Cleanup Grant Fox Theatre Trinidad DRAFT

  1. PROJECT AREA DESCRIPTION AND PLANS FOR REVITALIZATION
    1. Target Area and Brownfields.  1.a.i. Background and Description of Target Area: Trinidad, Colorado (City, Target Area) is in the Purgatoire River Valley in the shadow of southern Colorado’s Spanish Peaks mountains. Trinidad was established in 1862 when coal was discovered in the area, and the City was incorporated in 1876. With a population just over 8,000 Trinidad is the most populous city in Las Animas County, the largest (geographically) county in Colorado. Trinidad is the County Seat and the cultural and commercial heart of the region.

The City grew quickly from the mid-1800s into the 20th century fueled primarily by coal mining supported by ranching and railroads. As mining flourished, miners, settlers, and commerce arrived via the legendary Santa Fe Trail (now Main Street) and Trinidad’s population boomed from 2,226 in 1880 to over 13,000 by 1940. The City’s prosperity was evident in the ornate buildings that came to define downtown Trinidad. The City’s brick-paved streets are still lined with buildings nationally renowned as some of the best examples of western Victorian architecture, giving downtown Trinidad a European feel in a distinctly western setting.

Despite its rich history, Trinidad’s reliance on mining’s boom and bust cycles and the closure of most of Colorado’s coal mines by the 1960s launched an era of economic depression and population decline that has lingered for over 60 years. Trinidad has lost 40% of its population since 1940. Instability from the region’s past reliance on natural resource extraction still impacts the area. Colorado’s mining industry has seen a 33% decline in the last 10 years1. Trinidad lost 1,200 oil and gas industry jobs in 2012[1]. The last Las Animas County coal mine closed in 2013, leaving 200 more local coal miners without jobs, creating a ripple effect of job losses, business closures, and vacant dilapidated brownfields throughout the City. These economic struggles are exacerbated by recent recessions including the downturn caused by the COVID-19 pandemic.

Large prominent brownfields in downtown Trinidad include two schools, a hotel, a former brewery, and the historic Fox West Theatre. These and the many smaller blighted and deteriorating brownfields throughout the City, including vacant auto repair, manufacturing, and historic crumbling buildings containing asbestos and lead paint, compound the challenges already confronting Trinidad’s residents. Trinidad’s population loss, economic decline, and resulting excess of brownfields disproportionately impact elderly, minority, and low-income communities. Over 18% of the City’s elderly population are experiencing poverty. Over 57% of the City’s population are members of minority, predominantly Hispanic, communities. Employment opportunities are limited, and poverty rates are high.

To tackle this need and blight, Trinidad partnered with the nearby Town of Aguilar and Las Animas County and received an FY15 US Environmental Protection Agency (EPA) Brownfield Assessment Grant. Led by Trinidad, the coalition built a brownfield program that has been instrumental in multiple revitalization projects (see Section 4b). The program has also bolstered Trinidad’s commitment to diversifying its economy from resource extraction to the arts, historic preservation, and tourism. Revitalizing the vacant and neglected Fox West Theatre (the Theatre) in the center of downtown Trinidad is a lynchpin in the City’s economic development plan. In 2019 the City purchased the Theater and began working with the community and project partners on its rehabilitation and reopening. An EPA Brownfield Cleanup Grant will abate hazardous materials in the building, paving the way for the next phases of bringing this historic community asset back to life.

1.a.ii. Description of the Brownfield Site: The 22,000-square-foot Fox West Theatre is located at 423 W. Main Street in downtown Trinidad. The Theatre is in El Corazon de Trinidad, the City’s designated downtown Historic and Cultural District. Built in 1908 with bricks made in Trinidad, the Theatre was designed in a French Renaissance style by the Rapp Brothers architectural firm, famed for designing many grand theatres throughout the US in the early 20th century. The Theatre has multiple levels and includes a basement ballroom and meeting rooms, a 650-seat auditorium, two balconies (the only 2-balcony theatre in Colorado), and retail spaces along Main Street. Theatre Consultants Collaborative calls the Theatre “a stunning example of the best historic American theatre design.” Historic Stage Services describes it “as an incredibly important asset.” The Theatre is a contributing historic building in El Corazon de Trinidad Historic District, which is recognized as an official “Save America’s Treasures” project.

The Theatre was once a center of the community activity and engagement. During the Great Depression, the theatre held Family Night with free entries and Prosperity Night with cash giveaways. In 1933 a wedding was performed on the stage, filling the auditorium to capacity. However, as the local economy declined, the Theatre struggled and was forced to close in 2013. Vacancy and neglect have resulted in water damage, peeling paint, deteriorated building components, and bird infestations.

