 USC § 50101 by selecting one on the following certification statements. These

statements are mutually exclusive. Bidder must select one or the other (not both) by inserting a

checkmark () or the letter “X”.

Bidder or offeror hereby certifies that it will comply with 49 USC § 50101 by:

a) Only installing steel and manufactured products produced in the United States;

b) Installing manufactured products for which the Federal Aviation Administration (FAA)

has issued a waiver as indicated by inclusion on the current FAA Nationwide Buy

American Waivers Issued listing; or

c) Installing products listed as an Excepted Article, Material or Supply in Federal

Acquisition Regulation Subpart 25.108.

By selecting this certification statement, the bidder or offeror agrees:

1. To provide to the Owner evidence that documents the source and origin of the steel and

manufactured product.

2. To faithfully comply with providing U.S. domestic product.

3. To furnish U.S. domestic product for any waiver request that the FAA rejects

4. To refrain from seeking a waiver request after establishment of the contract, unless

extenuating circumstances emerge that the FAA determines justified.

The bidder or offeror hereby certifies it cannot comply with the 100 percent Buy American

Preferences of 49 USC § 50101(a) but may qualify for either a Type 3 or Type 4 waiver under

49 USC § 50101(b). By selecting this certification statement, the apparent bidder or offeror with

the apparent low bid agrees:

1. To the submit to the Owner within 15 calendar days of the bid opening, a formal

waiver request and required documentation that supports the type of waiver being

requested.

2. That failure to submit the required documentation within the specified timeframe is

cause for a non-responsive determination may result in rejection of the proposal.

3. To faithfully comply with providing U.S. domestic products at or above the approved

U.S. domestic content percentage as approved by the FAA.

4. To refrain from seeking a waiver request after establishment of the contract, unless

extenuating circumstances emerge that the FAA determines justified.

Required Documentation

Type 3 Waiver – The cost of the item components and subcomponents produced in the United States is

more that 60 percent of the cost of all components and subcomponents of the “item”. The required

documentation for a Type 3 waiver is:

a) Listing of all product components and subcomponents that are not comprised of 100

percent U.S. domestic content (Excludes products listed on the FAA Nationwide Buy

American Waivers Issued listing and products excluded by Federal Acquisition

X


Regulation Subpart 25.108; products of unknown origin must be considered as non-

domestic products in their entirety).

b) Cost of non-domestic components and subcomponents, excluding labor costs associated

with final assembly at place of manufacture.

c) Percentage of non-domestic component and subcomponent cost as compared to total

“item” component and subcomponent costs, excluding labor costs associated with final

assembly at place of manufacture.

Type 4 Waiver – Total cost of project using U.S. domestic source product exceeds the total project cost

using non-domestic product by 25 percent. The required documentation for a Type 4 of waiver is:

a) Detailed cost information for total project using U.S. domestic product

b) Detailed cost information for total project using non-domestic product

False Statements: Per 49 USC § 47126, this certification concerns a matter within the jurisdiction of

the Federal Aviation Administration and the making of a false, fictitious or fraudulent certification may

render the maker subject to prosecution under Title 18, United States Code.

Date Signature

Mead & Hunt, Inc. Vice-President

Company Name Title

1895jkl

COMMENT

April 3, 2022


A 4 C I VIL RIG HTS - GE NE R AL

GENERAL CIVIL RIGHTS PROVISIONS

The Contractor agrees to comply with pertinent statutes, Executive Orders and such rules as are

promulgated to ensure that no person shall, on the grounds of race, creed, color, national origin, sex,

age, or disability be excluded from participating in any activity conducted with or benefiting from

Federal assistance.

This provision binds the Contractor and subcontractors from the bid solicitation period through the

completion of the contract. This provision is in addition to that required by Title VI of the Civil Rights

Act of 1964.

CIVIL RIGHTS – TITLE VI ASSURANCE

Title VI Solicitation Notice:

Routt County, in accordance with the provisions of Title VI of the Civil Rights Act of 1964 (78 Stat.

252, 42 USC §§ 2000d to 2000d-4) and the Regulations, hereby notifies all bidders or offerors that it

will affirmatively ensure that any contract entered into pursuant to this advertisement, disadvantaged

business enterprises will be afforded full and fair opportunity to submit bids in response to this

invitation and will not be discriminated against on the grounds of race, color, or national origin in

consideration for an award.

Compliance with Nondiscrimination Requirements:

During the performance of this contract, the Contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “Contractor”), agrees as follows:

1. Compliance with Regulations: The Contractor (hereinafter includes consultants) will comply with the Title VI List of Pertinent Nondiscrimination Acts and Authorities, as they may be amended from time to time, which are herein incorporated by reference and made a part of this contract.

2. Nondiscrimination: The Contractor, with regard to the work performed by it during the contract, will not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. The Contractor will not participate directly or indirectly in the discrimination prohibited by the Nondiscrimination Acts and Authorities, including employment practices when the contract covers any activity, project, or program set forth in Appendix B of 49 CFR part 21.

3. Solicitations for Subcontracts, including Procurements of Materials and Equipment: In all solicitations, either by competitive bidding or negotiation made by the Contractor for work to be performed under a subcontract, including procurements of materials, or leases of equipment, each potential subcontractor or supplier will be notified by the Contractor of the contractor’s obligations under this contract and the Nondiscrimination Acts and Authorities on the grounds of race, color, or national origin.

4. Information and Reports: The Contractor will provide all information and reports required by the Acts, the Regulations, and directives issued pursuant thereto and will permit access to its books, records, accounts, other sources of information, and its facilities as may be determined by the sponsor or the Federal Aviation Administration to be pertinent to ascertain compliance with such Nondiscrimination Acts and Authorities and instructions. Where any information required of a contractor is in the exclusive possession of another who fails or


refuses to furnish the information, the Contractor will so certify to the sponsor or the Federal Aviation Administration, as appropriate, and will set forth what efforts it has made to obtain the information.

5. Sanctions for Noncompliance: In the event of a Contractor’s noncompliance with the non-discrimination provisions of this contract, the sponsor will impose such contract sanctions as it or the Federal Aviation Administration may determine to be appropriate, including, but not limited to:

a. Withholding payments to the Contractor under the contract until the Contractor complies; and/or

b. Cancelling, terminating, or suspending a contract, in whole or in part.

6. Incorporation of Provisions: The Contractor will include the provisions of paragraphs one

through six in every subcontract, including procurements of materials and leases of

equipment, unless exempt by the Acts, the Regulations, and directives issued pursuant

thereto. The Contractor will take action with respect to any subcontract or procurement as

the sponsor or the Federal Aviation Administration may direct as a means of enforcing such

provisions including sanctions for noncompliance. Provided, that if the Contractor becomes

involved in, or is threatened with litigation by a subcontractor, or supplier because of such

direction, the Contractor may request the sponsor to enter into any litigation to protect the

interests of the sponsor. In addition, the Contractor may request the United States to enter

into the litigation to protect the interests of the United States.

Title VI List of Pertinent Nondiscrimination Acts and Authorities

During the performance of this contract, the Contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “Contractor”) agrees to comply with the following non-discrimination statutes and authorities; including but not limited to:

• Title VI of the Civil Rights Act of 1964 (42 USC § 2000d et seq., 78 stat. 252) (prohibits discrimination on the basis of race, color, national origin);

• 49 CFR part 21 (Non-discrimination in Federally-assisted programs of the Department of Transportation—Effectuation of Title VI of the Civil Rights Act of 1964);

• The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 USC § 4601) (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects);

• Section 504 of the Rehabilitation Act of 1973 (29 USC § 794 et seq.), as amended (prohibits discrimination on the basis of disability); and 49 CFR part 27;

• The Age Discrimination Act of 1975, as amended (42 USC § 6101 et seq.) (prohibits discrimination on the basis of age);

• Airport and Airway Improvement Act of 1982 (49 USC § 471, Section 47123), as amended (prohibits discrimination based on race, creed, color, national origin, or sex);

• The Civil Rights Restoration Act of 1987 (PL 100-209) (broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, the Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to include all of the programs or activities of the Federal-aid recipients, sub-recipients and contractors, whether such programs or activities are Federally funded or not);


• Titles II and III of the Americans with Disabilities Act of 1990, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 USC §§ 12131 – 12189) as implemented by U.S. Department of Transportation regulations at 49 CFR parts 37 and 38;

• The Federal Aviation Administration’s Nondiscrimination statute (49 USC § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex);

• Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures nondiscrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations;

• Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);

• Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 USC 1681 et seq).

A 5 C LE A N AI R A N D W AT ER P OLL UT IO N C ONT RO L

CLEAN AIR AND WATER POLLUTION CONTROL

Contractor agrees to comply with all applicable standards, orders, and regulations issued pursuant to the

Clean Air Act (42 USC § 740-7671q) and the Federal Water Pollution Control Act as amended (33 USC

§ 1251-1387). The Contractor agrees to report any violation to the Owner immediately upon discovery.

The Owner assumes responsibility for notifying the Environmental Protection Agency (EPA) and the

Federal Aviation Administration.

Contractor must include this requirement in all subcontracts that exceeds $150,000.

A 6 C O NT RA CT W ORK HO URS AN D S AF ET Y S TA N DA R DS A CT

R EQ UI RE ME NTS

CONTRACT WORKHOURS AND SAFETY STANDARDS ACT REQUIREMENTS

1. Overtime Requirements.

No contractor or subcontractor contracting for any part of the contract work which may require or

involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic,

including watchmen and guards, in any workweek in which he or she is employed on such work to work

in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a

rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty

hours in such workweek.

2. Violation; Liability for Unpaid Wages; Liquidated Damages.

In the event of any violation of the clause set forth in paragraph (1) of this clause, the Contractor and

any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor

and subcontractor shall be liable to the United States (in the case of work done under contract for the

District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such


liquidated damages shall be computed with respect to each individual laborer or mechanic, including

watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this clause, in the

sum of $10 for each calendar day on which such individual was required or permitted to work in excess

of the standard workweek of forty hours without payment of the overtime wages required by the clause

set forth in paragraph (1) of this clause.

3. Withholding for Unpaid Wages and Liquidated Damages.

The Federal Aviation Administration (FAA) or the Owner shall upon its own action or upon written

request of an authorized representative of the Department of Labor withhold or cause to be withheld,

from any moneys payable on account of work performed by the contractor or subcontractor under any

such contract or any other Federal contract with the same prime contractor, or any other federally

assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the

same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such

contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth

in paragraph (2) of this clause.

4. Subcontractors.

The Contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraphs (1)

through (4) and also a clause requiring the subcontractor to include these clauses in any lower tier

subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower

tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this clause.

A 7 C O PEL AN D “ A NTI - KI CKB A CK” ACT

COPELAND “ANTI-KICKBACK” ACT

Contractor must comply with the requirements of the Copeland “Anti-Kickback” Act (18 USC 874 and

40 USC 3145), as supplemented by Department of Labor regulation 29 CFR part 3. Contractor and

subcontractors are prohibited from inducing, by any means, any person employed on the project to give

up any part of the compensation to which the employee is entitled. The Contractor and each

Subcontractor must submit to the Owner, a weekly statement on the wages paid to each employee

performing on covered work during the prior week. Owner must report any violations of the Act to the

Federal Aviation Administration.

A 8 D EB A RM EN T A ND S US PE NS I ON

CERTIFICATION OF OFFERER/BIDDER REGARDING DEBARMENT

By submitting a bid/proposal under this solicitation, the bidder or offeror certifies that neither it nor its

principals are presently debarred or suspended by any Federal department or agency from participation

in this transaction.

CERTIFICATION OF LOWER TIER CONTRACTORS REGARDING DEBARMENT

The successful bidder, by administering each lower tier subcontract that exceeds $25,000 as a “covered

transaction”, must verify each lower tier participant of a “covered transaction” under the project is not

presently debarred or otherwise disqualified from participation in this federally assisted project. The

successful bidder will accomplish this by:


1. Checking the System for Award Management at website: http://www.sam.gov.

2. Collecting a certification statement similar to the Certification of Offerer /Bidder Regarding

Debarment, above.

3. Inserting a clause or condition in the covered transaction with the lower tier contract.

If the Federal Aviation Administration later determines that a lower tier participant failed to disclose to

a higher tier participant that it was excluded or disqualified at the time it entered the covered transaction,

the FAA may pursue any available remedies, including suspension and debarment of the non-compliant

participant.

A 9 D IS A DV A NT AGED B US IN ES S EN TE R PR IS E

The requirements of 49 CFR part 26 apply to this contract. It is the policy of the Routt County to

practice nondiscrimination based on race, color, sex, or national origin in the award or performance of

this contract. The Owner encourages participation by all firms qualifying under this solicitation

regardless of business size or ownership.

DISADVANTAGED BUSINESS ENTERPRISES

Contract Assurance (§ 26.13) –

The Contractor or subcontractor shall not discriminate on the basis of race, color, national origin, or sex

in the performance of this contract. The Contractor shall carry out applicable requirements of 49 CFR

part 26 in the award and administration of Department of Transportation-assisted contracts. Failure by

the Contractor to carry out these requirements is a material breach of this contract, which may result in

the termination of this contract or such other remedy as the Owner deems appropriate, which may

include, but is not limited to:

1) Withholding monthly progress payments;

2) Assessing sanctions;

3) Liquidated damages; and/or

4) Disqualifying the Contractor from future bidding as non-responsible.

Prompt Payment (§26.29) – The prime contractor agrees to pay each subcontractor under this prime

contract for satisfactory performance of its contract no later than 30 days from the receipt of each

payment the prime contractor receives from Routt County. The prime contractor agrees further to

return retainage payments to each subcontractor within 30 days after the subcontractor’s work is

satisfactorily completed. Any delay or postponement of payment from the above referenced time frame

may occur only for good cause following written approval of the Routt County. This clause applies to

both DBE and non-DBE subcontractors.


A 1 0 D IS T R A CTE D D RI V IN G

TEXTING WHEN DRIVING

In accordance with Executive Order 13513, “Federal Leadership on Reducing Text Messaging While

Driving”, (10/1/2009) and DOT Order 3902.10, “Text Messaging While Driving”, (12/30/2009), the

Federal Aviation Administration encourages recipients of Federal grant funds to adopt and enforce

safety policies that decrease crashes by distracted drivers, including policies to ban text messaging while

driving when performing work related to a grant or subgrant.

In support of this initiative, the Owner encourages the Contractor to promote policies and initiatives for

its employees and other work personnel that decrease crashes by distracted drivers, including policies

that ban text messaging while driving motor vehicles while performing work activities associated with

the project. The Contractor must include the substance of this clause in all sub-tier contracts exceeding

$3,500 that involve driving a motor vehicle in performance of work activities associated with the

project.

A 1 1 E NE RG Y CO NS ER V AT IO N RE QU IR E ME NTS

ENERGY CONSERVATION REQUIREMENTS

Contractor and Subcontractor agree to comply with mandatory standards and policies relating to energy

efficiency as contained in the state energy conservation plan issued in compliance with the Energy

Policy and Conservation Act (42 USC 6201et seq).

A 1 2 D R UG FRE E WOR K PL ACE REQ UIR E ME NTS

The Drug-Free Workplace Act of 1988 requires some Federal contractors and all Federal grantees to

agree that they will provide drug-free workplaces as a condition of receiving a contract or grant from a

Federal agency.

A 1 3 EQ U AL E MP LO YE ME NT O PPO RTU N IT Y (E EO )

EQUAL OPPORTUNITY CLAUSE

During the performance of this contract, the Contractor agrees as follows:

(1) The Contractor will not discriminate against any employee or applicant for employment because of

race, color, religion, sex, or national origin. The Contractor will take affirmative action to ensure that

applicants are employed, and that employees are treated during employment, without regard to their

race, color, religion, sex, sexual orientation, gender identify, or national origin. Such action shall

include, but not be limited to, the following: employment, upgrading, demotion, or transfer; recruitment

or recruitment advertising; layoff, or termination; rates of pay or other forms of compensation; and

selection for training, including apprenticeship. The Contractor agrees to post in conspicuous places,

available to employees and applicants for employment, notices to be provided setting forth the

provisions of this nondiscrimination clause.

(2) The Contractor will, in all solicitations or advertisements for employees placed by or on behalf of

the Contractor, state that all qualified applicants will receive considerations for employment without

regard to race, color, religion, sex, or national origin.


(3) The Contractor will send to each labor union or representative of workers with which it has a

collective bargaining agreement or other contract or understanding, a notice to be provided advising the

said labor union or workers’ representatives of the Contractor’s commitments under this section and

shall post copies of the notice in conspicuous places available to employees and applicants for

employment.

(4) The Contractor will comply with all provisions of Executive Order 11246 of September 24, 1965,

and of the rules, regulations, and relevant orders of the Secretary of Labor.

(5) The Contractor will furnish all information and reports required by Executive Order 11246 of

September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto,

and will permit access to his books, records, and accounts by the administering agency and the Secretary

of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders.

(6) In the event of the Contractor’s noncompliance with the nondiscrimination clauses of this contract or

with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or

suspended in whole or in part and the Contractor may be declared ineligible for further Government

contracts or federally assisted construction contracts in accordance with procedures authorized in

Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies

invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of

the Secretary of Labor, or as otherwise provided by law.

(7) The Contractor will include the portion of the sentence immediately preceding paragraph (1) and the

provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by

rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order

11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or

vendor. The Contractor will take such action with respect to any subcontract or purchase order as the

administering agency may direct as a means of enforcing such provisions, including sanctions for

noncompliance: Provided, however, that in the event a contractor becomes involved in, or is threatened

with, litigation with a subcontractor or vendor as a result of such direction by the administering agency

the Contractor may request the United States to enter into such litigation to protect the interests of the

United States.

A 1 4 F E DER AL F A IR LA BO R S TA N D ARD S A CT ( FE DE RAL

M I NI M U M W AGE)

All contracts and subcontracts that result from this solicitation incorporate by reference the provisions of

29 CFR part 201, the Federal Fair Labor Standards Act (FLSA), with the same force and effect as if

given in full text. The FLSA sets minimum wage, overtime pay, recordkeeping, and child labor

standards for full and part-time workers.

The Consultant has full responsibility to monitor compliance to the referenced statute or regulation. The

Consultant must address any claims or disputes that arise from this requirement directly with the U.S.

Department of Labor – Wage and Hour Division.


A 1 5 LO BB YI NG A N D IN F LUE N CI NG F ED E RA L E M PLO YEE S

CERTIFICATION REGARDING LOBBYING

The Bidder or Offeror certifies by signing and submitting this bid or proposal, to the best of his or her

knowledge and belief, that:

(1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the Bidder or

Offeror, to any person for influencing or attempting to influence an officer or employee of an

agency, a Member of Congress, an officer or employee of Congress, or an employee of a

Member of Congress in connection with the awarding of any Federal contract, the making of

any Federal grant, the making of any Federal loan, the entering into of any cooperative

agreement, and the extension, continuation, renewal, amendment, or modification of any

Federal contract, grant, loan, or cooperative agreement.

(2) If any funds other than Federal appropriated funds have been paid or will be paid to any person

for influencing or attempting to influence an officer or employee of any agency, a Member of

Congress, an officer or employee of Congress, or an employee of a Member of Congress in

connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned

shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in

accordance with its instructions.

(3) The undersigned shall require that the language of this certification be included in the award

documents for all sub-awards at all tiers (including subcontracts, subgrants, and contracts under

grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose

accordingly.

This certification is a material representation of fact upon which reliance was placed when this

transaction was made or entered into. Submission of this certification is a prerequisite for making or

entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file

the required certification shall be subject to a civil penalty of not less than $10,000 and not more than

$100,000 for each such failure.

A 1 6 P R OHI BIT IO N of S E GR EG ATE D F AC IL ITI ES

PROHIBITION OF SEGREGATED FACILITIES

(a) The Contractor agrees that it does not and will not maintain or provide for its employees any

segregated facilities at any of its establishments, and that it does not and will not permit its employees to

perform their services at any location under its control where segregated facilities are maintained. The

Contractor agrees that a breach of this clause is a violation of the Equal Employment Opportunity clause

in this contract.

(b) “Segregated facilities,” as used in this clause, means any waiting rooms, work areas, rest rooms and

wash rooms, restaurants and other eating areas, time clocks, locker rooms and other storage or dressing

areas, parking lots, drinking fountains, recreation or entertainment areas, transportation, and housing

facilities provided for employees that are segregated by explicit directive or are in fact segregated on the

basis of race, color, religion, sex, or national origin because of written or oral policies or employee


custom. The term does not include separate or single-user rest rooms or necessary dressing or sleeping

areas provided to assure privacy between the sexes.

(c) The Contractor shall include this clause in every subcontract and purchase order that is subject to the

Equal Employment Opportunity clause of this contract.

A17 OCCUPATIONAL SAFETY AND HEALTH ACT OF 1970

All contracts and subcontracts that result from this solicitation incorporate by reference the requirements

of 29 CFR Part 1910 with the same force and effect as if given in full text. The employer must provide

a work environment that is free from recognized hazards that may cause death or serious physical harm

to the employee. The employer retains full responsibility to monitor its compliance and their

subcontractor’s compliance with the applicable requirements of the Occupational Safety and Health Act

of 1970 (20 CFR Part 1910). The employer must address any claims or disputes that pertain to a

referenced requirement directly with the U.S. Department of Labor – Occupational Safety and Health

Administration.

A18 RIGHT TO INVENTIONS

RIGHTS TO INVENTIONS

Contracts or agreements that include the performance of experimental, developmental, or research work

must provide for the rights of the Federal Government and the Owner in any resulting invention as

established by 37 CFR part 401, Rights to Inventions Made by Non-profit Organizations and Small

Business Firms under Government Grants, Contracts, and Cooperative Agreements. This contract

incorporates by reference the patent and inventions rights as specified within 37 CFR §401.14.

Contractor must include this requirement in all sub-tier contracts involving experimental,

developmental, or research work.

A 1 9 S E IS MI C S A FET Y

P r o f es s ion a l S e rv ic e A gr e em en ts fo r D e s ign

SEISMIC SAFETY

In the performance of design services, the Consultant agrees to furnish a building design and associated

construction specification that conform to a building code standard that provides a level of seismic

safety substantially equivalent to standards as established by the National Earthquake Hazards

Reduction Program (NEHRP). Local building codes that model their building code after the current

version of the International Building Code (IBC) meet the NEHRP equivalency level for seismic safety.

At the conclusion of the design services, the Consultant agrees to furnish the Owner a “certification of

compliance” that attests conformance of the building design and the construction specifications with the

seismic standards of NEHRP or an equivalent building code.


A 2 0 T A X DEL IN QU ENC Y AN D FE LO NY C ON VI CT IO NS

CERTIFICATION OF OFFERER/BIDDER REGARDING TAX DELINQUENCY AND

FELONY CONVICTIONS

The applicant must complete the following two certification statements. The applicant must indicate its

current status as it relates to tax delinquency and felony conviction by inserting a checkmark () in the

space following the applicable response. The applicant agrees that, if awarded a contract resulting from

this solicitation, it will incorporate this provision for certification in all lower tier subcontracts.

Certifications

The applicant represents that it is not ( ) a corporation that has any unpaid Federal tax liability

that has been assessed, for which all judicial and administrative remedies have been exhausted or

have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the

authority responsible for collecting the tax liability.

The applicant represents that it is not ( ) is not a corporation that was convicted of a criminal

violation under any Federal law within the preceding 24 months.

Term Definitions

Felony conviction: Felony conviction means a conviction within the preceding twenty-four (24) months of a felony criminal violation under any Federal law and includes conviction of an offense defined in a section of the U.S. code that specifically classifies the offense as a felony and conviction of an offense that is classified as a felony under 18 U.S.C. § 3559.

Tax Delinquency: A tax delinquency is any unpaid Federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted, or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability.

A 2 1 TE R MI N AT IO N OF CO NT RA CT

TERMINATION FOR CONVENIENCE (PROFESSIONAL SERVICES)

The Owner may, by written notice to the Consultant, terminate this Agreement for its convenience and

without cause or default on the part of Consultant. Upon receipt of the notice of termination, except as

explicitly directed by the Owner, the Contractor must immediately discontinue all services affected.

Upon termination of the Agreement, the Consultant must deliver to the Owner all data, surveys, models,

drawings, specifications, reports, maps, photographs, estimates, summaries, and other documents and

materials prepared by the Engineer under this contract, whether complete or partially complete.

Owner agrees to make just and equitable compensation to the Consultant for satisfactory work

completed up through the date the Consultant receives the termination notice. Compensation will not

include anticipated profit on non-performed services.

Owner further agrees to hold Consultant harmless for errors or omissions in documents that are

incomplete as a result of the termination action under this clause.


TERMINATION FOR DEFAULT (PROFESSIONAL SERVICES)

Either party may terminate this Agreement for cause if the other party fails to fulfill its obligations that

are essential to the completion of the work per the terms and conditions of the Agreement. The party

initiating the termination action must allow the breaching party an opportunity to dispute or cure the

breach.

