biddoc.pdf

Owner's Representative Services RFP | Bella Rosa Golf Course Maintenance Facility | Page 1 of 21

REQUEST FOR PROPOSALS

Owner's Representative Services

BELLA ROSA GOLF COURSE MAINTENANCE FACILITY PROJECT

Frederick Recreation Area Master Plan, Phase 2

Issue Date: November 10, 2026

Proposals Due: December 18, 2026 at 10:00 a.m. MT

Contact:

Sara Barnard

Parks Planning, Design and Construction (PDC) Manager

Parks and Open Space Department

Town of Frederick

PO Box 435

Frederick, CO 80530

720-382-5802 sbarnard@frederickco.gov

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1.0 Invitation

The Town of Frederick, Colorado (the "Town") is requesting proposals from qualified firms to provide Owner's

Representative services for the Bella Rosa Golf Course Maintenance Facility Replacement (the "Project"). The

Project is Phase 2 of the Frederick Recreation Area Master Plan, adopted by the Town's Board of Trustees in

January 2025.

The Project will replace the golf course's existing maintenance facility, a converted 1960s residence and metal barn, with a purpose-built golf course maintenance facility. The new facility is expected to include three single-story buildings, fuel storage, an equipment wash bay, pesticide storage and fill facilities, a maintenance yard and employee parking.

The Town's Parks and Open Space Department routinely delivers parks, trails and open space projects. A multi-building vertical construction project of this size and complexity falls outside the Department's typical project portfolio. The Owner's Representative will fill that gap by serving as the Town's dedicated project management resource and construction expert from project initiation through the end of the one-year warranty period.

The Town will deliver the Project using an Owner's Representative and Construction Manager/General

Contractor (CM/GC) delivery model. The Owner's Representative will help the Town:

• Define the Project's requirements, including temporary golf course maintenance operations during construction

• Navigate the Town's own planning, zoning, development review and building permit processes

• Procure and manage a Design Team

• Procure and oversee a CM/GC through preconstruction, a Guaranteed Maximum Price (GMP) and construction

• Manage scope, schedule, cost, risk and quality

• Close out the Project and manage the one-year warranty period

The Town will select the Owner's Representative through a best value process that considers qualifications, approach and fee (Section 11.0). The Town intends to award one contract covering all phases of service. Each phase will be authorized as the Board of Trustees acts at the Project's Decision Points (Section 5.3). This RFP is for this Project only.

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2.0 Key Dates and Submittal Instructions

2.1 Schedule

Milestone Date

RFP issued Tuesday, November 10, 2026

Site visit RSVP and accommodation requests due Monday, November 30, 2026

Non-mandatory site visit Wednesday, December 2, 2026 at 10:00 a.m. MT

Questions due Friday, December 4, 2026 at 4:00 p.m. MT

Addendum with answers posted Wednesday, December 9, 2026

Proposals due Friday, December 18, 2026 at 10:00 a.m. MT

Shortlisted firms notified Tuesday, January 5, 2027

Interviews Tuesday, January 12 through Thursday, January 14, Selection and contract negotiation January 15 through January 29, 2027

Board of Trustees action (Decision Point 2) February 17, 2027 (anticipated)

The Town may adjust this schedule by addendum until Proposals are due, and may adjust the schedule thereafter at its sole discretion with no addendum.

2.2 How to Submit

Proposals must be submitted by email to the Parks PDC Manager at the email address listed on the cover of this

RFP. Proposals must be received no later than 10:00 a.m. MT on Friday, December 18, 2026. Hard copy and late proposals will not be accepted.

Submit the proposal as a PDF that includes the Fee Proposal described in Section 10.0. The total email size may not exceed 25 MB. Use the subject line "Owner's Representative RFP: Firm Name." The Town will confirm receipt by email. Proposers are responsible for confirming receipt before the deadline.

2.3 Where This RFP Is Posted

This RFP, its attachments and all addenda are posted on the Rocky Mountain E-Purchasing System (BidNet) and the Town of Frederick website. Proposers are responsible for checking for addenda and must acknowledge all addenda in their cover letter.

2.4 Questions

Submit questions in writing by email to the Parks PDC Manager by Friday, December 4, 2026 at 4:00 p.m. MT.

Answers will be posted as an addendum by Wednesday, December 9, 2026. Verbal communications are unofficial and not binding on the Town.

From the issue date of this RFP until the Board of Trustees acts on the contract, proposers may not contact selection committee members, other Town staff, members of the Board of Trustees or members of the PROST

Commission about this RFP, except the Parks PDC Manager as described above or if selected for an interview.

Contact outside this channel may result in disqualification.

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2.5 Site Visit

A non-mandatory site visit will be held Wednesday, December 2, 2026 at 10:00 a.m. MT. The visit will begin at the existing golf course maintenance facility, 5830 Bella Rosa Parkway, Frederick, CO 80504. Attendees will then visit the potential temporary operations site at the Town's East Pump Station, generally located south of the golf course's sixth hole within Frederick Recreation Area (Figure 1). The Town may provide transportation between the two locations by golf cart or other Town equipment, weather depending.