A 2016 inspection found that the Theatre is structurally stable. In 2018, the City used FY15 EPA Brownfield Grant funds for an asbestos and lead paint survey of the Theatre. Both asbestos and lead paint were identified in building components that will be disturbed or exposed during the phased renovation plan. The condition of these components has degraded due to lack of maintenance and water intrusion following closure of the Theatre, increasing the chance of their release to the building interior and future users. The survey identified approximately 3,175 ft2 of asbestos-containing materials (ACMs) and approximately 24,535 ft2 of lead-based paint (LBP) throughout the building. Hazardous materials from bird infestation (carcasses, feces, etc.) also must be addressed to proceed with rehabilitation. These materials must be abated to protect renovation workers, future shoppers in the Theatre’s retail spaces, future audiences, and community members.

The City has received a Brownfield Cleanup Grant from the Colorado Dept. of Public Health and Environment (CDPHE) to abate approximately 900 square feet of the ACMs and 550 square feet of the LBP to allow for near-term reopening of the Theatre’s retail spaces along Main Street so that they can be leased, providing income toward the rehabilitation. This abatement will occur in the winter of 2020-2021. The remaining ACMs and LBP and the bird waste will be abated using EPA Brownfield Grant funds, if awarded. The locations, quantities, and components containing asbestos and lead to be abated using the EPA Brownfield Cleanup Grant are summarized in the table below.

Material

Location

Est. Quantity (ft2)

Building Materials

Asbestos

Ground Floor

1,450

Joint compound; wall board/texture; floor tiles

Asbestos

Basement

825

Insulation; caulk; mortar

Lead Paint

Ground Floor

525

Paint on walls and window trim

Lead Paint

Basement

23,460

Paint on  walls, ceiling, window trim

1.b. Revitalization of the Target Area.  1.b.i. Reuse Strategy and Alignment with Revitalization Plans: The Fox Theatre will be restored to its intended use as a live performance venue and community gathering place. In 2019, the City purchased the Theatre and has partnered with the Fox West Theatre Alliance (the Alliance), a 501(c)3 organization, formed to raise funds and develop a plan for the Theatre’s long term operational sustainability. Legendary historic preservationist, Dana Crawford of Urban Neighborhoods, Inc., is leading the Alliance, bringing decades of experience in fundraising and completing preservation projects. The project partners have already begun to bring the building back to life with a season of filmed performances in the Theatre and tours of the historic building. Videos of the performances and tours will premiere online starting October 31, 2020.

Four phases of renovation are planned for the Theatre: Phase 1: exterior rehab/stabilization, ACM and LBP abatement, and activating the two retail storefronts to generate income for future phases; Phase 2: mechanical, electrical, plumbing, audio-visual, and ADA compliance updates; Phase 3: Rehab of auditorium, stage, and lobby; Phase 4: Ballroom and meeting room rehab.

The arts industry and historic preservation are pillars of Trinidad’s economic development strategy, and the City has been planning and investing in these areas for over a decade. In 2013, this work paid off when El Corazon de Trinidad became Colorado’s first Certified Creative District--a state initiative that provides access to financial and technical support to help rural communities attract creative entrepreneurs and generate economic activity. Trinidad was also selected as the demonstration project for Colorado’s “Space to Create” program that supports arts-based economic development in rural communities. Through “Space to Create” Trinidad has invested $2 million transforming District brownfields into 40+ affordable artist live/work spaces. Investors have begun to acquire other vacant downtown historic buildings and align their plans with the creative and historic district. Through major projects like the Fox Theatre and Space to Create, the City is establishing its identity as a beautiful community with a strong entrepreneurial and creative ecosystem.

The Fox Theatre is a contributing building within El Corazon de Trinidad Historic District, listed on the National Register of Historic places. In commitment to a redevelopment strategy focused on the arts and historic preservation, Trinidad worked to achieve Certified Local Government status from the US Department of the Interior, allowing the City to access grants and offer State Historic Preservation Tax Credits. The City established its Historic Preservation Commission in 2015, revised codes to make reusing historic buildings pencil out for developers, and received a History Colorado grant to survey the city’s historic assets and plan for their rehabilitation and reuse.

The City has been sharing plans for the Theatre at City Council meetings for several years, with wide community support. In 2016, the project partners conducted a community survey receiving over 200 responses to questions about the types of events people would like to attend at the Theatre. 89% of respondents stated that the Fox Theatre is “very important” to Trinidad’s future. Community use and enjoyment is the primary purpose of the plan to reopen the Theatre. Plans include meeting spaces for community groups, performance space for local schools to hold dance and music recitals, and a venue for educational speakers. The City and project partners plan to continue soliciting and incorporating community input into the Theatre’s reuse plans.  