The terminating party must provide the breaching party [7] days advance written notice of its intent to

terminate the Agreement. The notice must specify the nature and extent of the breach, the conditions

necessary to cure the breach, and the effective date of the termination action. The rights and remedies in

this clause are in addition to any other rights and remedies provided by law or under this agreement.

a) Termination by Owner: The Owner may terminate this Agreement in whole or in part, for the failure of the Consultant to: 1. Perform the services within the time specified in this contract or by Owner approved extension;

2. Make adequate progress so as to endanger satisfactory performance of the Project; or

3. Fulfill the obligations of the Agreement that are essential to the completion of the Project.

Upon receipt of the notice of termination, the Consultant must immediately discontinue all services

affected unless the notice directs otherwise. Upon termination of the Agreement, the Consultant must

deliver to the Owner all data, surveys, models, drawings, specifications, reports, maps, photographs,

estimates, summaries, and other documents and materials prepared by the Engineer under this

contract, whether complete or partially complete.

Owner agrees to make just and equitable compensation to the Consultant for satisfactory work

completed up through the date the Consultant receives the termination notice. Compensation will not

include anticipated profit on non-performed services.

Owner further agrees to hold Consultant harmless for errors or omissions in documents that are

incomplete as a result of the termination action under this clause.

If, after finalization of the termination action, the Owner determines the Consultant was not in default

of the Agreement, the rights and obligations of the parties shall be the same as if the Owner issued the

termination for the convenience of the Owner.

b) Termination by Consultant: The Consultant may terminate this Agreement in whole or in part, if

the Owner:

1. Defaults on its obligations under this Agreement;

2. Fails to make payment to the Consultant in accordance with the terms of this Agreement;

3. Suspends the Project for more than [180] days due to reasons beyond the control of the

Consultant.

Upon receipt of a notice of termination from the Consultant, Owner agrees to cooperate with

Consultant for the purpose of terminating the agreement or portion thereof, by mutual consent. If

Owner and Consultant cannot reach mutual agreement on the termination settlement, the Consultant

may, without prejudice to any rights and remedies it may have, proceed with terminating all or parts

of this Agreement based upon the Owner’s breach of the contract.

In the event of termination due to Owner breach, the Engineer is entitled to invoice Owner and to

receive full payment for all services performed or furnished in accordance with this Agreement and


all justified reimbursable expenses incurred by the Consultant through the effective date of

termination action. Owner agrees to hold Consultant harmless for errors or omissions in documents

that are incomplete as a result of the termination action under this clause.

A 2 2 T R AD E RES T RI CT IO N CE RTI FI C AT IO N

TRADE RESTRICTION CERTIFICATION

By submission of an offer, the Offeror certifies that with respect to this solicitation and any resultant

contract, the Offeror –

1) is not owned or controlled by one or more citizens of a foreign country included in the list of

countries that discriminate against U.S. firms as published by the Office of the United States

Trade Representative (USTR);

2) has not knowingly entered into any contract or subcontract for this project with a person that is

a citizen or national of a foreign country included on the list of countries that discriminate

against U.S. firms as published by the USTR; and

3) has not entered into any subcontract for any product to be used on the Federal project that is

produced in a foreign country included on the list of countries that discriminate against U.S.

firms published by the USTR.

This certification concerns a matter within the jurisdiction of an agency of the United States of America

and the making of a false, fictitious, or fraudulent certification may render the maker subject to

prosecution under Title 18 USC Section 1001.

The Offeror/Contractor must provide immediate written notice to the Owner if the Offeror/Contractor

learns that its certification or that of a subcontractor was erroneous when submitted or has become

erroneous by reason of changed circumstances. The Contractor must require subcontractors provide

immediate written notice to the Contractor if at any time it learns that its certification was erroneous by

reason of changed circumstances.

Unless the restrictions of this clause are waived by the Secretary of Transportation in accordance with

49 CFR 30.17, no contract shall be awarded to an Offeror or subcontractor:

1) who is owned or controlled by one or more citizens or nationals of a foreign country included on the list of countries that discriminate against U.S. firms published by the USTR or

2) whose subcontractors are owned or controlled by one or more citizens or nationals of a foreign country on such USTR list or

3) who incorporates in the public works project any product of a foreign country on such USTR list.

Nothing contained in the foregoing shall be construed to require establishment of a system of records in

order to render, in good faith, the certification required by this provision. The knowledge and

information of a contractor is not required to exceed that which is normally possessed by a prudent

person in the ordinary course of business dealings.

The Offeror agrees that, if awarded a contract resulting from this solicitation, it will incorporate this

provision for certification without modification in all lower tier subcontracts. The Contractor may rely

on the certification of a prospective subcontractor that it is not a firm from a foreign country included on


the list of countries that discriminate against U.S. firms as published by USTR, unless the Offeror has

knowledge that the certification is erroneous.

This certification is a material representation of fact upon which reliance was placed when making an

award. If it is later determined that the Contractor or subcontractor knowingly rendered an erroneous

certification, the Federal Aviation Administration (FAA) may direct through the Owner cancellation of

the contract or subcontract for default at no cost to the Owner or the FAA.

A 2 3 V ETE R A N’S PREF E REN CE

VETERAN’S PREFERENCE

In the employment of labor (excluding executive, administrative, and supervisory positions), the

Contractor and all sub-tier contractors must give preference to covered veterans as defined within Title

49 United States Code Section 47112. Covered veterans include Vietnam-era veterans, Persian Gulf

veterans, Afghanistan-Iraq war veterans, disabled veterans, and small business concerns (as defined by

15 USC 632) owned and controlled by disabled veterans. This preference only applies when there are

covered veterans readily available and qualified to perform the work to which the employment relates.

1

INTERGOVERNMENTAL AGREEMENT FOR THE PROVISION OF RADIO EQUIPMENT MAINTENANCE

AND REPAIR SERVICES

This Intergovernmental Agreement for the Provision of Radio Equipment Maintenance and Repair Services (the “Agreement”) dated as of ____________, is between the City of _______________, (“Subscriber”) and Routt County, Colorado (“County”) by and through its Board of County Commissioners.

Recitals

A. County provides emergency communications and dispatch services for law enforcement agencies and public emergency responder agencies, including Subscriber.

B. County has a certified radio technician, able to maintain and repair County’s emergency communications equipment as well as Subscriber’s equipment.

C. Subscriber has requested that County provide maintenance and repair service for the emergency communications equipment owned by Subscriber and County is willing to do so subject to the terms and conditions of this Agreement.

D. Subscriber and County intend to set forth in this Agreement the terms and conditions under which County will provide radio technician services for annual tune and alignment of Subscriber’s emergency communication equipment.

Terms and Conditions

1. County will provide a certified radio technician qualified to maintain and repair the emergency communications equipment owned by County and Subscriber. In the event that County has provided services hereunder, but is unable to retain a certified radio technician, the Subscriber fee shall be prorated, based upon the time period during which County was able to retain a certified radio technician.

2. Subject to the provision of Paragraph 1, County shall provide annual tune and alignment services as needed for Subscriber’s emergency communication equipment. County will provide Subscriber an equipment list prior to July each year. Subscriber shall be required to pay for repairs that fall outside of the annual maintenance, parts and batteries needed for repairs. The services proved under this Agreement do not include work that must be performed at a manufacturer’s facility or any required warranty service. The services provided under this Agreement shall be done on a “first come first serve” basis during the radio technician’s regular work hours at the repair workshop to be

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established by County. Subscriber shall be responsible for the transportation of its equipment to and from that workshop. Reprogramming of public safety radios shall be done in conformance with the channel programming requirements as stipulated by the Routt County Communication Advisory Board.

3. Subscriber shall pay to County a Subscriber Fee of $20.00 per radio alias. Any repairs performed by County that fall outside normal maintenance will be charged to Subscriber at an hourly rate of $75.00 for labor. A similar but prorated fee shall be charged for any additional equipment added during the year. Subscriber shall pay the Subscriber Fee to County no later than February 1, 2023 for the first year of the term of this Agreement and by the same date in each additional year during the term of the Agreement. This fee will be addressed and considered annually at the April Communications Advisory Board meeting. Any fee modification will be for the following year unless mutual agreement is made between the County and Subscriber on another date to modify the fee.

4. The initial term of this Agreement shall be from January 1, 2023 through December 31, 2023. This Agreement shall automatically be renewed for additional one year terms, unless either County or Subscriber terminates it by written notice given to the other party no later than November 1 of the current year. The forgoing notwithstanding, each party’s obligations under this Agreement are subject to the adoption of an annual budget by each, which include adequate appropriations for the obligations for the party under this Agreement.

5. Any notice required under this Agreement may be personally delivered, emailed or physically mailed utilizing the United States Postal Service, first class postage prepaid, to the party to be served at the following addresses:

Subscriber: ______________________ C/O Agency Representative ______________________ ______________________ County: Routt County Board of Commissioners 522 Lincoln Avenue Suite #30 Steamboat Springs CO 80487 Notices personally served or emailed, shall be deemed served on the date of delivery. Notices mailed shall be deemed served two business days following the date of mailing if mailed in the State of Colorado, otherwise on the date which is three business days following the date of mailing.

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6. In the event either party to this Agreement brings suit to enforce or interpret any portion of this Agreement, the party substantially prevailing in such actions shall be entitled to recover all costs incurred in such action, including without limitation reasonable attorneys’ fees from the non-prevailing party.

7. This Agreement shall be governed by and construed in accordance with the internal laws of the State of Colorado without reference to choice of laws rules. The parties agree that venue in any action to enforce or interpret this Agreement shall be in the District Court in the Fourteenth Judicial District for the State of Colorado.

8. This Agreement constitutes the entire agreement between the parties concerning the provision of maintenance and repair services for the equipment listed on Exhibit A and any additional equipment subsequently added by amendment of Exhibit A.

SUBSCRIBER By: ___________________________ Agency Representative

ATTEST: _________________________________ _________________________ City Clerk ROUTT COUNTY, COLORADO BOARD OF COUNTY COMMISSIONERS By: ___________________________ Beth Melton, Chairperson

ATTEST: ___________________________ Routt County Clerk

ROUTT COUNTY BOARD OF COUNTY COMMISSIONERS AGENDA COMMUNICATION FORM

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FROM: Jim Cullen TODAY’S DATE: March 31st 2022

AGENDA TITLE:


CHECK ONE THAT APPLIES TO YOUR ITEM: X ACTION ITEM DIRECTION INFORMATION I. DESCRIBE THE REQUEST OR ISSUE: Consideration to approve the updated Intergovernmental Agreement for the Provision of Radio Equipment Maintenance and Repair Services.

II. RECOMMENDED ACTION (motion): Motion to approve the Intergovernmental Agreement for the Provision of Radio Equipment Maintenance and Repair Services dated 4/12/2022

III. DESCRIBE FISCAL IMPACTS (VARIATION TO BUDGET): PROPOSED REVENUE (if applicable): $5,000 CURRENT BUDGETED AMOUNT: $4,140 PROPOSED EXPENDITURE: $0 FUNDING SOURCE: 0 SUPPLEMENTAL BUDGET NEEDED: YES NO X Explanation:

IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS (IDENTIFY ANY COMMUNICATIONS ON THIS ITEM):

ITEM DATE:

ITEM TIME:

April 12th 2022


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V. BACKGROUND INFORMATION: In 2012, the current vendor servicing the Routt County Communications radio maintenance service ceased operations leaving the County to find another vendor. After a few years of not being successful in finding a reliable source for this need, the Communications Department created the Radio Technician position in 2016.Also at that time the Department created the IGA for Radio Maintenance Services for the user agencies in the County. Some of the agencies signed onto the agreement and others found other vendors to fill the need.

Since then the needs of the agencies and the technology has changed and it has been determined that the agreement needs to be updated. The Center Manager and Equipment Technician is aiming to fine tune the details and the pricing of the agreement and the expectations of the services provided.

VI. LEGAL ISSUES: The Routt County Attorney has reviewed and stamped off on this agreement



This is a valuable service needed in our County and the Communications Department is the most logical to provide this service to the user agencies.


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FROM: Jim Cullen TODAY’S DATE: March 31, 2022 AGENDA TITLE: 2022 National Telecommunicator Week CHECK ONE THAT APPLIES TO YOUR ITEM: ACTION ITEM DIRECTION INFORMATION I. DESCRIBE THE REQUEST OR ISSUE: Consideration to adopt the resolution proclaiming the week of April 11th -16th 2022 as Routt County Public Safety Telecommunicators Week.

II. RECOMMENDED ACTION:

Motion to adopt the resolution proclaiming the week of April 10th-16th 2022 as Routt County Public Safety Telecommunicators Week.

III. DESCRIBE FISCAL IMPACTS (VARIATION TO BUDGET): PROPOSED REVENUE: None PROPOSED EXPENDITURE: $0 FUNDING SOURCE:

N/A

IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS (IDENTIFY ANY COMMUNICATIONS ON THIS ITEM): N/A

ITEM DATE: April 12, 2022

ITEM TIME:


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APCO International sets aside the second full week of April to honor the many Telecommunicator professionals who aid in providing 9-1-1 emergency assistance to citizens everywhere. Every week hundreds of Routt County residents depend on the skill, expertise and commitment of our dispatchers who help save lives by responding to emergency calls, dispatching emergency professionals and equipment and providing moral support to citizens in distress. Rapid response, poised under pressure, aid with compassion in times of distress and critical decision-making within seconds are a few of the vital attributes of your team. Telecommunicators provide the vital link by communicating accurate information from the citizens to the Law, Fire and emergency services and monitoring their activities by radio to ensure their safety. By recognizing these individuals, we hope to awaken public awareness and promote much needed education regarding important public safety issues and legislation.

VI. LEGAL ISSUES: None

VII. CONFLICTS OR ENVIRONMENTAL ISSUES: None


STATE OF COLORADO ) ) ss RESOLUTION #2022- COUNTY OF ROUTT ) A Resolution Proclaiming the Week of April 10, 2022 as Routt County Public

Safety Telecommunicators Week Whereas, emergencies can occur at anytime that require law enforcement, fire or emergency medical services; and, Whereas, when an emergency occurs the prompt response of law enforcement, firefighters and paramedics is critical to the protection of life and preservation of property; and, Whereas, the safety of our law enforcement officers and firefighters is dependent upon the quality and accuracy of information obtained from citizens who telephone the Routt County Communications Center; and, Whereas, Public Safety Telecommunicators are the first and most critical contact our citizens have with emergency services; and, Whereas, Public Safety Telecommunicators are the single vital link for our law enforcement officers and firefighters by monitoring their activities by radio, providing them information and insuring their safety; and, Whereas, the Public Safety Telecommunicators of Routt County Communications have contributed substantially to the apprehension of criminals, suppression of fires and treatment of patients; and, each dispatcher has exhibited compassion, understanding and professionalism during the performance of their job in the past year; NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Routt County, Colorado that the week of April 10th, 2022 be proclaimed Routt County Public Safety Telecommunicators Week in honor of the men and women whose diligence and professionalism keep our county and citizens safe. ADOPTED this 13th day of April, 2021. BY THE BOARD OF COUNTY COMMISSIONERS OF ROUTT COUNTY, COLORADO. ATTEST: Kim Bonner Routt County Clerk

________________________________________ Beth Melton Vote: Tim Corrigan Aye Nay Absent Beth Melton Aye Nay Absent Tim Redmond Aye Nay Absent


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FROM: Mo DeMorat, Emergency Operations Director TODAY’S DATE: AGENDA TITLE: Routt County Type 4 IMT participation incentive CHECK ONE THAT APPLIES TO YOUR ITEM: ACTION ITEM DIRECTION INFORMATION I. DESCRIBE THE REQUEST OR ISSUE: Provide financial incentive to encourage commitment and participation for Routt County employees and employees of other jurisdictions in the Emergency Operations Center and on the Routt County Type 4 Incident Management Teams II. RECOMMENDED ACTION (motion): Approve Emergency Operation Director’s approval to use OEM training and education budget and emergency spending authority to reimburse County employees for time spent when activated for the EOC or IMT, or reimburse other jurisdictions providing employees that commit to being committed and trained members of EOC and IMT. III. DESCRIBE FISCAL IMPACTS (VARIATION TO BUDGET): PROPOSED REVENUE (if applicable): None CURRENT BUDGETED AMOUNT: $100K Emergency Response, $400 remaining in training PROPOSED EXPENDITURE: $25,000 FUNDING SOURCE: Budget SUPPLEMENTAL BUDGET NEEDED: up to $23,000 for 2022 training and exercise, depending on number of people committing to IMT and the number of training events I can schedule this year. IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS (IDENTIFY ANY COMMUNICATIONS ON THIS ITEM): Other jurisdictions (municipalities) are required to continue to pay wages of personnel while serving in EOC or on IMT, as well as pay the special pay which would be reimbursed by the County. EOC and IMT supports any jurisdiction requiring this support in the County.

ITEM DATE: Apr 12, 2022 ITEM TIME: 10:20


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V. BACKGROUND INFORMATION: Routt County OEM has been trying to develop a Type 4 Incident Management Team (IMT) for several years. The most significant challenge has been getting a commitment of personnel to support this team. While individuals are willing to help when an emergency situation occurs, they are not properly trained to be effective their emergency roles. A Routt County Type 4 IMT will provide a better emergency response capability for emergencies that require more than a single agency response. Additionally, a Routt County Type 4 IMT can provide personnel to become part of a regional Type 3 IMT, which is more cost effective than having to request a federal Type 2 IMT. This proposal is to provide incentive to Routt County and municipal government employees for them to commit approximately 84 hours per year, which will include emergency plan review and update, training, exercises, and real-world events. These employees would continue to receive their regular wages during activations, paid by their employers, as well as special pay of $20/hr during activations. Routt County would reimburse the employer this special pay during activations. My goal is to recruit approx. 27 non-first responders to serve in the following positions: Planning Section Chief, Situation Unit Lead, Resource Management Unit, Logistics Section Chief, Finance/Administration Section Chief, Public Information Officer, and Volunteer and Donations Coordinator. VI. LEGAL ISSUES: I have received several e-mails from residents of Routt County volunteering to support, but unable to figure out how they could be paid for their training and work, and having some employees be reimbursed for their time and others providing services without reimbursement would be untenable. VII. CONFLICTS OR ENVIRONMENTAL ISSUES: None VIII. SUMMARY AND OTHER OPTIONS: We could continue to rely and encourage Routt County Department Heads and municipal government leadership to provide personnel to perform these functions. However, OEM has not been successful in this effort over the last three years when we began formulating the IMT.

IX. LIST OF ATTACHMENTS: Routt County Type 4 IMT Charter with Position Descriptions and Plan of Action

Plan of Action for Routt County Type 4 Incident Management Team (IMT) and Emergency Operations Center (EOC) Development and Operation

End State: Fully capable Type 4 IMT capable of responding to an emergency situation within Routt County and being operational within one hour of notification, and remain operational until situation no longer requires a Type 4 IMT to respond to the incident, or a higher level IMT (Type 3 or Type 2) arrives and assumes control of incident response activities, and a fully capable Routt County EOC capable of supporting an IMT, or operating independently of an IMT, within two hours of notification.

Objectives:

• Identify a minimum of four individuals for: o IMT and EOC Planning Section Chief o IMT and EOC Situational Unit Lead o IMT and EOC Resource Management Unit o IMT Logistics Section Chief o IMT and EOC Finance/Administration Section Chief o IMT and EOC Public Information Officer o EOC Volunteer and Donations Coordinator

• All assigned personnel can meet the specified commitment and complete the minimum training requirements specified in the Routt County National Incident Management System (NIMS) Implementation Plan, as well as additional training scheduled by the Office of Emergency Management.

• All IMT and EOC members participate in at least one exercise per year. • All IMT members open Position Task Books (PTBs) to enable them to serve on Type 3 IMTs

within Routt County.

Commitment:

• In order to provide a capable IMT and EOC, Routt County OEM is asking for the following commitment for each IMT member:

o Total expected commitment --- 84 hours Emergency plan review, two per year, one day each --- 16 hours Training, two courses per year, average two days per course --- 32 hours Exercises, one or two per year, one to two days for major exercise --- 12 hours Real-world activations, average of two per year, two days in length --- 24 hours

o If real-world activations exceed the estimated commitment then emergency plan review or training will be adjusted to reduce any additional commitment time beyond the planned 84 hours.

Challenges:

• Lack of committed personnel, particularly for training. • Short staffing with first responder agencies, and the requirement to have them on duty 24 hours

per day, which would require backfill should they be activated for an IMT, leads to their non-availability.

• IMT participation is currently not in anyone’s position description, which may cause difficulties with employees being able to make the commitment with their supervisors.

Challenge Mitigation:

• Provide financial inventive for active IMT members. • Routt County and municipal leadership engage their respective department heads to encourage

participation of their employees in the IMT and EOC. • Provide generic IMT and EOC responsibilities in a position description appendix that can be

added to the regular position descriptions for those that volunteer and are authorized by their supervisor.

• IMT participants will increase proficiency and manage progress by opening a Position Task Book (PTB) for their respective positions and show regular progress toward demonstrating effectiveness at the tasks indicated in the PTBs.

• Utilize numerous jurisdictions within Routt County, including municipalities and special districts, for personnel to increase the pool of potential participants, as well as provide expertise for other jurisdictions.

Financial Incentive Plan:

• Jurisdictions providing employees to serve in EOC (positions previously identified, but not within Emergency Support Functions (ESFs)) or on IMT will continue to pay the employees’ normal salary or wage during activation times.

• OEM budgets and provides funding for IMT and specified EOC participants at $20/hour for the hours they work during the activation time period.

o Same rate used to reimburse volunteer firefighters. o IMT and EOC participants would be reimbursed for emergency plans development,

review, and updated (up to an estimate of the time expected to complete), required training and exercises, and real-world activations.

o Reimbursement from Routt County to other jurisdictions providing personnel support for real-world activations will be in accordance with the Agreement for Mutual Aid in Routt County, specifically “All services and assistance provided by one Party to another under this Agreement shall be provided at no cost for use of equipment or personnel during the mutual aid period unless there are avenues for reimbursement from any source, or except as provided for in Section 4.1 [Liability & Insurance]. The mutual aid period begins when the requested resources are deployed and extends until midnight of that day, unless the Party requesting support and the Party or Parties providing support mutually agree to extend the mutual aid period.

• Reimbursements are made from Routt County to the jurisdictions providing the EOC and IMT personnel, which will be passed on to the employees via the jurisdictions regular payment schedule and procedures.

• Employees participating in the EOC or on the IMT remain under the administrative direction of their parent organization.

• Minimum personnel requirement is for 27 total personnel for Planning Section, Situational Unit, Resource Management Unit, Logistics Section, Finance/Administration Section, Public Information Officer, and Volunteer and Donations Coordinator.

• Total hours planned (training and exercises) is 1,188 hours per year (27 employees X 44 hours). • Total cost for known hours --- 1,188 hours X $20/hour = $23,760 annually. • Total expected hours for real-world activations is 168 hours (7 personnel, vice 24 since only one

individual per position is required at any time X 24 total expected activation hours) • Total cost for real-world activations --- 168 hours X $20/hour = $3,360 annually • Routt County OEM is not authorized to allow overtime for any EOC or IMT participants. OEM

will coordinate with providing agencies to rotate personnel as required, or have providing agency modify work schedules to maintain a 40 hour work week. Providing agencies may use overtime for their employees at their discretion.

• With the planning factor being two real-world activations per year, and each activation expected to be two days, and the mutual aid agreement for Routt County indicates that no reimbursement should be expected for the first operational period, approximately half of this cost will be covered by Routt County, and the remaining cost, or the cost during the first operational period, will be covered by the agency providing the personnel ($20/hr for their employees during the mutual aid period).

• All timekeeping for Routt County employees for in-person training, exercises, and real-world events, would utilize a special category in Munis for IMT operations. Agencies providing personnel to support the EOC or IMT will maintain their own timekeeping system, although OEM will provide a roster of participants to each agency providing personnel.

• The cost for the real-world operations would come from the OEM budget line titled All Hazards Emergency Response, currently budgeted at $100,000, which is consistent with the Emergency Operations Director’s emergency spending authority.

• The cost for emergency plan development, training and exercises will be added to the existing training and exercise budget lines in future years.

Management Plan

• Routt County OEM will schedule training opportunities per the Routt County NIMS Implementation Plan and other training opportunities as required, and monitor the completion of this training for all IMT members.

• Routt County OEM will include the Routt County Type 4 IMT in each annual exercise and may include them in an additional tabletop (discussion-based) exercise each year with specific exercise objectives.

• Routt County OEM will manage all IMT training and exercises and record IMT member participation.

• Routt County OEM will adhere to the requested commitment level (84 hours per year), with the exception that real-world events may increase the actual activation hours.

• Only those IMT participants that meet the training, exercise, and emergency plan reviews are reimbursement eligible.