Please RSVP to the Parks PDC Manager by Monday, November 30, 2026 with the number of attendees. Anyone who needs an accommodation to participate, including an alternative to golf cart transportation, should make that request with their RSVP. Information shared at the site visit is unofficial unless confirmed by addendum.

2.6 Accessibility

The Town is committed to providing accessible information. This RFP is designed to be digitally accessible. If you need this RFP or any attachment in an alternative format, contact the Parks PDC Manager. Attachments B and C are scanned drawings and plan pages. Section 4.0 summarizes their content in text.

3.0 Community Overview

The Town of Frederick is located on Colorado's Front Range along Interstate 25, south of State Highway 119 and north of State Highway 52. Its central location provides easy access to Denver, Boulder, Longmont and Fort

Collins. Frederick is one of the fastest-growing communities in Colorado. Its population grew from 14,521 in the

2020 Census to an estimated 18,241 in 2025.

Frederick sits at the center of the Carbon Valley, which also includes Firestone, Dacono, Mead and Erie. The

Town serves as a community hub for this larger area. The Town is working to make sure growth results in a cohesive community that preserves the small-town feel and rich heritage its residents value.

4.0 Project Background

4.1 Frederick Recreation Area and Bella Rosa Golf Course

Frederick Recreation Area is an approximately 300-acre regional park and open space in the northern part of

Frederick. It is bounded by Bella Rosa Parkway to the north, Colorado Boulevard to the east and Godding Hollow

Parkway to the south. It includes the approximately 62-acre Milavec Reservoir and the 9-hole Bella Rosa Golf

Course.

Bella Rosa Golf Course occupies the northern portion of the park. The course was built in the early 2000’s and has been operated directly by Town staff since 2018. It includes a 9-hole, par 35 course, a practice facility and a clubhouse. The Town's golf course maintenance team operates from the north end of the course along Bella

Rosa Parkway.

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Figure 1: Site Location Map

Figure 1 text description: Site 1 is the existing golf course maintenance facility and Project site at 5830 Bella Rosa Parkway, at the north end of Bella Rosa Golf Course. Site 2 is the East Pump Station, the potential temporary operations site, located approximately south of the golf course's sixth hole and accessed through the Frederick Recreation Area main entrance off Colorado Boulevard. The map is not to scale and is for information only.

4.2 Frederick Recreation Area Master Plan

The Board of Trustees adopted the Frederick Recreation Area Master Plan in January 2025. Built on broad community input, the plan sets a 20- to 30-year vision for the park. It organizes improvements into thirteen phases based on funding realities, practical construction sequencing and a priority on improving existing areas before building new amenities.

Phase 2, the Golf Maintenance Area, was placed early in that sequence. It addresses an urgent safety and operations need and clears the way for later phases without rework. The Master Plan and its appendices are included at Attachment C to this RFP. The Project also supports Go Outdoors Frederick, the Town's Parks, Recreation, Open Space and Trails Master Plan, which is still being finalized.

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4.3 Why the Project Is Needed

The existing maintenance facility is a converted 1960s residence and a metal barn that were never designed for golf course maintenance operations. The current site:

• Does not provide a safe or effective work environment for golf course maintenance staff

• Has no indoor storage for nearly $1 million in maintenance equipment, which is stored outdoors year-round

• Does not meet the Town's own standards for outdoor storage

A purpose-built facility will protect the Town's equipment investment, improve working conditions and improve the site's appearance for neighboring residents and the broader community.

4.4 Conceptual Design (Reference Only)

In March 2026, the Town completed a draft conceptual design at approximately 10 percent construction drawings (Attachment B). Its purpose was to confirm that the program fits the site and to give the Town a reliable basis for financial planning. It is not a design the Town intends to complete as drawn. The Owner's

Representative and the future Design Team may build on it or depart from it as the Project's requirements are defined.

In summary, the conceptual design shows:

• A Maintenance Storage Building of approximately 3,767 square feet

• A Maintenance Shop of approximately 2,917 square feet, including staff office, break room, kitchen and restroom areas

• An open-air Golf Cart Canopy of approximately 2,948 square feet

• A paved maintenance yard with an equipment wash bay, fuel storage, a pesticide fill (mixing and loading) pad and a pesticide storage building

• Stormwater facilities, fencing and gated maintenance access from Bella Rosa Parkway

The three buildings total approximately 9,632 square feet. All are single-story, steel-framed structures. Notes on the conceptual drawings that identify certain equipment and furnishings as "owner provided" no longer reflect the Town's intent (Section 6.0). The Town owns the conceptual design documents and provides them for reference only. Section 12.6 addresses the eligibility of firms that took part in the conceptual design.

4.5 Existing Site Conditions

The Town does not have current survey, geotechnical, hazardous materials or environmental information for the

Project site. Obtaining this information is part of the Owner's Representative's Phase 1 scope (Section 7.2). What the Town knows today is reported but unverified:

• Utility lines in the area were surveyed as part of the Frederick Recreation Area Master Plan. That information is general and has not been verified for design.

