HomeMy WebLinkAbout1 Skanska USA Building, Inc._Redacted City of Tigard
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Proposal to Provide CM/GC Services
RFP 2025-20 I June 25, 2025
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Contents
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`" ,`• Transmittal Page
• Management of Work
Proposed Personnel and Project
Organization
Cost Management
_." Schedule, Quality Control and Safety 22
,b,:\ •
Plans
Fee Proposal 30
Appendix xxx
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1 Transmittal Page
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Transmittal Page - !• : --
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June 25, 2025
RE:City of Tigard Police and Public Works Facility CM/GC RFP 2025-20
Dear Selection Committee,
The new Police and Public Works Facility is going to be a game-changer for the City of Tigard. It's all about giving
you a space that's flexible, resilient and built to handle both today's needs and whatever the future brings.This
facility will help improve how your city runs day-to-day and make sure your first responders have what they need
to keep the community safe for years to come.
So,why choose Skanska to help bring this vision to life?
We're all about teamwork and trust.
We believe in working closely with you and sticking to our word—we keep our promises.We've completed over
100 public CM/GC projects in Oregon in the last decade, so we know how to manage your Collaborative Project
Delivery process smoothly and transparently.We'll work hand-in-hand with the City of Tigard, Otak, and Scott
Edwards Architecture (SEA)to make sure every decision aligns with your vision and values.
Putting money back into your community.
Skanska cares about the places we build in. Led by Project Executive Narciso Figueroa,who is a Tigard resident,
we'll stay involved with public meetings and make sure local businesses get plenty of opportunities.That way,
more of your investment stays right here at home.
Making every dollar count.
We're committed to keeping things on budget and on schedule while getting the most out of your program.With
our experience in preconstruction and using innovative materials like mass timber,we'll plan carefully to deliver
solutions that are cost-effective, beautiful,sustainable and built to last.
Experience with police and public works facilities.
We've built police and public works projects in Oregon with the City of Portland, City of Beaverton, Multnomah
County, Clackamas County and more.We understand what these types of facilities need—from security to
flexibility—and will bring creative ideas to make sure yours works perfectly for Tigard.
Our team would be honored to support you through your bond efforts and help you deliver on this important first
step toward Building a Better Tigard.We're excited to share more about how we can make it happen together.
Sincerely,k°11-- --41(411r----
Joe
Schneider,Senior Vice President-Account Manager
(Contact person and authorized representative)
Skanska USA Building Inc.
1010 NW Flanders St., Suite 500
Portland, OR 97209
503.703.8059 I joe.schneider@skanska.com
City of Tigard I Police and Public Works Facility iii
Management of Work
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Management of Work •
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A. Preconstruction Services Plan
Below are the preconstruction services we will provide for the Police and Public Works Facility along with the
deliverables, actions and team members responsible for each service:
D
Investigation of existing conditions to ensure construction documents reflect
\ the actual site conditions
Deliverables Actions Responsibility
Site condition assessment report • Review any existing Senior Superintendent
• Comprehensive documentation of current documentation Jason Koski,SEA
•
site conditions including topography, Identify discrepancies
soil characteristics,subsurface utilities, between existing
environmental factors and any physical conditions and design
constraints •
assumptions
• Recommended use of Drone Topo and Lidar, Review existing swale
to ensure as-built survey is accurate to avoid and water intrusion;
changes develop a water
management plan
with SEA
Geotechnical investigation review • Incorporate findings Senior Superintendent
• Detailed analysis of soil and subsurface into foundations and Jason Koski
materials based on borehole sampling,soil earthwork design
testing and lab results
• Recommendations for foundations/earthwork
Utility survey • Work with SEA Senior Superintendent
• Accurate mapping of existing utilities to validate and Jason Koski
• Recommended use of ground-penetrating radar incorporate accurate
scanning (GPRS) and pot hole utilities to provide survey data into the
SEA with elevations for terminating utility design
Constructability review findings • Communicate findings Senior Superintendent
• Analysis highlighting potential constructability clearly with architects Jason Koski,SEA
challenges based on actual site data and engineers
•
• Suggestions for design modifications or Compile collected data
•
construction methods to address identified Highlight deviations
issues from design
assumptions;
provide actionable
recommendations
City of Tigard I Police and Public Works Facility i
Design and construction document coordination review and comments
11-0—k verifying their implementation. Describe your firm's approach when working
li as a project team member during design.
Deliverables Actions Responsibility
Design coordination comment logs • Resolve each Senior Project Manager
• Regular,systematic reviews of all design drawings coordination comment Lindsey Davis, Project
• Detailed logs documenting reviews of design and within the contract Executive Narciso
construction documents documents Figueroa,Senior
• Clear,actionable comments highlighting Superintendent Jason
discrepancies or risks and person responsible Koski and Senior Project
• Prioritized recommendations for resolution Engineer Sunny Lewis
Interdisciplinary clash detection reports • Provide clash Senior Project Manager
• Reports identifying conflicts among architectural, detection; update Lindsey Davis,Senior
structural and MEP systems design documents Project Engineer Sunny
•
• Visualizations using tools like BIM to demonstrate Add items to Lewis
clashes and propose solutions coordination logs to be
tracked and resolved
Coordination of meeting minutes • Document decisions Sr.Project Manager
• Summaries of coordination meetings with design made, assign action Lindsey Davis,Sr.Project
teams and stakeholders items Engineer Sunny Lewis
Revised construction document reviews • Confirm all comments Project Executive
• Verification reviews confirming prior comments are resolved Narciso Figueroa,Sr.
have been addressed in updated documents Project Manager Lindsey
• Documentation of outstanding issues or new Davis,Sr.Superintendent
concerns arising from revisions Jason Koski,Sr.Project
Engineer Sunny Lewis
Final coordination summary report • Share report and Senior Project Manager
• Comprehensive summary of overall coordination review with all Lindsey Davis,Senior
• Lessons learned, best practices,and stakeholders Project Engineer Sunny
recommendations for future project phases Lewis D Design and target cost validation, budgeting; cost estimating, tracking and
1 1 1 1 • reconciliation with second parties
Deliverables Actions Responsibility
Initial target cost validation • Establish target budgets Lead Estimator Matt
• Detailed analysis and realistic target budgets • Recommend scope Richardson and Project
confirming design alignment with established cost adjustments and/or VE Executive Narciso
I
• Scope adjustment or VE recommendations opportunities Figueroa
City of Tigard I Police and Public Works Facility 2
Risk and opportunity log • Use Smartsheet to Lead Estimator Matt
• Opportunities and risks identified track opportunities, Richardson and Project
• Timelines for decision making risks and decisions Executive Narciso
•
• Estimated trend to the target budget Develop strategies Figueroa
for opportunities and
risks; identify dates for
decision-making
• Continuously update
baseline estimate with
approved items
Detailed validation estimates at design • Perform detailed and Lead Estimator Matt
deliverables to ensure no surprises accurate takeoffs Richardson and Project
• Detailed estimate breakdown aligned with •
Leverage in-house Executive Narciso
project phases and cost categories subject matter experts Figueroa
• Includes direct costs (materials, labor, (i.e. mechanical,
equipment) and indirect costs (overhead, plumbing,electrical,
mass timber)
contingencies)
•
• Validates all decisions made and tracked on the Solicit budgets from
project log local subs for current
market pricing
Reconciliation reports with second parties • Align early on Lead Estimator Matt
• Estimate breakdown quantities and Richardson and Project
• Quantities and assumptions assumptions Executive Narciso
•
• Summary level cost comparison Develop a summary Figueroa
• Final reconciled estimate level cost comparison
• Identify variances
• Develop and issue final
reconciled estimate to
the project team
ie. Constructability issues including assistance identifying safe work practices
and requirements for construction
Deliverables Actions Responsibility
Constructability review report • Document Senior Project Manager
• Comprehensive analysis of design and constructability Lindsey Davis,Senior
construction documents identifying potential challenges during Superintendent Jason
constructability challenges such as access design development Koski
limitations,complex details,sequencing conflicts and incorporate a
or material constraints Design Coordination
• Recommendations for design modifications or Comment Log to track
construction methods to improve constructability, and ensure resolution
reduce risks,optimize schedule
City of Tigard I Police and Public Works Facility
Safe work practices assessment • Assess worksite Senior Project Manager
• Documentation of safety risks related to specific hazards while Lindsey Davis,Senior
construction activities or site conditions reviewing OSHA Superintendent Jason
• Recommendations for safe work procedures, regulations, industry Koski,Safety Lead
protective measures and compliance best practices and site Kathryn Prus
• Review of future safe work practices for the City specific safety plans
of Tigard's operation and maintenance teams,
and if sequencing allows, utilize these permanent
features during construction
Public safety site review • Develop a public Senior Superintendent
• Detailed logistics planning and phasing safety action plan per Jason Koski,Safety
approvals will be implemented before any work phase to ensure no Lead Kathryn Prus
starts to ensure no disruptions impacts to the public
• Include consideration of neighboring apartment will be a core value of
access to Potso Dog Park the project
I® Value Engineering (VE) and alternative construction options, products and
40, engineering systems for cost savings and life cycle cost design considerations
Deliverables Actions Responsibility
Value engineering process • Identify value Lead Estimator
• Continuous process using Smartsheet to create a improvements for Matt Richardson,
project log each system with preconstruction team
detailed descriptions
of alternatives
• Review all items as a
team to determine VE
opportunities; assure
alignment with design
intent/project goals
Alternative system options analysis • Analyze innovative Lead Estimator Matt
• Evaluated options for innovative materials and products and systems Richardson, Director
systems,such as mass timber to compare value and of Mass Timber and
• Technical feasibility assessments; sustainability risk for each option Prefabrication Dean
constructability and risk analyses Lewis
• In depth analysis of mass timber layout,
