Request for Proposals for Contractor CM/GC Services RFP PMAA 2026*0020 Spring Creek Dam Rehabilitation

Request for Proposals for Contractor CM/GC Services Spring Creek Dam Rehabilitation Project Solicitation Number: RFP PMAA 2026* 0020

May 2026 Contents

If you are interested in learning more about the CPW Dam Safety Program, here is a link to our webpage with information about the program:

https://cpw.state.co.us/colorado-parks-and-wildlife-dams

Appendices & Links

Note: File sizes of the Appendices exceed the file size allowed for posting on VSS. All Appendices as noted below can be accessed through the folder located in this link: https://drive.google.com/drive/folders/1IUm1wtGxiYvKbCaSCW7m2C5dcb8sbED9?usp=drive_link

Appendix A – A.1 Conceptual Design Drawings, A.2 Engineer’s Inspection Report October 2025 Appendix B - Estimated Preconstruction Roles and Responsibilities Matrix Appendix C – Example Preconstruction Contract Appendix D - CPW General Conditions for Capital Construction Appendix E - Example CMGC Construction Contract and Example Exhibit A to the CMGC Agreement Appendix F - CM/GC Management Fee Percentage - Inclusions and Exclusions Buy Clean Colorado Act (BCCOA) Links:

· Maximum Global Warming Potential (GWP) Limits:

· https://osa.colorado.gov/energy-environment/buy-clean-colorado-act/max-gwp-limits

· Environmental Product Declaration (EPD) Submittal and Sign-Off:

· https://co.accessgov.com/executivedirector/Forms/Page/executivedirector/bbd0075c-c856-4e31-b82c-3ff94b4e7208/2154d89d-814a-4acf-bf41-6c97cfe84531/2

Request for Proposals for Contractor CM/GC Services RFP PMAA 2026*0020 Spring Creek Dam Rehabilitation

1 General Project Information

1.1 Prequalification

This Request for Proposals (RFP) is being issued as a fully public solicitation. No prequalification of contractors is required. No submission of a Letter of Interest (LOI) will be required (nor accepted) as part of this solicitation. Interested contractors should note the Mandatory Pre-proposal Site Meeting (see section 1.11 of this RFP). This public solicitation is the initiation of Colorado Parks and Wildlife’s (CPW) Construction Manager/General Contractor (CMGC) services for the Spring Creek Dam Rehabilitation Project (Project).

1.2 Contractor Minimum Qualifications

The selected Contractor’s Team (Prime Contractor and subcontractors) shall possess minimum safety and performance qualifications commensurate with heavy civil construction projects (with a preference for dam-specific construction projects). In addition, the Team shall also collectively possess the following specific qualifications at a minimum, which are relevant to the scope of the Project described herein.

A. Knowledge and experience with complex rehabilitation projects, inclusive of those that are comparable in nature to the Project’s scope and anticipated challenges described in Section 1.4 and elsewhere in this RFP B. Dam-specific and/or heavy civil construction experience in popular public recreation areas with limited staging locations and in environmentally sensitive, high elevation, and remote sites C. Diversion and care of surface water commensurate with dam-specific and/or heavy civil construction projects D. Design, installation, maintenance, and removal of dewatering systems to control groundwater and surface water during excavation and construction E. Successful experience with controlled excavation and structural backfill procedures commensurate with large earthfill embankments, such as in embankment dams and/or other heavy civil construction F. Successful experience with appropriate placement of structural concrete in all seasons and at remote sites with difficult access and harsh climates G. Experience with installation of internal seepage control measures in earthfill structures, such as in embankment dams H. Administration of construction monitoring, Emergency Action, and/or detailed safety plans for dam and/or heavy civil construction activities I. Experience with addressing and mitigating public impacts related to construction activities, such as traffic control in close proximity to job site, site safety and security J. Experience with communications and public information associated with large heavy civil projects K. Prime Contractor shall have the ability to meet the required self-performance percentages set forth in Section 3.15

1.3 Project Background

Project Coordinates: Latitude 38° 51' 39.80" N / Longitude 106° 42' 25.50" W Spring Creek Dam (DAMID: 590108) is located within the Gunnison Ranger District of the Grand Mesa, Uncompahgre, & Gunnison (GMUG) National Forest in west-central Colorado. The dam can be accessed from Gunnison, Colorado taking HWY 135 to Almont, CO (10 miles paved), turning onto CO Rd 742 to Harmels Resort (7 miles paved), then turning onto FSR 744 (12 miles unpaved). An alternative route can be taken by continuing on CO Rd 742 from Harmels Resort for another 25 miles (18-miles paved, 7-miles unpaved) to Taylor Park recreation area, then turn left onto FSR 748 for 11-miles (unpaved) to the reservoir. The dam may also be accessed through Beuna Vista, CO when Cottonwood Pass is open for summer travel (typically May 31 – November 1). From Beuna Vista, take CO Rd 306 over Cottonwood Pass to Taylor Park Recreation Area (~40 miles paved), turn right onto CO Rd 742 (7-miles, unpaved) to FSR 748 and take FSR 748 to Spring Creek Dam (11-miles unpaved).