1.b.ii Outcomes and Benefits of Reuse Strategy: Cleanup up and reopening of the Fox Theatre will build the burgeoning local arts economy, celebrate Trinidad’s historic character, draw tourists from throughout Colorado and beyond, promote sustainable reuse of an existing building, and attract investment—all outcomes that will stimulate economic development in Trinidad.

Sustainable Reuse of Existing Building/Historic Preservation: Historic preservation in Colorado improves property values, leverages investment, increases local tax revenues, attracts tourists, creates new jobs, and increases economic activity in the surrounding businesses. From 2002 to 2015, Colorado preservation projects completed using Historic Tax Credits provided 3,719 jobs, generated income of $280 million, and provided $58 million in federal, state, and local taxes.[2]

Theatre and Arts: Studies show that historic theatres generate at least $2-$3 per dollar spent on tickets, while catalyzing new businesses and jobs in the surrounding area.[3] In 2019, arts and cultural production accounted for $14.5 billion (4.4%) of Colorado’s economy (more than mining and transportation) and support 103,274 jobs.[4]

Heritage Tourism: History Colorado found that in a single recent year heritage tourism in Colorado created $2.4 billion in direct and indirect economic impacts and nearly 61,000 jobs. Since El Corazon de Trinidad’s Creative District designation in 2015, income from Trinidad’s lodging tax has nearly doubled and commercial construction permit fees increased from $1 million in 2013 to $7.6 million in 2017[5]--due in large part to interest in repurposing vacant and blighted downtown buildings.

The region-wide transformational impact of the Theatre’s renewal will drive investors to take advantage of the City’s Opportunity Zone (OZ) located just blocks away and encompassing most of Las Animas County. In turn, investments in the OZ will further establish the area surrounding the Theatre as a regional hub of the arts, commerce, and services. Project partners and investors are exploring multiple Colorado OZ funds for projects in Trinidad.

1.c. Strategy for Leveraging Resources.  1.c.i Resources Needed for Site Reuse: The City and the Fox Theatre Alliance (a 501(c)3) are eligible for funding from many sources to rehabilitate the Theatre and prepare for its reopening. The City and the Alliance have already acquired funding for the Theatre from public and private sources. They are considering additional federal resources such as the US Dept. of Agriculture Community Facilities Program and the US Economic Development Agency, both of which offer grants for programs that support the arts and historic preservation. The National Parks Service’s Save America’s Treasures Program also offers historic preservation grants to both local governments and non-profits.

The City and Alliance can access several types of grants offered by the state Office of Economic Development including funds set aside for Certified Creative Districts like El Corazon de Trinidad. Historic preservation funds are also available from History Colorado and the Colorado Department of Local Affairs (DOLA). The City has already leveraged two grants from History Colorado: a $200,000 to assist with purchasing the Theatre and a $102,000 grant for exterior rehabilitation work.

The City has issued the Alliance a long-term lease to act as the developer of the Theatre. As the lessee, the  Alliance will reserve Historic Tax Credits that will be sold to support the project. The retail spaces in the Theatre will be rehabilitated in early 2021 and leased to provide income to be reinvested in the Theatre. The Alliance is seeking sponsors for Theatre events, accepting donations through the Theatre website (foxwesttheatre.com), and generating revenue by selling historic movie posters that were formerly displayed in the Theatre. The project partners are also pursuing grants through private philanthropic foundations, individual donors, and planning community fundraising activities.

1.c.ii. Use of Existing Infrastructure: The Target Area is fully served by sewer, storm, drinking water, electrical, telecommunications, natural gas, and transportation infrastructure. The Fox West Theatre reuse strategy will require no infrastructure improvements beyond the boundaries of the property. The area surrounding the Theatre has ample on and off-street parking. The City’s work to enhance streetscapes and develop trail infrastructure for the Purgatoire Riverwalk has also enhanced walkability within El Corazon de Trinidad and to the Theatre.

  1. COMMUNITY NEED AND COMMUNITY ENGAGEMENT
    1. Community Need. 2.a.i. Community’s Need for Funding: Trinidad has long experienced population loss, low incomes, and high poverty and unemployment (Table 1). To address this, the City is working to transition from past reliance on natural resource extraction, but its repercussions are still felt today--in March 2020 Trinidad-based oil and gas company Evergreen Natural Resources cut its local workforce by 10%. COVID-19 has exacerbated these economic hardships. Las Animas County’s unemployment rate (higher than state and US rates pre-COVID) increased from 4.1% in 2019 to 11.3% in 2020[6]. Even Pre-COVID, Trinidad’s unemployment rate was higher and incomes lower than at the county, state, and US levels, and Trinidad’s poverty rate is nearly twice the statewide rate.