connections and integration
• Lateral system options/layout and positioning of
systems relative to adjacent building elements
• Prefabrication options including design,cost and
schedule implications
City of Tigard I Police and Public Works Facility 4
Cost savings and life cycle cost models • Analyze proposed VE Lead Estimator
• Detailed cost models comparing baseline alternatives against Matt Richardson,
designs with proposed VE alternatives the baseline estimate preconstruction team
•
• Life cycle costing analysis covering installation, Perform life cycle cost
operation, maintenance,durability and end-of- analysis
life considerations • Ensure alignment with
• Identify items that can be easily brought back VE assumptions and
into the project as savings is realized target cost savings
Updated project estimate reflecting approved VE • Regularly incorporate Lead Estimator Matt
• Approved VE continuously incorporated into last all VE items into Richardson,Senior
milestone estimate to ensure understanding of milestone estimates Project Manager
project costs and no surprises • Communicate budget Lindsey Davis
• Budget status through a project dashboard status with the project
highlighting approved/accepted VE items and team,the City and
additional opportunities for VE savings Otak
Sustainable alternate design options • Incorporate Lead Estimator
• Options for energy-efficient building systems, feasible options Matt Richardson,
renewable energy,decarbonization, resilience into construction preconstruction team
and waste management documents
�® Schedule, change recommendations and advice on long-lead procurement
I I package; recommended phasing and sequencing of work to maximize
construction site efficiency
Deliverables Actions Responsibility
. i i
Preliminary project schedule and updates • City of Tigard, Otak Senior Superintendent
• Detailed preliminary schedule including critical and SEA to review and Jason Koski
path, milestones and key deliverables provide continuous
• Regular schedule updates reflecting progress, comments
•
changes, risks and mitigation measures Update periodically as
• Schedule impact analyses design develops
• Integrated services and activities for the City,
Otak and SEA
Change recommendation reports • Provide input to project Senior Superintendent
• Thorough analysis of potential changes including team; recommend Jason Koski, Project
scope modifications, design adjustments or scope adjustments Executive Narciso
unforeseen site conditions or alternatives to Figueroa
minimize impact and
mitigate risk
City of Tigard I Police and Public Works Facility 5
Long-lead procurement recommendations • Provide feedback Senior Superintendent
• Identification of critical long-lead items or to project team to Jason Koski,Senior
systems to avoid project delays influence design Project Manager
• Detailed procurement strategy including vendor decisions early Lindsey Davis
evaluation, lead times,deliveries and logistics
• Risk assessment associated with long-lead
items including potential supply chain issues or
technical complexities
GMP schedule development • Utilize this schedule Senior Superintendent
• Realistic baseline schedule,developed with the as the baseline for the Jason Koski
City and Otak, incorporating all phases,critical project moving into
tasks and all prior feedback from preconstruction construction
• Final developed critical path P6 schedule
Phasing and sequencing plan • Review proposed Senior Superintendent
• Detailed Gantt chart outlining construction phasing and Jason Koski
phases and key steps with visual diagrams sequencing plans with
• Week-by-week or milestone sequencing showing project team; provide
organization of different construction activities alternatives as needed
Resource Allocation Plan • Incorporate resource Senior Superintendent
• Recommendations on resource deployment allocation plans and Jason Koski
aligned with phased work impacts to site logistics
•
• Identification of peak resource needs (labor, Analyze site conditions,
equipment, materials) and optimization strategy resources,safety and
logistics
AtAssessment and recommended site logistics requirements
Deliverables Actions Responsibility
Site logistics assessment report • Use assessment report Senior Superintendent
• Comprehensive evaluation of existing site to inform creation of Jason Koski
conditions including access points,staging initial site logistics plan
areas, material storage,traffic flow, utilities and and review any early
environmental constraints based on the slope modifications needed
and variation in existing site grade to the site plan
Site logistics plan • Review and Senior Superintendent
• Detailed plan outlining recommended site collaborate on Jason Koski,Senior
layout including locations for material storage, initial plan and any Project Manager
equipment staging,worker facilities,vehicle recommendations or Lindsey Davis
circulation routes,temporary and permanent modifications needed
stormwater retention areas and safety zones
• Phasing considerations integrated into logistics
planning to support construction sequencing
City of Tigard I Police and Public Works Facility 6
Traffic management plan • Review traffic Senior Superintendent
• Recommendations for managing on-and off- management plan Jason Koski
site traffic including delivery scheduling,vehicle with the City and Otak
routing and pedestrian safety measures for SW to ensure adjacent
Wall St and any impacts to SW Hunziker Road or streets and traffic are
the Fields Apartments not impacted by plan
• Assessment of traffic flow both on and off site to
minimize congestion and ensure safety
Equipment and material handling strategy • Identify and develop Senior Superintendent
• Recommendations for efficient material recommendations and Jason Koski
deliveries,storage methods,equipment usage strategies to optimize
and waste management site operations
Subcontract plan preparation and procurement planning including strategy
2 o for use of local and MWESB firms
Deliverables Actions Responsibility
Subcontracting plan document • Define appropriate Project Executive
• Comprehensive subcontracting approach,scope subcontract scopes Narciso Figueroa,
of work divisions,trade packages, procurement that maximize Senior Project Manager
timelines and responsibilities opportunities for Lindsey Davis
• Two groups of design packages: local and MWESB
- Civil, MEP and fire suppression involvement
- Early trade partners focusing on fuel and
wash systems
Procurement strategy report • Identify long-lead Project Executive
• Detailed plan describing overall procurement packages requiring Narciso Figueroa,
approach including sourcing methods, bid early procurement Senior Project Manager
solicitation processes,evaluation criteria and action Lindsey Davis
award strategies
• Specific strategies for early procurement of long-
lead items
Subcontractor outreach and qualification • Identify qualified Project Executive
documentation local and MWESB Narciso Figueroa,
• Records of outreach efforts such as vendor subcontractors and Senior Project Manager
lists, invitations to bid or prequalification suppliers Lindsey Davis
questionnaires • Leverage relationships,
• Evaluation summaries of potential databases,community
subcontractors'capabilities,capacity,safety organizations,
records, past performance and MWESB status Tigard Chamber of
Commerce
City of Tigard I Police and Public Works Facility 7
Bid package and contract development • Develop comprehensive, Project Executive
• Comprehensive and clear bid packages including inclusive bid documents Narciso Figueroa,
•
scopes of work,specifications,schedules,quality Negotiate contract Senior Project Manager
and safety requirements terms to support Lindsey Davis
• Contract terms tailored to attract diverse MWESB inclusion
•
subcontractors, including MWESB firms Develop and execute
contracts
Procurement schedule • Establish timelines Project Executive
• Timeline showing key dates for bid solicitations, synchronized with Narciso Figueroa,
evaluations,awards and contract execution project phases Senior Project Manager
aligned with project milestones ensuring timely Lindsey Davis
procurement
Reporting on MWESB participation goals • Track performance and Project Executive
• Periodic reports tracking commitments and MWESB compliance Narciso Figueroa,
participation levels of local and MWESB firms •
Provide regular updates Senior Project Manager
• Documentation supporting compliance with on procurement status Lindsey Davis
contractual or regulatory requirements and diversity goals
Cost estimating methodology and systems utilized to adhere to requirements
for detailed accounting and tracking of costs in accordance with the budget
Deliverables Actions Responsibility
Detailed cost estimates • Perform detailed Lead Estimator
• Detailed quantity takeoff quantity takeoffs using Matt Richardson,
• Comprehensive estimates including material, On Screen Takeoff, preconstruction team
labor and equipment costs Bluebeam and the
• Detailed quantities outlining unit costs across design model
numerous items • Compile estimates
•
• Clear assumptions and clarifications Solicit subcontractor
• Allowances and contingencies budgets to ensure
• Aligned scope and cost with the overall project current market pricing
•
budget including City of Tigard's soft costs Identify allowances
and contingencies
Value engineering recommendations • Provide all the Lead Estimator
• Suggestions for cost efficiencies without information necessary Matt Richardson,
compromising project quality or function to make timely preconstruction team
• Established dates for decision-making to not decisions
disrupt the design or construction schedule
• Alternates or buy back opportunities to be
incorporated into the project through cost savings
Estimate dashboard • Keep everyone Lead Estimator Matt
• Compares current estimate to the target budget informed on the Richardson,Senior
• Includes opportunities that have been current estimate status Project Manager
incorporated and identified Lindsey Davis
City of Tigard I Police and Public Works Facility 8
PRECONSTRUCTION CASE STUDY ;''
City of Beaverton, Public Safety Center
Skanska provided preconstruction and construction
services for the 72,000-SF,three-story public safety '11 - —`
center for the Beaverton Police Department and r - -
Emergency Management Operations.The secure
facility includes open office space,conference and
multi-purpose rooms,storage space, holding cells, \ I—�:a�l
interview rooms,gyms and locker rooms.The building _
features a hybrid structure with CLT deckingand is i
built to higher-than-standard seismic resiliency.The — �riIf1111 7
project utilized CM/GC delivery. s -
.41
Preconstruction services provided included: j �tIs _ - -_
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• Logistics planning • Life cycle analysis `1c4'-= ---0.0.41311t . _
• BIM modeling • Trade partner outreach - '' �;I 1�i
• Concept design • Site evaluations 4415= — �� �� I ■ r11,Ltl
analysis • Structural and s I�;
• Real time estimating mechanical systems , - — - — _0
• LEED®and analysis .� „�_ - I �
sustainability analysis/ • Analyzed resiliency ih� y,`" fr
management strategiesII '
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111
We generated over$750,000 of value engineering 4044r + i -, Cil
savings on the project during preconstruction. ' I1� 1
k W NL \• d I PRECONSTRUCTION CASE STUDY
4) 1 IA , L"` 4 Port of Portland, Portland International
? I ' • I Airport (PDX) Terminal Core Redevelopment
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x7 ,.,. In a joint venture,Skanska is providing CM/GC services
i�o ; ,. ':i to modernize PDX to ensure sufficient capacity for
,�1 II future passenger demand,world-class customer
\�� 1 t' 3 experience and airport flexibility.All construction is
; , phased to maintain continuous 24/7 operations.