• The existing residence and barn will be demolished. Buildings of this age may contain asbestos, lead-based paint or other regulated materials.

• The site has been used as a residence and a maintenance operation for decades. Other underground features may be present.

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The Master Plan's 2024 opinion of probable cost for Phase 2 is included in Attachment C for general context.

Construction costs have increased since 2024. The Project budget will be refined during Phase 1.

5.0 Project Governance and Delivery Approach

5.1 Delivery Model

The Town will use an Owner's Representative and CM/GC delivery model:

• The Owner's Representative serves as the Town's dedicated project management resource throughout the

Project.

• A Design Team, procured competitively with the Owner's Representative's help, will design the Project.

• A CM/GC, also procured with the Owner's Representative's help, will join during design to provide constructability review and cost estimating. The CM/GC will then negotiate a GMP at approximately 90 to

100 percent construction documents and build the Project.

5.2 Roles and Responsibilities

Role Responsibilities

Board of Trustees Acts at each Decision Point, including the budget amendment that authorizes the next phase of work.

Parks and Open Space Director (Project Sponsor)

Holds final decision-making authority and accountability for the Project.

Communicates with the Town Manager's Office, PROST Commission and the Board of Trustees.

Parks Planning, Design and Construction Manager (Town Project Manager)

Manages the Project day to day for the Town. Serves as the Owner's Representative's primary point of contact and coordinates with other Town staff and stakeholders.

Golf Course Maintenance Team (End Users)

Serves as technical advisors and the facility's principal users. Works with the Owner's Representative in coordination with the Town Project Manager.

Owner's Representative Serves as the Town's dedicated project management resource. Reports to the Town Project Manager.

Design Team Provides architecture and engineering services. To be procured during Phase 1.

CM/GC Provides preconstruction services, negotiates the GMP and constructs the Project. To be procured during Phase 2.

Town Development Review and Building Staff (Reviewing Agency)

Review and approve the Project under the Town's Land Use Code and adopted building codes, as they would any other development application.

5.3 Board of Trustees Decision Points

The Board of Trustees acts at four Decision Points as the Project advances. At Decision Points 2 through 4, the

Board considers a contract and a budget amendment that authorizes a not-to-exceed amount for the next phase of work.

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Decision Point Board Action Timing

1 Go/No-Go on Strategy: prioritizes Phase 2 and directs staff to proceed with an Owner’s Rep procurement

Complete

2 Owner's Representative Contract and Budget Amendment February 2027

3 Design Team Contract and Budget Amendment Summer 2027

4 Construction Contract (GMP) and Budget Amendment Late 2027 to Early 2028

Work beyond the phases the Board has authorized depends on future Board action and appropriation. The

Owner's Representative will prepare materials to support the Town's presentations at Decision Points 3 and 4.

5.4 Authority and Change Control

The Owner's Representative will manage the routine flow of Project work on the Town's behalf, including:

• Coordinating requests for information (RFIs)

• Tracking submittals after Design Team review

• Running meetings and preparing minutes

• Maintaining schedules, logs and Project records

• Approving minor field adjustments that do not affect cost, schedule, scope or quality

• Coordinating necessary permitting applications, responses and direction-setting for the project

The Owner's Representative has no authority to bind the Town, approve payments or approve any change that affects cost, schedule, scope or quality. All such changes go through a formal change control process. The

Owner's Representative analyzes each change and makes a recommendation. The Town approves changes under its Purchasing Policy and within the amounts authorized by the Board of Trustees.

5.5 Communication Protocol

Clear and efficient communication is a priority. The Owner's Representative may communicate directly with

Town staff to keep the Project moving. This includes development review and building staff, finance and purchasing staff and the Golf Course Maintenance Team. The Owner's Representative will copy the Town Project

Manager on written Project correspondence and keep the Town Project Manager informed. Two limits apply:

• Direction on the Project: Direction to the Design Team or the CM/GC must come from or be approved by the Town Project Manager. So must any decision that affects the Project's scope, design, construction, cost or schedule.

• Officials and the public: Communication with the Board of Trustees, the PROST Commission and the public is coordinated through the Town Project Sponsor. The Owner's Representative will prepare materials and attend meetings as requested. Town staff will generally lead presentations.

More formalized communications protocols will be established between the Town’s Project Manager and the selected Owner’s Representative during the project.

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6.0 Facility Program and Site Considerations

6.1 Baseline Program

The Project's baseline program is listed below. The Owner's Representative will help the Town confirm and refine it through the Owner's Project Requirements (Section 7.2).

• Maintenance Storage Building

• Maintenance Shop with staff areas, including office, break room, kitchen, restrooms and lockers

• Golf Cart Canopy for cart storage

• Fuel storage and dispensing

• Equipment wash bay with water recycling

• Pesticide fill (mixing and loading) station

• Pesticide storage building

• Maintenance yard and employee parking

• Site utilities, stormwater management, fencing and gated maintenance access

• Demolition of the existing residence and barn

• Permitting and compliance for all of the above

Two elements of the 2024 Master Plan program are no longer part of the Project. The lean-to storage shelter has been eliminated. The landscape material storage bays will be located at another site.