Plan of Action:

Event Responsible Party Due Date 1. Completion of Generic EOC and IMT

Position Descriptions and send to Department Heads and other jurisdictional leaders

Routt County OEM 4/1

2. Provide direction to department heads and municipality leadership on the importance of Emergency Response and Management as a county-wide responsibility

Routt County Manager, City Manager, Town Managers

4/7

3. Obtain approval from BCC regarding financial compensation for personnel supporting IMT and EOC in the positions identified in this document

Routt County Manager, Routt County OEM

4/12

4. Prepare and provide EOC and IMT program information, to include proposed financial inventive, to interested employees via Zoom session


5. Identify reimbursement method for Routt County Departments and non-County agencies

Routt County Accounting, Department Heads, non-County agency leadership

4/22

6. Provide names of employees committing to support IMT and EOC

Supervisors, employees 4/22

7. Schedule pertinent EOC and IMT training courses and exercise objectives

Routt County OEM Begin no later than Mid May

8. Identify one emergency plan to be developed or reviewed by EOC and IMT personnel


9. Update Routt County Type 4 IMT Charter and include roster of committed personnel


Routt County Office of Emergency Management 1 | P a g e

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Routt County Type 4 Incident Management Team

Routt County Type 4 Incident Management Team (IMT) Charter

I. Definition and Purpose

The Routt County All-Hazards Type 4 Incident Management Team (IMT) is an incident management structure that supports the local Incident Commander when incidents are complex enough to exceed the capabilities of a single responding department, typically Fire/EMS or law enforcement, yet do not warrant a larger regional, state, or federal IMT. The Routt County Type 4 IMT is comprised of local responders and other government offices, including county, city, town, and special district personnel. The Type 4 IMT can be expected to be activated within one hour of the need being determined by the Incident Commander or Routt County Emergency Operations Director and may be activated for several operational periods. The Routt County IMT may also augment a larger regional Type 3 IMT when required.

II. Concept of Operations

Most emergencies occurring within Routt County and jurisdictions within Routt County are successfully managed by a single responding department, typically Fire/EMS or law enforcement, or with support from other local agencies. However, more complex emergencies may require support that exceeds the capabilities of a single or multiple local response organizations. Support provided by the Type 4 IMT includes but is not limited to:

• Incident Commander (IC) • Public Information Officer (PIO) • Communications Unit Leader • Operations Section Chief • Planning Section Chief • Logistics Section Chief • Finance / Administration Section Chief • Situation Unit Leader • Resource Unit Leader

Other positions that may be staffed (if resources are available) include Safety Officer, Liaison Officers or Agency Administrators, Branch Supervisors, and Division Supervisors. Branches are used when a particular function requires additional resources to adequately manage that effort. Examples of Branches include Power Restoration, Evacuation and Sheltering, Medical, Transportation, or Security. Divisions are normally used for geographic boundaries, such as delineating areas of responsibility on a wildfire perimeter. The Routt County Emergency Operations Director will support the IC and IMT, primarily as an agency administrator serving as a conduit to the Routt County Board of County Commissioners (BCC), County Manager, and the Emergency Operations Center (EOC). The Emergency Operations Director may also serve as the Type 4 Incident Commander depending on the incident and expertise required, training completed, and resource availability.




When an Incident Commander or the Emergency Operations Director determine that activation of the Type 4 IMT is necessary, Routt County Communications (RCC) or the Emergency Operations Director will send an activation notice via RouttCountyAlerts.com, notifying the IMT of the nature of the emergency, Incident Command Post (ICP) location, and reporting time. IMT members should deploy to the ICP with mobile phones, laptop computers, and any pertinent emergency action plans or agreements in place to facilitate the provision of required services.

Some members of the Routt County Type 4 IMT may also serve in the EOC when activated. When both the EOC and IMT are activated the IMT will be the priority for staffing.

Certain positions on the Routt County Type 4 IMT require skill sets, knowledge, and experience that is normally found in the Fire/EMS and law enforcement communities, specifically the Operations Section Chief and subordinate Branch or Division Supervisors or Task Force Leads. As such, the Operations Section Chief is normally filled by certified Fire/EMS and law enforcement personnel who will make the Branch or Division Supervisor or Task Force Lead assignments with personnel with the appropriate expertise.

Routt County Type 4 IMT operations will be conducted in accordance with National Incident Management System (NIMS) principles and the Incident Command System (ICS).

III. Scope

The Routt County Type 4 IMT is a collateral duty for its members. Routt County Office of Emergency Management (OEM) is aware of this extra duty and will minimize time away from proscribed duties for each member as much as possible. While it is difficult to predict the number of incidents that may require the deployment of the Type 4 IMT, it is expected that activations would be less than three per year. If activated more than three times in a year then training and exercises will be reduced accordingly.

IV. Routt County Type 4 IMT Composition

The Routt County Type 4 IMT is comprised of personnel from various organizations within Routt County, including Routt County government offices and those government offices in the incorporated areas of Steamboat Springs, Hayden, Oak Creek, and Yampa, as well as personnel belonging to special districts. While the IC and Operations Section Chief positions require the skill sets, knowledge, and experience of certified first responders or senior management, the other positions in the Type 4 IMT do not. What is most important for the other IMT positions is a commitment and capability – usually time – and the willingness to participate in the necessary training and exercise events.

Additional positions, or augments to these positions, will be required depending on the scale and duration of the event.

V. Routt County Type 4 IMT Responsibilities




A. Incident Commander (IC) – The IC has overall management responsibility for the incident.

1. Conducts capabilities and needs assessment and complexity analysis.

2. Determines most appropriate response actions and establishes priorities and objectives.

3. Coordinates with Routt County Emergency Operations Director for additional resources external to Routt County and not covered under exiting mutual aid agreements.

4. Coordinates with Routt County Communications or Emergency Operations Director for public messaging, to include immediate evacuations or shelter in place orders.

5. Develops immediate Incident Action Plans (IAPs).

6. Develops and implements a transition plan to higher IMT (when necessary) based on escalating incident complexity.

B. Public Information Officer (PIO)

1. Collects, verifies, prepares, coordinates, and disseminates community information to the public through the news media, radio, newspaper, and social media.

2. Interfaces with the public, media, other agencies, and stakeholders to provide information and updates based on changes in incident status.

3. Uses information from other members of the IMT and EOC staff to develop accurate, accessible, and complete information on the incident’s cause, size, current situation, resources committed, and other matters of general interest for both internal and external audiences.

4. Monitors public information to ensure accuracy.

5. Provides active liaison and information sharing with elected and appointed officials.

6. Establishes a Joint Information System (JIS) and Joint Information Center (JIC) as necessary.

C. Communications Unit Leader

1. Develops plans for the effective use of incident communications equipment and facilities, including the Incident Radio Communications Plan.

2. Oversees installation and testing of communications equipment.

3. Maintains accountability of assigned communications equipment.

4. Configures unit with personnel to support operations.

D. Operations Section Chief

1. Manages all aspects of the Operations Section.

2. Develops tactics to meet the IC’s objectives.




3. Provides the tactical assignments documented in the IAP or as directed by IC and supervises execution.

4. Makes expedient changes to current operations based on the complexity or magnitude of the incident and reports those changes to the IC.

5. Manages all operations and progress related to the incident.

6. Coordinates operations at the local level.

7. Supervises and configures section with branches, divisions, groups, and units to support operations as required.

E. Planning Section Chief

1. Manages the preparation of strategies and plans for the incident and submits incident status reports.

2. Prepares, collects, evaluates, disseminates, and uses incident information to develop IAPs after the initial operating period.

3. Facilitates incident information management to maintain situational awareness.

4. Provides periodic predictions on incident potential and incident course of actions.

5. Coordinates planning efforts at the local level.

6. Supervises and configures section with units and single resources as necessary, particularly the Situational Awareness Unit and Resource Unit.

7. Coordinates planning efforts with EOC (if activated) to ensure accurate resource management and avoid duplicity of effort.

F. Logistics Section Chief

1. Provides and coordinates facilities, services, people, and materials in support of the incident.

2. Advises the IC on all matters relating to logistics planning, facilities, communications, ordering, receipt, storage, transport, and onward movement of goods, services, and personnel.

3. Coordinates logistics at the local level.

4. Supports or participates in the IAP process as necessary.

G. Finance / Administration Section Chief

1. Maintains regular contact with agency administrative headquarters on finance and administration matters.




2. Meets with assisting and cooperating agency representatives and ensures required documentation is complete, to include Mutual Aid Agreements, Memorandums of Understanding, Cost Share Agreements, and emergency declarations.

3. Advises the IC and Emergency Operations Director on financial and administrative matters.

4. Maintain daily burn rate and estimated total cost, taking into account mutual aid and cost share agreements.

5. Maintains copies of Crew Time Reports (CTRs) and equipment shift tickets.

6. Coordinates finances at the local level.

7. Supervises and configures section with units to support as necessary.

H. Situation Unit Leader

1. Collects, processes, and organizes ongoing situation information.

2. Prepares situation summaries.

3. Assists in determining values at risk due to presented hazard(s).

4. Prepares graphical and numerical projections and displays incident information relating to movement, growth, mitigation, or intelligence activities.

5. Projects and forecasts changes to provide and maintain a common operating picture.

6. Prepares maps.

7. Gathers and disseminates information and intelligence for the Incident Action Plan (IAP).

8. Prepares for and participates in planning meetings providing up-to-date situational awareness and incident status.


I. Resource Unit Leader

1. Orders and tracks response resources required by Operations Section and directed by the Planning Section Chief.

2. Coordinates with other units to care for and maintain arriving, staged, and employed resources.

3. Coordinates with the Planning Section or EOC to track demobilizing resources.


J. Incident Dispatch Team

1. Provides dispatch services specifically for the IC to alleviate communications congestion at Routt County Dispatch and potential disruption to other public safety events occurring.




2. Ensures that the IC and Operations Section Chief are aware of the status of requested local resources.

3. Works closed with Resource Unit Lead to track the status of all required and ordered resources.

K. Additional Branches (as created by Operations Section)

1. Tasks assigned as required by Operations Section or IC.

VI. Administration

A. Each IMT member’s role and responsibilities will be included in an addendum to their performance plan or position description to account for these additional duties and the amount of time that may be required.

B. IMT members fill their roles on the IMT at the discretion of their parent organization supervisor.

C. Reimbursement

1. Salaries and wages for all IMT members will continue to be provided by their parent organization during IMT activation periods and are in accordance with the current Routt County Mutual Aid Agreement.

2. Special pay will also be provided to IMT members activated for an event by the parent organization. Routt County will reimburse the parent organization for this special pay according to the Routt County Mutual Aid Agreement, or any cost share agreement developed and emplaced after the mutual aid period expires.

3. All reimbursement requests for personnel must include a Crew Time Report (CTR) signed by an IMT Section Chief, the IC, or the EOC Manager.

4. No overtime or compensatory time can be approved by the IC or Emergency Operations Director. Any overtime or compensatory time requests must be approved by parent organization and paid by the parent organization pursuant to its policies. Routt County will not pay overtime compensation.

D. Accountability

1. All Routt County Type 4 IMT members will have a Routt County badge identifying them as an IMT member. These badges will confirm that the holder is a member of the Routt County Type 4 IMT, and that the holder is authorized access to the ICP and information provided to or developed by the ICP.

2. These badges should be prominently displayed at any time when working in the ICP.

3. IMT members will check in and out of each shift to ensure accountability and accurate time accounting.




E. Training and Exercises

1. Routt County OEM will pursue training and exercise opportunities for the IMT. Training includes correspondence courses, webinars, shadowing other IMTs during real-world operations or exercises, and resident courses offered by various response and emergency management organizations.

2. Routt County OEM generally conducts two exercises per year, a discussion based exercise in late Spring and a functional or full-scale exercise in late Fall. It is expected that the Type 4 IMT will be included in both of these exercises. The IMT will also attempt to participate or observe, when able, exercises in other counties, generally not to exceed one per year.

3. IMT members should complete, at a minimum, the training requirements specified in the Routt County National Incident Management System (NIMS) Implementation Plan. OEM will schedule two training courses per year for IMT member participation.

4. Routt County OEM will track IMT member participation in all training and exercise events.

5. IMT participants should open and complete the appropriate Position Task Books (PTBs) for their position.




Emergency Management

Routt County Type 4 Incident Management Team (IMT)

Incident Commander

Fire ChiefPolice Chief

Operations Section Chief Planning Section Chief Logistics Section Chief

Finance / Admin Section Chief

Safety Officer

Liaison OfficersCommunications Unit Leader

Public Information Officer

Situation Unit Leader

Resource Unit Leader

Consequence ManagementEmergency Operations

Center

Emergency Support

Functions (ESFs)

Branch

Branch

Branch

Division

Division

Division




Position Descriptions

Planning Section Chief

The Planning Section Chief manages all aspects of incident planning, situation and resource status, and demobilization of an incident. The Planning Section Chief takes the Incident Commander’s objectives, coordinates with other Incident Management Team (IMT) sections, and converts those objectives into an Incident Action Plan (IAP) for each future operational period.

Preparation

• Obtain and maintain WebEOC account and be knowledgeable in WebEOC operation. • Be aware of local, regional, state, and federal resources available to respond to and manage an

emergency, what agreements are in place to quickly access and finance those resources, and resource request procedures.

• Participate in IMT or EOC training scheduled by Routt County Office of Emergency Management (OEM).

• Participate in at least one exercise per year scheduled and developed by Routt County OEM. • Enroll in RouttCountyAlerts and be added to internal notification system to receive activation

notices and direction.

Response

• Respond to activation notice issued by OEM and report to Incident Command within one hour of activation (dependent on location) or to EOC within two hours of activation.

• Check in with Incident Commander (IC) upon arriving at Incident Command Post, obtain IC’s objectives, determine and request/order immediate resource requirements, and build situational awareness.

• Conduct daily planning meetings to meet IC’s objectives. • Develop Incident Action Plan (IAP) for next operational periods. • Supervise and direct the Situation Unit Leader to provide maps, graphics, or other GIS products

or decision support matrixes for the IC. • Supervise and direct the Resource Unit leader to order and track required resources to respond

to emergency incident. • Lead daily morning briefings at the start of the first operational period each day to review IAP.

Demobilization

• Prepare transition plan if being replaced by another IMT. • Schedule time and location of incident after-action review, facilitate review, and prepare after-

action report. • Participate in after-action review if scheduled by the IC or Emergency Operations Director.




Situation Unit Leader

The Situation Unit Leader is responsible for overseeing map production, or other Geospatial Information System (GIS) products, or other visual decision support products, to facilitate the overall situational awareness of all IMT or EOC participants.

Preparation

• Obtain and maintain WebEOC account and be knowledgeable in WebEOC operation. • Obtain and maintain the required licenses or certifications to develop GIS products for Incident

Command. • Participate in IMT or EOC training scheduled by Routt County Office of Emergency Management

(OEM). • Participate in at least one exercise per year scheduled and developed by Routt County OEM. • Enroll in RouttCountyAlerts and be added to internal notification system to receive activation


Response



• Prepare and maintain incident maps and displays. • Prepare and maintain incident history on maps and narratives. • Complete and submit Incident Status Summary (ICS 209). • Support development of Incident Action Plan (IAP) for next operational periods. • Provide maps, graphics, or other GIS products or decision support matrixes for the IC. • Participate in daily morning briefings at the start of the first operational period each day to

review IAP. • Ensure all EOC or IMT participants have access to necessary systems for information sharing and

collaboration, or develop other effective information sharing mechanisms.

Demobilization

• Prepare transition plan if being replaced by another IMT. • Participate in after-action review if scheduled by the IC or Emergency Operations Director. • Archive all situational products for the incident for future use.




Resource Manager

The Resource Manager is responsible for ordering required resources for the Incident Commander (when directed by Planning Section Chief) and maintaining status of all resources ordered. The Resource Manager establishes all incident check-in activities, including preparing and processing resource status information and maintaining a master list of resources assigned to the incident and their assignment at the incident.

Preparation

• Obtain and maintain WebEOC account and be knowledgeable in WebEOC operation. • Review and understand local resource request procedures. • Review and understand all mutual aid agreements to which Routt County is a signatory agency. • Review current list of local and regional vendors that can provide products or services during an

emergency. • Participate in IMT or EOC training scheduled by Routt County Office of Emergency Management



Response



• Work with operations to determine what resources are needed or can be cancelled. • Collect check-in data at staging areas, drop points, helibases, spike camps, etc., during the first

operational period or as necessary. • Set up and maintain a resource status system to reflect the function, organization, status, and

location of resources on the incident. • Place resource orders upon direction from the Planning Section Chief to reconcile resource

needs. • Assign resources to fill needs identified on Operational Planning Worksheet (ICS 215) at the

planning meeting. • Ensure availability, qualifications, and capabilities of resources to complete assignments. • Support development of Incident Action Plan (IAP) for next operational periods. • Determine what resources were ordered prior to IMT activation, either through IC, Rout County

Emergency Operations Director, or Routt Dispatch. • Participate in daily morning briefings at the start of the first operational period each day to

review IAP.




Demobilization

• Prepare transition plan if being replaced by another IMT. • Coordinate demobilization for incident resources:

o Anticipate the demobilization of resources. o Coordinate with the DMOB. o Identify excess resources. o Prepare a schedule for demobilization.

• Ensure incident and agency demobilization procedures are followed. • Participate in after-action review if scheduled by the IC or Emergency Operations Director. • Archive all situational products for the incident for future use.




Logistics Section Chief

The Logistics Section Chief ensures that the Incident Management team (IMT) or Emergency Operations Center (EOC) are properly equipped and have the necessary facilities to perform their emergency response or management activities. This includes Communication, Medical, Food/Water, Supplies, Equipment, and Facilities.

Preparation

• Obtain and maintain WebEOC account and be knowledgeable in WebEOC operation. • Maintain information on local, regional, and state resources available, and how to request or

order them. • Participate in IMT or EOC training scheduled by Routt County Office of Emergency Management


notices and direction. • Develop standard contracting template for services/products required during emergency

operations.

Response


• Check in with Incident Commander (IC) upon arriving at Incident Command Post, obtain IC’s objectives, determine initial logistics requirements, and build situational awareness.

• Determine purchasing authority from Routt County Emergency Operations Director or IC. • Identify initial logistics requirements to support IC. • Report to IC the status of logistics requirements and any challenges experienced that may

impact the IC’s objectives. • Participate in Initial Action Plan (IAP) development for future operational periods, focusing on

Medical Plan (ICS-206 WF), Incident Radio Communication Plan (ICS-205), and any special instruction inserts.

• Ensure Land Use Agreements are complete for any non-County property or facilities used for the incident.

• Maintain all contracts, purchase orders, and receipts for services/products procured for the incident.

• Evaluate and monitor current situation to determine of present plan of action will meet incident objectives.

• Prepare and complete all incident documentation, including: o Activity Log (ICS-214) o Resource Order Form (ICS-260-1) o Support Vehicle Inventory (ICS-218) o Vehicle/Heavy Equipment Inspection Checklist (OF-296)




o Emergency Equipment Gas and Oil Issue (OF-304) o Equipment Shift Ticket (OF-297) and Crew Time Reports (SF-261) for equipment and

personnel directly supporting logistics section o Incident reports o Logistics section narrative o Transition plan.

Demobilization

• Prepare transition plan if being replaced by another IMT. • If a replacement IMT is not required and incident command is complete, ensure all contracts are

closed. • Prepare plan for return of all non-consumable goods and equipment to owning agency or

identify storage requirements for Routt County property and arrange transportation to storage location.

• Participate in after-action review if scheduled by the IC or Emergency Operations Director.




Finance / Administrative Section Chief

The Finance/Admin Section Chief is responsible for all financial, administrative, and cost analysis aspects of the incident.

Preparation

• Obtain and maintain WebEOC account and be knowledgeable in WebEOC operation. • Obtain and maintain an e-Isuite Enterprise account for financial management of an incident. • Maintain information on local, regional, and state resources available, and how to request or

order them. • Participate in IMT or EOC training scheduled by Routt County Office of Emergency Management


notices and direction. • Develop standard contracting template for services/products required during emergency

operations.

Response


• Check in with Incident Commander (IC) upon arriving at Incident Command Post, obtain IC’s objectives, determine initial logistics requirements, and build situational awareness.

• Determine purchasing authority from Routt County Emergency Operations Director or IC. • Follow established procedures for financial coordination and for the maintenance of finance,

property procurement, personnel records, and forms. • Provide resource cost information to the Incident Management Team (IMT) and Routt County

Emergency Operations Director that can be utilized to manage resources, implement cost management measures, and develop costs for strategic alternatives.

• Provide estimated costs to date and anticipated total costs. • Establish reporting schedule to gather daily equipment time from support sections and

contractors. • Review Emergency Equipment Shift Tickets, OF-297, for adherence to contract/agreement terms

and conditions. • Ensure an investigation is initiated for each claim. Provide recommendation to the incident

agency for each claim, as well as a statement of why it was approved or denied. • Participate in preparation or review of the Incident Action Plan (IAP) or relevant plan and advise

on current capabilities and limitations, additional needs, and long-range plans. • Ensure preparation of timely financial and administrative reports to enable IC to respond

appropriately. • Review contacts, memoranda of understanding, and cooperative agreements for incident

impact and application.




• Ensure the review of cost-share agreement(s), including associated exhibits and related operating plans for direction.

• Ensure adequate documentation of all actions taken in relation to incident business management, providing the Routt County Emergency Operations Director with an Incident Finance Package that will facilitate payments, claims processing, and resolution of outstanding problems.

Demobilization

• Prepare transition plan if being replaced by another IMT. • If a replacement IMT is not required and incident command is complete, ensure all contracts are

closed. • Close out all contract documents prior to resource demobilization; distribute copies per agency

and incident policy. • Close out all contract documents prior to resource demobilization; distribute copies per agency

and incident policy. • Participate in after-action review if scheduled by the IC or Emergency Operations Director.




Public Information Officer

The Public Information Officer participates in the collection and dissemination of incident information and may be the first public point of contact. They may be assigned to information center operations, community engagement, media relations, or other branches.

Preparation

• Obtain and maintain WebEOC account and be knowledgeable in WebEOC operation. • Participate in IMT or EOC training scheduled by Routt County Office of Emergency Management


notices and direction. • Establish points of contact for local media, including radio and newspaper. • Establish or obtain access to various social media to be able to immediately notify public of

emergency events and necessary actions for the public to take to ensure their safety.

Response


• Check in with Incident Commander (IC) upon arriving at Incident Command Post, obtain IC’s objectives, build situational awareness, and determine immediate public messaging requirements.

• Provide current, accurate, and complete information to appropriate audiences. • Communicate incident objectives. • Use effective written and verbal communication skills for a variety of audiences. • Ensure public is aware of incident specific hazards and safety procedures. • Identify and/or investigate rumors and take appropriate action as directed. • Check in/check out with appropriate incident staff on traplines, media escorts, etc. • Use appropriate tools, communication devices, and equipment to complete job duties. • Inform IMT members of any potential issues involving the general public, news media, or other

sources. • Develop a communication strategy (audiences, key messages, tactics); implement accordingly. • Establish, evaluate, and adjust outreach strategies to meet diverse audience and demographic

needs. • Conduct and/or supervise interviews, press conferences, and manage media access. • Conduct public meetings as appropriate.

Demobilization

• Prepare transition plan if being replaced by another IMT. • Participate in after-action review if scheduled by the IC or Emergency Operations Director.



P a g e | 1

ITEM DATE: 4/12/2022 ITEM TIME: 11:00 AM

FROM: Jennifer Parent, Staff Assistant

TODAY’S DATE: 4/1/2022

AGENDA TITLE:Presentation of the Museum Entities’ 2021 Financials & 2022Budgets


X ACTION ITEM

r DIRECTION

r INFORMATION


The Museum & Heritage Advisory Board (MAHFAB) met on January 25, 2022 to review the 2021 financials and the 2022 budgets of the museum entities.Minutes of the January 25, 2022 meeting have been attached.


A motion to accept the recommendation of the Museum & Heritage Advisory Board and accept themuseum entities’ 2021 financials and the 2022 budgets, as presented.


PROPOSED REVENUE (if applicable):CURRENT BUDGETED AMOUNT:

PROPOSED EXPENDITURE:FUNDING SOURCE:SUPPLEMENTAL BUDGET NEEDED:




P a g e | 2


Through Resolution 2003-060, the Museum and Heritage Fund was created. This voter-approved fund authorized the imposition of a county-wide mill levy of .30 mill. The funding is distributed the following way:

Total revenue generated in 2018 was about $269,000 3% is allocated to administration, incl. funds for Historic Preservation Board. Any funds not

utilized on any given year are then part of the Capacity Building Grant Fund. Capacity Building Grant Fund received 10% of the proceeds of the mill. These grant funds

are awarded twice a year (April & October) to the 6 entities eligible: Hahn’s Peak Area Historical Society, Hayden Heritage Center, Historic Routt County, Historical Society of Oak Creek & Phippsburg, Tread of Pioneers Museum, and Yampa-Egeria. These entities can also sponsor other entities’ projects but remain the fiscal agent.

Historic Routt County receives 10% of the revenue generated by the mill. The remainder of the revenues are allocated to the other 5 entities based on fraction equal

to the assessed valuation within their respective district divided by the total assessed valuation of Routt County: Yampa Fund District West Routt Fund District North Routt Fund District Steamboat Springs Fund District Oak Creek/Phippsburg Fund District

VI. LEGAL ISSUES:




P a g e | 22-1January 25, 2022Museum and Heritage Fund Advisory Board Minutes

MUSEUM AND HERITAGE FUND ADVISORY BOARDQUARTERLY MEETING

January 25, 2022

Chairman Pete Wither called the meeting of the Museum and Heritage Fund Advisory Board (MAHFAB) to order at 6:10 pm. A quorum was established with Mike Lewis, Jim Peterson, Diane Holly, Becky Hicks, and Ellen Bonnifield, Museum and Heritage Fund Advisory Board members present. Also in attendance were: Meg Tully and Jenny Deichman, Historic Routt County; Candace Bannister and Mike Cook, Tread of Pioneers Museum; Laurel Watson, Hayden Heritage Center were present. Jennifer Parent, Staff Assistant prepared the minutes.