._ Preconstruction highlights for the project include:
_` • Mass timber sourcing • Weekly cost model
�. x protocol that positively meetings to enhance
- . ;,fit!'l4
+__sue - 4 f.�► ; �, , _ impacted local forests constructability
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s i#i and community • Development
`ii ` �' a , • Prefabricating the of a construction
!TVA "t - y'_ IF,7_ , �1 9-acre roof off site, sequencing playbook
i + ,�- minimizing risk and • Developed adjustable
A; ' , maximizing efficiency curtain wall solution to
=�. ! BIM utilization to accommodate long lead
enhance sequencing times and ensure quick
-- _ and communication installation
�loolop Our team generated $15 million in cost savings ideas
41
/i_ f' Alb 111' during preconstruction.
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City of Tigard) Police and Public Works Facility Project Sit_ �'��" ! � yri, •^+,• '��1,
tam:. n - -
B. Key Risks and Mitigation Plan
It is our commitment to you that when we identify a risk,you will be notified immediately and we will work
together to mitigate it.The following are key issues,constraints and risks we have identified for the Police and
Public Works Facility, as well as our plan for addressing these issues and maintaining progress of the work:
Risk Mitigation Strategy 1
Neighborhood considerations We will develop a traffic control plan with designated haul routes, noise
including Potso Dog Park,train and dust control measures,and will collaborate with SEA to develop
tracks an early sitework package that considers crosswalks and lights for
pedestrian safety.We will establish regular communication with the City
and Otak for outreach on Tigard Life,as well as specific outreach to the
Fields Apartment residents and local businesses.
Sloped site conditions and Starting in preconstruction,we will collaborate early with SEA and
stormwater management consultants for geotechnical investigation—developing erosion
control plans, phasing,temporary and final stormwater management
considerations, as well as coordination of utility,grading and drainage
plans.The tiered site will require additional consideration during
construction.
Topography of the site with We will develop detailed phasing plans for foundation construction and
buildings at varying elevations site logistics at each stage.We will use lidar/drone imagery to create
topography maps with constructability views to understand impacts
around the site and potential stormwater impacts.
Long-lead procurement, market We will develop a preconstruction and procurement plan identifying
volatility and tariffs critical components requiring early release packages with our
prequalified subcontractors.We will work with SEA to incorporate
tariff-proof options in the design such as American-made mass timber
components.
C. Work Sequencing and Phasing Process
Our logistics and phasing plans are located on the following pages.
City of Tigard I Police and Public Works Facility io
r� r i x < r 2'� }. s t7` 41001
;1 Phase One
Jr:ili , , 1 " '' EarlySite Work Package
a �J ; ,� t -f -, f y z= r' ...10011a111.1. (Summer 2026)
I.< � � �� a r " . 1 1. Establish site fencing,erosion control
t; ' 1' } and stormwater prevention controls
4\ i
1 4 w, _// Y �y �r 2. Clear and grub site
e / —� sy
��:),t, - `.\� -, '� 1� ,( r;�l� 3. Excavate, prep swale and surrounding
fr ;Y� - , • ' - R - i 7 parking lot;tie-in all storm utilities
T
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z _ ! as a means to divert water from the
_ _ Potso DogPark northeast and develop permanent
Construction entrance(typ.of 3) underground storm system early that
with gate and rip rap Possible temporary crosswalks J , _
J J •,� ref will serve the life of the project
\ ji (Craft parking) \Police site access Flaggers(as needed) , \Visitor and general entrance 4. Prep office building pads
j" A SW WALL STREET SW Wall Street c 5. Prep visitor parking and build-up lower
4>i •
r haul road
7-�� .-.•- 4, .'''.. .. • �.' •:- revue -•-ems...s+so --1-- E • .- - --
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`_ •,I i - i --- - - � ' ,- - -�^ -- • Install additional stormwater
������������������������������������ d controls at north end of site
• 6. Excavate for north-south retaining wall
• • i - r
f`O ® 7. Foundation and retaining wall
4' 0 0
.. .1 8. Prep warehouse building and aux
Seconadry muster point building pads; build-up haul roads and
5A
I I I I Primary muster point - parking lot subgrade
0....0.monmmdm
PW Site access ) 1/0 i i 1�___ O 'Recycling center(typ.)) Legend
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• Construction fence
Construction fence
IlNI— Construction gate with rip rap
PW — - Delivery route/haul road
• ( _ FLEET PARKING
Collaboration center
111.11
t • - — - — - Colocation trailer
q 1 /''
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', 41.1 • Excavate and prep swale
(1) U El
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Restroom pods
� I Recycling center
�T - _ - _ _�� . Stormwater controls
>:" Retaining wall
Sidewalk superintendent Delivery route/haul road Collaboration center(meeting trailer) ) —(Noise and vibration monitoring Restroom pods(typ.)) (Temporary pedestrian path&
(project information board typ.) potential pedestrian stair VA Craft parking
1 0, Colocation trailer )- -r
Ill r t1i. - x. '- 1 "*. Muster point
OSidewalk superintendent
/ y i ...� w ♦ Flagger
r
o ' 11111 Temporary crosswalk
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1 /L . / ••,-,it" Um__� -� - J —1 —1__ -1 —1 '., Temporary pedestrian path&stair
City of Tigard I Police and Public Works Facility ii
SEt
t l • , ,� ,1�i._ . . . ,� i x 1* ,- ,71,acti Phase Two
} �� ��. ' ? �,, _ _ v Structures and Office Building
/ ,I ; , 7 , :� 1. Office Building
A I �^ �_1,
• Foundations
� - % c 1 • Underground utilities
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7
�� l �.� a �_— i �'I Structure
.., / ` t s i --, Exterior facade
$9 � \ yr to •.051
. �.. • Buildout
* -,liter • " - 'i' 2. Maintenance Building
. r . - -
-Jr ''z �' r, • Foundations and underground
Construction entrance(typ.of 3) Potso Dog Parklil . „ Utilities
with gate and rip rap Possible temporary crosswalk _ • Structure
l I J �, • Exterior facade
1 Post retaining wall craft parking (Craft parking) \Police site access) \ Flaggers(as needed) � Visitor and general entrance _ 2A. Fuel and vehicle wash
j" A e SW WALL STREET SW Wall Street c . w - Underground utilities and tanks
j �i-..t- ..�. 6,..-. -. ' - - r e ns
ri-
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- Equipment buildout
�I j� j 3. Auxiliary Buildings
O liveries/laydown • Foundations and underground
,, Utilities
I • Structure
d Seconary muster point __ __���__
Buildout
> Primary muster point Stair tower(typ)) Legend
,. / !vE.= _ Recycling center(typ.)
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` - _- - - - -- -_ — — _ - j • Construction gate with rip rap
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#� , - - - - - - - - - - -� - - - -� - - - - — z ----- Retaining wall
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ill_._„m__ _ , . [i —1 �_ ? ' '„ . Temporary pedestrian path&stair
City of Tigard I Police and Public Works Facility IN
3 A it r/.. 1 k �,.•'.- - � _* x� -f 1 \.'lj,<..�1r
e� ,� ,1�-1 ,, A.c *x ,, ' r 2'.. 3. s t /,> illi Phase Three
}.11/,/ /%/ �1. ` , It . _ --' V --.* :' :' 4Ifr ::fir' # P ' 1I,' 1 Sitework and Landscaping
j� t: 4 t ,. ".,-,,,,,: ,1 1. Lower Level
, i
,> „'V.4 Install curbs and light pole bases
� ., • • `� • Prepfor pavingand pave
"F lj �'�r ' �� .�.s t _- T i" • Landscaping and irrigation
l • Striping
�� • y. _I ' P • .. _ • e r r '� i 2. Upper Level
-, 'Ya ,, 7I, • Install curbs and light pole bases
- • Prep for paving and pave
r :
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with gate and rip rap Possible temporary crosswalk1. , _ • Striping and prep outdoor laydown
i I '3 �� ''' and equipment storage
1 Post retaining wall craft parking N (Craft parking) 'Police site access) ' Flaggers(as needed) � Visitor and general entrance ,.
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i* , -',-,`t'' i _�.__. _. - .. _.— - id. —1 —1 —1 4.=?_ I — Temporary pedestrian path&stair
City of Tigard I Police and Public Works Facility in
D. Managing Fast-track Projects Resource Optimization
• Allocate sufficient skilled labor,equipment and
Our team's approach to managing fast-track projects materials aligned with the accelerated schedule and
focuses on proactive planning,collaboration and note these requirements during procurement and
rigorous control to ensure on-time delivery.We bring contracting
deep experience managing fast-track and high-profile • Plan for extended or multiple shifts if necessary
public projects with completion dates that cannot be
moved (such as educational projects where schools Quality Assurance without Compromise
•
must be opened before the start of the school year). Maintain rigorous QA/OC procedures to avoid rework
Some of our key strategies for managing the Police that could delay completion
and Public Works Facility schedule will include: • Use prefabrication and modular construction
methods(i.e. mass timber,wall systems,etc.)where
Early and Integrated Planning feasible to improve quality and speed
• Begin planning activities well ahead of construction Risk Management
start, involving all key stakeholders including the • Identify potential schedule risks early
City,Otak,SEA,trade partners and suppliers • Develop mitigation plans including contingency
• Develop an accelerated schedule with clearly buffers and alternative workflows
defined milestones and critical path activities
• Use phased design and procurement strategies to Continuous Monitoring and Reporting
enable early start on construction while design is •
Provide daily or weekly progress reports highlighting
still ongoing (design-build or fast-track models) schedule status, risks and corrective actions
• Engage senior management promptly when issues
Concurrent Design and Construction arise requiring escalation
• Overlap design phases with construction activities
where possible such as early release documents
and permits for civil and site prep which will also CASE STUDY
allow for better stormwater management
• Implement a reliable change management process
to handle design adjustments without disrupting University of Portland, Lund Family Hall
the schedule This 83,000-SF four-story residence hall construction
Robust Schedule Management schedule was originally planned for a 12-month
duration, but with a 4-month delay due to permitting
• Employ detailed CPM scheduling tools to monitor and a student move-in date set for August,the
progress daily project was completed for students in just 8 months.