6.2 Pre-Engineered Systems

The Town expects the wash bay, fuel storage, pesticide storage building and pesticide fill station to be pre-engineered, commercially available systems rather than custom designs. Products such as those made by ESD

Waste2Water are a useful reference, but the Town has not selected a manufacturer. The Owner's

Representative and the Design Team will help the Town select systems that fit its operations and the site. The

Design Team will design the site and utilities to serve them. The CM/GC will purchase and install them as part of the GMP.

6.3 Furnishings and Equipment

Most furnishings and equipment for the new buildings will be purchased within the GMP. The Owner's

Representative will help the Town decide which existing items will move to the new facility and which will be purchased new.

6.4 Future Readiness and Sustainability

The Town has set the following baseline expectations:

• Solar-ready: The facility will be designed with the structural capacity and utility infrastructure to add solar power in the future. Solar panels will not likely be installed as part of this Project.

• Electrification: The Town's golf carts and maintenance equipment generally currently run on gasoline and diesel. The Town expects to transition both to electric power over time. The facility should support that transition.

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• Sustainable materials: The Town generally prefers sustainable building materials, with an emphasis on durability, low maintenance and long service life. Third-party certification, such as LEED, is not a requirement. Material choices should be weighed against the Town’s two primary objectives: a facility that is sustainable to maintain over its lifetime and best value for Frederick taxpayers.

Beyond this baseline, the Owner's Representative will help the Town set realistic sustainability, electrification and building systems goals. These goals will be tested against lifecycle cost and the Project budget, documented in the Owner's Project Requirements and carried into the Design Team contract.

6.5 Adjacent and Future Projects

The following projects are outside the scope of this Project. The Project must be planned and designed so that it does not prevent or add cost to them:

• Bella Rosa Parkway improvements, which may include regrading, widening and intersection improvements

• Frederick Recreation Area Master Plan Phase 4, which includes a new access drive from Bella Rosa

Parkway aligned with Wetland Loop, clubhouse parking expansion and practice facility improvements

• Other future phases of the Frederick Recreation Area Master Plan

6.6 Continuity of Golf Course Maintenance Operations

Bella Rosa Golf Course will remain open during construction. The Golf Course Maintenance Team must keep working throughout. The Town has identified a potential temporary operations site at its East Pump Station, generally located south of the golf course's sixth hole and accessed through the Frederick Recreation Area main entrance off Colorado Boulevard (Figure 1). The site has limited facilities and would likely require temporary storage and worker space, such as an office or mobile trailer.

The Owner's Representative will evaluate options for temporary operations (including the East Pump Station site) and recommend a plan to the Town. That plan must also address temporary fuel and pesticide storage, which are regulated. Construction timing will be set with the Town, to minimize impacts on golf operations.

7.0 Scope of Services

The Owner's Representative's services are organized into six phases that follow the Project's Decision Points.

The final scope of services will be negotiated with the selected firm and attached to the agreement as Exhibit A.

7.1 Services Throughout the Project

• Maintain a Project Management Plan, an integrated master schedule, a risk register, an issue log and a decision log

• Manage Project documents and records in a system the Town can access

• Lead regular Project team meetings and prepare agendas and minutes

• Prepare monthly status reports as described in Section 8.2

• Keep the named Project Manager assigned to the Project from start to finish (Section 12.4)

7.2 Phase 1: Initiation and Design Team Procurement

Target timeframe: February to June 2027. Authorized at Decision Point 2.

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• Project charter and Project Management Plan, including plans for scope, schedule, cost, quality, risk, communications, procurement and stakeholder engagement

• Integrated master schedule that targets the earliest feasible GMP

• Risk register, with continuity of golf course maintenance operations identified as a key risk

• Stakeholder engagement and communications plan, with engagement coordinated with the Town Project

Manager

• Owner's Project Requirements (OPR): Facilitate sessions with Town staff and the Golf Course

Maintenance Team to document the program, operational requirements, sustainability and electrification goals, building systems approach and selection criteria for pre-engineered systems. Test goals against lifecycle cost and the Project budget. The OPR becomes the technical basis for the Design Team's scope.

• Furnishings and equipment inventory: Identify which existing items will move to the new facility and which will be purchased new.

• Site Investigation and Due Diligence Strategy, due within 60 days of notice to proceed: Identify the investigations the Project needs, such as survey, geotechnical, hazardous materials, environmental and utility verification. Recommend whether each should be procured directly by the Town, included in the

Design Team's scope or handled through a combination. Manage any investigations the Town procures directly. The Owner's Representative will not perform or subcontract these investigations.

• Temporary Operations Plan: Evaluate options for temporary golf course maintenance operations, including the East Pump Station site. Compare cost, schedule and risk. Address temporary fuel and pesticide storage. Recommend a plan and construction timing developed with the Golf Course

Maintenance Team in coordination with the Town Project Manager.