EN RE: REVIEW OF MINUTES

Consideration and approval of the October 26, 2021 minutes of the Museum andHeritage Fund Advisory Board meeting.

MOTION

Mr. Peterson moved to approve, as submitted, the minutes of the Museum and HeritageFund Advisory Board’s regular quarterly meeting of October 26, 2021.

Ms. Bonnifield seconded; the motion carried unanimously.

PUBLIC COMMENT:

No members of the public were present for comment.

EN RE: SUNSHINE RESOLUTION

A discussion was had about the wording of the resolution. The Board agreed thatthe resolution was acceptable the way it is written. The resolution establishes that for2022 the MAHFAB meeting agendas will be posted on a website, social media account,or other official online presence of the Museum and Heritage Fund Board.

MOTION

Mr. Peterson moved to approve the Sunshine Resolution 2022-01.

Ms. Hicks seconded; the motion carried unanimously.


EN RE: MUSEUM ENTITIES’ 2021 FINANCIALS AND 2022 BUDGETS

HISTORIC ROUTT COUNTY (HRC)

Meg Tully and Jenny Deichman presented the update.

Ms. Tully introduced Ms. Deichman as the new Executive Director of Historic RouttCounty.

Ms. Deichman noted that in 2021 the Payroll was lower than expected due to the formerExecutive Director stepping down and not finishing the year.

Ms. Hicks asked for clarification on the projected revenue for 2022 and how the loss ofrevenue from 2021 will be made up. Ms. Tully stated that the Colorado Gives Day money hadnot been added in when they filled out the spreadsheet.

Ms. Hicks also asked about the lower general operating costs for 2022. Ms. Tully statedthat she was not aware of what the previous Director had included in that line item but that sheincluded all expenses not otherwise designated in the MAHFAB template. The professionalservices line item was up for 2022 so that, along with lower general operating expenses wouldmore accurately resemble the 2021 budget.

Ms. Hicks asked for clarification on $0 budgeting for 2022 capital projects. Ms. Tullyanswered that Historic Routt County (HRC) currently manages the grants for projects, but themoney for those projects is not run through HRC’s books.

Ms. Hicks noted that in the MAHFAB budget template there is confusion with 2 differentline items referring to Donations. Mr. Peterson agrees that the form needs to be cleaned up inthe future to clear up the confusion for the Museum Entities.

Mr. Peterson requested that the MAHFAB staff assistant provide the Board and itsentities with an estimate of the property tax numbers from the County Accounting Office. Ms.Tully verified that she did use an estimate for the Property Tax line.

Mr. Peterson stated that although some of the specific expenses look off, the totalsseem to be relatively consistent. He then asked about the Selbe House project and if there is arevised date and budget for this project. Ms. Deichman stated that she will be digging into thatproject soon to get those answers.

MOTION

Ms. Hicks moved to recommend to the Routt County Board of County Commissioners


that Historic Routt County’s 2022 budget and 2021 financials be approved as presented.

Mr. Lewis seconded; the motion carried unanimously.

HAHN’S PEAK AREA HISTORICAL SOCIETY

In lieu of attendance at the January 25th meeting, Shelley Stanford and the Museum &Heritage Board communicated via email.

Ms. Stanford answered questions posed by the Board.1. $0 in Misc. budget, was all of that put in fundraising?

Yes, this was put into fundraising (firewood)

2. How do you account for the big jump in General Operating Expenses?

Since we were not open in 2020 and only open 3 days a week in 2021 we went backto 2019 and added $2,500 in expenses from that figure as we plan to be open full-time summer of 2022. We are now using Square and have included high-speedinternet to use Square and internet. Our internet (website) has additional costs alsoas we are adding the video to the website. Normal increases in utility costs,insurance, and property tax are also factored in from 2019.

3. Capital Projects/Programs budget is $1,000, what is the project/program?

The wood floors need replacement/repair in the schoolhouse.

There were no further questions. Ms. Stanford thanked the Board for their support.

Ms. Smoker abstained from voting due to her affiliation with Hahn’s Peak Area HistoricalSociety.

MOTION

Mr. Wither moved to recommend to the Routt County Board of County Commissionersthat the Hahn’s Peak Area Historical Society’s 2022 budget and 2021 financials be approved aspresented.

Mr. Peterson seconded; the motion carried unanimously.

HAYDEN HERITAGE CENTER


Laurel Watson presented the update for the Hayden Heritage Center.

Ms. Watson noted that for the 2022 budget they separated the donations and the duescategories as they still collect dues. The Elkhead event was left off of the budget. The HaydenHeritage Center did apply for the Nation Endowment of Humanities (NEH) grant so that isreflected in some of the numbers but they will not know if they get it until April. They did receivethe State Historical Fund Grant, which the MAHFAB grant was contingent on, for theconstruction document for the Depot. Ms. Watson said that the electric work in the Depot is ahigh priority. They also hope to repair the Depot heating. These repairs are what caused thelarge increase in the capital projects budget.

Ms. Hicks asked if the roof and the tiles had been completed on the Depot and Ms.Watson responded that yes that project has been completed.

Mr. Peterson is hopeful that the Hayden Heritage Center is awarded the grants theyhave applied for and believes that will set them up nicely for the year.

MOTION

Mr. Peterson moved to recommend to the Routt County Board of County Commissionersthat the Hayden Heritage Center’s 2021 financials and 2022 budget be approved as presented.

Ms. Bonnifield seconded; the motion carried unanimously.

HISTORICAL SOCIETY OF OAK CREEK AND PHIPPSBURG

In lieu of attendance at the January 25th meeting, Nita Naugle and the Museum &Heritage Board communicated via email.

The Board had no questions or comments.

MOTION

Mr. Wither moved to recommend to the Routt County Board of County Commissionersthat the 2022 budget and 2021 financials for the Historical Society of Oak Creek andPhippsburg be approved as presented.

Mr. Lewis seconded; the motion carried unanimously.

TREAD OF PIONEERS MUSEUM (TOPM)


Candice Bannister and Mike Cook presented the Tread of Pioneers update to the Board.

Ms. Bannister stated that though 2021 continued to be greatly impacted by the COVID-19 pandemic, and mostly hindered our ability to host indoor events, large outdoor gatherings,and/or keep the museum fully open, COVID protocols, online and virtual opportunities, andgrant funds contributed to a positive year. Ms. Bannister gave an update on the increasedstaffing at Tread of Pioneers, which has been a strategic planning goal. Mr. Cook pointed outthat in the budget there is a misc. income line item for $36,000. That was money that has beensaved in a separate account to remain untouched for 5 years. Now after 6 years the Boardagreed that if needed they could pull up to $30,000-$35,000 out to pay for an assistant position.Mr. Cook is hopeful that due to unexpected incoming funds that they will not need to touch thatmoney.

Mr. Peterson asked about the jump in fundraising expenses from 2021 to 2022. Mr.Cook said that out of the $28,000 in the fundraising budget $10,000 is for the Community Houseand $12,500 is a grant for the spring study. Ms. Bannister states that this is a case of Mr. Cooktrying to find a reasonable spot to enter the funds in the budget form and that it is not afundraising expense. Mr. Cook said that amount should probably be under grant expenses.

Mr. Peterson asked about the large amount in the 2021 program expenses forinformation technology. Ms. Bannister replied that they are doing a whole new server and anentire website overhaul and rebranding.

Mr. Peterson noticed a new line item for 2022 for $20,000 in donations for a sheepwagon and expenditures of $10,000 for a sheep wagon and asks if that implies a $10,000 profit.Ms. Bannister states that the wagon was a donation and the $20,000 was a financial donationfor the upkeep and storage of the wagon for its lifespan. All that is planned for 2022 is $10,000for the initial exhibit.

Mr. Peterson asked about the increase in insurance and the drop in utilities. Mr. Cookstated that he over-budgeted for utilities in 2021 so for 2022 he used the actual amount spent in2021. The insurance did increase due to a review of the building limits and the currentreplacement value costs. Mr. Peterson hopes that everyone is looking at their insurancecoverage.

Mr. Cook updates the Board on their plans for an addition. Tread of Pioneers looking atthe feasibility of adding an addition to the museum. They are currently working with the City tosee if they can get a permit for an addition. Ms. Bannister talks about the need for more indoorspace for families and the Steamboat community.

MOTION

Mr. Peterson moved to recommend to the Routt County Board of County Commissionersthat the 2022 budget and 2021 financials for the Tread of Pioneers Museum be approved aspresented.

Ms. Hicks seconded; the motion carries unanimously.


YAMPA-EGERIA

In lieu of attendance at the January 25th meeting, Janet Ray, Treasurer of the Yampa-Egeria Historical Society, answered questions via email.

1. Capital Projects/Programs budget is $3,000, what is the project/program?

Ms. Ray wrote that the line item is actually $30,000 not $3,000 as stated above. There are two projects budgeted. The first is $25,000 to refurbish the meat lockerdisplay in the Crossan's Market. When completed the display will tell the story ofthe importance of grocery stores to the settling of communities like Yampathroughout the west. $3,000 was budgeted to be a part of the total cost to replacethe stucco on the Yampa-Egeria Museum. Both amounts are estimates becauseat the time the budget was prepared, hard costs were not known. Designing themeat locker display has not begun but will be happening in 2022. Yampa-EgeriaHistorical Society is looking for one or more companies to give a cost estimate forthe stucco work at the museum, but have not located a company or companiesyet.

MOTION

Mr. Wither moved to recommend to the Routt County Board of County Commissionersthat the Hahn’s Peak Area Historical Society’s 2022 budget and 2021 financials be approved aspresented.

Mr. Peterson seconded; the motion carried unanimously.

EN RE: NEW BUSINESS

No new business was presented.

EN RE: NEXT MEETING

The next regular meeting of the Museum and Heritage Fund Advisory Board will be heldon Tuesday, April 12, 2022, at 6:00 p.m. At that meeting, the Board will review the SpringCapacity Building Grants submitted by the different entities, the deadline for grants will be April1st.


EN RE: ADJOURNMENT

MOTION—ADJOURNMENT

At 7:11 p.m., Ms. Bonnifield moved to adjourn the meeting. Ms. Hicks seconded; themotion carried unanimously.

No further business coming before the Board, same adjourned sine die.

______________________________ _____________________________Jennifer Parent, Staff Assistant Pete Wither, Chairman

HAHNS PEAK AREA HISTORICAL SOCIETY 2021

January 9, 2022

The Hahns Peak Area Historical Society was able to open the schoolhouse, museum, pole barn and Wither cabin to visitors for the 2021 season. Although days open were limited to 3-4 days per week rather than seven, due to staf�ing shortage, a record number of visitors enjoyed visiting the buildings and learning the history of the area.

We were fortunate to welcome the addition of two new volunteers who took positions on our board, bringing us to a full board again.

Subject to Covid regulations, it is our hope to be open all week and to host the traditional Ice Cream Social and Arts and Crafts Fair in July 2022, while keeping volunteers and visitors safe and healthy.

Efforts to obtain historic designation for the Farwell Ditch continue. The application will be presented in April 2022. The Farwell family has been deeply involved in this, obtaining maps and photos and staying in touch with Historic Routt County.

The Wheeler family gathered in Hahns Peak in 2021 to celebrate the 100 th anniversary of the Wheelers becoming homeowners in the area.

The Hahns Peak Area Historical Society has no outstanding grants, the last being closed out in 2019.

HPAHS continues to work diligently to accomplish our goal of historic education and preservation, receiving great community support and many volunteer hours for ongoing projects. Our museum personnel worked hard to open early in the Spring to give school children the opportunity to tour the museum and facilities which promotes cultural appreciation at an early age. Grants from MAHFAB have played a vital part in helping us do this, and have been gratefully received and acknowledged.

Again, we thank the MAHFAB Board for their continued efforts to support all of us working to preserve our precious history.

Sincerely,

Hahns Peak Area Historical Society Board

HAHNS PEAK AREA HISTORICAL SOCIETY Museum & Heritage Advisory Board2019 Actuals 2020 Actuals 2021 Projected 2022 BUDGET

Beginning Balance $53,472.88 $61,325.95 $49,593.33 $57,280.14PROJ REVENUE

Property Tax $9,439.90 $10,150.70 $10,617.99 $10,700.00

Dues/Donations $3,037.07 $120.00 $1,539.15 $1,600.00

Fundraising Events $4,923.00 $3,704.93 $2,325.95 $3,500.00

Donations (see above) $0.00 $1,229.68 $0.00 $0.00

Grants $0.00 $0.00 $0.00 $0.00

Admissions/Sales $4,647.00 $3,704.93 $5,051.29 $6,000.00

Misc. Income $4,968.10 $3,471.29 $0.00 $0.00

PROJ REVENUE TOTAL $26,693.97 $22,381.53 $19,534.38 $21,800.00

TOTAL REVENUE BALANCE (BEG. BALANCE + PROJ.

REVENUE $80,166.85 $83,707.48 $69,127.71 $79,080.14

EXPENSES

Payroll Expenses $2,232.00 $0.00 $3,442.50 $4,500.00

*** General Operating $7,236.71 $4,908.85 $5,608.57 $9,000.00

Promotions/Advertising $1,150.00 $0.00 $1,116.94 $1,500.00

Professional Services $800.00 $0.00 $0.00 $0.00

Equipment Repairs/Maintenance $791.97 $591.52 $269.00 $600.00

Training/Education $0.00 $0.00 $0.00 $0.00

Museum Supplies $2,232.00 $5,734.53 $1,410.56 $2,500.00

Capital Projects/Programs $0.00 $22,262.31 $0.00 $1,000.00

Fundraising Expense $426.49 $586.94 $0.00 $1,000.00

Misc. Expense $30.00 $30.00 $0.00 $50.00

Replace logs dynamite shed $2,500.00 $0.00 $0.00

TOTAL EXPENSES $14,899.17 $34,114.15 $11,847.57 $20,150.00

Ending Balance $61,325.95 $49,593.33 $57,280.14 $58,930.14

***This includes : Rent, phone, utilities, insurance, office supplies, postage, etc.

End of Year Report for Hayden Heritage Center Museum 2021

The Covid-19 pandemic remained a strong influence throughout 2021 and continued our education of becoming more adaptable. We were able to regain some normal activity level by the years end adapting to the new “normal” of Covid but with the various variants looming in the shadows we are working on changing the way we approach the Museum, our programming and events to be more adaptable. All three employees have been fully vaccinated and we have masks for any volunteers or visitors who are not vaccinated or are more comfortable wearing facemasks.

We have been very fortunate that although our in person visitor numbers were slightly lower than normal this past year, what activities we could hold were well attended and our online visitation to our web site and our online media has increased.

Memberships are beginning to rebound though we are still down. We have been fortunate to have acquired additional funding through grants. We received a grant through Colorado Department of Transportation to upgrade our main computer, gained two laptops- so we can work during any closures, also updated our PastPerfect database which includes online capacity. We were able to load our photos so they are now accessible online through our web page. We updated our gift shop streamlining it with our square point of sale so that much of our gift shop is on line as well. We received another PPP Loan which was forgiven and we were awarded funds through the Colorado Humanities for 2022 through the Sharp fund. We also were awarded additional funds from Colorado Humanities through their Social Media Challenge which was a stretch for us but thanks to a local college student we managed to enter.

Our Senior docent completed her training with SER (Senior Employment Retraining program) and was hired by the Museum as a seasonal docent for the summer months so that the Museum could be opened Tuesday thru Saturday- May through September and she would not have to drive in the winter months. We were also able to procure a part time office manager who is familiar with grants and grant management which has been a ton of help in addition to handling general office duties.

Regarding events and programs, we canceled just about all of our indoor programming for 2021 and only held outdoor events. We cancelled our largest fundraiser event, The Elkhead Rock School Tour as transportation had become an issue due to Covid restrictions. We moved our Spring fundraiser event, Ride the Cog, to September in hopes that Covid would lighten up. It was much better weather for the event and we had the largest attendance yet. We held the Pioneer Picnic in July out at the former Mt. Harris townsite under three large tents, thanks to the property owners who allowed access. This event was the kickoff event for the Mt. Harris Inventory project- a collaborative project that Historic Routt County is taking the lead on. This has been wonderful as it has sparked a renewed interest in Mt. Harris and we are working on improving the Memorial site on Hwy 40 and updating our Museum exhibit so that it is more comprehensive and inclusive which prompted us to submit an NEH grant for 2022. We participated with the Crane Festival giving a tour of the Mt Harris site. In the Fall we hosted the third grade class from the new Sleeping Giant School- they visited the Museum and we gave a tour of the Mt. Harris site. In December we held the annual Stroll with a book signing with historian and author Belle Zars. We saw over 165 participants over the course of the day in small groups inside the museum with horse drawn wagon rides to the Granary at the Goose which had a craft show and Santa in the granary breezeway.

We did not do any special exhibits at the Museum in 2021 however we did participate in the Routt Co Fair with an exhibit in the Exhibit hall. We also did two “pop up” exhibits at the new Hayden Rec Center. We moved our Smithsonian poster exhibit of ‘Women and the Vote’ to the Rec Center main hall and the other exhibit, artwork by Ernestine Purcell- a 1927 Hayden graduate who attended art school in Denver, is by the art rooms. These exhibits coincided with the Women’s Convention that was held in September and allows Totally Kids and Rec center visitors to have access. We are working towards opening the upstairs of the Depot-then former station agent apartment- for gallery space. It will contain a 1920’s kitchen, a gallery of household items, a Western room, plus a room for the Sullivan and Parfrey collections.

We are looking to 2022 as a busy year. We will be completing the construction documents for the Depot for the remaining issues outlined in the 2017 Historic Structure Assessment through a SHF planning grant which we were awarded in December 2021 along with the Fall 2021 MAHFAB grant. These documents will be used to bid out work so we can hopefully have the buildings major issues: updating the electric, heating and some structural and foundation regrading, rectified in the next few years. We are unsure about some of our event such as the Elkhead School Tour as the new omnicron variant will affect any large indoor event, but we are hopeful we can adapt. We are tentatively looking at doing our Kids history hour and walking tours in the summer and holding the Ride the Cog event in the Fall.

Thank you to the MAHFAB Board for your continued support!! We could not continue without it!!!

Hayden Heritage Center Museum & Heritage Advisory Board2019 Actuals 2020 Actuals 2021 Projected 2022 BUDGET

Beginning Balance 180066 163127 183018 208839PROJ REVENUE

Property Tax 30551 32513 32500 32500

Memberships 2725 1185 425 2000

Fundraising Events 6762 1130 7866 10750

Donations 9370 12004 13267 8000

Grants 54452 35914 35941 78202 2022 incl 25k grant applied for NEH

sales/Gift Shop 1823 424 3158 3250

Misc. Income 956 0 260 150

deposit return 17946 0 0

PROJ REVENUE TOTAL 106639 101116 93417 134852TOTAL REVENUE BALANCE

(BEG. BALANCE + PROJ. REVENUE 286705 264243 276435 343691

EXPENSES

Payroll Expenses 35679 38282 43077 56027 contingent on NEH grant $16177

*** General Operating 13997 10494 10975 13790

Promotions/Advertising 1074 0 66 2500

Professional Services 0 430 200 11398 $7498 nehEquipment Repairs/Maintenance 678 192 4199 1618 250 2021 computer upgrades

Training/Education 149 0 0 0

Museum Supplies 7658 957 1783 2325 $575 neh

Capital Projects/Programs 60592 30408 280 26802

Fundraising Expense 3091 385 5571 7150

gift shop 660 0 1195 1200

Misc. Expense 0 77 250 1000 500 neh travel

TOTAL EXPENSES 123578 81225 67596 123810 $25k NEH

Ending Balance 163127 183018 208839 219881


12

345678910

111213

1415161718192021222324252627282930313233

34

A B C D E F G H I J K L

FY 2022 Proposed Operating Budget with Cog no Elkhead

RIDE THE COG COMMUNITY EVENT PROGRAMMING EXHIBITS/

COLLECTIONJERRY GREEN ECHOES EXPANSION

PROJECT

CAPITAL BUILDING PROJECT

GENERAL OPERATIONS

TOTAL EXPENSES / INCOME

EXPENSES Salaries Curator $0.00 $2,000.00 $14,000.00 $0.00 $0.00 $2,500.00 $13,220.00 $31,720.00 4% increase

Assistant Director $0.00 $0.00 $0.00 $0.00 $0.00 $7,200.00 $7,200.00 $15/hr -10 hrs/wk

Docents $3,750.00 $3,750.00 1 docent/1 intern

Taxes and Benefits $3,186.00 $3,186.00Insurance $200.00 $0.00 $2,800.00 $3,000.00

Outside Fees & Services $1,000.00 $0.00 $1,000.00 $10,000.00 $0.00 $26,802.00 $250.00 $39,052.00

IMLS Grant/ State historic/Mahfab grant

Space / Facility Rental $250.00 $0.00 $0.00 $250.00 Porta Potties?

Travel / Accom.: Staff & Other $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Advertising/PR $2,500.00 $0.00 $0.00 $0.00 $0.00 $1,000.00 $3,500.00

Voice, Radio RTC/new brochures for museum

Equipment: Non-capital Purchase $1,000.00 $1,000.00Equipment:Rental $1,368.00 $1,368.00Internet $720.00 $720.00Supplies & Materials/Gen Op $0.00 $1,200.00 $1,000.00 $1,000.00 $3,200.00Museum Supplies $1,000.00 $1,000.00 $2,000.00Telephone $470.00 $470.00Utilites $6,000.00 $6,000.00Security $360.00 $360.00Postage & Postal Fees $150.00 $150.00Graphic Design Fees $100.00 $0.00 $0.00 $50.00 $150.00Printing $250.00 $0.00 $25.00 $100.00 $375.00Subscriptions / Publications $495.00 $495.00Sales Merchandise (tSHIRTS) $300.00 $1,000.00 $1,300.00Banking / Cr Cd Fees $250.00 $250.00Licenses / Permits $300.00 $0.00 $0.00 $0.00 $0.00 $300.00Penalties / Interest Expense $25.00 $25.00Sales Tax/Solicitation Fee $200.00 $200.00Hospitality / Awards $0.00 $0.00 $0.00 $500.00 $100.00 $600.00Misc. Expense $1,250.00 $0.00 $500.00 $1,750.00 granary payout RTC

TOTAL EXPENSES $6,150.00 $0.00 $4,200.00 $26,000.00 $500.00 $25.00 $0.00 $29,302.00 $46,194.00 $112,371.00


12

3

A B C D E F G H I J K L

FY 2022 Proposed Operating Budget with Cog no Elkhead

RIDE THE COG COMMUNITY EVENT PROGRAMMING EXHIBITS/

COLLECTIONJERRY GREEN ECHOES EXPANSION

PROJECT

CAPITAL BUILDING PROJECT

GENERAL OPERATIONS

TOTAL EXPENSES / INCOME


35363738394041

42

43444546474849505152535455

56

57

58

59

60

61

62

REVENUE $0.00Memberships $1,250.00 $1,250.00Fees $3,300.00 $0.00 $500.00 $3,800.00Advertising/Sponsosrships $4,500.00 $0.00 $0.00 $4,500.00Merchandise Sales $250.00 $0.00 $3,000.00 $3,250.00Interest Income $150.00 $150.00Other Earned Revenue $0.00

TOTAL REVENUE $8,050.00 $0.00 $0.00 $0.00 $500.00 $4,400.00 $12,950.00

SUPPORT $0.00Government (City, County, State) $0.00

Historical County Mill Levy $0.00 $0.00 $32,500.00 $32,500.00 Mahfab Grants $0.00 $0.00 $13,802.00 $0.00 $13,802.00State Historic $13,000.00 $13,000.00Colorado Humanities $3,700.00 $0.00 $16,300.00 $20,000.00Town of Hayden $0.00 $0.00 $2,500.00 $2,500.00IMLS $10,000.00

Foundation Grants $0.00YVCF $0.00 $1,500.00 $1,500.00Corporate Contributions $0.00 $1,500.00 $1,500.00Board Contributions $250.00 $250.00Individual Contributions $0.00 $5,500.00 $5,500.00

Cash On Hand $500.00 $500.00Transfer from Memorial Acct

TOTAL SUPPORT $0.00 $0.00 $3,700.00 $10,000.00 $0.00 $0.00 $26,802.00 $60,050.00 $100,552.00

TOTAL REVENUE AND SUPPORT $8,050.00 $0.00 $3,700.00 $10,000.00 $500.00 $500.00 $0.00 $26,802.00 $64,450.00 $114,002.00TOTAL EXPENSES $6,150.00 $0.00 $4,200.00 $26,000.00 $500.00 $25.00 $0.00 $29,302.00 $46,194.00 $112,371.00NET GAIN / (LOSS) $1,900.00 $0.00 -$500.00 -$16,000.00 $0.00 $475.00 $0.00 -$2,500.00 $18,256.00 $1,131.00

BEGINNING FUND BALANCE $133,166.00

ENDING FUND BALANCE $134,297.00

Jan - Dec 21

Ordinary Income/ExpenseIncome

DonationsBoard Donation 192.04Donations - Other 11,402.47

Total Donations 11,594.51

Dues/Memberships 425.00Fundraising 7,865.60Gift Shop Sales 3,158.67Interest Inc 143.20Misc. Income 117.67Tax Fund 31,742.0443300 · Direct Public Grants

43330 · Foundation and Trust Grants 1,462.42

Total 43300 · Direct Public Grants 1,462.42

43400 · Direct Public Support43410 · Corporate Contributions 209.95

Total 43400 · Direct Public Support 209.95

44500 · Government44520 · Federal Grants 9,417.0044540 · State Grants 26,524.00

Total 44500 · Government 35,941.00

Total Income 92,660.06

Gross Profit 92,660.06

ExpenseCDOT Telework Project Expenses 1,574.00Bills & Utilities

Internet Expense 870.94Utilities 4,410.06

Total Bills & Utilities 5,281.00

Capital Projects 234.19Credit Card & Bank Fees

Bank Fees & Interest 35.62Credit Card Fees & Charges 209.76

Credit Card & Bank Fees - Other 3.20

Total Credit Card & Bank Fees 248.58

Equipment Repairs & AcquisitionEquipment Rental 1,365.25Equipment Repairs & Acquisition - Other 2,753.73

Total Equipment Repairs & Acquisition 4,118.98

Fundraising Expense 5,571.31Interest Exp 0.01Licenses/Permit 111.00Misc. -191.70Museum Supplies 1,783.17Payroll Expense - Curator 31,400.04Pqyroll Expense Asst. Director 6,750.00Payroll Expense - Docents 1,755.00Payroll Taxes 3,172.44Security 863.45

12:11 PM Treasurer's Quicken Data01/11/22 Profit & LossCash Basis January through December 2021

Page 1

Jan - Dec 21

TaxProperty Tax 8.40State Sales Tx 70.07

Total Tax 78.47

60300 · Awards and Grants60320 · Cash Awards and Grants 500.00

Total 60300 · Awards and Grants 500.00

65000 · Operations65010 · Books, Subscriptions, Gift Shop 1,194.6965020 · Postage, Mailing Service 193.9565040 · Office Supplies 146.9765000 · Operations - Other 80.00

Total 65000 · Operations 1,615.61

65100 · Other Types of Expenses65110 · Advertising Expenses 66.0065120 · Insurance - Liability, D and O 2,656.91

Total 65100 · Other Types of Expenses 2,722.91

69800 · Uncategorized Expenses 540.00

Total Expense 68,128.46

Net Ordinary Income 24,531.60

Net Income 24,531.60

12:11 PM Treasurer's Quicken Data01/11/22 Profit & LossCash Basis January through December 2021

Page 2

January 14, 2022 Dear Museum and Heritage Fund Advisory Board members: Please find a summary of highlights from 2021 and plans for what we are working on in 2022. Without the mill levy funding and generous grants from MAHFAB, our work to preserve the historic character of Routt County communities and rural areas would not be possible. Thank you for your support. Sponsored Grants Sponsored for the Steamboat Mountain School (grant in progress)

• Spring 2021 - $10,000 grant request to support re-locating the Selbe House to the Steamboat Mountain School grounds in Strawberry Park

• The building has been moved, and the school is waiting on the contractor to start foundation work. Sponsored for Perry-Mansfield (grant ready to close out)

• October 2020 - $10,000 to support structure work on Julie Harris Theater

• Work has been completed and grant is in the process of being closed out

Historic Designation Program (grant extended)

• October 2019 – HRC submitted a $7,200 grant to support our Historic Designation Program. The primary goal of this initiative is to nominate 10-12 properties to the Steamboat Springs Register of Historic Places in the next 2 years.