• Conduct frequent schedule reviews and update Our approach leveraged prefabrication and lean
forecasts to identify potential delays early methodologies to meet the fast-track schedule.
• Use schedule compression techniques such as push
or pull-planning when necessary Prefabrication successes:
Early Procurement of Long-Lead Items •
420 prefabricated units as the building's frame
•
• Identify critical long-lead procurement packages 60 percent of the roof
early in the project.We will work with the project • Almost every structural component from walls to
team to develop a list of long-lead items that dormers
require earlier trade partner engagement including • Began design 6 months prior to construction to
electrical gear; generators; mechanical,fuel, ensure all prefabrication was in place
wash and specialty equipment;security doors and • Careful planning and coordination removed waste
structural systems from the process
• Initiate procurement processes promptly to avoid •
Reduced onsite congestion with no laydown area
material delays
Enhanced Communication and Coordination � s � • •
• Establish regular coordination meetings across all
0trft •
disciplines and subcontractors _ �• '�'
• Use collaborative project management platforms to M s _
maintain transparency and real-time updates Construction progress—photos were taken two weeks apart
City of Tigard I Police and Public Works Facility 14
E. Relationships, Communication and Communicating Construction Activities with
Community Partnerships Project Team and Stakeholders
• Schedule weekly progress meetings with key
From the very beginning,Skanska,the City,Otak and stakeholders to review completed construction work,
SEA will come together as a united team,working
upcoming tasks and address concerns
closely to align on project goals and build trust.
• Distribute concise weekly updates via email or
Together,we'll make informed decisions about the project management platforms summarizing recent
program, budget,schedule and design—creating progress, next steps and potential impacts
a strong foundation for the project that is built on • Organize periodic site visits for key stakeholders to
collaboration and transparency. see progress and discuss upcoming activities
Plan to Establish and Maintain Strong • Install onsite notice boards (called Sidewalk
Relationships and Open Communication Superintendents) displaying current work zones,
safety information,and upcoming activities
Early Engagement and Alignment • Send SMS or app-based notifications for critical
• Collaborate early during the project planning updates or changes affecting schedules or access
phases with the City,Otak,SEA, key stakeholders • Provide detailed look-ahead schedules highlighting
and your community to ensure alignment specific activities planned for the next 2-4 weeks to
• Clarify roles, responsibilities,and communication prepare subcontractors and suppliers
protocols for the project team upfront Communicating Construction Activities with the
• Plan for quarterly team-building activities(i.e. Public
bowling,golfing,get-together at Potso Dog Park)
• Establish monthly leadership meetings with job • Engage with surrounding neighbors; host open
walks for onsite morale and leadership integration houses to address questions and concerns
Regular,Transparent Communication • Host project tours with key members of the public
•
Weekly meetings to review progress,schedule, Create a project specific website that is regularly
• budget,discuss challenges and risks updated by the Skanska team and easily accessible
Provide timely, honest updates on schedule, budget, via QR codes on site in high-visibility areas
• quality and risks • Hold focused meetings with neighboring businesses
Work with City communications team to determine to coordinate schedules and minimize disruptions
• what project information should be shared publicly • Create/designate a project email address or phone
and how; prepare and present materials at City number for the public to ask questions/provide input
Council meetings as needed • Host groundbreaking ceremony, beam signings and
• Smartsheet, Bluebeam Studio and Procore will be other project milestone celebrations
used to allow real-time information sharing • Attend the City of Tigard's monthly community
engagement committee meeting
Collaborative Problem Solving
• Foster a collaborative project environment through
a "Big Room"or"Colocation Trailer"setting I - - •
-
• Approach challenges with a partnership mindset
focused on mutually beneficial solutions
• Involve the Cityand Otak in all keydecisions, K I -� `
.�! , rig" j
especially when changes or risks impact project �. - �� - # 4.,V;i , .I 4 _r1' , .�I• �•Ef,
intent, budget or schedule; maintain transparency ' �' "
and integrity in all communications ; � ��
Documentation and Follow-Up
• Document meetings,decisions,action items,and ik
commitments clearly
• Follow up consistently to ensure actions are Project Executive Narciso Figueroa
completed and concerns are addressed attended the recent Tigard HOME
project community event promoting
Proactive Issue Management walkable neighborhoods -
• Identify potential issues early and alert the City and lc
Otak before they escalate •
• Provide mitigation options and recommendations
City of Tigard I Police and Public Works Facility 15
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Local/MWESB trade partners and suppliers included on
the map:Charter Mechanical,Snyder,Fred Shearer and
Sons,Tru Green,Northwest Demolition,Apollo Mechanical,
Whitaker Ellis,Anderson Heating,UWD Prebuild,NW Electrical
Solutions,Knez Building Materials and L&W Supply
Local * MWESB `�I Month 3
sonHost•information and education sessions for
trade partners,vendors and construction
Supporting Local and Diverse Community workers.Agenda items will include: project
Engagement Program and Partnerships overview, procurement plans and hands-on
We have completed 47 projects to date in Washington training for available resources(i.e.bonding,
County and this recent, relevant experience BOLT wage rates, insurance,etc).
has provided us with deep insight into the local
Month 4
community which also includes trade partners, Review and revise our subcontracting plan to
suppliers,your local market and building conditions. O ensure our work packages align with vendor
Sourcing products and labor locally not only has a
positive impact on local businesses, it also helps capabilities to maximize opportunities based
maintain costs.We will prioritize maximizing local on interest and engagement.
involvement on the City of Tigard Police and Public Month 5
Works project—focusing on businesses within the Prepare for pre-bid meeting and project
city limits—to ensure that dollars are invested back r--1 bidding for first bid packages, use regional
into your community.The following are key aspects vendor directory and bidder interest from the
of our approach for engaging the Tigard community previous four months to formalize initial bid list.
in the first five months and during construction:
e During Construction
Ini4OMonths 1 and 2 Work with the City,Otak,SEA and the
tiate trade partner outreach and support M community to offer internships for students
bond campaign by advertising trade in the community, host job-walks and other
partner and vendor open houses in local events. Ensure regular communication,share
publications including the Daily Journal of local investment statistics and project progress
Commerce,City of Tigard website,Valley in the monthly report we produce for the City.
Times and Tigard Life.
City of Tigard I Police and Public Works Facility 16
Proposed Personnel and,.
Project Organization
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3 Proposed Personnel TMa ,IIi1((ii� ••����
•
A. Project Team Organization Chart
City of Tigard
Scott Edwards Otak
Architecture
Joe Schneider
Senior Vice President
Account Manager
Narciso Figueroa
Project Executive
Lindsey Davis Jason Koski Chris Ulloa
Senior Project Manager Senior Superintendent QA/QC Manager
Sunny Lewis Matt Richardson Dean Lewis
Senior Project Engineer Lead Estimator Director of Mass Timber and
Prefabrication
Kathryn Prus
Safety Lead
B. Project Team Workload and Primary Location during Design and Construction
Team member Workload in I Location Workload in Location during
design during designnstruction iastruction
Joe Schneider,Sr.Vice President/ 10 percent Portland 10 percent Portland
Account Manager
Narciso Figueroa, Project Executive 20 percent Portland 50 percent Portland
Lindsey Davis,Sr. Project Manager 25 percent Portland 100 percent On site
Jason Koski,Sr.Superintendent 10 percent Portland 100 percent On site
Sunny Lewis,Sr.Project Engineer 5 percent Portland 100 percent On site
Matt Richardson,Lead Estimator 25 percent Portland 5 percent Portland
Kathryn Prus,Safety Lead 10 percent Portland 50 percent On site
Chris Ulloa,QA/QC Manager 10 percent Portland 20 percent On site
Dean Lewis, Director of Mass Timber 10 percent Seattle 10 percent Seattle
and Prefabrication
City of Tigard I Police and Public Works Facility 17
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Our proposed core team members(pictured L to R:Lindsey iysY
Davis,Jason Koski,Sunny Lewis and Narciso Figueroa)have �.� - _
been working together for the last five years at the Portland 4-i _iii
International Airport.They will bring their long history of 1
collaboration and experience managing and building high-
profile,complex projects to the City of Tigard.
C. Resumes for Key Individuals
Resumes for all key individuals listed on the organizational chart are located in the Appendix.All team member
duties and responsibilities are included on their resumes.
D. Company Parent:Skanska AB(Sweden)
Organizational Chart 1st Tier:Skanska Kraft AB(Sweden)
To the right is our company Tiers of Skanska Inc. State of Incorporation Skanska
organizational chart.Skanska Subsidiaries • • I. • 'on Ownership
USA Building Inc. (specifically our
Oregon office)will be providing all 2nd Skanska Inc. Delaware 100 percent
personnel and equipment for the
City of Tigard's Police and Public E2E Global Sourcing Delaware 100 percent
Works Facility project. 3rd
Inc.
Skanska Modular LLC Delaware 100 percent
Skanska USA Inc. New York 100 percent
4th Skanska USA Building Delaware 100 percent
Inc.
R. Ryan Building Corp. New York 100 percent
Skanska Ireland
Construction Services Ireland 100 percent
Ltd.
5th
SSC Holding Inc. Delaware 100 percent
Turnkey Construction Pennsylvania 100 percent
Services, Inc.