CO Road 744 winds through Spring Creek Canyon. The road is well graded but narrow and a number of sharp curves and blind corners. This is a popular summer destination for bikers (motorized and non-motorized), anglers, campers and rock climbers. FSR 748 is also a narrow gravel road with a longer trip distance by miles. However, the curves are more generous and the road has been the preferred route for large equipment in past projects. This route is also popular for recreation particularly for camping, dirt bikes and ATVs. There is a USFS Campground, Mosca Campground, that is located adjacent to the dam.

The dam is classified as High Hazard with an Extreme Hydrologic Hazard classification in accordance with the 2020 Rules and Regulations for Dam Safety and Dam Construction (Rules). The Spring Creek dam is an on-channel embankment dam that is approximately 570 feet long and 53 feet high. The dam has two spillways, a concrete services spillway with a crest elevation of 9,935.0 feet, and an emergency spillway which is an RCC overlay on the downstream slope with a crest elevation of 9,942.0 feet. Spring Creek Reservoir (impounded by the dam) has an estimated normal operating storage capacity of approximately 1060 acre-feet at the service spillway crest elevation of 9,935 feet. The maximum estimated storage capacity is 2,225 acre-feet at the dam crest elevation of 9,948.5 feet. The dam is operated and maintained by CPW under a Special Use Permit (SUP) GUN1601 with the USFS. The dam’s primary use is recreational angling and is a popular fishing location for local and visiting public.

The dam was built in 1961. After initial construction, a number of subsequent construction projects have occurred. A list of these construction projects is provided below.

· 1986: Spillway was considered inadequate for the design storm. Dam crest was raised and RCC overlay constructed as an emergency spillway.

· 1998: Concrete spillway repairs (cracks, spalling on floor, and spalling on walls), repair leaks in 24” outlet pipe, new operator vault lid, added toe drain along left toe of dam.

· 2017: Saddle Dam constructed near the left abutment to address whirlpools in reservoir that appeared to be flowing into the left abutment

· 2021-2022: Outlet rehabilitation including CIPP liner of the 24” outlet pipe, new intake structure, new grade beam, new gate and operator, new operator vault.

· 2023 Storage Restriction: Storage restriction was placed on the reservoir at 9.9-feet below the service spillway crest. This restriction was placed in response to current conditions of the service spillway and significant unfiltered seepage.

Seepage has been a concern at Spring Creek dam since first filling in 1962. It is estimated that the current seepage through the dam’s foundation is approximately 2-5 CFS. This significant unfiltered seepage along with deterioration of the service spillway due to age, seepage and ASR has prompted the Colorado State Dam Safety Office to place a storage restriction of 9.9-feet below the service spillway. In 2025, CPW retained a design consultant, HDR, Inc., to perform an alternatives analysis and design for rehabilitation of the dam. The schematic design drawings of the selected alternative are provided in Appendix A.

1.3.1 Current Dam Operations

The watershed above Spring Creek reservoir covers varying terrain from high-alpine mountains above 13,000 feet to sub-alpine forests. The basin experiences heavy snowfall in the winter. The dam and access roads (CO Rd 744, and FSR 748) typically do not melt out until Mid-May or later depending upon the snow year. During an average snow year with typical runoff, the reservoir can fill from empty with the outlet 100% open. Because of the challenging runoff regime compounded by the difficulty accessing the dam in the winter to make gate adjustments, CPW has drained the reservoir every year since 2023 to help maintain a water surface elevation at or below the storage restriction. Additionally, two emergency 12” steel siphons were installed in 2023 to augment the outlet capacity when runoff overwhelms the outlet and the water surface exceeds the storage restriction.

1.3.2 Geotechnical, Spillway, and Seepage Conditions

Spring Creek Dam was constructed on a narrow section of Spring Creek Valley. The foundation soils consist primarily of gravels with a mix of silts, clays, sands, cobbles, and boulders. Early geotechnical analysis of the site indicated that seepage through the foundation was likely and recommended construction of a robust cutoff trench and upstream seepage blanket. Unfortunately, subsequent investigations showed that the cutoff trench was likely only constructed on the right side of the dam and the upstream seepage blanket was limited in size and thinner than recommend. As a result, Spring Creek Dam has experienced significant seepage from first filling until today. The seepage appears to be primarily flowing through the foundation but does create artesian conditions at the toe of the dam. At the bottom of the spillway chute fountains appear in cracks and intentionally drilled relief holes when the reservoir WSE rises above the storage restriction. Similarly, the 6” left toe drain can flow pressurized and the 12” right toe can produce significant flows when the WSE nears the spillway crest elevation. It is estimated that the total seepage through the dam is less than a CFS when the reservoir is low and over 2 CFS when the water surface elevation nears the service spillway crest. There are multiple springs that flow year-round very near and around the dam. A comprehensive geotechnical investigation is planned for the spring/summer of 2026 to gather additional geotechnical data needed for the design.