• HRC has been working with 4 consultants o St. Paul’s Episcopal Church listed on Steamboat Register o 351 8th St listed to Steamboat Register o Farwell Ditch – final draft is complete and will go before RCHPB in March 2022. o Portia Mansfield Cabins – complete and went before the RCHPB on 1/13/22. o Fair Acres Ranch in CR 14 (Old Thorne place) o Tread of Pioneers Utterback and Zimmerman Houses o Denise Turton House in Hayden, former Mount Harris home o Elkhead Community Center listed on the Routt County Historic Register in November 2021 o Sarvis/Hubbard Cabin o Steamboat Hot Springs

Historic Documentation

• Moving Mount Harris Inventory: We received a $2,250 National Trust for Historic Preservation grant for documentation. We are working with the Hayden Heritage Center and CU Denver to document the history of Mount Harris before and after it was dismantled. Currently, we are seeking information on the location of the 63 buildings that were auctioned and moved from Mount Harris.

Advocacy

• Historic Routt County leads the preservation advocacy coalition Partners in Preservation (PIP). Together with the Tread of Pioneers, the City of Steamboat Springs’ Historic Preservation Commission, Main Street Steamboat, and other community members, we are leading a renewed effort to educate the public and policymakers about the tools, incentives, and benefits of preserving the character and heritage of our communities. Partners in Preservation is advocating for a stronger, more proactive preservation program in Steamboat Springs and Routt County. One of our major advocacy efforts in 2021 was to ensure historic preservation is well represented in the updated Routt County Master Plan.

Projects • Completed work at Old Stone Church at St. Paul’s Episcopal Church • Completed Phase I work at Julie Harris Theatre at Perry-Mansfield

What to Expect in 2022

• Preservation projects: o Phase 2 rehabilitation of the Julie Harris Theatre at Perry-Mansfield o Sarvis Creek/Hubbard Cabin: HRC will be serving as fiscal agent for work on the cabin. Our

partners are BLM, Friends of the Hubbard Cabin, and the Yampa Valley Community Foundation

• Stewardship o Historic Routt County has entered into a Master Cost Share Agreement with the US Forest

Service. It is a 5-year agreement for HRC to provide preservation and stewardship services on USFS land.

Thank you for your continued support and for approving the extension request for the Historic Designation project. Historic Routt County and our partners could not do our work without the gracious support, encouragement, and funding from the Museum and Heritage Fund Advisory Board. Sincerely,

Jenny Deichman Executive Director

(Please add your museum name here) Museum & Heritage Advisory BoardHistoric Routt County 2019 Actuals 2020 Actuals 2021 Projected 2022 BUDGET

Beginning Balance 113,434.83$ 108,881.00$ 132,763.00$ 126,978.00$

2019 column are same numbers reported in the 2021 report. 2020, 2021 and 2022 beginning balance numbers are taken from the Jan. 1 balance sheet from each year. Please note that 2021 year-end financials are not yet final, and the 2022 budget is not final. Both are expected to be final by February.

PROJ REVENUE

Property Tax 35,361.28$ 38,038.00$ 38,214.00$ 40,000.00$ 2022 estimate

Dues/Donations -$ -$ -$ -$

Fundraising Events -$ -$ -$ -$

Donations (see above) 47,429.48$ 40,659.00$ 27,520.00$ 45,000.00$ 2021: Expect to add about $18,000 once CO Gives transfer happens. This amount is not included in the 2021 financials yet.

Grants 19,184.34$ 20,000.00$ 10,000.00$ 24,450.00$

Admissions/Sales 299.28$ -$ -$ -$

Misc. Income 8,457.62$ 10,352.00$ 16,295.00$ 12,400.00$ Grant admin + license plate sales + amount to equal actual income for 2020 and 2021 - $431 for 2020; $1153

PROJ REVENUE TOTAL 110,732.00$ 109,049.00$ 92,029.00$ 121,850.00$ TOTAL REVENUE BALANCE

(BEG. BALANCE + PROJ. REVENUE 224,166.83$ 217,930.00$ 224,792.00$ 248,828.00$

EXPENSES

* Payroll Expenses 51,179.35$ 55,240.00$ 49,148.00$ 64,187.00$ 2021: ED left in September so lower payroll

*** General Operating 12,456.07$ 23,667.00$ 48,622.00$ 18,915.00$ 2021 and 2022: all other expenses not noted in MAHFAB template

Promotions/Advertising 250.00$ 250.00$ 243.00$ -$

Professional Services 3,605.00$ 2,780.00$ 12,074.00$ 26,400.00$ 2021: ED contract services + marketing consultant. 2022: technical preservationist, admin, accounting, interim ED, legal

Equipment Repairs/Maintenance -$ -$ -$ -$

Training/Education 626.25$ 270.00$ 251.00$ 1,000.00$ allowance for new ED

Museum Supplies -$ -$ -$ -$

Capital Projects/Programs 34,511.11$ 11,960.00$ -$ -$

Fundraising Expense 4,544.61$ 4,713.00$ 5,019.00$ 8,425.00$

Misc. Expense 2,849.00$ -$ -$ -$

TOTAL EXPENSES 110,021.39$ 98,880.00$ 115,357.00$ 118,927.00$

Ending Balance 114,145.44$ 119,050.00$ 109,435.00$ 129,901.00$

*Note: 61% is program expense; 30% is admin; 9% is fundraisng***This includes: Rent, phone, utilities, insurance, office supplies, postage, etc.

Dec 31, 21

ASSETSCurrent Assets

Checking/SavingsYampa Valley Bank- Foidel #8733 645.12Wells Fargo #3733 - Hahns Peak 1,330.73Wells Fargo Checking #6940 74,299.60

Wells Fargo #7826--Arnold Barn 2,357.62

Wells Fargo #4934--Stewardship 1,031.33

Yampa Valley Bank - Rock Creek 254.43

Total Checking/Savings 79,918.83

Accounts ReceivableAccounts Receivable 27,601.29

Total Accounts Receivable 27,601.29

Other Current AssetsSecurity Deposits 100.00

Total Other Current Assets 100.00

Total Current Assets 107,620.12

Fixed AssetsAccumulated Depreciation -2,324.42Office Equipment 2,324.42

Total Fixed Assets 0.00

Other AssetsWells Fargo Investments - MM 1,268.74Endowment Fund - YVCF 18,169.99

Total Other Assets 19,438.73

TOTAL ASSETS 127,058.85

LIABILITIES & EQUITYLiabilities

Current LiabilitiesAccounts Payable

Accounts Payable 20,920.41

Total Accounts Payable 20,920.41

Other Current LiabilitiesSales Tax Payable 37.21

Total Other Current Liabilities 37.21

Total Current Liabilities 20,957.62

Total Liabilities 20,957.62

EquityRestricted Funds 49,389.58

Unrestricted Funds 67,508.98Net Income -10,797.33

Total Equity 106,101.23

TOTAL LIABILITIES & EQUITY 127,058.85

6:51 PM Historic Routt County01/12/22 Balance SheetAccrual Basis As of December 31, 2021

Page 1

DRAFT!!!

Jan - Dec 21


Expense reimbursement 401.33Donations & Memberships 27,520.34

Grant Income 10,000.00

Routt County Mill Levy 38,214.51Earned Income 15,142.95

Program Income 750.00



ExpensePROGRAM EXPENSES 91,780.62

MANAGEMENT & GENERAL 18,557.32

FUNDRAISING EXPENSE 5,019.15


Net Ordinary Income -23,327.96

Other Income/ExpenseOther Income

PPP Loan Forgiveness 10,972.00Interest Income 136.04Gain/Loss on Investments 324.51Unrealized gains (losses) 1,098.08

Total Other Income 12,530.63

Net Other Income 12,530.63

Net Income -10,797.33

6:51 PM Historic Routt County01/12/22 Profit & LossAccrual Basis January through December 2021

Page 1

Draft! We expect to end the year well in the black once we enter about $18,000 worth of CO Gives Donations that have not hit our bank account yet.

Historical Society of Oak Creek & Phippsburg 2022 Budget Narrative

Historical Society of Oak Creek & Phippsburg – 2021/2022 Submitted by: Nita Naugle, Tracks & Trails Museum Museum Closed: At the beginning of 2021 our Museum was closed because of COVID-19. However even after restrictions were lifted we remained closed because of the continuing major roof leak from 2020 located at the back of the museum. No archives were damaged. We are still reeling from the leak and delay after delay. The Town of Oak Creek owns the museum building. A second patch was made in late fall of 2021 and at that time mold was found at the leak site. The Town requested the Museum be closed, even to volunteers, until that mold is mitigated. In the mean time, the patch did not hold and we still have a water leak. The Town and contractor have been contacted. A solution to this current leak is still pending. We hope that a permanent fix will be done in 2022 and we can reopen soon.

Currently, visitors needing research can schedule off-site appointments at the discretion of myself, Nita Naugle. I have been working from home for the Museum.

Our income in 2021 increased from 2020 COVID cancellation of events. However we are still not back to the level from pre-COVID and we certainly miss donations from walk-in visitors at the Museum.

Volunteers: The foundation of the Historical Society and Tracks & Trails Museum is the volunteer base. With the Museum being closed our volunteer work and activities are at a minimum. However, we did slowly start to reintroduce our off-site events and outdoor work. We had a new volunteer spend weeks over the summer at the “The Station” on outside repairs and maintenance.

Grants: We have several active grants, carried over for archives support and our Coal Miner’s Retaining Wall & Landscaping project, funds include but not limited to a Great Outdoors Colorado and MAHFAB. The MAHFAB portion of this grant has been closed. We also applied for a small grant from the Town of Oak Creek to purchase portable traveling display system.

Landscaping Project: Work started in the fall of 2021, what work has been done has been very successful. In 2022 we will finish up this phase of the project and plan to have an on site event to celebrate the work that was done.

Foidel School: In 2022 we will again complete our annual maintenance at the Foidel School. We will continue to negotiate a new partnership, and dialog with Peabody Mine.

Events: Due to COVID, in 2021 the Women’s High Tea was canceled. We participated and held a booth at Yampa’s 4th of July celebration, added a new fundraiser in partnership with ACE at the Curve in Steamboat by selling hotdogs and chances for our quilt raffle, introduced a new historic tour called “The Heart of Phippsburg”, and proceeded with all of our Labor Day activities and fundraisers (minus the Museum being open). In 2022, along with our usual events we plan to co-host the Pioneer Picnic in July with Yampa-Egeria Museum.

Historical Society of Oak Creek & Phippsburg Education: Our education program with the Soroco High School Social Studies class was streamlined to just include the cemetery tour due to the museum being closed. The students were presented history of Oak Creek emphasizing immigration and diversity. A class assignment led them to files, stories, and photos of individuals from a variety of countries where they studied the environmental, social and economic elements of immigration.

The Station: In 2021 we focused volunteer time on “The Station” across the street from the Museum. The bathroom was repainted and the display shelving was added. We will continue to develop the space in 2022.

Long-Term Financial Stability: The museum is taking steps to increase and diversify revenue sources. We will see additional sources of revenue development in 2022. The Tracks & Trails Museum has made long-term stability a priority, one small step at a time.

Below: 2021,“Heart of Phippsburg” Tour, former railroader and event speaker, Dutch Ebaugh visits with other event speaker Paul Bonnifield. Right: Landscape project, 2021, planting and Coal Miners’ Bucket Park.

Historical Society of Oak Creek & Phippsburg Museum & Heritage Advisory Board2019 Actuals 2020 Actuals 2021 Projected 2022 BUDGET

Beginning Balance 46653 51021 52747 50316PROJ REVENUE

Property Tax 16785 18154 17666 18837

Dues/Donations 3235 4190 4095 3500

Fundraising Events 7489 1397 4942 3125

Donations (see above) 2697 8028 2560 4850

Grants 11590 11413 15584 10000

Admissions/Sales 15992 213 298 300

Misc. Income 588 0 8740 185

PROJ REVENUE TOTAL 58376 43395 53885 40797TOTAL REVENUE BALANCE

(BEG. BALANCE + PROJ. REVENUE 105029 94416 106632 91113

EXPENSES

Payroll Expenses 20210 18977 18839 19000

*** General Operating 13602 15726 14024 14939

Promotions/Advertising 613 1353 420 1800

Professional Services 3554 3854 1832 6650Equipment Repairs/Maintenance 369 795 9646 1650

Training/Education 51 0 0 450

Museum Supplies 1562 0 0 1050

Capital Projects/Programs 10966 37 5857 5296

Fundraising Expense 3081 88 28 100

Misc. Expense 0 839 512 0

TOTAL EXPENSES 54008 41669 51158 50935

Ending Balance 51021 52747 55474 40178


Jan - Dec 22


Can Do Grant 0.00Community First Foundation 0.00Donations

Archival 100.00General Fund 1,000.00Memorial 1,000.00Miner's Wall 100.00Miner's Wall Landscaping 100.00Mother's Memorial 100.00Museum 500.00Railroad Display 100.00Station building 100.00Window Shades 250.00Donations - Other 1,500.00

Total Donations 4,850.00

Fundraising4th of July 50.00Amazon Smiles 50.00Colorado Gives 750.00Craft Fair 150.00High Tea 150.00Labor Day Pie Sales 1,000.00Labor Day/Station Store 250.00Other 0.00Raffles

Christmas 0.00Quilt raffle 500.00Raffles - Other 100.00

Total Raffles 600.00

Roadside Tours 25.00Taste of South Routt 50.00Wreaths 50.00

Total Fundraising 3,125.00

Grants 10,000.00Insurance Proceeds 0.00Interest Income 15.00Legacies & Bequests 100.00Membership Dues 3,500.00Property Tax revenues 18,837.00Sales

Books 150.00Corona Books 0.00Sales - Other 150.00

Total Sales 300.00

Sales Tax 70.00


Cost of Goods SoldCost of Goods Sold 100.00

Total COGS 100.00


7:35 AM Historical Society of Oak Creek & Phippsburg01/17/22 Profit & Loss Budget OverviewCash Basis January through December 2022

Page 1

Jan - Dec 22

ExpenseAdvertising/Promotions 100.00Bank Service Charges 25.00Books 500.00Bucket Park 50.00Collection Technology 1,000.00Contributions 100.00Credit card processing fees 25.00Designated Expenses

Archival Room 3,500.00Basement 1,000.00Donations 300.00Fire Truck Bldg/Park 13,215.00Memorials 5,500.00Mothers Memorial 2,882.00Railroad Display Phippsburg 7,682.00Station Building 4,199.00Wind Shades 0.00

Total Designated Expenses 38,278.00

Dues and Subscriptions 200.00Emergency reserve 3,000.00Fundraising Supplies 100.00

Grant writing 2,000.00Grants received-expenses

State Historic Fund Grant 0.00Grants received-expenses - Other 0.00

Total Grants received-expenses 0.00

InsuranceLiability Insurance 3,500.00Workers' Comp 300.00

Total Insurance 3,800.00

Licenses and Permits 100.00Miners Wall Expense 50.00Museum

Conservation Supplies 800.00Curator'room & office 0.00Museum displays 0.00Museum miscellaneous 250.00

Total Museum 1,050.00

Museum Co-ordinator/Curator 17,500.00Operating costs 0.00Payroll Expenses 1,500.00Postage and Delivery 300.00Printing and Reproduction

Books 400.00Photos 100.00

Total Printing and Reproduction 500.00

Professional FeesAccounting 1,500.00Copier monthly fees 500.00Legal Fees 250.00Security system monitoring 600.00Website 800.00

Total Professional Fees 3,650.00

Program & Displays Expense 400.00Rent 960.00


Page 2

Jan - Dec 22

RepairsComputer Repairs 200.00Museum Repairs 1,200.00Station Building Repairs 250.00

Total Repairs 1,650.00

Sales Tax State of Coloardo 50.00Snow Removal 1,000.00Supplies

Cleaning 100.00Office 500.00Supplies - Other 0.00

Total Supplies 600.00

Telephone 1,000.00Training 250.00Travel & Ent

Travel 200.00

Total Travel & Ent 200.00

Uncategorized Expenses 3,021.00Utilities

Electric Fire Truck Structure 300.00Electric Museum 3,400.00Electric Station 440.00Sewer Museum 769.00Sewer Phippsburg 488.00Sewer Station 769.00Water Museum 700.00Water Phippsburg 612.00Water Station 576.00

Total Utilities 8,054.00


Net Ordinary Income -50,316.00

Net Income -50,316.00


Page 3

January 11, 2022 Museum and Heritage Fund Advisory Board Routt County, CO RE: Tread of Pioneers Museum 2022 Budget and 2021 Financials Attached you will find the following documents:

• MAHFAB Financial Summary Form • 2021 Year-End Income and Expense Statement (preliminary) • 2021 Year-End Balance Sheet (preliminary) • 2022 Approved Budget • 2020 Annual Report

The Museum and Heritage mill levy funds disbursed to the Tread of Pioneers Museum have been used to continue an ever-expanding array of preservation, research, digitization, and educational activities, to serve both our local community as well as visiting tourists. Though 2021 continued to be greatly impacted by the COVID-19 pandemic, and mostly hindered our ability to host indoor events, large outdoor gatherings, and/or keep the museum fully open, highlights of our 2021 programs, events, and tours are:

• Weekly summer walking tours including the Downtown Historical Walking Tours, Olympic Heritage Walking Tours and new Iconic Steamboat Tours and Ag Talks at the Arnold Barn

• Open Houses and children’s programs at the Historic Mesa School • Summer Brown Bag Storytelling Series (virtual for 2021) • Tours and talks at historical landmarks including More and Arnold Barns, Mesa School and more • Virtual Winter Historical Film Series at the historic Chief Theater • Virtual “A Taste of History Food and Recipe Series” (Jan.-March) • History Happy Hour series • Ute Pow Wow events • Curriculum based school tours and other children’s programs • Members events and First Friday Artwalks • Full opening, five days per week from June 2021 onward • An ever expanding array of online programming on our Youtube Channel, Facebook page, and website

We often partner with local organizations to present our programs, tours and events for maximum community benefit. Local partners include Community Agriculture Alliance, Historic Routt County, Bud Werner Library, Yampatika, Chief Theater, Steamboat Springs School District, Steamboat Springs Arts Council, Steamboat Art Museum, Steamboat Springs Winter Sports Club and more. Some annual events continue like the Pioneer Day 4th of July Block Party were cancelled due pandemic safety, but were able to continue the Festival of Trees, Leckenby and Larson Awards, and the Yule Log Hunt. The mill levy funds have also supported our many exhibits including the Foundations of Steamboat exhibit, honoring local World War II service men and women and now highlighting the Luekens Family; Mineral Springs of Steamboat; Olympian Tribute display at the Steamboat Ski Area; Inspiration: Four Seasons at Perry-Mansfield; Lens to the Landscape: The Photography of John Lanterman; seasonal and continual exhibit updates throughout the museum and more. We partnered to help research, design and create all new interpretive signs at nine of the local mineral springs. Collections and archive management, as well as artifact preservation, continues to be a key focus through the efforts of our full-time, professionally trained Curator, and recently a ¾-time Curatorial Assistant. We recently completed an in-depth collections assessment to help us plan for future collections projects. Each year, we continue to receive hundreds of significant local artifacts, photos, films, documents and other materials that capture the unique history of our area. Much of our collection, including our films and photos, have been digitized and are available online. After receiving the entire 130-year photo archive from the Steamboat Pilot newspaper in 2018, we have made significant progress preserving and scanning the massive collection.

We have many exciting projects and plans for 2022 including:

• Continue to assess, organize, preserve and digitize the Steamboat Pilot newspaper photo archive • Continue to transcribe our oral history collection; conduct new oral histories • New feature exhibits including the Richard Pleasant Collection of Native American Art • Overhaul of the Western Heritage and Agricultural exhibit on the museum’s second floor • Continue popular programming offerings including History Happy Hours, historic site tours, and more • Increase outreach and programming in local schools • Expand partnership programs and events with other local nonprofits • Continue all of our annual programs, tours, and events and increase attendance. • Continue to adjust and pivot to the changes presented by the pandemic. Continue our strong online presence. • Co-lead Partners in Preservation group focused on historic preservation advocacy, education, and program

strengthening. • Lead efforts to place policies and protections for mineral springs longevity and vitality. Partner with the City of

Steamboat Springs and contribute funds for USGS mineral springs study. • Build new exhibit enclosure and upgrades for Steamboat Pilot stagecoach (potential MAHFAB grant). • Continue to provide competitive salaries and benefits to skilled employees. • Find location for newly donated sheep wagon, and create new exhibits for the artifact. • Co-sponsor MAHFAB grant with City of Steamboat Springs for preservation projects for the Community House

at Little Toots Park. • Assess satellite exhibit and programming locations at historic sites in the community. • Plan future facility expansion needs. • Launch new museum brand and website.

Please take a look at the attached 2020 annual report, which was created for our June 2021 annual meeting that includes a summary of our 2020-21 highlights. Please let me know if you have any questions about our programs and activities, and thank you for your continued support of the Tread of Pioneers Museum. A few notes on our financials: With reduced museum operational hours, attendance, and admissions due to Covid-19, we again received a federal Paycheck Protection Program (shown in Misc. Expense on the MAHFAB form) grant in 2021 of over $41K. Along with increases in donations, grants and fundraising, we again ended the year in a healthy financial position.

Once again, thank you for your time on MAHFAB and your continued support of the museum.