Hoffman Skanska LLC Oregon 50 percent
City of Tigard I Police and Public Works Facility 18
4 Cost Management
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4 Cost Management
A. Cost Estimating and VE Approach Client review and decision making
Our cost estimating and value engineering (VE)
Produce detailed and summary-level reports for various
processes are rooted in a data-driven,collaborative, stakeholders:
and transparent approach,ensuring maximum value • Engage in collaborative discussions with the City,Otak
for the City of Tigard within your established budget. and SEA to select preferred alternatives
• Ensure alignment with project objectives and
Cost Estimating stakeholder expectations
Our estimates leverage historical,current and localized • Provide all necessary information to make timely
data, providing a solid foundation for financial planning. decisions to not disrupt the schedule
We will develop an anchor estimate,align assumptions Quality control and implementation
with the project team and implement a continuous • Integrate accepted value engineering proposals into
process that capitalizes on schedule and budget
and mitigates risks.We will ensure no surprises as we design documents and construction plans
finalize the Guaranteed Maximum Price(GMP).Current • Coordinate with all disciplines to update specifications,
market conditions,including labor rates, material drawings,schedules,and budgets accordingly
•
costs,and subcontractor pricing,will be continuously Identify areas for cost savings or value improvement
integrated to reflect the latest trends. without compromising quality or performance
Value Engineering
As your partner,we will add value by making sure that CASE STUDY
every dollar of your budget is used efficiently on the
things that matter most to you.Our value engineering Structural Systems Analysis at Washington
philosophy moves away from a typical reactive School for the Deaf (WSD)
approach focused on cost cutting in favor of a strategic At WSD,we evaluated multiple structural systems to
and proactive effort to deliver the greatest value over meet a fixed budget that preserved program space
the life of the project.We will develop creative,value- and met biophilic design goals with the use of mass
added recommendations using the following process: timber.We maintained concurrent structural options
Project understanding for steel and four different mass timber systems
• Collaborate with the City,Otak and SEA to until the budget risk level stabilized.This produced
thoroughly understand project goals, needs,wants, a building that uses multiple structural systems,
project requirements,constraints and budget with mass timber(cross laminated timber and
• Review project documents including drawings, glulam) targeted throughout the academic spaces—
specifications,and cost estimates achieving the project goals and budget.
• Identify areas with potential cost savings or value
improvement without compromising quality or Original Alternate Mass Timber Options
performance Steel 1 2 3 4
Foundations $268,296 $170,822 $170,822 $170,822 $170,822
Brainstorming and idea generation Floor framing $706,063 $880,000 $770,750 $972,000 $776,500
• Facilitate workshops involving facilities, key Roof framing $522,350 $765,000 $655,750 $857,000 $661,500
stakeholders,SEA,engineers,estimators,trade Exterior $1,731,868 $1,469,838 $1,469,838 $1,469,838 $1,469,838
partners and other experts closure
• Generate alternatives that reduce costs,improve Interior $709,180 $522,174 $522,174 $522,174 $522,174
construction,
constructability,schedule,safety or performance finishes
• Consider material substitutions,design Logistics, N/A $276,000 $276,000 $276,000 $276,000
simplification,construction methods and technology other factors
integration TOTAL $3,937,756 $4,083,835 $3,865,335 $4,267,835 $3,876,835
• Prefabrication to increase efficiency and quality
City of Tigard I Police and Public Works Facility 19
B. Managing and Tracking Costs Communication with the City and Otak
Our plan for managing and tracking project costs will • Provide bi-weekly or monthly cost reports to the City
ensure rigorous financial control, budget adherence and Otak
and timely visibility into project expenditures.Key • Facilitate bi-weekly or monthly review meetings to
components include: discuss cost performance, risks and mitigation
Integration with project controls
Preconstruction • Coordinate cost management closely with
Detailed estimate schedule control to ensure alignment in progress
• Develop a detailed project estimate aligned with measurement and financial reporting
the approved scope,schedule and clarifications
C. Establishing and Maintaining a
Tracking costs and estimate updates Contingency Fund
• Implement a continuous estimating process to
ensure no surprises Our approach to establishing and maintaining a
• Utilize Smartsheet(collaborative excel file)to contingency fund is designed to proactively protect the
create a project log to track opportunities, risks and project budget against unforeseen costs while enabling
decisions made flexibility to address risks.Our key steps include:
• Develop implementation strategies for
opportunities and mitigation to eliminate risks Collaboration with the Project Team
• Incorporate items from the project log as they are The contingency process will involve collaboration
implemented or incurred into milestone estimate among the City,Otak and the project team.The team's
• Validation estimates at each milestone collective oversight helps identify risks early and
• Communicate budget and estimate status through manage the contingency effectively.
a project dashboard updated in real time Establishing Contingencies
Construction • Design and estimating contingencies: We will
utilize the project log to help right-size the amount of
Detailed budget establishment design and estimating contingencies to be carried
• Project budget will be entered into Procore from though the preconstruction process
approved GMP values • Escalation contingency:We will track current
• Break down budgets by cost codes,work packages market trends(local and national), material volatility,
and phases for granular tracking and labor agreements to develop the escalation
Use of cost-tracking tools contingency to be carried in the estimate
• Procore will be the project management software • Construction contingencies:We will utilize
platform that combines budgeting,forecasting and the project log to help develop the amount of
actual cost entry construction contingency based on unknowns and
• Use real-time cost input from field reports, risks identified in construction
subcontractor invoices and labor tracking • Allowances: Items identified but not designed or
Summary reporting developed
Produce detailed and summary-level reports for Controlled Release Process
various stakeholders: Drawdowns from the contingency fund require formal
• Cost and Forecasts Status Reports:Showing approval through our defined governance procedures.
This ensures that funds are used judiciously for
current budget vs.committed costs legitimate unforeseen expenses.
• Cash Flow Reports:Tracking timing of
expenditures against planned cash flow Transparent Reporting
• Change Order Logs: Documenting status and We will provide regular reports detailing contingency
financial impact of all approved and pending usage, remaining balances,and rationale for
changes expenditures.This transparency will keep everyone
informed and support sound decision-making.
City of Tigard I Police and Public Works Facility 20
D. GMP Documentation Change identification process
•
Documenting Line Item Components of the GMP All proposed modifications are documented through
formal change requests detailing the nature,cost
Detailed cost breakdown impact and schedule implications
• The GMP is documented with a comprehensive Scope review and analysis
breakdown reflecting all cost elements,including • Review each change request against the original
labor, materials,equipment,subcontractor costs, scope baseline to determine if it represents:
overheads,contingencies and fees - Inside scope: Changes that are covered within
• Each line item is quantified and priced based on the existing GMP allowance or contingencies
detailed estimates derived from historical data, without additional cost impact
current market conditions and localized factors - Outside scope: Changes that introduce new work
Transparent assumption alignment or deviations requiring an adjustment to the GMP
• Assumptions underlying each line item are clearly Cost impact assessment
documented and aligned with the project team to • For outside-scope changes,estimators will prepare
ensure mutual understanding detailed cost analyses to quantify additional costs or
• Includes defining scope boundaries,exclusions and credits
contingencies incorporated within the GMP • Impacts are negotiated with the City and Otak as
Integration in contract documentation contract modifications or change orders
• The detailed GMP line items are integrated into Formal approval and documentation
contract documents to provide a clear financial • Only changes formally approved through contract
framework against performance amendment processes are incorporated
Determining Whether Project Changes Are • All decisions and justifications are documented for
Inside or Outside the Scope of the GMP auditability and transparency
Scope definition and baseline Continuous monitoring
•
• Initial GMP contract includes a clearly defined Throughout construction,ongoing monitoring
scope baseline with inclusions and exclusions ensures that any scope creep is identified early and
• This baseline serves as the reference point for addressed appropriately in relation to the GMP
evaluating any proposed changes
E. CM/GC Past Performance, Last 7 Years
Client/Project Name Completion Contract Change Client Contact
GMP Orders
DoveLewis, Emergency Animal 2024 $43,673,370 -$142,000* Ron Morgan
Hospital 503.314.6012
Evergreen Public Schools, Mountain 2023 $156,676,074 $0 Sue Steinbrenner
View High School 360.907.3243
Newberg School District, Edwards 2023 $25,446,021 $0 Larry Hampton
Elementary School 503.840.5346
Astoria School District,Astoria High 2021 $20,711,357 $389,055 Craig Hoppes
School 503.791.3818
Sherwood School District, District Ken Bell (formerly
Office Transformation 2020 $4,885,151 $203,875 with Sherwood SD)
503.998.6162
TriMet, Powell LIFT Relocation 2018 $7,341,004 -$338,000* Adam Southerland
503.575.8328
*dollars returned to the client at project completion
City of Tigard I Police and Public Works Facility 21
5 Schedule, Quality
Control and Safety Plans
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5 and Safety Plans ) - AAA - _ -
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A.Approach to Managing the Scheduling Tools and Project Monitoring
Construction Schedule o
Primavera P6: Used for detailing and tracking
The first step in achieving your goals of creating a LI• each activity, monitoring the entire schedule,
new sustainable and seismically resilient Police and identifying potential impacts and tracking
Public Works facility by August 2028 is creating a critical material and equipment procurement.
detailed design, procurement and phased crew-
tied schedule.Our schedule development will begin O Milestone Schedule: Key elements include
in preconstruction and continue to be refined and Lei design deliverables, permitting, GMP, bid
optimized throughout the entire project. packages,start dates, building dry-in,
In close collaboration with the City, Otak and SEA, commissioning and move-in date.
we will develop a master project schedule which will — Pull Planning and Weekly Work Planning•
include key milestones,design packages, permitting Oil
durations, procurement timelines and construction
-- We will use pull planning in our weekly
efficiencies that will be inputted and shared with all coordination meetings to plan work more
stakeholders.The schedule will be consistently refined effectively and enhance efficiency.
using Lean principles in pull planning sessions and 000 Make-Ready Planning: We will meet with
targeted design/trade partner schedule optimization r% trade partners weekly to review completed
sessions led by Senior Superintendent Jason Koski, �"� work,discuss constraints and proactively
who will ensure schedule certainty and a seamless adjust the schedule or address issues before
transition from the start of construction to the City of they cause delays.