In addition to the seepage, the concrete service spillway has reached the end of its service life. The concrete walls along the approach section are actively moving inward (failure), ASR has attacked large sections of the spillway, surface spalling is extensive, and there is concern that voids may have developed under the slab due to hollow sounding hammer strikes. The RCC emergency spillway has also experienced degradation. The surface material has degraded and unraveled so that the RCC steps are no longer visible.

1.4 Project Objective and Overview of Construction Scope of Work CPW and HDR performed a Comprehensive Dam Safety Analysis (CDSE) as part of CPW’s Portfolio wide risk assessment to help determine the major dam safety concerns (risk drivers) plaguing the dam. During this workshop, participants identified three general categories driving risk: failure due to operation of the service spillway, internal erosion along the conduit, and internal erosion from seepage through the embankment or foundation.

The subsequent design and planned construction efforts were strategically selected to remedy the safety concerns mentioned above. In addition, construction efforts will include rehabilitation of other appurtenances to meet current industry standards and regain an extended service life for the dam.

The dam rehabilitation construction scope of work will include general demolition, mass excavation, fill placement, concrete forming and placement, drainage features construction, and erosion protection. See Section 2 for a more detailed description of the scope of work. See Appendix A for additional Project details.

1.5 Overall Project Phases

The scope of work for each Project phase is preliminary and will be refined by the Integrated Project Team (defined in Section 1.8) after the Contractor is selected. At this time, the Project consists of the following major phases:

1.6 Project Delivery Approach and Anticipated Project Challenges Predicted construction challenges anticipated at this time include the following: a short construction season, runoff water management (reservoir can fill from empty with gate 100% open during spring runoff), severe mountain weather, difficult construction access, site constraints including limited space and local infrastructure protection (USFS Campground), and constructing within an open/active National Forest. Because of these challenges, CPW determined that this Project is best suited to a Construction Manager/General Contractor (CM/GC) Alternative Delivery Method. The CM/GC delivery method positions CPW to address these Project challenges, as it brings the Contractor into the Project team during the design phase. The Contractor is then able to contribute valuable and formative early input, and affords a more integrated approach to planning, design, and construction.

1.7 CM/GC Alternative Delivery Method

As facilitated by the CM/GC delivery method, CPW anticipates that regular collaboration among key Project members will optimize Value Engineering, mitigate Project risks, and increase schedule efficiencies, among other benefits. The current scope of work contained herein reflects an approach based on the known Project goals and risks; however, the Phase 2 collaboration process may produce new approaches or modify the Project work elements. As such, the final scope of work for the Project will evolve based on input from various sources, including CPW, the Design Engineer (Consultant) and the selected Contractor. With respect to the Project, and the RFP and related documents, the terms CM, GC, and Contractor all pertain to the selected contractor.

1.8 Integrated Project Team (IPT) and IPT Expectations

The CM/GC Contractor shall be an integral member of the IPT. The IPT includes the Owner (“Owner”; CPW), Design Engineer (“Consultant”; HDR, Inc.), Independent Cost Estimator (“ICE”; to be determined), and the CM/GC Contractor (“Contractor”; to be determined by this RFP solicitation). At the discretion of CPW and the State Dam Safety regulating authority (“CDS”; Colorado Dam Safety), the IPT shall extend to include CDS at any times they deem fit.

The goal and expectation of having an IPT is to create a collaborative and transparent culture that engages in open conversation throughout design/preconstruction and construction. Key objectives include: early identification of risks and appropriate mitigation, adaptability and ability to quickly address changes and unexpected events, proactive problem solving, use of creativity and innovation to reach optimal solutions, enhanced design, improved constructability, and efficient construction. IPT/Project interests and objectives will be prioritized over those of individual members; however, as the Owner, CPW intends to retain final decision-making authority throughout the CM/GC process.

Partnering is critical to the success of a CM/GC delivery method. Partnering is a process for developing a spirit of teamwork and cooperation through shared goals, defined issue resolution procedures, clear action plans, and the monitoring of team performance to ensure goals are achieved.