• Town Development Review and Permitting Plan: Lead a pre-application meeting with Town planning and building staff. Identify every Town approval the Project needs, including zoning and Land Use Code compliance, land use or site plan review, civil and engineering review, any required public hearings, demolition, grading and building permits, inspections and the certificate of occupancy. Document submittal requirements, review cycles and review durations. Build them into the integrated master schedule. Also identify outside approvals, including fire, stormwater, utility provider and state requirements for fuel and pesticide facilities. See Section 7.8.

• Baseline Project budget: Develop a total Project budget and cost model covering design, construction, furnishings and equipment, owner costs and contingency.

• Design Team procurement: Prepare the solicitation with the Town, manage the process, support the

Town's evaluation and support negotiation of the Design Team's scope and fee.

• Decision Point 3 materials: Prepare materials to support the Town's presentation to the Board of

Trustees.

7.3 Phase 2: Design Management and CM/GC Procurement

Target timeframe: June to November 2027. Authorized at Decision Point 3.

• Manage the Design Team's contract, schedule, deliverables and invoices

• Lead design reviews at approximately 30, 60, 90 and 100 percent design. Check each submittal against the

OPR, the Project budget, operational needs and the adjacent and future projects in Section 6.5. Document comments and their resolution.

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• Maintain a record of potential conflicts with adjacent and future projects and how each was resolved

• Reconcile cost estimates at each design milestone and lead value analysis when needed

• Support selection of pre-engineered systems

• Manage Town development review and permitting as described in Section 7.8

• CM/GC procurement: Prepare the solicitation with the Town, manage the process, support the Town's evaluation and support negotiation of the preconstruction services agreement

7.4 Phase 3: Preconstruction and GMP

Target timeframe: August 2027 to early 2028, concurrent with Phase 2. Authorized at Decision Point 3.

• Manage the CM/GC's preconstruction services, including constructability reviews and cost estimates

• Evaluate early work packages, such as temporary operations site work, demolition and long-lead items

• Review the CM/GC's GMP proposal, including assumptions, allowances, contingencies, general conditions and fees. Make a recommendation to the Town.

• Finalize how the Temporary Operations Plan will be carried out during construction

• Decision Point 4 materials: Prepare materials to support the Town's presentation to the Board of Trustees

7.5 Phase 4: Construction

Target timeframe: early work as soon as winter 2027 to 2028, then approximately 9 to 12 months. Authorized at

Decision Point 4.

• Lead weekly owner, architect and contractor (OAC) meetings on site and prepare minutes

• Maintain a regular site presence, with additional visits during critical activities

• Track RFIs and submittals. The Design Team remains responsible for technical review.

• Manage change control. Analyze each change request for cost and schedule impact, show the remaining not-to-exceed balance and make a recommendation.

• Review pay applications and recommend payment, including retainage and lien waiver tracking

• Monitor the schedule and require recovery plans when needed

• Coordinate testing, special inspections and Town building inspections. Track deficiencies to resolution.

• Monitor site safety and report concerns. The CM/GC remains responsible for construction means, methods and site safety.

• Oversee temporary operations and the Golf Course Maintenance Team's moves to and from the temporary site

7.6 Phase 5: Closeout

Target timeframe: approximately three months after Substantial Completion.

• Manage Substantial Completion inspections and punch list completion

• Coordinate commissioning of building systems

• Collect operation and maintenance manuals, warranties and record drawings

• Coordinate training for the Golf Course Maintenance Team

• Confirm final inspections and the certificate of occupancy

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• Review final payment and the release of retainage

• Reconcile final Project costs to Board authorizations and appropriations

• Coordinate restoration of the temporary operations site

• Lead a lessons-learned review and prepare a closeout report

• Coordinate with the Design Team to provide the Town with final as-builts in REVIT (BIM) and 2-D PDF

Plans.

7.7 Phase 6: Warranty

Target timeframe: 12 months after Final Completion.

• Track warranty claims and coordinate corrective work

• Hold quarterly check-ins with the Town Project Manager

• Lead the 11-month warranty walk with the Town, the Design Team and the CM/GC

• Prepare a final warranty report

7.8 Town Planning, Zoning, Development Review and Building Permitting

The Town is both the owner of this Project and an agency that reviews and permits it. The Project will go through the Town's own planning, zoning, development review and building permit processes like any other development application. The Owner's Representative will guide the Town through those processes from start to finish:

• Phase 1: Prepare the Town Development Review and Permitting Plan, based in part off of a Pre-

Application meeting with the Town’s Planning Division (Section 7.2).

• Phases 2 and 3: Coordinate the Design Team's preparation of land use, development review and building permit applications. Confirm each submittal is complete before it is filed. Track review comments, coordinate responses and keep reviews on schedule. Prepare materials to support Town staff at any required public hearings.

• Phases 3 and 4: Obtain any early permits needed for early work packages, such as demolition, grading or temporary operations site permits. Confirm that required permits are issued before work begins.

• Phases 4 and 5: Coordinate Town building inspections, final inspections and the certificate of occupancy.

• Throughout: Maintain a permits and approvals log, report its status monthly and flag permitting risks to the schedule early.