Candice Bannister, Executive Director Tread of Pioneers Museum

Tread of Pioneers

2021 and 2022 Budget for MAHFAB Submittal

2021 Budget 2022 Budget

REVENUES

Admissions 18,000$ 22,000$

Routt County Collection 2,500$ 2,500$

Fundraising 13,000$ 16,000$

Donations 60,000$ 70,000$

Donations - Lufkin 5,000$ 5,000$

Donations - Sheepwagon 20,000$

Exhibits Income -$ -$

Pilot Photo Project Receipts 1,500$ 1,500$

Grant Income 10,000$ 25,000$

MAHFAB Community House Grant 10,000$

Memberships 27,000$ 25,000$

Mill levy Funds 229,200$ 256,500$

Program Receipts 2,000$ 2,000$

Miscellaneous Income -$ -$

Sales 17,000$ 17,000$

Schwab investment withdrawal for salaries 30,000$

Total Revenues 385,200$ 502,500$

Program Expenses

Collection & Conservation 1,500$ 2,500$

Oral History 1,000$ 1,000$

Routt County Collection Exp 1,500$ 500$

Pilot Photo Project Expenses 5,000$ 1,000$

Research Center 500$ 300$

Exhibits 16,000$ 25,500$

Exhibits - sheepwagon 10,000$

Programs 1,500$ 1,500$

Children's Programs Exp 3,000$ 9,000$

Summer Programs 4,000$ 4,000$

Payroll - Program 150,100$ 203,100$

Payroll tax expense 11,500$ 15,500$

Employee benefits & insurance 5,100$ 6,600$

ESC and intern -$ -$

Advertising 13,000$ 13,000$

Information Technology 10,500$ 4,000$

Printing 3,000$ 3,000$

Telephone & Internet 2,500$ 3,000$

229,700$ 303,500$

Buildings & Maintenance

Cleaning 5,500$ 5,000$

Grounds Maintenance 7,000$ 6,000$

Insurance 8,000$ 12,500$

Maintenance 2,500$ 2,500$

Security 1,500$ 1,500$

Supplies - Mtnc. 2,500$ 2,500$

Utilities 12,000$ 9,000$

Zimmerman house expense 6,500$ 6,500$

Collection facility expense 1,000$ 1,000$

Utterback house expense 2,500$ 2,500$

Maintenance - Contract Labor 3,000$ 2,500$

52,000$ 51,500$

1

Tread of Pioneers

2021 and 2022 Budget for MAHFAB Submittal

Fundraising Expenses

Fundraising Expenditures 5,000$ 5,000$

Grant Expense Community House -$ 10,000$

Grant Expense Springs Study 12,500$

Membership expense 2,000$ 1,000$

7,000$ 28,500$

Museum Store

Cost of Goods 7,000$ 7,000$

Cost - Historic Guides Sold -$ -$

Credit card charges 1,200$ 1,300$

Payroll - Store 14,200$ 5,300$

Payroll tax exp - Store 1,100$ 400$

Employee benefits & ins - Store 400$ 600$

Promotion 300$ 300$

Information Technology - Store 300$ 300$

Supplies - Store 500$ 500$

25,000$ 15,700$

Administrative Expenses

Payroll - Admin. 56,400$ 49,800$

Payroll tax exp - Admin 4,300$ 3,800$

Employee benefits & ins - Admin 1,900$ 2,500$

ESC and intern -$ -$

Cafeteria plan expense 200$ 200$

Bookkeeping 6,500$ 6,500$

Advertising - Admin 600$ 500$

Bank charges 1,500$ 1,600$

Cash short & over -$ -$

Information Technology - Admin 2,000$ 2,000$

Dues & subscriptions - Admin 2,000$ 2,000$

Insurance - Directors, Off. 1,800$ 1,800$

Meals & Networking 1,000$ 500$

Miscellaneous expense 300$ 500$

Postage and Freight 1,500$ 1,000$

Printing - Admin 300$ 400$

Professional services - Admin 2,000$ 2,000$

Staff development 2,000$ 2,000$

Supplies - office 2,500$ 4,000$

Supplies - other 500$ 500$

Telephone - Admin 1,000$ 1,600$

Travel & lodging 500$ 500$

Volunteer expense 1,500$ 1,000$

90,300$ 84,700$

Total Expenses 404,000$ 483,900$

Net (18,800)$ 18,600$

Stagecoach (35,000)$

PUD Process for Museum building addition (60,000)$

2

Tread of Pioneers Museum Museum & Heritage Advisory Board

2019 Actuals 2020 Actuals 2021 Projected 2022 BUDGET

Beginning Balance 195,043 198,870 164,505 163,344

PROJ REVENUE

Property Tax 208,684 230,988 233,141 256,500

Dues/Donations 24,595 27,215 23,047 25,000

Fundraising Events 17,930 8,500 16,700 16,000

Donations (see above) 73,377 81,058 98,975 95,000

Grants 0 13,742 32,160 25,000

Admissions/Sales 29,801 6,031 24,844 22,000

Museum Store Sales 21,229 5,825 19,725 17,000

Misc. Income 15,029 50,247 0 36,000

PROJ REVENUE TOTAL 390,645 423,606 448,592 492,500

TOTAL REVENUE BALANCE (BEG.

BALANCE + PROJ. REVENUE585,688 622,476 613,097 655,844

EXPENSES

Payroll Expenses 55,801 49,358 58,185 56,300

*** General Operating 32,764 31,781 43,091 37,400

Program Expense Incl. program

payroll 223,453 221,054 277,748 303,500

Promotions/Advertising 1,494 0 0 500

Professional Services 10,179 8,100 11,778 8,500

Equipment Repairs/Maintenance18,981 18,882 16,191 18,500

Training/Education 1,941 1,976 877 2,000

Museum Supplies 539 502 1,764 1,000

Capital Projects/Programs 1,763 16,763 8,336 10,000

Fundraising Expense 24,088 13,985 6,979 28,500

Museum Store Costs 8,835 1,764 22,300 15,200

Misc. Expense 6,980 1,806 2,504 2,500

Transfer to Investment 0 50,000 0 0

One Time Adjustment to Balance

Cash 0 42,000 0 0

TOTAL EXPENSES 386,818 457,971 449,753 483,900

0

Ending Balance 198,870 164,505 163,344 171,944

***This includes : Building and Collections Insurance, Security, Utilities, Bank Charges,

Information Technology, Dues and Subscriptions, Director's Office

Insurance, Postage and Freight, Printing, Supplies and Telephone

Tread of Pioneers Museum

Balance Sheet - Preliminary As of December 31, 2021

Dec 31, 21 Dec 31, 20

ASSETS

Current Assets

Checking/Savings

Cash on Hand 475.00 400.00

Checking - Yampa Valley Bank 25,862.62 20,940.85

Money Market - Yampa Valley Bk 170,743.58 143,111.82

Clearing 0.00 1,000.00

Schwab account 665,209.73 583,141.49

YVCF Endowment Account 279,272.08 236,905.07

Total Checking/Savings 1,141,563.01 985,499.23

Other Current Assets

Inventory - In Store 12,363.00 13,993.95

Inventory - In Storage 25,912.00 26,259.14

Total Other Current Assets 38,275.00 40,253.09

Total Current Assets 1,179,838.01 1,025,752.32

Fixed Assets

Work in Process 4,052.65 0.00

Land 99,232.00 99,232.00

Buildings - Other 4,700.00 4,700.00

Zimmerman House Improvements 99,685.22 95,885.22

Utterback House 300,512.93 300,512.93

Collection House 904,041.82 904,041.82

Furniture, Fixtures, Equipment 100,765.79 100,765.79

Accumulated Depreciation -575,560.00 -575,560.00

Total Fixed Assets 937,430.41 929,577.76

TOTAL ASSETS 2,117,268.42 1,955,330.08

LIABILITIES & EQUITY

Liabilities

Current Liabilities

Other Current Liabilities

Payroll Liabilities 7,608.38 5,193.56

Sales Tax Payable 681.99 107.43

Total Other Current Liabilities 8,290.37 5,300.99

Total Current Liabilities 8,290.37 5,300.99

Total Liabilities 8,290.37 5,300.99

Equity

Funds held for Letter of Credit 13,300.00 13,300.00

Restricted funds - General 1,000.00 1,000.00

Investment Income/Loss 114,513.51 0.00

Fund balance 1,935,729.09 1,875,972.55

Net Income 44,435.45 59,756.54

Total Equity 2,108,978.05 1,950,029.09

Page 1 of 2 FOR MANAGEMENT USE ONLY


Balance Sheet - Preliminary As of December 31, 2021

Dec 31, 21 Dec 31, 20

TOTAL LIABILITIES & EQUITY 2,117,268.42 1,955,330.08



Income Statement - Preliminary For the Twelve Months Ending December 2021

MTD

Dec 21

Actual

Current

Month

Budget

Prior Year

Dec 20

Actual

YTD 2021

Actual

YTD 2021

Budget

Prior YTD

Actual

Ordinary Income/Expense

Income

Paycheck Protection Grant 0 0 0 41,327 0 42,300

Admissions 1,205 1,000 717 24,844 18,000 6,031

Collection Income 0 0 0 0

Routt County Collection 654 200 185 3,063 2,500 1,200

Fundraising 2,400 1,000 6,500 16,700 13,000 8,500

Donations 18,320 4,000 18,682 98,975 60,000 71,158

Donations - Lufkin 0 0 0 0 5,000 5,000

Exhibits Income 0 371 0 371

Pilot Photo Project Receipts 0 0 1,625 0 1,500 3,125

Grant Income 0 0 0 32,160 10,000 13,742

Interest income 19 0 2,777 280 0 3,362

Dividend Income 0 0 9,335 0 0 9,335

Realized Investment Gains 0 0 3,154 0 0 3,154

Memberships 5,325 3,500 6,900 23,047 27,000 27,215

Mill levy Funds 2,461 2,200 1,599 233,141 229,200 230,988

Program Receipts 0 150 500 766 2,000 1,622

Children's Programs 0 0 0 150 0 0

Miscellaneous Income 0 0 2 6 0 14

Sales 1,712 2,500 757 19,725 17,000 5,826

Total Income 32,096 14,550 53,104 494,184 385,200 432,943

Expense

Program Expenses

Collection & Conservation 44 400 61 1,726 1,500 1,800

Oral History 584 0 0 713 1,000 503

Routt County Collection Exp 0 100 75 247 1,500 547

Pilot Photo Project Expenses 61 0 5,890 7,161 5,000 7,472

Research Center 120 0 0 353 500 116

Exhibits 566 0 1,137 3,097 16,000 17,510

Programs 22 400 40 7,397 3,500 1,352

Children's Programs Exp 62 200 8 2,973 1,500 1,980

Summer Programs 0 0 0 1,748 4,000 2,101

Payroll - Program 19,533 12,600 14,321 176,617 150,100 150,186

Payroll tax expense 1,486 940 888 11,280 11,500 10,721

Employee benefits & insurance 1,808 1,085 90 6,867 5,100 1,193

Advertising 1,090 1,200 1,203 19,333 13,000 11,349

Information Technology 13,095 400 173 33,287 5,500 7,660

Printing 215 200 155 2,061 3,000 2,195

Telephone & Internet 250 300 233 2,888 2,500 3,363

Total Program Expenses 38,936 17,825 24,274 277,748 225,200 220,048

Building & Maintenance Expenses

Cleaning 741 500 0 4,167 5,500 2,873

Depreciation 0 0 42,684 0 0 42,684

Grounds Maintenance 0 500 714 5,444 7,000 5,080

Insurance 0 1,800 0 11,358 8,000 7,838

Maintenance 1,184 100 40 3,028 2,500 6,077

Security 210 125 261 1,377 1,500 1,111

Supplies - Mtnc. 283 300 29 1,855 2,500 2,206

Utilities 859 1,000 649 8,732 12,000 8,224

Zimmerman house expense 0 200 0 5,607 6,500 6,871

Collection facility expense 0 0 0 935 1,000 4,411



Income Statement - Preliminary For the Twelve Months Ending December 2021

MTD

Dec 21

Actual

Current

Month

Budget

Prior Year

Dec 20

Actual

YTD 2021

Actual

YTD 2021

Budget

Prior YTD

Actual

Utterback house expense 0 0 0 1,794 2,500 5,481

Maintenance - Contract Labor 212 200 351 1,697 3,000 2,646

Total Building & Maintenance Expenses 3,489 4,725 44,728 45,994 52,000 95,502

Fundraising Expenses

Fundraising Expenditures 745 500 43 5,785 5,000 1,007

Membership expense 95 100 0 1,194 2,000 757

Total Fundraising Expenses 840 600 43 6,979 7,000 1,764

Museum Store

Cost of Goods (3,424) 800 1,024 8,362 7,000 4,336

Cost - Historic Guides Sold 10 0 0 170 0 0

Credit card charges 302 100 161 1,533 1,200 994

Payroll - Store 559 1,220 769 8,773 14,200 7,756

Payroll tax exp - Store 43 110 51 537 1,100 557

Employee benefits & ins - Store 21 30 8 271 400 105

Promotion 0 0 0 0 300 0

Information Technology - Store 1,155 0 15 2,654 300 676

Supplies - Store 0 0 0 1,557 500 498

Total Museum Store (1,334) 2,260 2,028 23,857 25,000 14,922

Administrative Expenses

Payroll - Admin. 4,800 4,700 4,658 51,898 56,400 45,298

Payroll tax exp - Admin 321 360 298 3,118 4,300 3,174

Employee benefits & ins - Admin 576 140 34 2,769 1,900 501

Cafeteria plan expense 200 0 0 400 200 0

Bookkeeping 550 500 525 6,575 6,500 6,410

Advertising - Admin 0 0 0 0 600 0

Bank charges 324 100 122 1,992 1,500 1,436

Cash short & over 0 0 0 (22) 0 (9)

Information Technology - Admin 5,007 100 66 11,499 2,000 2,929

Dues & subscriptions - Admin 107 100 392 1,987 2,000 1,700

Insurance - Directors, Off. 0 0 0 1,819 1,800 1,716

Meals & Networking 44 100 27 1,183 1,000 421

Miscellaneous expense 84 0 115 261 300 499

Postage and Freight 68 150 212 886 1,500 1,015

Printing - Admin 0 0 0 837 300 378

Professional services - Admin 0 0 5,843 5,203 2,000 7,533

Staff development 325 100 78 877 2,000 1,976

Supplies - office 121 200 104 1,244 2,500 3,860

Supplies - other 0 0 0 207 500 4

Telephone - Admin 117 0 110 1,382 1,000 1,583

Travel & lodging 0 0 0 0 500 0

Volunteer expense 137 50 148 1,060 1,500 886

Total Administrative Expenses 12,781 6,600 12,732 95,175 90,300 81,310

Total Expense 54,712 32,010 83,805 449,753 399,500 413,546

Net Ordinary Income (22,616) (17,460) (30,701) 44,431 (14,300) 19,397

Other Income/Expense

Other Income

Unrealized Gain/Loss 0 0 40,359 0 0 40,359

Total Other Income 0 0 40,359 0 0 40,359

Other Expense 0 0 0 0 0 0

Net Other Income 0 0 40,359 0 0 40,359

Net Income (22,616) (17,460) 9,658 44,431 (14,300) 59,756


Annual Report Contents

p. 2: Staff & Board

p. 3: Strategic Plan

p. 4: Financials

p. 5: Exhibits & Traditions

P. 6: Programs & Partnerships

p. 7: Volunteers & Thank You

“We are only the trustees for those who come after us.” — William Morris

Mission & Vision:

Mission Statement: To preserve, share and celebrate the history and heritage of Steamboat Springs and Routt County through quality and engaging exhibits, programs and education.

Vision Statement: The Tread of Pioneers Museum is an indispensable cultural asset and historical leader that engages and educates the public and fosters an appreciation of our community’s history.

Values & Guiding Principals:

INTEGRITY: Be authentic and honest.

STEWARDSHIP: Honor our commitments and be accountable; provide the best collections care.

HISTORICAL PASSION: Connect people with our heritage and pride – share the passion.

COLLABORATION: Build and value lasting relationships; work across organizational boundaries.

TREAD OF PIONEERS MUSEUM

800 Oak St., Downtown Steamboat Springs, CO | 970.879.2214 | treadofpioneers.org

2020 ANNUAL REPORT

Sulphur Cave & Springs, Circa 1900

2

Staff & Board:

Our team combines

professionally trained and

experienced museum staff

with dedicated Board

members and volunteers.

Work continues on the Steamboat Pilot photo archive project

2020-21 Tread of Pioneers Museum Board of Directors:

Mike Cook, Tom Lillie, Anne Clardy, Krista Monger, Jim DeFrancia, Laurie

Kuelthau, Pat Stanko, Bette Carlson, Susan Ogden

*2021: Cheri Daschle (pictured on right)

2021 Slate of Officers:

Tom Lillie – President

Anne Clardy – Vice President

Mike Cook – Treasurer

Laurie Kuelthau – Secretary

2020-21 Museum Staff:

Candice Bannister, Executive Director

Katie Adams, Curator & Collections Manager

Carol Immenschuh, Visitor Services Manager

Katie Konold, Youth Education Coordinator

Myra Benson, Front Desk & Archives (2021)

Amelia Carroll, Curatorial Assistant (2021)

Education Coordinator Katie

Konold with the new “Ute

Knowledge” student learning

kit we received from History

Colorado Center

Welcome new 2020-2021

Board member,

Susan Ogden

Six-time Winter Olympian Todd Lodwick led the museum’s 2019-2020 Olympic Heritage Tours

3

ORGANIZATION HEALTH

Strategic Plan: Utilize our Strategic Plan to guide our decisions and allocation of time, money and energy. Commit to update annually and review at each Board Meeting.

Staffing and Board Membership: Recruit, develop and retain the optimal number and talent of staff and Board members to deliver on our Strategic Plan.

Facilities: Create a five-year facilities remodel and expansion plan to be implemented by 2024.

FINANCIAL STABILITY

Savings: Create a plan for the optimal use of savings by June 2020. Amended to June 2021; draft plan created.

Revenue: By Dec. 2020, create a plan to increase revenue by at least 5% annually to cover anticipated operating cost increases.

Funding New Initiatives: Generate new revenue streams to fund new initiatives by 2021.

COMMUNITY ENGAGEMENT/AWARENESS

Advocacy: Provide guidance and framework for advocacy policy by 2020. Advocacy policy completed in 2019.

Exhibits/Collections/Programs: Provide ongoing guidance regarding exhibits, collections and programs. Review satellite exhibit/program opportunities.

Target Audiences: Provide strategic guidance in developing a plan to reach and attract target audiences by 2021.

2020-21 STRATEGIC PLAN

4

2020 FINANCIALS

5

Feature Exhibits

End of an Era: Honoring Routt County

Men and Women Who Served in World

War II

Lens to the Landscape: The Photography

of John Lanterman

Muse of Marble: The Works of Artist

Gutzon Borglum

The Springs of Steamboat: Healing

Waters, Sparkling Soda, Mysterious Caves

Exhibits at Howelsen Hill Lodge, Yampa

Valley Regional Airport, Steamboat Ski

Area, Mountain View Manor Senior

Apartments & Centennial Hall

Kids Hands-On Pioneer Bedroom

Annual Traditions

20th Annual Pioneer Day Block Party &

Community Concert– Postponed for 2020

26th Annual Festival of Trees – Postponed

for 2020

39th Annual Larson Award

41st Annual Leckenby Award

43rd Annual Yule Log Hunt

Annual Meeting

Exhibit Opening Receptions– Virtual for

2020

EXHIBITS & ANNUAL TRADITIONS 2020-21 HIGHLIGHTS

Museum Fun Fact! The museum accepted

34 newly donated items into the permanent

collection in 2020. In addition, the Steamboat

Springs Town Company collection added two

linear feat of archives!

6

Programs, Tours & Events

Ag Talks at More & Arnold Barn

Ambassador Night

Annual Meeting—VIRTUAL

Author talks/book signings

Brown Bag Summer

Storytelling Series—VIRTUAL

Collection Facility Tours

Downtown & Olympic Heritage Tours

Exhibit Opening Receptions

Festival of Trees—postponed

First Friday Art Walk

Guided Tours of the Museum

Historic Agriculture Panel– VIRTUAL

Historical readings at Casey’s Pond

History Happy Hour Series

Iconic Steamboat Tours

Leckenby & Larson Awards

Lulie Crawford’s Wildflowers

Mad Creek Geology & History Hike

Music at the Museum

Open Houses at the Mesa School

Pioneer Christmas Stories–VIRTUAL

Pioneer Days at the Mesa School

Taste of History Food Series

Scavenger Hunts for Kids

School tours and programs

Snowshoe Through History

Social Media Features

Ute Indian Pow Wow–VIRTUAL

Virtual programs & events

Winter Film Series at the Chief

Theater

PROGRAMS, EVENTS & PARTNERSHIPS

Schools & Partnerships

Boys & Girls Club

Boy Scouts

Bud Werner Library

Casey’s Pond

Chief Theater

City of Steamboat Springs

Colorado Mountain College

Colorado State Parks

Community Agriculture Alliance

Girl Scouts

Historic Routt County

History Colorado Center

Homeschool Co-Op

Main Street Steamboat Springs

Kids Summer Camps

NWCO Cultural

Heritage Program

Online & Homeschool Students

Perry-Mansfield

Preschools

Regional museums

Routt County Cattlewomen

Routt County CSU Extension

Steamboat Art Museum

Steamboat Creates (Steamboat

Springs Creative District)

Schools: Steamboat Springs, North

Routt, Moffat; Montessori; Emerald

Mountain

Steamboat Winter Sports Club

This Place Matters Campaign

Yampatika

2020-21 HIGHLIGHTS

2020 Leckenby Award Winner—Jack Sprengle

7

Museum

Volunteers

The heart and soul of the


are the volunteers who

serve in a variety of

capacities including:

working at the front desk,

serving on the museum’s

Board of Directors,

leading school tours,

collections assistance, or

helping out at events. We

could not do what we do

without them!

2020 Total

volunteers: 44

Total 2020 volunteer

hours = 1,505 hours

SUSTAINING

DONORS

Special thanks to:

Jim Crawford & Anna

Fang; the Valusek

Family & the Berenice

Gates Hopper Family

Fund; Joy & Denny

Swanson; Russ &

Shine Atha; Bruce &

Jane Hannon; Jim

Peterson & Kathi

Meyer; Jim &

Cynthia DeFrancia;

Colorado Group

Charitable

Foundation; Gossard

& Summer estates;

Don Lufkin & Murtha

Family endowments

(YVCF).

Anne Clardy-Arentz & Gary Arentz

Lynn Bear Ginni Campbell Bette Carlson Amelia Carroll Sharon Compestine Mike Cook Jenny Staub Corrigan Kathy Curcio Cheri Daschle Marsha

Daughenbaugh Jim DeFrancia Bill Fetcher

Linda Fiorella Claire Fraser Nancy Gray Laurie Kuelthau Beth Leech Dawn and Tom Lillie Linda Long Beda Lyon Christine McKelvie Tamra & Mike

Monahan Krista Monger Nancy Mucklow Sandra & Rich

Niederhauser

Mary O’Connor Susan Ogden Faith Parmer Jim Peterson Ann Root Boo Ross Debbie Routt Jack Sprengle Jim Stanko Patrick Stanko Cindy Svendsen Barbara Walker Colleen Whiteman Suzanne Wickham Cindy Wither

THANK YOU!

Thanks to all of our grantors, museum members, and donors who support the museum throughout the year. Special thanks to Butcherknife Brewing Company and Festival of Trees sponsors who supported us this year even though the event was postponed due to COVID. Thank you to Bessie Minor Swift Foundation, Steamboat Pilot/Today, Curt and Mary Weiss and Central Park Mgt., Yampa Valley Bank, and Steamboat Ace Hardware.

GRANTS: Colorado Humanities; National Endowment for the Humanities; Yampa Valley Community Foundation; Colorado Historical Records Advisory Board; Routt County Museum & Heritage Fund.

Our Wonderful Volunteers

2020 BY THE NUMBERS

Museum Visitors = 1,733

Tours/Groups = 1,688

(Total students = 1,219 + 288 Discovery

Boxes = 1,507)

Programs/Events = 1,612

GRAND TOTAL = 5,033*

Social Media Impact = 158,429

Virtual Visitors; 150% increase over

2019

*The museum was closed or open limited

hours for most of 2020 due to pandemic.

8

Contact Us!

We want to hear from you! Find

us online or give us a call for more

information about all of our

museum exhibits, activities,

events, programs & tours!


P.O. Box 772372 / 800 Oak St.

Steamboat Springs, CO 80477

Ph. 970.879.2214

[email protected]

Visit us on the web:

treadofpioneers.org

Tread of Pioneers Museum—Stewards of Routt County’s history and heritage



P a g e | 1


FROM: J. Kennedy/T. Carlson

TODAY’S DATE: March 31, 2022

AGENDA TITLE: RFP 756 Herbicides Purchase 2022 Approval


« ACTION ITEM

r DIRECTION

q INFORMATION


Request the Board of County Commissioners (BCC) approve the purchase and authorize the County Manager to electronically sign the purchase order to Snyder & Counts Feed, Seed and Supply, Inc.in the amount of $40,987.50.


Motion by the Board of County Commissioners (BCC) to approve the purchase and authorize theCounty Manager to electronically sign the purchase order to Snyder & Counts Feed, Seed andSupply, Inc.in the amount of $40,987.5.