TABLE 1[7]

Trinidad

Las Animas County

Colorado

US

Population

8,043

14,179

5.5M

323M

Population Change Since 2010

-12%

-9%

+10%

+6%

Median Income

$37,870

$41,945

$68,811

$60,293

Below Poverty Level

20.7%

18.2%

10.9%

14.1%

5-year Unemployment (2013-2018)

4.9%

4.2%

3.2%

3.7%

These factors impact consumer spending, lowering businesses and sales tax revenues for revitalization projects and leaving the City without sufficient resources for cleanup of the Fox Theatre. Trinidad has directed resources to the Theatre as much as possible, including $75,000 for its purchase in 2018 and is paying all utilities, maintenance, and insurance costs during the rehabilitation. The City provided a match for a 2020 History Colorado grant for exterior rehabilitation and is supporting the 2020 virtual performance season. However, funding sources for this comprehensive environmental cleanup are limited and the City must rely on EPA Brownfield Grant funding to complete the abatement.

2.a.ii  Threats to Sensitive Populations: (1) Health or Welfare of Sensitive Populations:

TABLE 22

Trinidad

Las Animas County

Colorado

US

Minority population

58%

47%

32%

39%

Age 65+

22%

23%

13%

15%

Age 65+ below poverty

19%

13%

8%

9%

Age <18, below poverty

21%

21%

14%

20%

Trinidad’s largely minority residents are struggling with low incomes and high poverty rates (Tables 1 and 2). The population is also aging, and Trinidad’s elderly residents are acutely impacted by poverty. The Colorado Health Institute’s Aging Vulnerability Index score for Las Animas County is 7.2, compared to the state average of 4.7, indicating that the County’s elderly residents are more likely to be experiencing poverty, have lower education levels, and are more likely to live alone.

Trinidad’s children are also especially vulnerable. Over half of children under 5 in Trinidad are Hispanic, and Trinidad’s child poverty rate is 50% higher than statewide. In Las Animas County in 2018, 8.4% of births (compared to 2.9% statewide) were to women who were single, under 25, and without a high school diploma or GED—the three primary factors that represent risks to the health and welfare of mothers and children.

Due to the proliferation of blighted brownfields in Trinidad, the City’s older building stock that contains asbestos and lead paint, and traffic and industrial sources, these sensitive Target Area residents are at a higher risk for exposure to hazardous substances. The EPA Grant will be used to permanently remove lead paint and asbestos from a large building in these sensitive residents’ community, eliminating the risk of exposure when the building is back in use and reducing their cumulative exposure to lead.

(2) Greater Than Normal Incidence of Disease and Adverse Health Conditions: In 2020 Las Animas County ranked lowest of all ranked Colorado counties for health outcomes.[8] A greater proportion of County residents suffer from asthma, diabetes, cancer, and poor mental health than statewide rates.

TABLE 3

Las Animas County

Colorado

Indicator

Las Animas County

Colorado

Asthma

16%

14%

Poor mental health

17%

11%

Diabetes

16%

7%

Cancer

7%

6%

Source: 2018 Community Health Assessment Las Animas County

The EPA Grant funds will permanently remove lead and asbestos from the Fox Theatre, mitigating the cumulative potential exposure of Trinidad residents to contamination associated with brownfields, traffic and industrial emissions, and other contamination sources contributing to high rates of disease.

The combined rate of diseases associated with poverty and social isolation (drug overdoses, suicide, and alcoholic liver disease) is nearly twice as high in Las Animas County as statewide.[9] The drug overdose death rate in the County is 4 times the statewide rate. Social isolation is associated with substance abuse, increased morbidity, and early mortality. EPA Grant-funded cleanup of the Fox Theatre will enhance local economic health and livability, factors directly linked with mental health outcomes. The grant will help return this blighted building to its intended use as a community asset and gathering place.

(3) Disproportionately Impacted Populations: Minority and low-income residents living near the Fox Theatre are disproportionately exposed to pollutants and hazardous substances from brownfields and other sources. Table 4 summarizes the EPA’s EJSCREEN Environmental Justice Indexes for sensitive communities living within ½ mile of the Theatre. These elderly, minority, and low-income residents are disproportionately exposed to lead paint. 73% of Trinidad’s housing units were built prior to 1980 and are therefore more likely to contain lead paint and asbestos. CDPHE has identified Las Animas County as High Risk for lead exposure based on housing age and poverty, the two most common risk factors for lead poisoning.[10] Table 4 shows that sensitive minority and low-income residents are also disproportionately exposed to lead and other pollutants from traffic emissions, putting them at high risk for cancer and respiratory impacts.