Professional and respectful conduct shall be expected of each IPT member at all times with other members of the IPT, the public, and Project Stakeholders.

1.9 Anticipated Contractor Role within the IPT

The IPT will rely on the Contractor to bring the following expertise to the Preconstruction Phase.

A. The skills and knowledge to proactively identify safety and security risks, and facilitate adequate planning and responsible handling of safety and security matters through Project duration.

B. The skills and knowledge to estimate the quantities of materials, labor, and equipment needed to construct the Project.

C. The skills and knowledge to determine the tasks needed to complete the Project and to estimate the costs, duration, and sequence of these tasks.

D. An understanding of the availability, cost, capacities of materials, labor, and equipment.

E. The skills and knowledge to identify potential Project risks (including financial risks) and methods or solutions to mitigate them during the design process.

F. The skills and knowledge to review the design plans at milestone intervals and provide suggestions and methods to improve the design for constructability, add innovative Value Engineering solutions, maximize scope, and optimize schedule and cost.

G. Most importantly, the ability to communicate these above areas of expertise in a way that improves the project, fosters teamwork, and reduces risk.

1.10 Project Goals

The following goals are established for the Project. Goals will continue to be refined as the Project progresses.

A. Maintain public and staff safety at all times.

B. Facilitate and foster collaboration, professionalism, communication, and partnership among the IPT during design and construction to:

1. Proactively identify, mitigate, and/or remove Project risks; develop and implement a successful risk management and allocation process.

2. Minimize the Project delivery time and maximize schedule efficiency.

3. Complete the Project within the overall budget while maximizing the Project scope and improvements possible within that budget.

4. Allow and encourage innovative ideas to improve quality, shorten construction time, reduce cost, and/or minimize impacts to the public, Stakeholders, and the environment.

5. Continually work toward and attain a unified goal of successfully delivering the Project.

C. Substantial completion by fall 2028 D. Restore Spring Creek Dam to safe operating conditions in accordance with CDS’s Rules and Regulations and extend the service life of the dam.

1.11 Approximate Project Schedule

The following schedule is provided for planning purposes and is subject to change.

1. RFP Posted to Colorado Vendor Self Service (VSS)

a. May 12, 2026

2. Registration Deadline for Mandatory Pre-Proposal Site Visit (See Section 4.1)

a. May 18, 2026; 5:00 PM (MDT)

3. Mandatory Pre-proposal On-Site Meeting

a. May 20, 2026; 1:00 PM (MDT)

4. Deadline for Written Requests for Clarifications (See Section 4.3)

a. May 25, 2026; 5:00 PM (MDT)

5. Responses Posted for Written Requests for Clarifications

a. May 29, 2026

6. Proposal Submission Deadline

a. June 15, 2026; 10:00 AM (MDT)

7. Public Proposal Opening

a. June 15, 2026; 12:00 PM (MDT)

8. Interview Shortlist Notification

a. July 6, 2026

9. Interviews with Shortlisted Proposers

a. July 9, 2026 - July 10, 2026

10. Notice of Award Recommendation

a. July 14, 2026

11. Contract Execution

a. Mid-August 2026

12. Preconstruction Phase (Phase 2)*

a. September 2026 through May 2027

13. Construction Phase (Phase 3)*

a. May/June 2027 through October 2028

* Timelines are subject to change as warranted by Value Engineering evaluations in Phase 2

1.12 Fixed Limit of Construction Cost

The Fixed Limit of Construction Cost is the estimated portion of the Project budget allocated for the Construction Phase of the Project that includes all construction contract amounts for all construction packages for the Project. Each construction contract amount includes the total actual price of construction, the CM/GC Management Price Percentage Fee (CM/GC Fee) applied to each construction item, and all indirect costs, force accounts, and risk pools that are associated with the construction of all elements of the work designed or specified by the Consultant.

The CM/GC Fee is defined in Section 6.4.3. The Fixed Limit of Construction Cost for this Project is anticipated to be between $8.0 million and $10.0 million depending on design innovations/existing conditions/material availability that are anticipated to be developed through the pre-construction phase.

1.13 Project Construction Schedule

The estimated construction schedule of the Project will evolve during the progression of Phase 2; therefore, it is not explicitly defined at this time. CPW is targeting beginning construction as soon as peak run-off conditions have passed and reservoir drawn down sufficiently to reasonably control runoff and seepage. It is currently estimated that construction will begin around June 1, 2027. This estimated date may be later or earlier depending upon snowpack, spring runoff, and the contractor’s plan for care and diversion of water. The construction schedule is currently conservatively assumed to take two seasons spanning the 2027 construction season through the fall of 2028. However, CPW wishes to enact the most expeditious and efficient construction schedule deemed reasonable by the IPT, and single season construction is highly desired if possible. Cost and schedule will be a regular topic of consideration during Phase 2. Among other considerations, schedule optimization will evaluate impacts to Project stakeholders, reasonable construction window at high altitude, and site restoration.