8.0 Financial Management and Reporting

The Town follows Government Finance Officers Association (GFOA) best practices for capital project budgeting, monitoring and reporting. The Owner's Representative's financial management services must support those practices.

8.1 Budget and Cost Control

• Maintain the total Project budget by cost category

• Track commitments and expenditures against each not-to-exceed amount the Board authorizes at a

Decision Point

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• Forecast the cost at completion each month

• Track use of Project contingency, including owner and CM/GC contingencies

• Project cash flow by Town fiscal year to support budgeting

8.2 Monthly Status Report

Within ten business days after the end of each month, the Owner's Representative will submit a status report to the Town Project Manager. The Town will use the report to brief the Board of Trustees, the PROST Commission and the Town Manager's Office and to update the Project webpage. Each report will include:

• Executive summary

• Budget status: committed costs compared with each not-to-exceed authorization, forecast cost at completion and contingency use

• Schedule status and critical path

• Change log, including pending and approved changes

• Top risks and issues and how they are being addressed

• Permits and approvals status

• Look-ahead to the next month

Content intended for the Project webpage must meet Web Content Accessibility Guidelines (WCAG) 2.1 Level

AA, but may take any format decided upon by the Town and selected Owner’s Representative.

8.3 Change Recommendations

Each change recommendation will state the change's cost, schedule impact, funding source and justification. It will also show the not-to-exceed balance before and after the change so the Town can confirm the change fits within the Board's authorization.

8.4 Pay Application and Invoice Review

The Owner's Representative will review each Design Team invoice and CM/GC pay application against the contract, the schedule of values and the work completed. Reviews will verify retainage, stored materials and lien waivers. The Owner's Representative will recommend payment to the Town Project Manager in time for the

Town to meet its payment obligations.

8.5 Outside Funding

The Owner's Representative will identify and track grants, utility incentives and other outside funding that could support the Project, especially future solar and electrification. The Owner's Representative will support applications as directed by the Town.

8.6 Lifecycle Cost

The Owner's Representative will provide lifecycle cost analysis to support OPR decisions and the evaluation of design alternatives.

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8.7 Records and Audit Support

The Owner's Representative will keep complete and organized Project records, support any audit of Project costs and transfer all records to the Town at closeout. Project records are subject to the Colorado Open Records

Act.

8.8 Owner's Representative Invoicing

The Owner's Representative will invoice monthly by phase. Each invoice will show hours by person and the remaining balance of each phase's not-to-exceed amount.

9.0 Proposal Requirements

9.1 Format

• Limit the proposal to 20 pages, letter size, with a minimum 11-point font and numbered pages.

• Organize the proposal in the order of Sections 9.2 through 9.11, followed by the Fee Proposal and any appendices.

9.2 Cover Letter

One page. Identify the prime firm, subconsultants and their roles, the proposed Project Manager and the person authorized to bind the firm. Acknowledge all addenda and confirm the firm's ability to meet the insurance requirements in Section 12.3.

9.3 Project Manager Commitment Letter

A letter signed by the proposed Project Manager and a firm principal. The letter must commit the Project

Manager to the Project from start to finish and state the percentage of the Project Manager's time committed to each phase.

9.4 Firm Profile and Team Organization

Describe the firm, the location of the office that will serve the Project and the team's organization. Include an organization chart.

9.5 Golf Course and or Parks Maintenance Facility Experience

Describe up to five projects that show experience with golf course maintenance facilities, parks or grounds maintenance facilities or other similar maintenance facilities. For each, provide the project name, owner, location, size, construction cost, delivery method, completion date, your firm's role, the staff involved who are proposed for this Project and an owner contact.

9.6 Vertical Construction and CM/GC Experience

Describe up to five projects that show Owner's Representative or program management services on municipal building projects of similar size, especially projects delivered by CM/GC. Projects may overlap with Section 9.5.

Provide the same information as Section 9.5.

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9.7 Key Personnel

Identify the Project Manager and core team members. Describe their roles, relevant experience, percentage of time committed by phase and how quickly they can be on site. Include resumes.

9.8 Project Understanding and Approach

Respond to each item below:

a. Your overall approach to each of the six phases

b. How you would develop the Temporary Operations Plan and keep golf course maintenance operations running during construction

c. How you would develop the Site Investigation and Due Diligence Strategy for a site with limited existing information

d. How you would facilitate the Owner's Project Requirements, including realistic sustainability and electrification goals

e. How you would help the Town reach the earliest feasible GMP and the risks to that goal

f. How you would protect future Bella Rosa Parkway improvements and Master Plan Phase 4 during design

g. How you would guide the Project through the Town's planning, zoning, development review and building permit processes, given that the Town is both the owner and the reviewing agency

h. The top risks you see for the Project and how you would address them

i. A staffing narrative that explains the hours in your Fee Proposal

9.9 Project Controls and Financial Management

Describe your tools and processes for schedule control, cost control, change control and pay application review.

Include a sample monthly status report from a comparable project in an appendix.