Using the EPA Grant to completely remove lead paint and asbestos from the Fox Theatre will lessen the cumulative potential exposure of Trinidad residents to contamination associated with brownfields, traffic and industrial emissions, and other contamination sources contributing to high rates of disease.

Table 4

Demographic Index

Lead Paint

NATA Cancer Risk

NATA Respiratory Hazard

Traffic Proximity

Within ½ mile of Fox Theatre

92

93

82

82

86

Source: EPA EJSCREEN – EPA Region 8 Percentiles; NATA = National Air Toxics Assessment

2b Community Engagement: 2.b.i. and 2.b.ii Project Involvement & Roles:

Fox Theatre Alliance   

Contact: Stephanie Bakken, stephanie@danacrawford.net, 303-892-1888

Role: Partnering with the City on raising funds and bringing the Theatre back to life.  The Alliance brings expertise in brownfield reuse, maximizing funding and incentives, and historic preservation.

Trinidad-Las Animas Chamber of Commerce

Contact: Jon Neil Barclay, info@tlacchamber.org,  719-846-9285

Role: The Chamber will publicize availability of grant funds at regular meetings and invite the Coalition to speak about brownfield redevelopment at its events.

Downtown Trinidad Development Group

Contact: Karl Gabrielson, kgabrielson@trinidaddevelopment.com

719-845-4892

Role: DTDG worked with the City to use FY15 Brownfield Grant funds to revitalize the La Puerta Redevelopment. They will work with project partners to pool experience with successful historic preservation and fundraising approaches.  

Trinidad State Junior College

Contact: Rhonda Epper, President, Rhonda.epper@trinidadstate.edu,

719-846-5541

Role: TSJC is beginning a technical arts curriculum that will focus on stage management, lighting, sound, and production, so that knowledgeable stage crews are locally available. TJSC will provide input on Theatre redevelopment from the educational and student perspectives.

Colorado Department of Human Services

Contact: Debora Barry, Debora.barry@state.co.us, (719) 846-2276 ext. 7103

Role: Debbie will assist with outreach to isolated communities such as households with limited English language and elderly residents.

2.b.iii Incorporating Community Input: To communicate project progress the City will: 1) host public meetings at project milestones such at grant award, when active cleanup work begins, and when active cleanup work ends. Meetings will be publicized on the City’s Facebook page and through ads in the local newspaper; 2) present project information and provide opportunities for input at ongoing local meeting such as the Trinidad City Council, Chamber of Commerce, Elks Lodge, and Rotary; 3) keep the community informed via fact sheets, press releases, and the City’s and Fox Theatre websites; and, 4) work with the Las Animas-Huerfano County Health Department to provide translations and outreach support to communities with limited English language, elderly residents, and those with limited mobility. The City can hold public meetings virtually or in person, depending on COVID-19 restrictions in place at the time. The City can also record presentations for posting on the City and Fox Theatre websites. The City will also prepare signage for display during the abatement work explaining the activity and noting that it was funded by an EPA Brownfield Grant.

The City will solicit community input using tools such as electronic polling/surveys and question and answer sessions during public meetings. The City will publicize the cleanup plan and project contact information to invite community input. The input will be considered by the City, the Alliance, and project contractors and develop plan adjustments and/or responses as appropriate. Community input and project team responses will be summarized in the quarterly project progress reports.

  1. TASK DESCRIPTIONS, COST ESTIMATES, and MEASURING PROGRESS

3.a Proposed Cleanup Plan: Contaminated media to be addressed: approximately 2,275 ft2 of asbestos-containing joint compound, wall board systems, caulk, mortar, flooring, and insulation; and approximately  23,985 ft2 of lead paint on walls, ceiling, and trim. To make the building safe for abatement workers, the hazardous materials associated with bird infestation (droppings, dead birds) will also be cleaned up prior to the asbestos and lead paint abatement.

Cleanup method: abatement by removal of all identified asbestos and lead paint. To maintain historic building features and control cleanup costs, the City and the abatement contractor will evaluate whether the condition of discrete areas of lead paint may be suitable for encapsulation. The City has already selected a CDPHE-certified abatement contractor through competitive procurement in compliance with the Davis Bacon Act. The City has also identified a contractor with appropriate training from the US Occupational Safety and Health Administration to clean up the bird-related hazardous materials.

Asbestos abatement will consist of: site setup; permitting; constructing HEPA-filtered containment areas; removing, packaging, and labeling ACMs for disposal; waste disposal at a certified landfill; post-abatement cleanup; and third-party asbestos clearance monitoring and sampling.