Tigard's move-in date.
Our approach will prioritize safety and cost-efficiency O° Weekly Schedule Mapping:Visual maps
Lei shared at OAC meetings depict construction
through detailed planning and efficient work flow. sequencing,activities,and work locations.
Our schedule will create a clear roadmap and
ensure mutual accountability for achieving the Constraint Logs: Logs will be maintained
City's established goals.Our preliminary milestone EE and reviewed weekly to track any project
schedule is included on page 24 of this section. constraints to ensure actions and decisions
are made to maintain the schedule.
CASE STUDY
1 -, - -
".,,,1 t.ti N,10,5E 2 SOUTH NODE, _ •-•
Schedule Mapping at the Portland %I,1,.". 1I"".,.NE LEVELS> .1 i .` W•. : : -�a-wf '.
r r X
International Airport (PDX) - :' �-. 1---.1 tit
The map to the right shows work being done ;___, ®sal „- -I
in a specific area of the PDX Terminal Core z ij ' 'Redevelopment project and is updated on a weekly , ..WIN —_, `o,
basis as work progresses. Maps are shared during _ .r2:_.-+. Ajn _
trade partner coordination meetings and OAC's • 1:_ A, f=-1 e� rtnr-f
for full project transparency.We will use schedule l
mapping on the Police and Public Works project to - _ _ �_R ►►
ensure the City,Otak, project team,trade partners - `z T -a `_i-
and stakeholders are aware of the work being - -- -
done at all times.
City of Tigard I Police and Public Works Facility Ei
Anticipated Schedule Risks and Mitigation
Risk MitigationMit- I
Permitting Provide early work packages for critical scopes to allow for start of
construction while permitting is ongoing
Procurement/long-lead Items Input procurement durations,field measure activities and other constraints
into schedule to fully understand impact of long-lead items to ensure
delivery to maintain schedule; provide onsite storage in maintenance
building to avoid escalation or material delays
Weather delays Incorporate weather days into project schedule for transparency of
impacts
Benefits of our Proposed Schedule
0 Milestone deliverables detailing 0 Our phased approach includes staggering
construction documents through the Maintenance Building with the new
permitting: Documents will be tied to our Police Facility: The Maintenance Building
trade partner material procurement and completion is critical to storing materials/
phased construction plan. finishes for the Police Facility to capitalize on
O Early trade partner engagement to assist early procurement and off-site warehouse
storage, minimize cost escalation and avoid
on long lead procurement.
risk of procurement delays.
Q
Early sitework package to address
stormwater: The project schedule will O Weather days included in the project
define install of stormwater mitigation and schedule as a buffer to final completion:
development of swales so that stormwater is This strategy has worked well on large
collected and managed before building the projects where the final completion date
new facilities. Site prep will be substantially can't move. With leadership buy-in to these
complete prior to the start of Clean Water weather days, it will cover project risks and
Services'wet weather requirements to avoid the needs to spend contingency money on
additional temporary measures. schedule recovery due to weather events.
Jefferson County,New Courthouse
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City of Tigard I Police and Public Works Facility 23
Preliminary Milestone 2025 2026 2027 2028
Schedule J J AS OND J F MAMJ J AS OND J F MAMJ J AS OND J F M AMJ J A SOND
Preconstruction
� s
Programming/Design Development
Programming
Schematic design
CM/GC pricing
Design development
Land use
Community Engagement
Bond information campaign
Bond election
Community engagement/information
Preconstruction Post-Bond
Construction documents
FF&E
GMP
Permitting
Trade Partner Bidding/Selection
Group 1:civil and MEPF
Group 2:special systems
Group 3:structure
Group 4: remaining 111
Construction
Site Prep
Office Building
Footings and SOG
Structure
Exterior system
Interior buildout including firing range
Maintenance Building
Footings and SOG
Structure
Exterior system
Interior buildout
Fuel and wash equipment
Auxiliary Buildings
Footings and SOG
Structure and exterior system
Interior buildout
Site Work
Closeout
Startup and commissioning * Owner move-in
Punch
Closeout documents
City of Tigard I Police and Public Works Facility 24
B. Labor and Materials Availability • Proactive planning,early procurement of long-lead
items and close collaboration with suppliers and
Finding labor and materials can be tough right now, subcontractors through Skanska's national Strategic
and we are staying ahead of it.We have a solid plan to Supply Chain group and national buying power
spark strong interest from subcontractors and suppliers will be essential to mitigate risks associated with
for the Police and Public Works Facility—ensuring Tigard's labor and material availability
we have the right people and resources lined up for
success. Anticipated Challenges and Mitigation
Current anticipated challenges and mitigation
Labor and Materials Expectations strategies for local labor and materials include:
Our current expectations for labor and materials Challenges
availability in the Tigard construction market are as
follows: • Potential shortages of skilled specialty trades (i.e.
electricians, plumbers, HVAC technicians)due to
Labor Availability strong regional construction demand
• Moderate availability for carpenters,electricians, • Increased wage pressure as contractors compete for
plumbers and general laborers—early planning and qualified workers
engagement with subcontractors will help them plan . Workforce retention challenges amid competitive
and assign craft to this project market conditions
• Wage rates have shown upward trends reflecting • Lead times for common materials such as lumber,
competition for qualified workers steel and concrete may extend due to supply chain
• Recruitment and retention efforts remain important constraints; lead times for these materials are
to secure and maintain adequate workforce levels currently either stabilizing or trending downward
• Experienced labor forces are starting to retire • Risk of supply disruptions from transportation
and exit the industry,so training is becoming an bottlenecks or global market fluctuations
increased focus
Mitigation Strategies
Materials Availability • Engage subcontractors early to secure labor
• Common construction materials such as concrete, commitments
structural steel, lumber and drywall are typically • Implement workforce development initiatives
available but may have lead times ranging from including training and apprenticeship programs to
several weeks to a couple months depending on expand the skilled labor pool
current market conditions • Consider flexible scheduling such as multi-shift
• Occasional delays can occur due to transportation operations to maximize labor productivity
logistics, manufacturing backlogs or global supply • Offer competitive wages and benefits to attract and
chain disruptions retain skilled workers
• Tariffs are something we have an increased focus • Initiate early procurement of long-lead and specialty
on;we have a national team providing daily and items to avoid schedule delays
weekly updates to ensure we are informed of any • Maintain close communication with suppliers to
impacts and will help specify mitigation strategies to monitor inventory levels and anticipate disruptions
reduce and eliminate any impacts to this project • Leverage our broad network of supply chain partners
• Specialized long-lead equipment(i.e. HVAC systems, to identify both conventional and unconventional
electrical gear),custom-fabricated components and long-lead items to prevent unforeseen procurement
specialty finishes require early procurement planning delays
to prevent schedule impacts • Consider alternative suppliers or materials to
Summary Outlook reduce the risk of shortages;early identification
• The Tigard market reflects similar supply and of these items is essential and the design should
demand dynamics as the greater Portland area be structured to support flexibility and encourage
but may benefit from slightly less congestion in competitive sourcing
subcontractor availability
City of Tigard I Police and Public Works Facility 25
/ Ate "P.
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Plan for Generating Sufficient Subcontractor Leveraging Relationships and Networks
and Supplier Competition • Utilize Skanska's extensive industry relationships to
With over 30 years working in Washington County,we attract reputable subcontractors and suppliers
have developed valuable trade partner and supplier • Utilize Skanska's national Strategic Supply Chain
relationships to help create strong competition in group to ensure competitive pricing and accurate
the bidding process.This will maximize value to the lead times on major equipment
City of Tigard by saving on project costs through a • Develop system and material alternatives that add
strategic and proactive approach emphasizing market value and reduce project costs
engagement,transparency,and thorough evaluation. Competitive Bid Analysis
Our key methods include: • Conduct thorough comparisons of bids on price,
Early Market Outreach scope compliance,schedule capability and quality
•
• Utilize Building Connected,our bid solicitation and Evaluate not just lowest cost but overall value,
pre-qualification program,to identify vendors with including reliability and past performance
proven performance and competitive pricing • Maintain transparent,ethical processes that build
• Early subcontractor outreach in the design phase to trust and encourage active participation
create excitement and knowledge of the project;we Bid Clarifications and Negotiations
will solicit pricing input and communicate current • Facilitate bid clarifications to address questions and
market conditions resolve ambiguities that may impact pricing
•
Transparent and Comprehensive Bid Packages Negotiate terms where appropriate to optimize cost
• Prepare clear,detailed bid documents that without compromising quality or schedule
accurately define scope,specifications,timelines, Encouraging Innovation and Value Engineering
and expectations to give bidders certainty in the • Invite bidders to propose alternative materials,
scope they are bidding and ensures there are no methods or designs that reduce cost while
gaps or double-ups in scope assumptions maintaining project requirements
• Provide all bidders with consistent information to • Incorporate value engineering options within the bid
ensure fair competition process to stimulate competitive ideas
Multiple Bid Solicitation • Develop alternates to ensure we are maximizing the
• Solicit bids from multiple subcontractors and project budget and value provided
suppliers for each trade or material category to
create a competitive bid environment
• Encourage participation from both established
firms and emerging local businesses to widen the
competitive field
City of Tigard I Police and Public Works Facility 26
C. Opportunities, Benefits and Challenges
We share your commitment to working smarter, not harder.The following illustrate key opportunities and potential
benefits,alongside anticipated challenges and our proactive strategies to address them.