1.14 Design Documents and Drawings

Select reports and design drawings that are pertinent to the CM/GC selection process are included in Appendix A of this RFP. 30% Design Drawings will be provided to the successful contractor in preparation for the 30% Design Workshop. The 30% Design Workshop is currently scheduled to be held at the end of September – exact date is subject to change. It is a goal of this Pre-Construction effort to include the CM/GC Contractor in the IPT as early as possible to maximize value engineering opportunities that are anticipated to significantly improve cost or schedule of the project.

See the Table of Contents for the Link to the referenced Appendices.

If CPW determines additional information is available that would benefit the selection process, shortlisted Proposers may be provided with additional documents to assist in preparations for the Interview and the Financial Proposal. If provided, this information will be given to all Shortlisted contractors at the time of Shortlist Notification.

2 Project Scope

2.1 Construction Work Packages (WP)

At the time of this RFP release the project engineering consultant, HDR Inc., has completed Conceptual Design. The early procurement of the CM/GC Contractor before 60% Design as is typical for most CPW CM/GC projects is intentional. Spring Creek Dam has unique construction challenges. Therefore, it was determined that early integration of the CMGC Contractor into the IPT would be valuable and CPW looks to the selected Proposer for construction expertise to improve the design, planning, sequencing, procurement, and/or construction. The current rehabilitation design is summarized below.

Major construction tasks are anticipated to include:

· Care and diversion of water and dewatering

· Demolition and complete removal of the existing concrete spillway, partial removal of the RCC emergency spillway and other infrastructure

· Construction of new concrete spillway (labyrinth control section, chute, & stilling basin)

· Construction of new filter buttress and drain system

· Riprap placement for erosion protection

· Installation of new monitoring instrumentation

The Proposer shall understand the need to consider and include all construction items warranted for the Project once the Preconstruction Phase is underway. As part of the Value Engineering evaluations during the Preconstruction Phase, the IPT will be looking at the potential for Project efficiencies gained by targeted sequencing of work packages (WPs). Proposer ideas and suggestions regarding potential WPs are welcomed (but not required) in the proposals.

If Preconstruction evaluations show support of a phased construction timeline, CPW may elect to award the Contractor a separate construction contract for one or more WPs while other WP(s) may still be in the Preconstruction Phase (i.e. Long Lead Time Items, etc.).

It is generally expected that the contractor will include within the WP(s) all necessary foundational tasks that are typically required for a successful construction project such as surveying and construction dewatering. Contractor should anticipate performing or subcontracting all construction surveying duties including but not limited to:

· Providing all materials, labor, equipment, and incidentals required to conduct proper surveys to stake and layout the Work

· Use existing site control points to layout the Work and have a Professional Land Surveyor (PLS) registered in the State of Colorado verify the accuracy of their locations and elevations prior to beginning Work

· Perform surveys to facilitate measurements and payment

· Obtain as-built surveys to establish Record Drawings as certified by a Colorado PLS.

Similarly, during construction, the Contractor should anticipate performing all de-watering and water diversion activities in accordance with the approved construction care of water plan and CDS rules and regulations.

2.2 Preconstruction Phase Construction Management (CM) Services This Scope of Services focuses on Contractor tasks during the Preconstruction Phase, and reflects an approach based on the known Project goals and risks. Specific scope items are discussed in subsequent Sections 2.2.1 through 2.2.6 and are further detailed in the Preconstruction Roles and Responsibilities Matrix found in Appendix B.

During the CMGC selection process, consideration will be given to the Contractor’s ability to analyze Project goals, evaluate work elements, and formulate a proposal. This process may produce new approaches or modify the Project work elements. These suggestions, innovations, modifications, etc. are welcomed and encouraged in the proposal phase. After selection of the Contractor, the final scope of work of the Preconstruction Contract, which is defined in Section 3.13, will be an integrated combination of Section 2.2 of the RFP and any additional tasks gleaned from the successful proposal.

It is expected that the final scope of work will evolve based on input from various sources including consultants and the selected Proposer. Any additional unforeseen tasks agreed upon by CPW and the successful CM Contractor after execution of the Contract may be added to the Preconstruction Contract by a signed Contract Amendment. Contract Amendments must be approved by all parties including the State Controller or his/her delegate.

2.2.1 Design Review

A. Upon issuance of Notice to Proceed (NTP), Contractor shall perform a comprehensive review of available historic plans, records, and reports, current designs, and site conditions to become familiar with the Project’s background information and current status. This task should be completed in advance of the Project Kickoff Meeting, which will occur within two weeks following NTP.