Lead paint abatement will consist of: site setup, removing lead paint using soy‐based remover and hand tools (or encapsulation of discrete areas if feasible); waste sample toxicity characteristic leaching potential (TCLP) analysis; and post‐abatement cleanup and lead wipe sampling to ensure lead-containing dust and debris are removed from surfaces.

Bird waste cleanup will consist of: OSHA-trained Forensic Restoration Supervisor services to include job setup (hazard assessment); establishing work zones; removing biohazardous bird waste; cleaning and disinfecting surfaces; and final inspection.

Disposal Requirements: Asbestos waste will be disposed at a landfill authorized by CDPHE to accept non-hazardous, class 9, friable asbestos waste. Samples of lead paint waste will be submitted for laboratory analysis of leachable lead by the TCLP method. The scope and budget in this application assumes that lead paint waste will be handled and disposed at a certified Colorado landfill as a US Resource Conservation and Recovery Act (RCRA) characteristic hazardous waste.

3.b Description of Tasks/Activities and Outputs: A list with description of tasks including implementation methods, schedule, leads, and outputs is provided in the table below. A project schedule graphic is provided below the table. The schedule shows that we anticipate completing the project within two years of receiving EPA Brownfield Grant funding.

Task 1 – Grant Management and Reporting

i. Project Implementation: 1) Cooperative Agreement (CA) compliance oversight; 2) quarterly progress reporting; 3) annual disadvantaged business enterprise (DBE) and federal financial report (FFR) reporting; 4) entries in the EPA Assessment, Cleanup and Redevelopment Exchange System (ACRES) database; 5) grant closeout report summarizing accomplishments, expenditures, outcomes, outputs, lessons learned and resources leveraged; and 6) participation in brownfield conferences/workshops.

Non-EPA grant resources: X hours ($X) of in-kind City personnel/fringe.

ii. Schedule: Throughout the project term (see schedule graphic below).

iii. Lead: The City (Georgi Clark) with support from the QEP.

iv. Outputs: Attend 1 conference and 1 workshop; Quarterly progress reports with budget and schedule status; annual DBE and FFR reports; ACRES reporting; and final project closeout report.

Task 2 – Community Outreach

i. Implementation: 1) Four milestone community meetings (virtual or in-person, as COVID policies allow) during the grant term as indicated in the schedule graphic; 3) outreach materials including fact sheets, press releases, and City website/Facebook page updates; and 4) solicitation, consideration, and responses to community input.

Non-EPA grant resources: X hours ($X) of in-kind City personnel/fringe.

ii. Schedule: Throughout the project term (see schedule graphic below).

iii. Lead: The City (Georgi Clark) with support from the QEP.

iv. Outputs: Public Involvement Plan; community meetings held and notes/presentation materials developed; 2-3 project fact sheets; project updates on City’s website.

Task 3 – Property Cleanup Planning/Cleanup

i. Implementation: 1) finalize ABCA; 2) prepare an integrated sampling and analysis plan (SAP)/quality assurance project plan (QAPP) that details all project cleanup-related sampling protocols and quality assurance/quality controls; 3) implement the cleanup plan described in Section 3.a including all permitting and pre-work submittals, health and safety plan, set-up controls to secure the building, and remove, load, transport and dispose of ACM and LBP wastes (QEP will provide oversight of all cleanup activities); and 4) preparation by the cleanup contractor (reviewed and approved by QEP) of a Closure Report documenting all aspects of the cleanup project.

Non-EPA grant resources: 1) X hours ($X) of in-kind City personnel/fringe; 2) $X CDPHE 1306 brownfield cleanup grant funds; and 3) X in cash match by the City.

ii. Schedule: The schedule for all Task 3 elements are detailed in the schedule graphic below.

iii. Lead: QEP will oversee abatement contractor under the direction of the City (Georgi Clark).

iv. Outputs: Final ABCA; SAP/QAPP; HASP; Final cleanup/clearance data; Cleanup/Closure Report; Volume of hazardous materials removed.

3.C  Cost Estimates[RC1] : City personnel costs are based on a rate of $75/hour ($50 salary and $25 fringe). QEP costs are based on a rate of $175/hour. Cleanup costs are based on an estimate provided by the abatement and bird waste cleanup contractors as detailed below. The cost share will be met using a grant provided by CDPHE ($X), in-kind personnel and fringe ($X), and $20,000 in cash provided by the City.

Task 1: Grant Management and Reporting -- Total: $X ($X EPA Grant Funded, $X City Share):

  • EPA Grant Funded: City travel, one staff member to 1 national and 1 local brownfield conference, total $2,104. (National conference = $1800: flight [$450] + conference fees [$200] + lodging $199/night/2 nights [$398] + per diem $63.33/day/3 days [$570]; Denver workshop $486: Mileage 400 miles at $0.57/mile [$230] + lodging one night: [$199] + per diem one day [$57]).