Opportunities Benefit to the City
Mass timber Speed of install, potential schedule savings,tariff protection
Prefabrication Early fabrication and faster onsite installation for potential schedule savings
Early trade partner Allows for more accurate cost,schedule and procurement information as well
engagement as specialized assistance in constructability reviews,optimizing MEPF systems
and reducing changes during construction
Early swale install Manages stormwater and reduces additional costs for other water-mitigation
measures needed
Early permanent fencing Allows for earlier install and reduces costs for temporary fencing; provides
procurement and install better security for the site and greater efficiency
Virtual reality/3D Allows the City of Tigard team, key stakeholders and end users to walk through
walkthroughs the buildings early in design and provide input before construction begins
Challenges Mitigation
Engage early with an earthwork subcontractor to pre-plan,develop
Site challenges(stormwater, opportunities for schedule/cost savings and ensure efficient transition from
soils,sloped terrain) design to construction
Identify long-lead items early and develop procurement strategies that include
Procurement early release packages, local sourcing alternatives and contingency planning;
historical data from similar and recent projects and input from our Strategic
Supply Chain group will inform accurate lead time tracking
D. Quality Control and Implementation to align project expectations will give us a strong
foundation when planning with trade partners.As
We understand that the City is seeking a new facility a result of early coordination our project team can
that is designed and constructed to stand the test of emphasize the level of safety for your end users;their
time.With this goal in mind,our approach to quality safety is assured when we meet designed tolerances
will involve the entire team and emphasize durability and outline the installation sequence of tamper-proof
and long-term value.We will develop a tailored Project assemblies in security critical areas.
Quality Plan (POP)that aligns with the City and SEAS
quality standards.This POP will outline the tools and Procurement
procedures necessary for maintaining quality, including Setting quality expectations and standards with
risk mitigation plans and best practices from similar subcontractors during procurement is critical.To convey
projects. Key quality activities from preconstruction our expectations,we will:
through closeout are detailed below: • Inform bidding firms of quality standards
Preconstruction • Review contract documents to ensure all elements
During preconstruction,constructability reviews will of the approved quality plans are included in
be ongoing and deliberate.We will focus on ensuring subcontracts and purchase orders
•
documents are coordinated and free of conflicts, Communicate specified quality expectations for
quality expectations are clearly defined,the work is each subcontract in a specific POP exhibit
•
constructable,and the documents properly convey Perform vendor shop visits to ensure product is
the design to subcontractors,fabricators and trade meeting jobsite specifications prior to shipping;
personnel. Early coordination with the City and Otak involve the project team in all shop visits
City of Tigard I Police and Public Works Facility 27
Construction • First-install inspections will be performed for all
As physical work is installed,we implement specific scopes identified in the POP
measures to achieve the project's quality expectations • Trade partners create and submit POPs for their
and avoid shortcomings. Key activities include: scopes and identify the highest-risk tasks, mitigation
• Use Bluebeam to conduct constructability reviews plans,tight tolerances and if any deferred submittal
at each design phase,capturing,sharing and permits will be required
•
tracking all comments to closure;export comments Create a formal,thorough and project-specific
to Excel for tracking and resolution commissioning plan early
•
• Work with SEA and engage an envelope consultant Capture weekly 360-degree photos of in-place
familiar with the scope, material and details of construction, including wall and ceiling rough-
each building's fagade ins before they are covered, using software with
• Use established library of customizable checklists augmented reality to view what's behind the walls
within Procore to perform quality checks; ability to using the photos taken during rough-in
•
upload photographs to evaluate quality risks and Continuously inspect trade partners'work and
mitigation plans identified in the POP collaboratively perform periodic inspections for
• Hold pre-installation conferences with trade compliance with drawings and specifications; issue
partners,the City,Otak and SEA to review current observation reports to correct any issues
jobsite conditions and scopes of work to implement Closeout
effective mitigation plans from identified quality Our quality assurance continues from preconstruction
risk until after we turn over the keys to the City.We manage
• Engage the Public Works and Police Department quality control at project closeout by:
end users with site visits to review construction • Tracking and timely completing the punchlist
progress and understand future operations, • Providing comprehensive operation and
maintenance and coordination for proper fit of maintenance manuals
equipment • Providing accurate as-built drawings
• Engage trade partners to develop mock-ups for • Documenting end user training for all building
complete assembly analysis,detail modifications systems and features
and fabrication for review by Skanska,the City,
Otak and SEA
CASE STUDY
Enhancing Quality with Exterior
Mock-ups at Beaverton High School
On our Beaverton High School project,we
completed mock-ups of the exterior wall system
prior to the start of construction.Skanska,the
design team and Beaverton School District ;v
reviewed each phase of the mock-up construction .{ " ' "'
process and made minor changes for greater long -:.�:;
term life-cycle and geometry coordination related -
to material build-up. .41
Successes included: A ,.
• Mitigated weather delays with the installation of �? `
a weather barrier � 7
• Mitigated long-lead times for exterior materials
• Increased quality
• Coordinated shop drawings
City of Tigard I Police and Public Works Facility 28
E. Safety Program Prequalification
To bid on a Skanska project,all subcontractors must
Safety Above All prequalify by meeting the following safety requirements:
Our goal is simple—our jobsites will be injury free • A comprehensive safety program
for everyone who comes onto them.We will take • An active safety training program
every measure to ensure the safety of your end • An EMR under 1.0
users,surrounding community and our workers while • Zero fatalities in previous three years
constructing the Police and Public Works Facility. • Zero serious OSHA citations in previous three years
Our approach to safety,called Injury-Free
Environment(IFE®)centers on a single,simple Training
belief that every injury can and should be Subcontractor supervisors and workers on our jobsites
prevented.Everyone on our projects,from participate in Toolbox Talks, monthly Project Safety
craftworkers to clients, have ownership of the Leadership Team meetings,Crew Reviews and 'Five
safety program and are held accountable for its Worker' lunches.Courses are led by specially-trained
implementation.The core principles of our IFE members of the Skanska project team and focus on
philosophy are: three main skills:
• All incidents and injuries are preventable 1. Assigning injury-free work
• Injury-free operations are possible 2. Recognizing and reinforcing safe work
• Safety awareness is personalized every day 3. Constructively correcting at-risk work
• Each worker is empowered and accountable to Company EMR Safety Record
stop any unsafe act or condition on the jobsite Our commitment to safety is reflected in our outstanding
Disciplinary Program EMR rating,as outlined below:
Any fall from over six feet without proper planning
and safety equipment may result in suspension or Year EMR
termination.Additionally,we enforce a three-strikes
policy for repeated safety violations.
2024 0.68
Safety Excellence Begins with Thorough Planning
Prior to starting construction,we will collaborate with 2023 0.83
the City to develop a site-specific safety manual,
which will address every aspect of both system and 2022 0.55
human-based safety.This comprehensive manual
is designed to aid project teams in managing safety
and delivering our goal of IFE.
Pm-
At a minimum,the safety manual will include policies
and procedures for the following: - -- - -
• Daily Hazard Analysis(DHA) ' -
• Construction Work Plans (CWP) p ► ��, �', •},� -r . E.-� i',.`" r A. y .:e 1' `
• Emergency and evacuation planning and drills '" - �" ;:'. - + et : I' 1 .''' - ' s=
• Safety inspections, interviews and audits
'4 � r. • Y �• ��' w
• Safety incentives and recognition ,o /'+
• Project safety committee that includes trades i !�';, y.�'1 .-
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• Environmental monitoring I r -sv . is F
Subcontractor Management 4., il& �
We actively foster an environment in which all 'Il e ��);
workers take care of one another and speak up I ` - 1".---0 ,�
about safety. ‘ I, ^--
Team lunch at the Portland International Airport during
Construction Safety Week
City of Tigard I Police and Public Works Facility 29
6 Fee Proposal
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City of Tigard I Police and Public Works Facility 30
A Appendix
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ATTACHMENT A
PROPOSAL CERTIFICATIONS
The Contractor agrees not to discriminate against any client, employee or applicant for employment or for
services,because of race, color,religion, sex,national origin,handicap or age with regard to,but not limited
to,the following:employment upgrading,demotion or transfer;recruitment or recruitment advertising;layoffs
or termination;rates of pay or other forms of compensation;selection for training;rendition of services.It is
further understood that any Contractor who is in violation of this clause will be barred from receiving awards
of any contract from the City, unless a satisfactory showing is made that discriminatory practices have
terminated and that a recurrence of such acts is unlikely. n ��
Agreed by: Joe Schneider,Senior Vice President-Account Manager c 0,Q
Contractor Name: Skanska USA Building Inc.
*****************************************
Resident Certificate
Please Check One:
® Resident Contractor: Contractor has paid unemployment taxes and income taxes in this state during
the last twelve calendar months immediately preceding the submission of this proposal.
Or
U Non-resident Contractor: Contractor does not qualify under requirement stated above.
(Please specify your state of residence:
Officer's signature:
Type or print officer's name: Joe Schneider,Senior Vice President-Account Manager
Page 19
City of Tigard I Police and Public Works Facility xxx
ATTACHMENT B
PROPOSAL FORM
RFP 2025-20 Police and Public Works Facility—General Contractor CM/CG
The Contractor named below submits this proposal in response to the Request for Proposals (RFP) for the
contract named above and warrants that the Contractor has carefully reviewed the RFP and that this proposal
represents the Contractor's full response to the requirements described in the RFP.
The Contractor further warrants that if this proposal is accepted, the Contractor agrees to all terms and
conditions found in the sample contract (Attachment C), and will provide all necessary labor, materials,
equipment,and other means required to complete the work in accordance with the requirements of the RFP
and contract documents.The Contractor hereby acknowledges the requirement to carry or indicates the ability
to obtain the insurance required in the sample contract.