B. Thoroughly review new Project documentation as it becomes available to provide design and schedule validation from a construction perspective throughout Project duration. Actively participate in IPT discussions to study and recommend ideas for design options as they pertain to constructability, innovation, value and quality, including the provision of input on schedule, phasing, material and equipment availability, and cost throughout the Preconstruction Phase of the Project.

C. Independently calculate quantities for verification purposes for all construction items. Following the execution of a release agreement between the Consultant and the Contractor, the Consultant will provide digital model files as appropriate to assist the Contractor in its effort. Final bid quantities will be determined and agreed upon based on an analysis of the Contractor and Independent Cost Estimator estimates.

D. Provide constructability input on all facets of the Project. Look for alternative means and methods to make design and construction more efficient, while also meeting CDS requirements.

E. Provide written reviews and details/redlines of the Project’s Design Review packages at Design milestone(s). Comments shall be related to: constructability; clarifications; Plans and Specifications errors, omissions, or conflicts; effect on schedule; effect on cost; risk identification and mitigation; and innovation suggestions/recommendations. Provide feedback for appropriate level of Plan detailing to complete construction.

F. Work with the IPT to make determinations if early procurement (long lead-time procurement – LLTP) packages for materials are viable and cost effective, have potential to reduce the construction schedule, and provide overall benefit to the Project.

G. Lead Value Engineering discussions during Milestone Workshop(s) (Section 2.2.5) to coordinate estimating tasks, and bring multidiscipline cost/construction experts to evaluate alternative designs, systems, and materials.

2.2.2 Cost Opinions

A. At the Project Kickoff Meeting, present the proposed Cost Model to the ICE and other team members, and discuss and agree on any changes to it; utilize this updated Cost Model throughout the Preconstruction Phase.

The Cost Model shall be open and transparent, and shall define the Contractor’s costs related to labor, materials, equipment, subcontractor and supplier quotes, means and methods, production rates, risk, direct costs, and mobilization. Subcontractor costs shall be presented in a similar manner. CPW’s expectation is that the open and transparent Cost Model will support a feature-by-feature comparison between the Contractor’s and the ICE’s cost opinions.

B. The Cost Model shall clearly communicate how individual work item costs were derived and will include a list of pricing assumptions and other notes associated with each bid item (i.e. build-up). Indirect costs shall be separate and not included in bid items. Risk costs shall not be included in the cost opinion but shall be addressed in the Risk Register (see Section 2.2.4) and a Risk Pool. Risks that are best managed by the Contractor shall be included in the cost opinion but shall be separate items and clearly explained. It is imperative that the Contractor and ICE develop costs in the same manner to facilitate efficient review and reconciliation.

C. Provide real-time, rough order-of-magnitude cost opinions as design concepts are being developed and evaluated throughout the CM/GC process. This may include evaluating means and methods of construction techniques that may influence design solutions with consideration of cost and schedule impacts.

D. Develop and provide Opinions of Probable Construction Costs (OPCCs) at Design Milestone(s) that include the following activities:

1. Updating the OPCC

2. Quantity reconciliation with the ICE and CPW (with potential input from the Consultant). This may include verification of means and methods between CPW and ICE (and/or Consultant)

3. Analysis should include availability of labor, equipment and materials

4. Contractor shall develop and provide OPCCs at Design Milestone(s). The ICE shall develop independent cost opinions for the Project at the same Milestone(s).

E. Participate in reconciliation meeting(s). Each OPCC will be compared and reconciled with the ICE’s OPCC. This open and transparent process will increase Project understanding and allow the Contractor and the ICE to expose pricing disagreements and resolve them at each Milestone. Through CPW, the Contractor shall coordinate with the ICE throughout Phase 2 of the Project. The goal is to reach a final Construction Agreed Price (CAP, as defined in Section 3.16) to allow proceeding with construction.

F. The Contractor shall submit a CAP proposal when both the Contractor and CPW agree the design has progressed to the appropriate level, estimated to be at approximately after 100% Design completion and review. As applicable, the Contractor shall submit a final CAP Proposal once CAP negotiations have been successfully completed.

0. CPW may request the Contractor to submit a CAP on early construction packages or for the procurement of long lead-time items.

1. The Contractor shall ensure all environmental, safety, and permit commitments that are specified in the Plans, Specifications, and other Contract Documents are implemented during construction if CAP proposals are accepted by CPW.

If negotiations for a final CAP and the schedule are not successful, CPW reserves the right to place the Project for public construction solicitation. In such a case, the Contractor shall be compensated for its Preconstruction Services per the Preconstruction Contract and CPW shall have no further obligations to the Contractor, and the CM/GC Services Contractor will not be allowed to bid as the prime contractor.