Contractual (QEP): $X; (X hours at $175/hour for technical and financial management, and reporting).

  • City Cost Share: City personnel and fringe (XX hours for conference attendance, technical and financial management, and reporting).

Task 2: Community Outreach -- Total: $X ($X EPA Grant Funded, $X City Share):

  • EPA Grant Funded: Contractual (QEP): $XX (XX hours for meeting planning and attendance and processing community input, outreach material development).
  • City Cost Share: City Personnel/Fringe (XX hours for meeting planning and attendance and processing community input, outreach material development).

Task 3: Cleanup -- Total: $X ($X EPA Grant Funded, $X City Share):

  • EPA Grant Funded: Contractual (QEP): $XX (ABCA $XX [XX hours]; SAP/QAPP $XX [XX hours]; Cleanup oversight $XX [XX hours]; Cleanup report review $XX [XX hours].
  • LBP/ACM Abatement Contractor ($XX) – Contractor pre-work submittals/mobilization $XX; Abatement Costs:
  • City Cost Share: City personnel/fringe: $X (XX hours in-kind hours for contractor and QEP coordination and oversight); City cash match: $20,000.

Budget Categories

Task 1

Task 2

Task 3

Totals

Grant Mgmt.

Community Outreach

Cleanup

Direct Costs

City personnel + fringe

$7,500

$6,000

$7,500

$21,000

Travel

$2,200

$0

$0

$2,200

Supplies

$0

$0

$500

$500

Total Contractual

$18,000

$9,000

$385,514

$412,514

Other

$0

$0

$0

$0

Total Direct Costs

$27,700

$15,000

$393,514

$436,214

Indirect Costs

$0

$0

$0

$0

Total Federal Funding

$20,200

$9,000

$316,014

$345,214

Total Cost Share

$7,500

$6,000

$77,500

$91,000

Total Budget

$27,700

$15,000

$393,514

$436,214

3.d Measuring Environmental Results: When preparing the project work plan, the City will develop a detailed schedule of key project milestones such as QAPP/SAPP completion, scheduling and holding outreach events, and beginning abatement work. At least monthly, the City will track and evaluate progress in achieving outputs and milestones against the work plan schedule, in addition to communicating with the QEP and project contractor. The City will increase this monitoring and communication during the active cleanup phase in order to act quickly to address any unanticipated changes during this critical period. The City will monitor the project budget concurrent with tracking the schedule, on at least a monthly basis. The City will document project outputs, outcomes, and results in the quarterly progress reports to EPA and in EPA’s ACRES database. Outcomes beyond the end of the grant term will also be tracked in the ACRES database. Anticipated outputs are described in Section 3b. Anticipated outcomes and results the City will track include:

  • Square feet of building prepared for reuse
  • Increase in property values
  • Number of jobs created
  • Reduction in volume of hazardous materials
  • Funding leveraged
  • Increase in tourism revenues
  • Historic resources protected
  • Amenities created

  1. PROGRAMMATIC CAPABILITY AND PAST PERFORMANCE

    4.a Programmatic Capability: 4.a.i and ii: Organizational Structure & Key Staff: The City will use the same internal team structure as was used for the FY15 Brownfield Grant to complete all technical, administrative, and financial requirements of the Cleanup Grant within the 3-year term. Georgi Clark, City Planning Administrator will be the City’s Project Manager. Georgi managed the FY15 grant, coordinating an advisory group, managing contractors, communicating with the EPA Project Officer and stakeholders, and ensuring that the work plan was executed. To ensure the cleanup project stays on schedule, Georgi has already completed a competitive procurement process that complies with EPA requirements to select an abatement contractor and a separate Qualified Environmental Professional (QEP) experienced with EPA Brownfield Grants to provide technical oversight and assist with reporting and outreach. Having these contractors on board in advance of grant award will ensure an efficient start to the project, avoiding procurement delays during the grant term.  Georgi will be the primary point of contact for the QEP and they will communicate at least monthly on project status, and more frequently during the active cleanup phase. The QEP will supervise the abatement contractor while keeping Georgi informed of progress. Michael Valentine, City Manager, supported Georgi Clark with the FY15 grant and will continue in this role for the Cleanup Grant. Michael will either attend or be provided with notes from Georgi’s monthly QEP meetings and will review each quarterly progress report to stay informed. He will provide necessary approvals of contracts and deliverables. Cheryl Navarette, City Finance Director, managed all financial aspects of the FY15 grant including budget tracking, documentation, reporting, and drawdowns. Cheryl Navarette, City Finance Director managed all financial aspects of the FY15 grant including budget tracking, documentation, reporting, and drawdowns. Cheryl will report to Georgi and review all quarterly budget summaries for accuracy and consistency. Victor Guttierez, Trinidad Development Services Administrator has been supporting Georgi with the FY15 grant and will continue in this role for the FY21 grant.