PROPOSED REVENUE (if applicable):CURRENT BUDGETED AMOUNT: $47,000

PROPOSED EXPENDITURE: $40,987.50FUNDING SOURCE: 10175000 741150SUPPLEMENTAL BUDGET NEEDED: YES q NO X


None



P a g e | 2


The Routt County Purchasing Agent published RFP 756 Herbicides Purchase 2022 and sent out the RFP directly to 6 vendors. We received 4 proposals:

Snyder & Counts $40,987.50

Wilbur Ellis $44,400.99

Flat Tops $44,813.65

MLK $47,594.66

Snyder & Counts Feed, Seed and Supply, Inc. is the lowest proposal and they have provided great service to the County in the past. We recommend this vendor for purchase as they guarantee their pricing throughout the 2022 weed control season if additional product is required and due to their proximity to Routt County.

VI. LEGAL ISSUES:

None


None


Recommend the Board of County Commissioners (BCC) approve the purchase and authorize theCounty Manager to electronically sign the purchase order to Snyder & Counts Feed, Seed andSupply, Inc.in the amount of 40,987.50.


RFP 756 Herbicides 2022 Bid Tabulation

Snyder & Counts Proposal

Routt County Weed Program Chemical / Herbicide Purchase Request for 2022

ChemicalTotal

QuantityDesired Packaging Unit Price Total Cost substitutions

2,4-D 4lb. amine 60 gallons 2.5 gallon jug (12 cases of 2 jugs) $17.00 $1,020.00Brewer 90 (or 90% NIS equivalent) 15 gallons 2.5 gallon jugs (3 case of 2 jugs) $9.50 $142.50Dicamba (56.8% a.i. or greater) 10 gallons 2.5 gallon jugs (2 case of 2 jugs) $45.00 $450.00E-2 65 gallons 2.5 gallon jug ( 13 cases of 2 jugs) $67.00 $4,355.00Escort (or metsulfuron-methyl equivalent) 256 ounces 16 oz bottle (2 cases 8) $2.00 $512.00 msmGlyphosate (41% a.i. or greater) 160 gallons 2.5 gallon jug (32 cases of 2 jugs) $37.00 $5,920.00 ranger proRodeo (or equivalent aquatic glyphosate) 25 gallons 2.5 gallon jug (5 cases of 2 jugs) $49.00 $1,225.00MCPA 4 lb. amine 80 gallons 2.5 gallon jugs (16 cases of 2 jugs) $24.00 $1,920.00Milestone 25 gallons 2.5 gallon jug ( 5 cases of 2 jugs) $270.00 $6,750.00MSO ( or approved equivalent) 10 gallons 2.5 gallon jug (2 case of 2 jugs) $10.00 $100.00 sunwetOpensight 20 pounds 1.25 lb jug (2cases of 6jugs & 4jugs ) $90.00 $1,800.00Plainview SC 10 gallons 2.5 gallon jug (2 cases of 2 jugs) $255.00 $2,550.00

Plateau (or imazapic equivalent) 4 gallons 1 gallon jug (4 jugs) $105.00 $420.00Polaris (or imazapyr equivalent) 120 gallons 2.5 gallon jug (24 cases of 2 jugs) $52.00 $6,240.00Telar XP 192 ounces 16 oz jugs (1 case of 8 and 4 jugs ) $11.50 $2,208.00Vista XRT 30 gallons 2.5 gallon jugs ( case of 2 jugs) $171.00 $5,130.00Garlon 3A (or triclopyr equivalent) 5 gallons 2.5 gallon jug (1 case of 2 jugs) $42.00 $210.00 elementHi-Lghlight (or spray indicator equivalent) 1 gallons 1 gallon jug (1 jug) $35.00 $35.00 super marking dye

$40,987.50

Bid Total (written out) FORTY THOUSAND NINE HUNDRED EIGHTY SEVEN AND FIFTY CENTSDate of Herbicides ro be received by Routt County: AS REQUESTEDReceipt of Addendums_____ is hereby acknowledged: 0Date of Herbicides ro be received by Routt County: AS REQUESTEDSignature: FRANKLIN J COUNTSPrinted Name: FRANKLIN J COUNTSTitle: VPCompany Name: SNYDER AND COUNTS FEED, SEED, AND SUPPLY CO. INC.Address: P.O. BOX 575 / 265 RANNEY STREET CRAIG, CO 81626Phone Number: 1-970-824-6023Email address: [email protected]

RFP 756 HERBICIDES 2022 ATTACHMENT A

Supplier Approximate Projection

Total

Routt County Weed Program Chemical / Herbicide Purchase Request for 2022

Supplier

ChemicalTotal

QuantityDesired Packaging Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost

2,4-D 4lb. amine 60 gallons 2.5 gallon jug (12 cases of 2 jugs) 23.58 $1,414.80 $17.00 $1,020.00 26.75 $1,605.00 20.00 $1,200.00Brewer 90 (or 90% NIS equivalent) 15 gallons 2.5 gallon jugs (3 case of 2 jugs) 10.56 $158.40 $9.50 $142.50 19.00 $285.00 12.50 $187.50Dicamba (56.8% a.i. or greater) 10 gallons 2.5 gallon jugs (2 case of 2 jugs) 50.74 $507.40 $45.00 $450.00 66.00 $660.00 44.70 $447.00E-2 65 gallons 2.5 gallon jug ( 13 cases of 2 jugs) 66.42 $4,317.30 $67.00 $4,355.00 64.90 $4,218.50 64.80 $4,212.00Escort (or metsulfuron-methyl equivalent) 256 ounces 16 oz bottle (2 cases 8) 2.38 $609.28 $2.00 $512.00 2.35 $601.60 3.50 $896.00Glyphosate (41% a.i. or greater) 160 gallons 2.5 gallon jug (32 cases of 2 jugs) 41.62 $6,659.20 $37.00 $5,920.00 35.90 $5,744.00 36.84 $5,894.40Rodeo (or equivalent aquatic glyphosate) 25 gallons 2.5 gallon jug (5 cases of 2 jugs) 53.81 $1,345.25 $49.00 $1,225.00 51.20 $1,280.00 48.33 $1,208.25MCPA 4 lb. amine 80 gallons 2.5 gallon jugs (16 cases of 2 jugs) 32.03 $2,562.40 $24.00 $1,920.00 32.50 $2,600.00 26.90 $2,152.00Milestone 25 gallons 2.5 gallon jug ( 5 cases of 2 jugs) 276.75 $6,918.75 $270.00 $6,750.00 270.00 $6,750.00 270.00 $6,750.00MSO ( or approved equivalent) 10 gallons 2.5 gallon jug (2 case of 2 jugs) 23.58 $235.80 $10.00 $100.00 16.50 $165.00 15.00 $150.00Opensight 20 pounds 1.25 lb jug (2cases of 6jugs & 4jugs ) 91.64 $1,832.80 $90.00 $1,800.00 89.40 $1,788.00 89.40 $1,788.00Plainview SC 10 gallons 2.5 gallon jug (2 cases of 2 jugs) 255.84 $2,558.40 $255.00 $2,550.00 249.60 $2,496.00 249.60 $2,496.00

Plateau (or imazapic equivalent) 4 gallons 1 gallon jug (4 jugs) 121.72 $486.88 $105.00 $420.00 104.00 $416.00 144.70 $578.80Polaris (or imazapyr equivalent) 120 gallons 2.5 gallon jug (24 cases of 2 jugs) 80.46 $9,655.20 $52.00 $6,240.00 70.65 $8,478.00 69.40 $8,328.00Telar XP 192 ounces 16 oz jugs (1 case of 8 and 4 jugs ) 12.81 $2,459.52 $11.50 $2,208.00 11.90 $2,284.80 8.72 $1,674.24Vista XRT 30 gallons 2.5 gallon jugs ( case of 2 jugs) 184.50 $5,535.00 $171.00 $5,130.00 172.10 $5,163.00 202.22 $6,066.60Garlon 3A (or triclopyr equivalent) 5 gallons 2.5 gallon jug (1 case of 2 jugs) 56.38 $281.90 $42.00 $210.00 49.15 $245.75 64.44 $322.20Hi-Lghlight (or spray indicator equivalent) 1 gallons 1 gallon jug (1 jug) 56.38 $56.38 $35.00 $35.00 33.00 $33.00 50.00 $50.00

$47,594.66 $40,987.50 $44,813.65 $44,400.99

RFP 756 Herbices 2022 Bid TabulationMLK Snyder & Counts Flat Tops Wilbur-Ellis

Approximate Projection Approximate Projection Approximate Projection Approximate Projection

Total

From: Tiffany Carlson, Weed Program SupervisortmpD0FB



P a g e | 1


FROM: J. Kennedy/J. Stepan/S. Faulkner


AGENDA TITLE: RFP 736 Security System Integrator Approval


X ACTION ITEM

r DIRECTION

r INFORMATION


Request the Board of County Commissioners approve the award for RFP 736 Security System Integrator to TeamLINX LLLP, the Chair sign the Notice of Award, and authorization for the County Manager to electronically sign the Purchase Order in the amount not to exceed $425,850.91.


Motion by the Board of County Commissioners to approve the award for RFP 736 Security System Integrator to TeamLINX LLLP, the Chair sign the Notice of Award, and authorization for the County Manager to electronically sign the Purchase Order in the amount not to exceed $425,850.91.


PROPOSED REVENUE (if applicable):CURRENT BUDGETED AMOUNT: $382,000

PROPOSED EXPENDITURE: $425,850.91

FUNDING SOURCE: Security 50530303 801158

SUPPLEMENTAL BUDGET NEEDED: YES X NO qThis project may require a supplemental budget amount of $43,850.91at the end of 2022.

IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS(IDENTIFY ANY COMMUNICATIONS ON THIS ITEM):None



P a g e | 2


The Routt County Purchasing Department issued RFP 638 Security Assessment of the RouttCounty Historic Courthouse and Annex in March, 2019. Due to COVID 19, the second RFQP 724Security Design Consultant was not issued until June, 2021. In that time, the County began designand construction of the new Health and Human Services (HHS) Building that broadened the scopeof the project.

In December, 2021 we sent out RFP 736 Security System Integrator for the third and final phase ofthe project to include purchase and installation of the standardized security system for all threebuildings, working with our design consultant and Owner’s Rep. We feel confident that we haveselected the best system and integrator to facilitate the County’s desire to improve employeesecurity while maintaining our “open” campus for our constituents to conduct day-to-day business.

While we received two proposals for RFP 736, one was disqualified due to the incompleteness ofthe response and the missed deadline for submittal. TeamLINX LLLP has an excellent reputationin this sector, and is an authorized integrator for the Security System GENETEC that isrecommended by our Security Design Team.

VI. LEGAL ISSUES:

None. The required time for a protest appeal has passed, so we do not expect any further action by the disqualified vendor.


None


Recommend the Board of County Commissioners approve the award for RFP 736 Security SystemIntegrator to TeamLINX LLLP, the Chair sign the Notice of Award, and authorization for the County Manager to electronically sign the Purchase Order in the amount not to exceed $425,850.91.

IX: ATTACHMENTS

TeamLINX LLLP Notice of AwardTeamLINX LLLP Revised quote dated 3.29.22RFP 736 Bid Tabulation

1

NOTICE OF AWARD

To: TeamLINX LLLP

Date: April 12, 2022

Routt County has reviewed the bid proposal submitted by you for the RFP 736 Security SystemIntegrator as referred to in its Advertisement for Bids.

You are hereby notified that your bid proposal in the amount of Eight Hundred Twenty FiveThousand Dollars and Ninety One Cents ($425,850.91) has been accepted. You are herebyrequired, within ten (10) days hereof, to furnish:

1. one signed original copy of the Contract;2. those certificates of insurance required by Section 8 of the Contract;3. a fully-executed Payment Bond, if required by Section 5.2; and4. a fully-executed Performance Bond, if required by Section 5.2.

If you comply with the above requirements, you will receive a Notice to Proceed entitling you andrequiring you to commence work on the project. If you fail to provide the above-requireddocuments, the County will be entitled to consider all of your rights arising out of this Notice asabandoned, forfeited and at an end.

You are required to return an acknowledged copy of this Notice to the County.

ROUTT COUNTY, COLORADO

By: M. Elizabeth Melton, ChairBoard of County Commissioners

Receipt of the foregoing Notice of Award is hereby acknowledged:

__________________________

By: Printed Name:

Title: Date:__________________________

Labor: $200,803.91

Materials: $146,108.52

Expenses: $71,865.84

Subcontracting Material and Labor: $ -

Bonding: $4,216.36

Estimated Materials for: Routt County Freight, Fees, Other: $2,856.29

Proposal Number: 22-01-S6052 Estimated Taxes: Not Included

Revision: R2 w/Alt 5 Total: $425,850.91

Description: Routt County Security System Integration Services

Option: Genetec

Material Material

Unit Extension

ACCESS CONTROL SYSTEM

ACS HEAD-END

Mercury Power Supplies

3 Genetec SY-DV8RD-E4M LifeSafety Power - Genetec enclosure - 12V & 24VDC | 150W

110V|60HZ | 8 Reader | 4 Mercury or 3 Mercury and Cloudlink|E4M

Standard - Requires double stacking (2) Mercury boards with hinged

standoffs to maintain full reader count with Cloudlink

$583.77 $1,751.31

ACS Panels

3 Genetec MR16IN Input SubControllers: 16 Supervised Inputs, 2 Relay Outputs

SubControllers .

$720.18 $2,160.54

12 Genetec MR52-S3 Dual Reader Interface Sub Controller: 2 Readers, 8 Supervised Inputs, 6

Relay Outputs.

$630.69 $7,568.28

2 Genetec LP1502 Native IP-ready intelligent controller with an embedded reader interface

module allowing control of two doors, support for up to 64 doors, 6 MB

RAM, 4 Form-C relay outputs and 8 programmable inputs (supervised).

Supports both IP/POE and RS 485 downstream devices.

$1,350.00 $2,700.00

2 Genetec MR16OUT Output SubControllers: 16 Relay Outputs SubControllers. $720.18 $1,440.36

2 Genetec SY-CLOUDLINK Synergis™ Cloud Link with 2GB of RAM, 16GB Flash, image installed

with Synergis™ access control firmware, four RS-485 ports, PoE.

$1,133.53 $2,267.06

2 Genetec SY-E4M LifeSafety Power -E4 enclosure size 24H x 20W x 4.5D with Mercury

back plate

$277.07 $554.14

ACS SERVERS AND LICENSING

1 Seneca PCI-02-V2 Optiplex 3080 Small Form Factor $1,532.96 $1,532.96

1 Seneca WINSERV2019STD1

6

Microsoft Server 2019 Standard 16 Core License $909.10 $909.10

1 Genetec GSC-BASE-5.10 Genetec Security Center (GSC) Base Package - Version 5.10 which

includes: 1 Directory, 5 Security Desk client connections (incl. Web

Client), Plan Manager Basic, Alarm Management, Advanced Reporting,

System Partitioning, Zone Monitoring, IO Modules Support, Email

Support, Macros Support (actual macros sold separately), Support for

server virtualization, all supported languages. Must purchase a

SynergisTM, OmnicastTM, or AutoVuTM base package to enable access

control, video, or LPR content respectively.

-$ -$

1 Genetec GSC-PM-STD-100 Plan manager for up to 100 entities (cameras, doors, alarm panels,

custom entities). Supports vector-based maps (PDF), intrusion

management, PTZ control and field of view, customizable entity states,

simple an Bing maps support. Only available with Professional or

Enterprise packages (Synergis and /or Omnicast). Genetec Advantage

$3,622.16 $3,622.16

1 Genetec GSC-1AD-USCH Security Center Active Directory Integration (users and cardholders).

Enables Windows user accounts to be linked to Security Center user and

Synergis cardholder accounts. Only available with Professional or

Enterprise packages (Synergis™ and/or Omnicast™) or AutoVu™

Standard package. Includes 1 connection to an Active Directory server.

$1,465.91 $1,465.91

1 Genetec GSC-1AP-Bosch Support 1 Bosch B/G Serie intrusion control panel connection. Requires

the GSC-AP-Base and one of Standard, Professional or Enterprise

packages (Synergis™ and/or Omnicast™). Mandatory Genetec™

Advantage.

$298.30 $298.30

1 Genetec GSC-Sy-S GSC Synergis Standard Package which includes: 1 Access Manager.

Max. 64 readers, Max. 1 Access Manager, Max. 5 clients, Badge

Designer.

$795.46 $795.46

Qty. Part NumberManufacturer Description

Security Proposal

03/28/22 22-01-S6052 (Routt Co) Security System Integration Genetec R1 with Alt 5 - MCGILL REV 1

1 Genetec GSC-AP-Base Intrusion Base Component. 1 Part required per system with any

intrusion unit manufacturer.

$795.46 $795.46

ACS WORKSTATIONS

1 Genetec SVW-304E-T3-

S2000-I7

Streamvault™ 304E Series - 3-Bay Tower Workstation 1x NVIDIA Quadro

2000 Series GPU 1x Core i7-11700k 16GB 1x 256GB M.2 SSD 1x 1TB

SATA 1x 1GbE RJ45 1x 550W PSU Windows 10 Embedded 5YR NBD

KYHD Warranty - Genetec™ Security Center pre-installed. License sold

separately.

$2,787.50 $2,787.50

2 NORTHERN VIDEO LED27R 27" Widescreen LED Security Monitor $286.63 $573.26

ACS CREDENTIALS

200 Genetec XF9520 ISO Glossy White; 2.5k bit memory/ISO 14443; Composite. $3.62 $724.00

ACS BADGE PRINTERS

1 Fargo 051400 DTC1500 Single-sided Printer: Base Model Printer With USB, Ethernet

And Internal Print Server

$1,512.32 $1,512.32

1 Fargo FRGO-084911 Fargo HDP6600 YMCK Film, 750 images $234.66 $234.66

1 Fargo FRGO-088933 Fargo HDP6600 Cleaning Kit $63.64 $63.64

1 Logitech SWH-AH-1021 Logitech HD Pro Webcam C920 $210.80 $210.80

ACS FIELD DEVICES

6 ACS DOOR - CARD READER

6 Allegion MTB15-485 Allegion Mobile enabled Multi-Technology single gang Reader: 125KHz

Proximity and 13.56MHz Contactless Smart Card Technology. Wiegand

and OSDP

$223.87 $1,343.22

6 GRI 8080-TWG-W Door Recessed Switch Set, Closed Loop, 1NO, 160 Volt DC, 0.4 Ampere,

10 Watt, 0.15 Ohm, 1" Width Gap, 3/4" Diameter, White, For Steel Door

$5.72 $34.32

6 Bosch TP160 Trim Plate For DS150 And DS160 $1.69 $10.14

6 Bosch DS160 REQUEST TO EXIT PIR GREY $64.36 $386.16

3 ACS DOOR - CARD READER, DOUBLE DOOR



and OSDP

$223.87 $671.61



$5.72 $34.32



1 LINX LINX Cable rough-in for Door 220 -$ -$

1 ACS DOOR - SCHEDULED/CONTROL DOOR, DOUBLE DOOR



$5.72 $11.44



2 ACS DOOR - AUTO OPERATOR

2 BEA 10BR3X 13 FUNCTION, PROGRAMMABLE, 3-RELAY ADVANCED LOGIC MODULE $79.52 $159.04

1 ACS DOOR - CARD READER, DOUBLE DOOR MULLION

1 Allegion MTB11-485 Allegion Mobile enabled Multi-Technology Mullion Reader: 125KHz

Proximity and 13.56MHz Contactless Smart Card Technology . Wiegand

and OSDP.

$223.87 $223.87



$5.72 $5.72



1 USB ENROLLMENT READER

1 Genetec MT20 USB/BLE MIFARE/EV1 PIV Enrollment Reader $420.46 $420.46

ELECTRIFIED HARDWARE, CONDUIT, AND MISC

4 Allegion QEL KIT 114317-00 QEL Kit for Von Duprin Crash Bar $393.11 $1,572.44

4 Allegion EPT-10 RECESSED ELECTRIC POWER TRANSFERS $362.79 $1,451.16

10 Thomas and Betts TBD 3/4 Conduit $11.37 $113.70

1 LINX LINX Allowance for Conduit Fittings, Boxes, Etc. $318.19 $318.19

1 Allegion ND80PDEU RHO

626 C RX

Electronic Door Lock, Keyed, Unlocked, Rhodes Lever, Request-to-Exit

Feature, C Keyway, 2-3/4" Backset, Satin Chrome, With 6-Pin Cylinder,

Deadlatch, For Storeroom

$552.53 $552.53

1 Allegion 5BB1 4.5X4.5 640

TW8 CON

5BB1 4.5X4.5 640 TW8 CON US10B/613,8-WIRE $273.75 $273.75

4 LINX LINX Allowance for Strikes: Annex Doors 104, 207B, 207C and Courthouse

Door 13C

$397.73 $1,590.92


10 Wiremold V700 Raceway – .040" [1.0mm] steel.

Comes in 10 ft. [3.05mm] lengths,

one 5701 Coupling furnished with

each length.

$17.03 $170.30

1 LINX LINX Allowance for Wiremold Fittings, Boxes, Etc. $372.73 $372.73

2 LINX LINX Plywood Backing Board $90.91 $181.82

4 Allegion 6300 US32D SO24 6300 US32D SO24 FAIL-SECURE,SURF

MT,RIM,12/24VUS32D,RECTIFIER KIT

$459.90 $1,839.60

2 Allegion GF3000-DSM/MBS GF3000 DSM MBS 628 $916.74 $1,833.48

1 Allegion IPB-300 Single gang LED illuminated mushroom-style round push button, Red

and green lenses, 12/24VDC,SPDT switch contact rated @ 5A/125VAC

$55.74 $55.74

1 Allegion 4040XP RW/PA Door 109: Door Closer, Heavy Duty, 1-6 Adjustable Spring, Cast Iron,

Regular Arm, Plastic Cover, With Parallel Arm Shoe

$371.66 $371.66

ACS - CABLING

Composite

3000 Windy City Wire 4461095 Grey with Purple Stripe Jacket: 18-04 UNS STR PLNM White Jacket with

Purple Stripe . 22-3P OAS STR PLNM White Jacket with Yellow Stripe . 22-

02 UNS STR PLNM White Jacket with Green Stripe . 22-04 UNS STR

PLNM White Jacket with Red Stripe .