9.10 References

Provide at least three public agency references for comparable projects completed within the last seven years, preferably led by the proposed Project Manager. Include each reference's name, agency, phone number and email.

9.11 Conflict of Interest Disclosure

Disclose any current or recent (within three years) business relationships with firms likely to compete for the

Design Team or CM/GC contracts. Explain how you would manage them. Confirm that your firm, its affiliates and your subconsultants understand and accept the restrictions in Section 12.5.

10.0 Fee Proposal

10.1 Fee Structure

Fees will be paid on an hourly basis, up to a not-to-exceed amount for each phase. Each phase's not-to-exceed amount includes labor (hours multiplied by hourly rates) and reimbursable expenses. Reimbursable expenses are paid at actual cost without markup. The Town pays only for hours actually worked.

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The Fees for the cost of site investigations, the Design Team, the CM/GC, permit fees or other third-party services may be included as it pertains to your overall proposal, however, the Scoring Committee will only review the Owner’s Representative Fee Structure as described hereafter.

10.2 Required Fee Proposal Contents

Proposers may present their fee in their own format. The Fee Proposal must include:

• Rate schedule: each role, the named individual where known, the 2027 hourly billing rate and one annual escalation percentage applied each January 1 for 2028 through 2030

• Hours by role for each of the six phases

• Reimbursable expenses estimated for each phase

• Fee Summary Table in the format shown below, ending with the Total Proposed Fee

• Confirmation that the fee follows the pricing assumptions in Section 10.3 and that reimbursable expenses will be billed at actual cost without markup

Fee Summary Table (required format)

Phase Hours Labor Fee Reimbursables Phase Not-to- Exceed

Phase 1: Initiation and Design Team Procurement

Phase 2: Design Management and CM/GC Procurement

Phase 3: Preconstruction and GMP

Phase 4: Construction

Phase 5: Closeout

Phase 6: Warranty

Total Proposed Fee

The Total Proposed Fee in this table is the amount the Town will use to score fees (Section 11.3). The Town may request clarification of any fee information. A proposal without a complete Fee Summary Table may be found nonresponsive.

10.3 Pricing Assumptions

To make fees comparable, all proposers must price against the assumptions below. Price each phase using your hourly rates for the rate year shown. These assumptions are intentionally conservative. The Town's goal is to move faster. Phases completed sooner are billed only for hours worked.

Phase Assumed Timeframe for Pricing Rate Year

Phase 1: Initiation and Design Team Procurement

February 2027 to June 2027 2027

Phase 2: Design Management and CM/GC Procurement

July 2027 to February 2028 2027

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Phase Assumed Timeframe for Pricing Rate Year

Phase 3: Preconstruction and GMP October 2027 to March 2028 (runs concurrently with Phase 2)

Phase 4: Construction April 2028 to March 2029 2028

Phase 5: Closeout April 2029 to June 2029 2029

Phase 6: Warranty July 2029 to June 2030 2030

Effort Driver Assumption

Project team meetings with the Town Project Manager

Every two weeks during Phases 1 through 3 (virtual or in person)

In-person progress meetings with the Town Project Manager

Monthly during Phases 1 through 3

Procurements managed Two: the Design Team and the CM/GC

Design milestone reviews Four, at approximately 30, 60, 90 and 100 percent design

Owner, architect and contractor (OAC) meetings

Weekly on site during Phase 4

Site presence during construction An average of two site visits per week during Phase 4, including the weekly OAC meeting

Monthly status reports Monthly during Phases 1 through 5; quarterly during Phase 6

Board of Trustees meetings Attendance and support at up to four meetings over the life of the contract

PROST Commission meetings Attendance and support at up to four meetings over the life of the contract

Warranty phase Quarterly check-ins and the 11-month warranty walk

Town development review and permitting

One pre-application meeting, up to three development review cycles, up to two building permit review cycles and support at up to two public hearings, if required

Excluded from the fee Costs of site investigations, the Design Team, the CM/GC, permit fees and other third-party services

10.4 Negotiation and Later Phases

The Town will negotiate the fees for Phases 1 through 3 with the selected firm before Board action at Decision

Point 2. The fees for Phases 4 through 6 will be confirmed at Decision Points 3 and 4, once the Project's scope is better defined. Any adjustment will use the rates in the firm's Fee Proposal and must stay within the amounts authorized by the Board of Trustees.

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11.0 Evaluation and Selection

11.1 Selection Committee

Proposals will be evaluated by a selection committee made up of the Parks and Open Space Director, the Parks

Planning, Design and Construction Manager, the Golf Course General Manager and the Golf Course

Superintendent. Other Town staff may assist with reference checks.

11.2 Evaluation Criteria

Criterion Points What the Committee Will Evaluate

Golf Course and Parks Maintenance Facility Experience

20 Experience with maintenance facilities. Golf course maintenance facilities receive the most credit. Parks and grounds maintenance facilities receive strong credit. Other municipal maintenance facilities receive partial credit.

Vertical Construction and CM/GC Experience

15 Owner's Representative or program management services on municipal building projects of similar size, with emphasis on CM/GC delivery.