4.a.iii: Acquiring Additional Resources: Trinidad has efficient and EPA-compliant procurement processes in place in the event additional resources are required. Trinidad advertises for contractor services as needed in the Colorado Springs Gazette, Pueblo Chieftain, Trinidad Chronicle News and through the US Department of Commerce Minority Business Development Agency.

4.b Past Performance and Accomplishments. 4.b.i Currently Has or Previously Received an EPA Brownfields Grant: (1) Accomplishments: Trinidad and Coalition partners the Town of Aguilar and Las Animas County received an FY15 $500K EPA Brownfield Community-Wide Assessment Grant. The Coalition used the grant to establish a regional brownfields program resulting in the following outputs: 1) brownfield inventories for Trinidad and Aguilar; 2) six Phase I ESAs, eight Phase II ESAs; 3) Cleanup planning for the Fox Theater; 4) Area-Wide Plan focused on brownfield reuse options for Aguilar; 5) attended 2 EPA Region 8 Brownfield Workshops and 7 Region 8 grantee training calls; 6) prepared fact sheets and press releases, held public meetings, and conducted one-on-one outreach to high-priority brownfield owners; 7) developed a brownfield waiting; and 8) completed all quarterly reporting and ACRES updates. The Coalition’s assistance at the La Puerta Redevelopment Site has helped unlock this former brownfield’s redevelopment potential. Prior to the grant-funded assessment work, the site was a vacant industrial brownfield on a rail corridor. Today, development of the site as a central gathering point for residents and tourists is underway. A restaurant has already opened, and groundbreaking has been completed for an 84-room Hilton Garden Inn Hotel. The former train depot will be repurposed as the Trinidad Welcome Center. The Coalition also funded Phase I and II ESAs of the Fox Theater. The Coalition is now using the last of the FY15 grant hazardous substances funding and is eager to continue this revitalization momentum with continued funding. Approximately $80K of funding remains, and is earmarked for a Phase II ESA of a brownfield at the northern gateway to El Corazon de Trinidad, and lead and asbestos sampling at the East Street School, a vacant building at the eastern edge of downtown Trinidad that is now being redeveloped with artist cooperative housing and studio spaces.

(2) Compliance with Grant Requirements: Trinidad is completing the FY15 EPA Brownfield Grant project in compliance with the Work Plan and Cooperative Agreement terms and conditions. The City has made and is reporting on progress in achieving the goals of the FY15 grant and Work Plan. Early in the FY15 grant period, Trinidad experienced a staffing decrease as the two previous EPA Brownfield Grant project managers left the City. Georgi Clark was assisting with grant management under the previous project managers, and she has now taken on the role of City’s EPA Grant project manager. Georgi and the Coalition have established a strong working relationship with the EPA Project Officer who has granted two grant term extensions, and together they have created significant project momentum. Since Georgi has taken over management of the grant, she has reached out to community stakeholders, developers, and local agency staff to encourage use of the grant funds to achieve the goals of both the grant program and individual brownfield property owners.

 

[1] https://www.postindependent.com/news/business/trinidad-seizes-artist-pursuits-as-economic-development-strategy/

[2] historic preservation theater economic jobs colorado

[3] https://savingplaces.org/stories/10-tuesday-10-steps-restoring-historic-theaters

[4] https://coloradocreativeindustries.org/colorado-arts-organizations-receive-more-than-2-7-million-in-arts-grants-national-endowment-for-the-arts-announces-second-round-of-fiscal-2019-awards/#:~:text=The%20U.S.%20Bureau%20of%20Economic,personally%20perform%20or%20create%20artworks.

[5] https://www.postindependent.com/news/business/trinidad-seizes-artist-pursuits-as-economic-development-strategy/

[6] Bureau of Labor Statistics

[7] US Census 2018 American Community Survey 5-Year Data (2013-2018) unless otherwise specified

[8] https://www.countyhealthrankings.org/app/colorado/2020/rankings/las-animas/county/outcomes/overall/snapshot

[10] https://www.colorado.gov/pacific/cdphe/lead-outreach-tool


 [RC1]Consolidate this information into one response:

3.c.i. Development of Cost Estimates

3.c.ii Application of Cost Estimates

3.c.iii Eligibility of Cost Share Activities