2.2.3 Schedule

A. Prepare and distribute preliminary Construction schedules and phasing alternatives at each Design Milestone to support development of OPCCs, validate deadlines, and help develop Value Engineering ideas. Within two weeks following the completion of each Milestone Workshop, update and distribute the schedule to reflect any changes that result from the Workshop.

B. Collaborate with the Consultant to accurately reflect and update preconstruction activities in the Phase 2 schedule.

2.2.4 Risk

A. Construction risk analysis and management will be a continual process throughout the Preconstruction and Construction Phases. The Contractor shall participate in quantitative and qualitative Risk Management assessments and discussions with the IPT to identify risks, develop mitigation strategies, and assign risk responsibility.

B. Collaborate with the IPT to develop the Risk Management Plan at the Risk Assessment and Management Workshop.

C. Lead Risk Management discussions with the IPT, set regular Risk Management meeting schedules, and prepare and maintain the Project Risk Register. The Risk Register is a dynamic component of the Risk Management Plan, and is used to identify, assess, mitigate, and monitor Project risks. The Risk Register shall be regularly discussed during Risk Management meetings and more comprehensively evaluated during Milestone Workshops. The Risk Register will include an evolving Risk Matrix to characterize the conditions and status of identified risks.

D. The risk analysis and management process generally includes the following five steps:

1. Identify the risk

2. Assess and analyze the risk

3. Mitigate and plan for the risk

4. Allocate or assign the risk

5. Monitor and control the risk

2.2.5 Meetings

A goal will be established to limit the number of meetings/time in meetings of IPT members, with meetings being focused and efficient. The frequency of meetings will be determined by the IPT at the Project Kickoff and Partnering Workshop, and will be adjusted as the Project progresses and based on need. Preliminary estimates include the following meetings/Workshops. Items A) through C) are planned to fall in sequential order and within a few weeks of each other:

A. Project Partnering and Kickoff Workshop (0.5 day) – Among other items, agenda discussion may include: Project introduction; the basis for partnering and the development of related processes; a review of the CM/GC delivery method; identification of Project roles and responsibilities; division of work; identify stakeholders’ goals; develop document review and naming convention standards; review of Project’s design inclusions and intended functionality; constructability; Construction Plans and Specifications discuss basic elements of the Project’s Cost Model; preliminarily develop risk register and plan. Portions of this Workshop are mandatory for all Key Personnel including key subcontractors; an attempt will be made to develop the agenda in a manner that facilitates the early release of non-critical attendees.

B. 30%, 60%, & 90% Cost Reconciliation & Risk Assessment and Management Meeting (2 to 3 hrs) – These meetings will take place closely following the Milestone Workshops. Among other items, agenda will include cost model discussions and negotiations and risk identification, evaluation, and allocation. Formal development of the Project Risk Management Plan and Risk Register will occur at the 30% meeting. The IPT will initiate identification and evaluation of Preconstruction efforts that would mitigate and/or eliminate high-impact risks.

C. 30%, 60% and 90% Milestone Workshop (1 day each) – Among other items, agenda may include: Construction Plans and Specifications adequacy and optimization and finalization; Project Risk Management Plan and Risk Register finalization; opportunities for schedule optimization; finalize construction Cost Model for Contractor and ICE; cost reconciliation. Cost Model discussion and reconciliation; CAP discussion.

D. Regular Progress Meetings (preliminary estimate of every two weeks on average): Progress meetings will be held throughout the Preconstruction Phase to coordinate, track, and document progress on Action Items, and key topics such as challenges encountered and anticipated solutions, Project schedule and status updates, and required coordination and communication with other parties. Regular progress meetings will generally be held virtually unless specific considerations require in-person meeting.

E. Other select meetings as may be warranted, such as Long Lead Time Procurement (LLTP) meetings, OPCC reconciliation meetings, or CAP negotiation meetings.

Unless specified otherwise above, participation in all Workshops will be mandatory for the Contractor’s minimum Key Personnel as identified in Section 5.2.2.A.3.

The IPT will continuously collaborate on an informal basis to efficiently address Project needs as they occur, thereby facilitating shorter and more timely meetings. Informal and quick initial documentation of important informal discussions will be encouraged to save time (e.g., emails, notes, and memos). As appropriate, important items/agreements will then be formalized in meeting minutes or by other agreed means.

2.2.6 Contractor Deliverables during Preconstruction Phase

Reports and deliverables are required from the Contractor during the Preconstruction Phase. Reports and deliverables shall be clear, concise, and effective. The IPT will determine the necessary reports and deliverables and they may vary based on need as the Project progresses.