$0.72 $2,160.00

Individual Cable

1000 Windy City Wire 442385 Lock/Misc: 18 AWG 4 Conductor Bare Copper, Non-Shielded Plenum UL

Listed C(UL)US CMP

$0.24 $240.00

Pathway

160 TOM FIG201-2 2" Comfort Cradle - White $2.37 $379.20

160 HILTI 2230624 6' Rod W/Pin (25pk priced individually) $3.48 $556.80

ACS - CONSUMABLES

1 LINX LINX Consumables $586.37 $586.37

ACS - Warranty and Maintenance

1 Genetec ADV-Standard-1Y Genetec Advantage Flat Rate for 1 Omnicast or Synergis Standard

System - 1 Year

$477.28 $477.28

1 Genetec ADV-Standard-U-1Y Genetec Advantage Flat Rate for 1 Unified Omnicast or Synergis

Standard System - 1 Year

$159.10 $159.10

1 Genetec ADV-1AP-1Y Genetec™ Advantage for 1 intrusion alarm panel – 1 Year $155.12 $155.12

VIDEO MANAGEMENT SYSTEM

VMS HEAD-END

2 Netgear **M4100-24G-

PoE+

Allowance for network switch meeting these specs as this model is not

available

$1,363.64 $2,727.28

VMS SERVERS AND LICENSING

1 SENECA ASC1296T8SMA

NA

SI03V3 KIT Poweredge R540 $11,357.96 $11,357.96

1 Genetec GSC-Om-S GSC Omnicast™ Standard Package which includes: Archiving support,

Media Router, Audio, Camera Sequences, Camera Dewarping, Time

Zone, Edge recording, trickling and archive transfer, Keyboard and

Joystick Support, Max. 50 cameras, Max. 5 clients, Max. 1 Archiver

$469.32 $469.32

23 Genetec GSC-Om-S-1C 1 camera connection $130.69 $3,005.87

CAMERA FIELD KITS

7 VMS CAMERA - FIXED CEILING, INT

7 Axis P3245-LV AXIS P3245-LV DOME CAMERA, 1080P VF LENS, FORENSIC,

ZIPSTREAM, IK10

$480.31 $3,362.17


5 VMS CAMERA - FIXED WALL, INT


ZIPSTREAM, IK10

$480.31 $2,401.55

2 VMS CAMERA - BI SENSOR CEILING, INT

2 Axis P3715-PLVE 2 CHANNELS WITH 2MP PER CHANNEL, AT A FRAME RATE OF 30 FPS $745.77 $1,491.54


6 VMS CAMERA - TRI SENSOR WALL PENDANT, 270 EXT - PARAPET

6 Axis AXIS P3727-PLE AXIS P3727-PLE Panoramic Camera Offers 4x2 MP With 360 IR

Coverage

$1,119.06 $6,714.36

6 Axis T94N01D T94N01D Pendant Kit for AXIS P3717-PLE IP Camera,1.5-inch NPS

thread

$73.83 $442.98

5 BMS CCM-288x3-

CA60PN150

CORNER CAMERA MOUNT W/ 60" CANTILEVER CAMERA ARM, 3' MAST

HEIGHT

$707.96 $3,539.80

1 BMS CCM-288x5-

CA60PN150

CORNER CAMERA MOUNT W/ 60" CANTILEVER CAMERA ARM, 5' MAST

HEIGHT

$765.91 $765.91

32 MISC Concrete Paver 2X2 Concrete Paver $78.13 $2,500.16

6 BMS MISC Allowance for membrane $397.73 $2,386.38


6 DITEK DTK-MRJPOE Ethernet Surge Protector, PoE+/HiPoE, Cat 5E/6/6A, Shielded RJ45

Connector, 1/10 Gbps, 48 Volt, 1.5 Ampere, 3" Length x 1.7" Width x

1.2" Height, ABS Plastic

$53.36 $320.16

3 VMS CAMERA - QUAD SENSOR CEILING, 360 INT


Coverage

$1,119.06 $3,357.18

3 Axis T94N01L INDOOR AND OUTDOOR RECESSED MOUNT FOR DISCREET

INSTALLATIONS IN DROP CEILINGS, ROOF OVERHANGS/SOFFITS OF AXIS

P37 NETWORK CAMERA SERIES

$98.72 $296.16


VMS - CABLING

Category

3000 Uniprise 6504+ BLUE CPK MEDIA 6 CATEGORY 6 UTP 4-PAIR PLENUM RATED CABLE (BLUE) $0.40 $1,200.00

Patch Cables

23 Uniprise UNC6-10F UNC6-10F - 10FT PATCH CABLE, BLUE $9.55 $219.65

2 Uniprise UNP-6-DM-1U-24 Uniprise Universal Cat6 Panel 1U 24 Port $201.43 $402.86

2 Windy City Wire SIG-KJ458MT-C6C-

WH

Pack of 20: Category 6 MT-Series Keystone Jack, T568A/B Wiring, White $90.91 $181.82

Pathway



VMS - CONSUMABLES


INTRUSION DETECTION SYSTEMS

IDS - HEADEND EQUIPMENT

1 Bosch B6512K-C-920 KIT (B6512, B10, CX4010,B920) $395.00 $395.00

2 Bosch B520-B B520 POWER SUPPLY WITH TR1850 TRANSFORMER AND B10

ENCLOSURE

$250.00 $500.00

1 Bosch EN4200 SERIAL RECEIVER $187.50 $187.50

2 Bosch EN5040-T HIGH POWER REPEATER WITH TRANSFORMER $450.63 $901.26

1 Bosch ENKIT-SDI2 INOVONICS WIRELESS INTERFACE KIT FOR GV4 PANELS. INCLUDES

B820 SDI2 INTERFACE, INOVONICS EN4200 RECEIVER AND

ENCLOSURE

$203.75 $203.75

2 Startech NETRS2321P 1 Port RS232 to Ethernet IP Converter / Device Server - Aluminum -

Serial over IP Device Server - Serial to IP Converter (NETRS2321P)

$143.04 $286.08

IDS FIELD KITS

39 IDS - PANIC BUTTON

39 Inovonics EN1235DF DOUBLE-BUTTON FIXED POSITION HOLD UP TRANSMITTER $88.13 $3,437.07

PHASE 2: ACCESS CONTROL SYSTEM

ACS HEAD-END

Mercury Power Supplies

2 Genetec FPO150-

B100C8D8PE4M

8 Door Genetec Dual Voltage Integrated Power System.12V/4A Powers

up to 8 Genetec boards. Boards mount on a removable back plate inside

the enclosure in various configurations. Eight fused outputs are provided

for the independent relay lock control. Unit features output voltage, fire

alarm tie with ability to control each individual lock output (does not

include Genetec boards or assembly).

$627.28 $1,254.56

ACS Panels

1 Genetec MR16IN (ISC-16) - Input SubControllers: 16 Supervised Inputs, 2 Relay Outputs

SubControllers .

$720.18 $720.18

7 Genetec MR52-S3 (RSC-2) - Dual Reader Interface Sub Controller: 2 Readers, 8 Supervised

Inputs, 6 Relay Outputs.

$630.69 $4,414.83

1 Genetec LP1502 (SSP-D2) - Native IP-ready intelligent controller with an embedded reader

interface module allowing control of two doors, support for up to 64

doors, 6 MB RAM, 4 Form-C relay outputs and 8 programmable inputs

(supervised). Supports both IP/POE and RS 485 downstream devices.

$1,350.00 $1,350.00

1 Genetec MR16OUT (OSC-16) - Output SubControllers: 16 Relay Outputs SubControllers. $720.18 $720.18

1 Genetec SY-CLOUDLINK Synergis™ Cloud Link with 2GB of RAM, 16GB Flash, image installed

with Synergis™ access control firmware, four RS-485 ports, PoE.

$1,133.53 $1,133.53

1 Genetec SY-E4M LifeSafety Power -E4 enclosure size 24H x 20W x 4.5D with Mercury

back plate

$277.07 $277.07

ACS FIELD DEVICES

ACS DOOR - CARD READER



and OSDP

$223.87 $2,462.57



$5.72 $62.92




3 LINX REXCO REX Connection Only. REX provided by others

11 LINX ELCO Electrified Lock Connection Only. Lock provided and installed by others -$ -$

ACS DOOR - CARD READER, DOUBLE DOOR



and OSDP

$223.87 $223.87



$5.72 $11.44



ACS DOOR - MONITORED DOOR



$5.72 $22.88



ACS DOOR - SCHEDULED/CONTROL DOOR



$5.72 $5.72




2 ACS DOOR - AUTO OPERATOR, BR3 by Others

2 LINX LINX Integrate Security system with Automatic Operators. Integration module

furnished and installed by others.

-$ -$

1 ACS - DOOR RELEASE

1 RUTHERFORD

CONTROLS

INTERNATIO

909S-MO Rocker Switch - Ideal for desk-mount applications. Surface Mounted,

Field Selectable Momentary (SPDT) and Maintained (SPDT)

$29.13 $29.13

ACS DOOR - CARD READER, ELEV CAB



and OSDP

$223.87 $223.87

1 LINX ELEVCO Elevator Call Connection Only. Elev equipment provided and installed by

others

-$ -$

ACS DOOR - CARD READER, DOUBLE DOOR MULLION



and OSDP.

$223.87 $223.87



$5.72 $11.44



ACS DOOR - CARD READER, MULLION



and OSDP.

$223.87 $223.87



$5.72 $5.72




ACS - CABLING

Composite

4500 Windy City Wire 4461030 Yellow Jacket: 18-04 UNS STR PLNM White Jacket with Purple Stripe .

22-3P OAS STR PLNM White Jacket with Yellow Stripe . 22-02 UNS STR

PLNM White Jacket with Green Stripe . 22-04 UNS STR PLNM White

Jacket with Red Stripe .

$0.72 $3,240.00

Individual Cable

2000 Windy City Wire 442385 Lock/Misc: 18 AWG 4 Conductor Bare Copper, Non-Shielded Plenum UL

Listed C(UL)US CMP

$0.24 $480.00

Pathway




ACS - CONSUMABLES


ACS - Warranty and Maintenance

1 Genetec ADV-1AP-1Y Genetec™ Advantage for 1 intrusion alarm panel – 1 Year $55.40 $55.40

VIDEO MANAGEMENT SYSTEM

VMS HEAD-END

1 Netgear **M4100-24G-

PoE+

Allowance for network switch meeting these specs as this model is not

available

$1,363.64 $1,363.64

VMS SERVERS AND LICENSING

20 Genetec GSC-Om-S-1C 1 camera connection $127.85 $2,557.00

CAMERA FIELD KITS

VMS CAMERA - FIXED CEILING, INT


ZIPSTREAM, IK10

$480.31 $3,362.17

7 HILTI 2230624 6' Rod W/Pin (Part # is 25pk. Price is per each individual.) $3.48 $24.36

VMS CAMERA - FIXED WALL, INT


ZIPSTREAM, IK10

$480.31 $2,881.86

VMS CAMERA - FIXED WALL, EXT

5 Axis P3245-LVE AXIS P3245-LVE DOME CAMERA, 1080P VF LENS, FORENSIC,

ZIPSTREAM, IK10

$579.86 $2,899.30




$53.36 $266.80

VMS CAMERA - TRI SENSOR WALL PENDANT, 270 EXT - PARAPET


Coverage

$1,119.06 $2,238.12

2 Axis T94N01D T94N01D Pendant Kit for AXIS P3717-PLE IP Camera,1.5-inch NPS

thread

$73.83 $147.66

2 Axis T91D62 T91D62 Telescopic Parapet Mount for Wall Installations, 180º Swivel,

39.6" (1007 mm) Length, 30.1" (786 mm) Collapsed Width, 40.7" (1033

mm) Extended Width

$289.52 $579.04




$53.36 $106.72

VMS - CONSUMABLES


INTRUSION DETECTION SYSTEMS

IDS - HEADEND EQUIPMENT

1 Bosch B520-B B520 POWER SUPPLY WITH TR1850 TRANSFORMER AND B10

ENCLOSURE

$250.00 $250.00

1 Bosch ENKIT-SDI2 INOVONICS WIRELESS INTERFACE KIT FOR GV4 PANELS. INCLUDES

B820 SDI2 INTERFACE, INOVONICS EN4200 RECEIVER AND

ENCLOSURE

$203.75 $203.75

2 Startech NETRS2321P 1 Port RS232 to Ethernet IP Converter / Device Server - Aluminum -

Serial over IP Device Server - Serial to IP Converter (NETRS2321P)

$143.04 $286.08

1 IDS - PANIC BUTTON

1 Inovonics EN1235DF DOUBLE-BUTTON FIXED POSITION HOLD UP TRANSMITTER $88.13 $88.13

2 IDS - PANIC BUTTON, Wall Mount

2 Inovonics EN1210 SINGLE INPUT UNIVERSAL TRANSMITTER $59.21 $118.42

2 Alarm Controls RP-26 Single Gang Stainless Steel Wall Plate With N/O Red Push Button And

Guard Ring

$15.85 $31.70

INTERCOM SYSTEMS

ICS FIELD KITS

1 ICS - VIDEO DOOR STATION

1 Aiphone IX-EA IP Video Door Station, SIP Compatible, 1-Gang Surface Mount $824.40 $824.40

1 ICS - VIDEO MASTER STATION

1 Aiphone IX-MV IP ADDRESSABLE MASTER STATION FOR IX SERIES $1,011.23 $1,011.23



FROM: Stephanie Pearce, Human Resources Generalist TODAY’S DATE: April 5, 2022 AGENDA TITLE: Consideration to Hire Above Step 1 CHECK ONE THAT APPLIES TO YOUR ITEM: ACTION ITEM DIRECTION INFORMATION I. DESCRIBE THE REQUEST OR ISSUE: Consideration to Approve Hiring the Deputy Motor Vehicle Clerk at Step 9.

II. RECOMMENDED ACTION: Recommend Motion to Approve Hiring the Deputy Motor Vehicle Clerk at Step 9.

III. DESCRIBE FISCAL IMPACTS (VARIATION TO BUDGET): PROPOSED REVENUE: None

PROPOSED EXPENDITURE: None. This individual is filling an existing position that is already budgeted. Deputy Clerk Motor Vehicle step 9 is $22.49/hour or $46,771.73 per year. IV. IMPACTS OF A REGIONAL NATURE OR ON OTHER JURISDICTIONS (IDENTIFY ANY COMMUNICATIONS ON THIS ITEM): None Known.

V. BACKGROUND INFORMATION: The Routt County Clerk, Jenny Thomas is requesting to re-hire Valerie Moira Da Silva at Step 9 of the Deputy Clerk Motor Vehicle pay scale. Ms. DaSilva would bring over 15 years of customer service experience, excellent computer skills, managerial skills as well as the experience and knowledge she gained while previously employed in our Motor Vehicle department. During her time in the Clerk’s office she completed all of the necessary Learning Management System training required to facilitate Motor Vehicle transactions. This training is a 3 month program that is both online and live taught online classes. She left six months ago to move to the Eastern Slope of Colorado for her husband’s job. They are in the process of moving back. Step 9 would be reflective of her experience and skillset required to operate within the office as well as get her to the salary she received when she left. I agree and support Clerk Thomas’s request to re-hire Ms. Da Silva at Step 9. The County Manager has reviewed this request, approved Step 3, and recommended placing the approval of Step 9 on the agenda for your consideration for approval. VI. LEGAL ISSUES:

None known.



VII. CONFLICTS OR ENVIRONMENTAL ISSUES: None known. VIII. SUMMARY AND OTHER OPTIONS: The Board can approve or deny this request or choose an alternative Step to begin her employment.

P. O. Box 773598, Steamboat Springs, CO 80477, Phone: (970) 879-0108, Fax: (970) 870-5362

MEMORANDUM

TO: Jay Harrington, County Manager FROM: Stephanie Pearce, Human Resources Generalist DATE: April 5, 2022 RE: Request to Hire the Deputy Clerk Motor Vehicle position within the office of the Clerk &

Recorder at step 9 ________________________________________________________________________________ Routt County Clerk & Recorder, Jenny Thomas is requesting to hire Valerie Moreira da Silva at Step 9 of the Deputy Clerk – Motor Vehicle pay scale ($22.49/hour). Education, certification, and license requirements for this position include:

• High School Diploma or GED • Completion of 30 semester (or equivalent) college units, including 15 units (or equivalent) in

accounting, business administration, finance, real estate, or a related field.

Ms. Moreira da Silva’s education and certifications include: • High School Diploma or GED • Learning Management System - Motor Vehicle Online System Education Classes to facilitate

Motor Vehicle Transactions which includes both online live taught classes and is a 3 month program.

Her work experience includes: • Routt County Motor Vehicle Department 2021 • 5 plus years of customer service • Management experience

In order to be considered to be hired above Step 1 a candidate must have a) equivalent experience of two to three years above the minimum requirement to be hired at Step 2, or equivalent experience of three to six years above the minimum requirement to be hired at Step 3; b) additional education above the minimum requirement to hire at Step 2 or Step 3; c) already obtained special training and certificates that are normally required to be obtained within a period of time after employment.

Ms. Moreira da Silva meets the educational and work experience requirements to be hired above step 3. She left Routt County Motor Vehicle office in September of 2021 to move for her Husband’s job and at that time was making $22.38 per hour. Step 9 of the adjusted 2022 pay scale is $22.49 per hour, which would get her to a comparable salary that she had when she left. I agree and support Clerk Thomas’s request to hire at Step 9 of the Deputy Clerk Motor Vehicle pay scale and request approval to place this on the BCC agenda for their consideration and approval. County Manager Comments: _______Jay Harrington Approved 4/5/2022______________________

P. O. Box 773598, Steamboat Springs, CO 80477, Phone: (970) 879-0108, Fax: (970) 870-5362

______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

ROUTT COUNTYCLASSIFICATION: DEPUTY CLERK

Created: August 2021Department: Clerk & Recorder Pay Scale: Deputy Clerk – Vital StatisticsFamily: Professional/Technical FLSA Status: Non-ExemptApproved By: County Manager Date: September 2021

SUMMARY:

Under general supervision, performs clerical and technical support duties in the county clerk/recorder’soffice; provides detailed and specific information to callers and visitors about department programs andservices; receives, examines and processes forms and documents in accordance with applicable laws,policies and other requirements; receives and accounts for payments for services; enters and maintainsinformation in electronic filing and record systems; oversees voting activities at an assigned polling placeduring elections; and performs other related duties as assigned.

CLASS CHARACTERISTICS:

An incumbent in this class may be assigned primarily or exclusively to one functional area in theclerk/recorder’s office but typically provide backup to other areas as needed. Incumbents work aloneon routine or regular work assignments and check with a supervisor on non-routine assignments orwhen in doubt as to the correct procedures to follow. Duties require knowledge, interpretation, andapplication of administrative rules, policies, codes, laws, ordinances, and technical terminologyassociated with the recording of legal documents, the processing of motor vehicle registrations andlicenses, issuance of Vital Records, and the administration of local elections.

This class is distinguished from the class of Senior Deputy Clerk because incumbents in that class serveas lead workers while working under direction to coordinate and perform the more complex technicalduties requiring knowledge and application of specialized departmental, county or external rules,policies, codes, laws, ordinances, and technical terminology.

SUPERVISION EXERCISED:

An incumbent in this class does not directly or indirectly supervise or lead the work of other employeesbut may assist in training less experienced staff.

JOB DUTIES:

The duties listed below represent the various types of work that may be performed. The omission ofspecific duties does not prevent the assignment of work that is appropriately related to this class.

Clerk/Recorder Support

Receives, examines and records documents submitted by customers over the counter, in themail or in person, including liens, deeds, maps, and various real property documents; ensuresthat documents meet established legal requirements for recording; indexes, proofs and scansdocuments into County Clerk/Recorder official records.

Calculates recording fees; receives and receipts customer payments; records paymentinformation in the county financial system; reconciles, prepares, and processes daily deposits.

Provides customer service over the counter, over the phone, or through email; assists customersin completing forms and documents; researches customer requests or problems pertaining torecorded documents and filings; makes and provides copies of documents and plats; reproducesdigital copies in electronic formats as requested.

Issues marriage and civil union licenses.


Assists with liquor license administration; receives license applications and reviews forcompleteness and accuracy; submits a request for a Board of County Commissioners hearing;routes required documents to various departments for signature.

Assists in troubleshooting minor computer and printer problems.

Motor Vehicle Operations Support

Serves as an agent of the Colorado Department of Revenue and Motor Vehicles Division to assistthe public and other customers with title and registration applications for motor vehicles,trailers, manufactured homes and off highway vehicles; determines the applicable type of titleprocess involved; reviews submitted documents and forms for accuracy, completeness,acceptability, and compliance with applicable Colorado vehicle codes; processes the type ofregistration required in accordance with state requirements.

Verifies required vehicle registration and license eligibility documents; denies registration orlicensure if such documents are not provided.

Explains state motor vehicle regulations, policies, standards, and procedures to customers.

Checks for out-of-state titles, odometer reading discrepancies, and prior salvage and stolenindicators using the National Motor Vehicle Title Information System (NMVTIS); performsVehicle Identification Number inspections by physically inspecting vehicles as needed.

Determines and enters accurate vehicle and ownership information into State computersystems.

Collects and receipts taxes and other fees for motor vehicle transactions; records paymentinformation in the county financial system; reconciles, prepares, and processes daily deposits.

Election Support

Oversees the activities of a polling location during county elections; assists election judges andvoters with questions and voting problems.

Monitors, maintains, and troubleshoots the function of electronic voting equipment.

Vital Records Support

Must complete required annual training through CDPHE for Vital Records search and issuance. Determines the eligibility of a requestor to obtain birth and death records. Works under direction of Senior Deputies to issue birth and death certificates and disposition

permits.

General Administrative Support

Creates and utilizes forms, databases, spreadsheets, activity logs, or other tools to track andmaintain information; locates, retrieves, and compiles data from manual or computerizedinformation systems; assembles and consolidates information from multiple sources.

Types and/or prepares moderately complex letters, memoranda, forms, labels, requisitions,receipts and other documents using a computer, printer, typewriter or other input devices;reviews, compares and proofreads documents for spelling, punctuation, grammar, format, andclarity; completes various forms to process requests or claims; creates charts, tables or othergraphics; develops and prepares reports and data summaries. may draft correspondence usingform letters and templates.

Assists in maintaining and reconciling departmental accounting records.

Retrieves, opens and processes mail.


Establishes and maintains organized and accurate departmental files and records; creates newfiles and filing systems as required.

Performs mathematical and financial calculations; receives and receipts payments; counts cashand receivables and prepares deposit documents.

Maintains inventory of office forms and/or supplies; maintains records of supplies requested,received and issued.

Makes photocopies of documents; may scan records into an electronic document system.

Attends meetings and trainings; serves on committees, teams and task forces as assigned.

Performs other related duties as assigned.

QUALIFICATIONS:

Education and Experience

Any combination of experience and education that would likely provide the required knowledge andabilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Completion of 30 semester (or equivalent) college units, including 15 units (or equivalent) inaccounting, business administration, finance, real estate, or a related field.

Experience:

Three years of progressively responsible clerical experience that included electronic data entry, themaintenance of recordkeeping systems, and the operation of personal computers. At least one yearof the experience must have included extensive customer service interaction with the public.

Substitution:

One year of additional qualifying experience may substitute for the above-required education.

Licenses and Certificates:

Depending on assignment, a valid license to drive a vehicle in Colorado and a safe driving recordmay be required at the time of appointment and throughout employment.

Must maintain election certifications as required by the Colorado Secretary of State.

Depending on assignment, the ability to become certified as a Colorado Notary Public may berequired.

Knowledge of:

Standard office practices, procedures, and equipment, including the use of personal computersand business software.

Basic functions and requirements of a county clerk/recorder’s office.

Principles and practices of customer service.

Methods of ensuring accurate data entry.

Correct spelling, grammar, and punctuation.

Standard formats applicable to a variety of correspondence and business documents.

Standard alphabetical, numerical, and chronological filing methods.

Methods of compiling statistical information.

Business mathematics including addition, subtraction, multiplication, division, fractions, andpercentages.


Cash handling procedures.

Ability to:

Follow oral and written instructions accurately.

Serve in a deputized capacity under the authority of the County Clerk/Recorder.

Learn and apply basic laws, codes, and requirements pertaining to areas of assignment.

Review documents for completeness and compliance with legal and administrativerequirements.

Operate standard office equipment such as personal computers, copiers, scanners, faxmachines, calculators, and multi-line phone systems.

Utilize standard business software, including word processing, spreadsheet, database, Internet,and email programs.

Learn to operate specialized software programs specific to the functions of a countyclerk/recorder/motor vehicle department.

Prepare a variety of documents using correct spelling, grammar, and punctuation.

Perform accurate mathematical and financial calculations.

Type accurately and at a speed that is sufficient to efficiently perform assignments.

Communicate clearly and effectively, both orally and in writing.

Establish and maintain effective working relationships with those contacted during work,including customers, co-workers, other county employees, and the general public.

Physical and Mental Standards

The physical and mental standards described here are representative of those that must typically be metby employees to perform the essential functions of this class successfully. Reasonable accommodationsmay be made to enable individuals with disabilities to perform the essential functions.

Frequently sit at a desk for extended periods of time.

Frequently walk and stand.

Frequently use finger dexterity and operate a keyboard.

Regularly lift 10 pounds and occasionally lift 40 pounds.

Frequently use vision to read documents, view computer screens, and see close and distantobjects.

Frequently use speech and hearing to engage in conversation, in person, and over thetelephone.

TYPICAL WORKING CONDITIONS:

The employee typically works in a standard office environment where the noise level ismoderate.

Job duties may occasionally require working extended hours or hours outside of the regularschedule.

Deputy Clerk MVD 2022 Market Midpoint 20.63(Implemented 2000 - See Note Below)(2001 - 7% Across the Board Increase)(2002 - 2001 Survey Results + 2%) (2003 - 3% across the board increase)(2004 - 30% of 2003 Salary Survey Market Increase)(2005 - Received remaining 70% of 2003 Salary Survey Market Increase)(2006 - 2005 Survey Results)(2007 - 4% Across the board increase)(2008 - The Admin Family Tiers were expanded from 4 to 6 Tiers - 2007 Salary Survey results + 2%)(2009 - 2% across the board, no step increases)(2009 - Effective 4/2/09 10% pay reduction)(2010 - 10% pay reduction was reduced to a 5% pay reduction, no step increases)(2011 - 2012 - Compensation remains at 2010 level, no step increases)(2013 - Remaining 5% pay reduction returned. Compensation at 1/1/2009 level, no step increases)(2014 - 2% across-the-board increase + 2014 step increase on DOM + up to 2 "catch-up" steps if eligible)(2015 - 2.8% across-the-board increase + 2015 step increase on DOM + up to 2 "catch-up" steps if eligible)(2016 - Salary Survey Results, limited to 15%, if applicable plus 1.5% across the board increase)(2016 - 2016 step increase on DOM + final "catch-up" step on 1/1/16, if eligible)(2017 - 2% across-the-board increase + 2017 step increase on DOM if eligible)(2018 - 3% across-the-board increase + 2018 step increase on DOM if eligible)(2019 - 3% across-the-board increase + 2019 step increase on DOM if eligible)(2020 - 2% across-the-board increase + 2020 step increase on DOM if eligible)(2021 - 2.1% across-the-board increase + 2021 step increase on DOM if eligible)(2022 - Reclassified from Admin IV to Deputy Clerk MVD - New salary based on 2021 Comp Study + 4.7% across-the-boa

STEP/LEVEL HOURLY RATE S/M SALARY ANNUAL SALARY

1 $17.53 $1,519.72 $36,473.36 2 $18.15 $1,573.36 $37,760.663 $18.77 $1,627.00 $39,047.954 $19.39 $1,680.64 $40,335.255 $20.01 $1,734.27 $41,622.546 $20.63 $1,787.91 $42,909.847 $21.25 $1,841.55 $44,197.148 $21.87 $1,895.18 $45,484.439 $22.49 $1,948.82 $46,771.7310 $23.10 $2,002.46 $48,059.0211 $23.72 $2,056.10 $49,346.32