Key Personnel 15 The relevant experience of the Project Manager and core team, their time committed to the Project and their availability to be on site.

Project Understanding and Approach

15 The quality and practicality of the responses to Section 9.8, including whether proposed staffing hours are realistic.

Project Controls and Financial Management

15 Tools and processes for schedule, cost and change control, pay application review and reporting tied to Board authorizations.

Fee 20 Calculated using the formula in Section 11.3.

Total 100

11.3 Fee Score

Fee points = 20 × (lowest Total Proposed Fee ÷ the proposer's Total Proposed Fee). The Total Proposed Fee is taken from each proposal's Fee Summary Table (Section 10.2). The lowest fee is determined among proposals that meet the qualifications minimum in Section 11.4. The proposer with the lowest Total Proposed Fee receives all 20 points. The Town Project Manager calculates fee scores.

Fees that appear unrealistically low for the scope will be reviewed as part of the Project Understanding and

Approach score.

11.4 Selection Process

Step 1: Written proposals. The committee will score each proposal on the five qualification criteria (up to 80 points). A proposal must earn at least 48 of those 80 points to be eligible for the shortlist. Fee scores are then added for eligible proposals. The three to five eligible proposals with the highest total scores will be shortlisted.

Step 2: Interviews. Shortlisted firms will be interviewed January 12 through January 14, 2027. The proposed

Project Manager must attend and lead the interview. The committee will score each interview on the five qualification criteria (up to 80 points). Interview topics will include:

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• The firm's approach to temporary golf course maintenance operations

• Managing CM/GC change orders and pay applications

• Reaching the earliest feasible GMP

• Facilitating the Owner's Project Requirements

• Navigating the Town's planning, development review and building permit processes

• Working with the Town Project Manager and the Golf Course Maintenance Team

Final ranking: the interview score (up to 80 points) plus the fee score from Step 1 (up to 20 points).

11.5 References and Negotiation

The Town will check references for shortlisted firms. The Town will then negotiate with the highest-ranked firm.

If an agreement cannot be reached, the Town may end negotiations and begin negotiating with the next-ranked firm. Award is subject to approval by the Board of Trustees.

11.6 Town's Reserved Rights

The Town reserves the right to:

• Reject any or all proposals

• Waive informalities and minor irregularities

• Change the number of firms shortlisted

• Request written clarifications from any proposer

• Award a contract without interviews if that is in the Town's best interest

• Cancel this RFP at any time

The Town's decision is final. Proposers have no appeal rights.

12.0 General Conditions

12.1 Agreement

The selected firm will enter into the Town's Independent Contractor Agreement (Attachment A), or similar. The negotiated scope, schedule and fee will be attached as Exhibit A. By submitting a proposal, proposers indicate they have read the agreement and agree to its terms, subject to negotiation of Exhibit A.

12.2 Phased Authorization and Funding

The Town intends to award one contract for all six phases. Phase 1 will be authorized at contract execution.

Phases 2 through 6 will be authorized by written notice to proceed after Board of Trustees action at the applicable Decision Point. The Town's financial obligations are subject to appropriation. The Town does not guarantee that later phases will be authorized.

12.3 Insurance

The selected firm must carry the insurance required by the agreement. The Town also anticipates requiring professional liability (errors and omissions) insurance in an amount acceptable to the Town.

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12.4 Key Personnel

The Project Manager named in the proposal must remain assigned to the Project from start to finish. The firm may not replace the Project Manager or other key personnel without the Town's prior written approval. Any replacement must have equal or better qualifications. This requirement will be included in the agreement.

12.5 Conflict of Interest and Independence

To protect the independence of the Owner's Representative, the selected firm, its parent and affiliated companies and every subconsultant on its team may not compete for or take part in the Design Team or CM/GC contracts for this Project, as a prime or as a subconsultant. The Owner's Representative also may not perform or subcontract the Project's site investigations.

12.6 Prior Participation

Firms and individuals who took part in the conceptual planning and design of this Project are eligible to compete for future Project contracts, subject to Section 12.5. Their prior participation creates no current or ongoing commitment by the Town of any kind.

12.7 Public Records

Proposals are subject to the Colorado Open Records Act, C.R.S. 24-72-201 et seq. Proposers should clearly mark any trade secrets or confidential commercial information. The Town will handle such information as permitted by law.

12.8 Accessibility of Deliverables

Deliverables the Town intends to publish, including content for the Project webpage, must meet WCAG 2.1 Level

AA.

12.9 Proposal Costs and Ownership

All costs of preparing a proposal are the proposer's responsibility. All proposals become the property of the

Town and will not be returned. A proposal may be withdrawn by written notice to the Town Project Manager before the due date and time.

13.0 Attachments

Attachment Title Format

A Independent Contractor Agreement Separate PDF file

B Conceptual Design Documents, March 2026 (B1 Architectural, B2 Structural)

Separate PDF files

C Frederick Recreation Area Master Plan Separate PDF files

The Town may update the Independent Contractor Agreement before execution (Section 12.1).