The Contractor shall be responsible for developing reports and deliverables related to its Preconstruction Services. In addition to the deliverables already mentioned elsewhere in Section 2.2, these might include the following as directed by CPW:

A. Subcontractor Selection Plan B. Quality Control Plan C. Material Sourcing Plan D. Worker and Public Safety Plan E. Innovation/Value Engineering Tracking and Performance Report F. Risk Register (including narratives and matrix) G. Construction Schedule H. CAP Cost Estimate The Contractor shall also provide monthly invoices and Project reports as required by CPW for payment of its Preconstruction Services.

2.3 IPT Communication Protocol

Under no circumstances shall Contractor-ICE communication transpire without CPW’s direct involvement. Discussions and clarifications shall either be addressed during cost review meetings, or CPW shall serve as intermediary for clarifying emails and questions.

Contractor-Consultant email communication shall carbon copy CPW on every email, and CPW shall be included in each meeting and phone call, as CPW deems necessary.

3 Procurement and Administrative Requirements, and Contract Administration

3.1 Request for Proposals

The objective of this RFP is to select the best Contractor to assure Project success at the best value for CPW. This RFP is designed to focus on the key elements for optimal CM/GC execution and value, which include the following: trust and teamwork, collaboration with open and honest communication, risk identification and mitigation, transparent cost modeling and estimating, adaptability, and innovation.

3.2 Communication During Contractor Selection Period

The selection period shall begin upon issuance of this RFP and shall conclude with the selection of the preferred Proposer. All communications during the selection period, including Requests for Clarification (see also Section 4.3), shall be sent by email to the designated DNR Purchasing Agent, Jeanette Stroud, at jeanette.stroud@state.co.us. When sending communications, the following shall be included in the subject line: Spring Creek Dam Rehabilitation; RFP PMAA 2026*0020. Communication regarding the RFP or the Project with other CPW personnel, its consultants, contractors, IPT members and/or other stakeholders is prohibited and may be grounds for disqualification. Any questions for any of the listed parties should be submitted in writing as described above.

If it becomes necessary to revise any part of the RFP, an addendum will be made available to all Proposers via the State VSS System at the Internet site Colorado.gov/vss at such time that the addendum has been developed.

Offeror registration (Colorado VSS) is encouraged before the time and date of the Submission Deadline, specific to this RFP, and as noted on the Colorado VSS webpage.

3.3 Responsibility to Review RFP and Addenda

It is important that Proposers read this document in its entirety, including appendices, to understand CPW’s requirements for the Project before developing their proposal. In the event of a conflict between this RFP and other documents referenced, as it relates to the business terms and requirements for Proposals, this RFP shall govern. If such a conflict is discovered, the Proposer shall bring it to the DNR Purchasing Agent’s attention as quickly as possible, and if at all possible, before the last date for submission of Requests for Clarification. Proposers must acknowledge all issued addenda in their submittal and proposal. It is the Offeror’s sole responsibility to monitor and access the State VSS System for any amendments and to acknowledge and/or comply with all such published amendments as specifically instructed.

3.4 Responsibility for Proposal Costs

CPW is not liable for any cost incurred by any Proposer associated with the preparation of a proposal, interviews, or the negotiation of a contract. The Proposer is responsible for all costs associated with responding to the RFP, including costs related to the Pre-proposal Site Meeting (if applicable).

All proposals will become the property of CPW. CPW reserves the right to use any ideas or information contained in a successful or unsuccessful proposal on the Project or any subsequent project, without any obligation to compensate the relevant Proposer.

3.5 Award of Preconstruction Contract

After a preferred Proposer has been identified in accordance with Section 4, CPW intends to conditionally award the Preconstruction Contract to the selected Proposer, subject to the parties reaching agreement on all terms of the Preconstruction Contract.

If CPW is unable to reach agreement with the initially selected Proposer, it has the right to reject such proposal and conditionally award the Preconstruction Contract to another Proposer. The Preconstruction Contract will be substantially similar to the example provided in Appendix C.

3.6 Disadvantaged Business Opportunities

The State encourages its agencies to utilize minority-owned and women-owned businesses to the greatest extent possible without sacrificing adequate competition. Offerors are reminded of the illegality of discrimination. While there is not a specific requirement for DBE participation for this solicitation, the State encourages the submission of responses that include minority-owned and/or women-owned businesses.

3.7 Binding Proposal

Proposers are advised that proposals shall be binding upon the Proposer for ninety (90) days following the proposal due date. A Proposer may withdraw or modify its proposal any time prior to the proposal due date by submitting a written request via email, signed in the same manner and by the same person who signed the proposal. See Section 3.2 for contact information and instructions.

3.8 Acceptance of State Terms and Conditions

A submission in response to the RFP acknowledges acceptance by the Offeror of all unaltered terms and conditions, as set forth herein.