Indicate in the affirmative by initialing here: -IS
The Contractor certifies that the proposal has been arrived at independently and has been submitted without
any collusion designed to limit competition.
The Contractor hereby acknowledges receipt of Addendum Nos. 1 , 2 , 3 ,_, to this RFP.
Name of Contractor: Skanska USA Building Inc.
Business Address: 1010 NW Flanders St.,Suite 500
Telephone Number: 503.703.8059
Fax Number:
Email Address: e.schneider@skanska.com
Authorized Signature:
Printed/Typed Name: e Schneider
Title: Senior Vice President-Account Manager
Date: June 25, 2025
Page 20
City of Tigard I Police and Public Works Facility mod
,, am
Joe Schneider, LEED AP, DBIA
I
Senior Vice President -Account Manager
RELEVANT PROJECT EXPERIENCE
rillIN Client City of Beaverton
- Project Public SafetyCenter
0
Cost $38.9 million
1.■��� Duration Aug 2019-Aug 2020
36 Years of Experience -; Reference Eric Oathes, (retired) Captain,
24 Years with Skanska ._ _ -.. __• ...-:it a— - Beaverton Police Department,
s` — 503.526.2289
Education
72,000-SF,three-story public safety center for the Beaverton Police
University of Oregon, M.Arch. Department and Emergency Management Operations.The new structural
Virginia Tech, B.S., Civil steel-framed building with CLT decking features office spaces,conference
Engineering and multi-purpose rooms, holding cells, interview rooms and locker rooms.
Work History
• Skanska 2001-present ,,o,,�i����i << �4, Client Port of Portland, Portland
• Whiting Turner 1999-2001 ��, � ., " r :' International Airport
• JE Dunn 1993- 1999 �° •�!!!ii Ihll ��i{` Project Terminal Core Redevelopment
,►il
Trainings/Certifications •
sr. "� Cost $1.7 billion
• Duration Apr 2019-Feb 2026 (ongoing)
• Design-Build Institute of - ' Y,+ .i:"h Reference Vince Granato, Port of
America (DBIA) Certified . Portland Chief Projects Officer,
• LEED AP
503.939.0478
• OSHA 30-hour Safety Training 860,000-SF airport modernization, including renovation and expansion of
Role and Responsibilities the terminal, new mass timber terminal roof structure, reconstruction of
concourse B,and seismic resiliency upgrades and replacement of aging
Joe will lead the executive review systems and infrastructure.The project structure has CLT and Glulam-
process of the project and will beam components.
have direct responsibility for
our contracted services. He
will support the project team Client TriMet
by providing resources from .- - . ._ •
Skanska as needed,and will � "` " Project Merlo Fuel and Wash
review all contracts,estimates -•-:— Cost $9.6 million
and schedules submitted. .::: r
. - Duration February 2010-February 2011
He will commit any and all ' ,_.i_ #i 7 ' -_ _ Reference Dan Sosnovske, Resident
Skanska resources necessary I, pii .„'e
to successfully achieve the - ;n I% .7ku Engineer,503.432.5919
goals of the project. He will also
''• Elie.ALA LAE
ensure Skanska's commitments 27,000-SF design-build project that encompassed a new,23,000-SF fuel
are achieved to the owner's and washing facility for the TriMet bus fleet,as well as a new,4,000-SF
satisfaction. administration building for the LIFT Paratransit Program.The project also
included extensive site improvements.
City of Tigard I Police and Public Works Faciliti
sNarciso Figueroa
` 9
Project Executive
'." RELEVANT PROJECT EXPERIENCE
\,, — / II.
/ Client Port of Portland, Portland
.1‘,, ,
International Airport
I • Project Terminal Balancing Concourse
E Extension
28 Years of Experience - r Cost $188 million
28 Years with Skanska = Duration Jan 2016-Jul 2020
—`. Reference Dan Gilkison, Port of Portland,
Education Project Manager, 503.970.4922
Oregon State University Multi-phased expansion and rebalancing,adding a new concourse with
B.S., Construction Management, boarding gates, boarding bridges, improved airline operation spaces
minor is Business Administrations and extended an existing MEP tunnel for utilities.Scope also included
new baggage make-up devices and conveyors for baggage routing and
Work History relocating of several airlines within the active ticketing lobby.The project
• Skanska 1997- present achieved LEED Gold Certification and 22 percent diverse participation.
Trainings/Certifications V�\ � ��Ea`1111fUlffr!IUF1'/ITUY'',
��� � „, ���; Ilfli,l,,,,,,� ' l Client Port of Portland, Portland
• American Society for Health �,Nw ?1�'l<<, ,'G • ,a I',i •,,,i" International Airport
Care Engineering (ASHE) 1' , 1010011111111111014'• � .f Project Terminal Core Redevelopment
Health Care Construction 0 .
Certificate (HCC) Cost $1.7 billion
• OSHA 10 _ ___ • a.. Duration Apr 2019-Feb 2026 (ongoing)
. Reference Vince Granato, Port of
Role and Responsibilities Y- e��%II Portland Chief Projects Officer,
Narciso provides direct 503.939.0478
management oversight for 860,000-SF airport modernization, including renovation and expansion of
the project team. He provides the terminal, new mass timber terminal roof structure, reconstruction of
continuity from preconstruction concourse B, and seismic resiliency upgrades and replacement of aging
through the entire construction systems and infrastructure.The project structure has CLT and Glulam-
phase and ensures the beam components.
appropriate resources are
available for the project. He takes 110_ Client Oregon Health and Science
an active role in key milestone University
events in preconstruction, Y-
including the partnering • '• Project OHEP Inpatient Addition (IPA)
session, GMP development,VE, Cost $553 million
constructability and schedule Duration Jan 2022-Dec 2025(ongoing)
reviews. Narciso oversees W. Reference Naomi Mathaba, Director
construction and leverages his - .
. __ _= - of Design and Construction,
experience and expertise to - 971.313.1606
ensure the project remains on
schedule and within budget. 533,000-SF, 14-story hospital expansion executed within a collaborative
project delivery model.The new tower has three levels of parking,one level
of ground-floor retail space and six levels of patient floors, including shell
space for future expansion.
City of Tigard I Police and Public Works Facilit
_ Matt Richardson
Lead Estimator
/
RELEVANT PROJECT EXPERIENCE
.•,�
9 Client Oregon Health and Science
•
"� University
A . ' Project Casey Eye Institute Elks
` � Children's Eye Clinic
19 Years of Experience g -'i Cost $42 million
9 Years with SkanskaI-6 op/ 1
Duration Aug 2018- Nov 2020
Reference Naomi Mathaba, Director
Education of Design and Construction,
Oregon State University 971.313.1606
B.S., Business Administration, 60,000-SF,five-story addition providing clinical space for genetics,
Management Option, Minor in pediatrics and retina departments and connected to the existing building
Engineering via an elevated bridge. Public spaces include a cafeteria and an outdoor
plaza at the ground level.The building is LEED Gold certified.
Work History
• Skanska 2016- present t;;07�1� I' ' ;'',//yf
„i0 0�, i I ,,,f Client Port of Portland, Portland
• McCarthy Building 2008 -2016 �'"` , ,,,1i r� , ; International Airport
• Kiewit 2006-2008 T •llm *IOW '� 1 j Project Terminal Core Redevelopment
,OIIIIII Ili i ,--
Trainings/Certifications Cost $1.7 billion
- - .G Duration Apr 2019-Feb 2026 (ongoing)
• Department of Health Care F: '4•i,.,;
Access and Information (HCAI) cif'' r ` I , Reference Vince Granato, Port of
• OSHA CPR and First Aid f Portland Chief Projects Officer,
503.939.0478
Training
860,000-SF airport modernization, including renovation and expansion of
Role and Responsibilities the terminal, new mass timber terminal roof structure, reconstruction of
Matt is responsible for cost concourse B,and seismic resiliency upgrades and replacement of aging
estimating, GMP development systems and infrastructure.The project structure has CLT and Glulam-
and managing the target value beam components.
design. He is supported by a
staff of architectural,structural, _ _ __ Client Oregon Health and Science
civil, mechanical and electrical - University
estimators available to support ,
the preconstruction effort. Matt Ir Project OHEP Inpatient Addition (IPA)
works with Narciso, Lindsey Cost $553 million
and Jason to develop bid Duration Jan 2022-Dec 2025(ongoing)
packages and determine best W. Reference Naomi Mathaba, Director
value recommendations as well \ .
as review constructability,site - of Design and Construction,
971.313.1606
utilization and scheduling.
533,000-SF, 14-story hospital expansion executed within a collaborative
project delivery model.The new tower has three levels of parking,one level
of ground-floor retail space and six levels of patient floors, including shell
space for future expansion.
City of Tigard I Police and Public Works Facilit
Lindsey Davis
O _ . , � Senior Project Manager
RELEVANT PROJECT EXPERIENCE
_ - Client City of Beaverton\\
, / lki Project Public Safety Center
I Noma Cost $38.9 million
- _ Duration Aug 2019-Aug 2020
11 Years of Experience t';,, ::_ = Reference Eric Oathes, (retired) Captain,
11 Years with Skanska •- -if-9- Beaverton Police Department,
503.526.2289
Education
72,000-SF,three-story public safety center for the Beaverton Police
University of Southern California Department and Emergency Management Operations.The new structural
B.S., Civil Engineering steel-framed building with CLT decking features office spaces,conference
University of Southern California and multi-purpose rooms, holding cells, interview rooms and locker rooms.
M.S., Engineering Management
`'' % �\`� 1 " 11�all �, 'ill ; Client Port of Portland, Portland
Work History ,,��t ill , `i;.fi;
�� i "�'�� ,,,�';'f+�t,lr' International Airport
Ij ,
• Skanska 2015-present T 1!I.�,lil llhlll�hl"hlmNll ��h�ll�lll � 1 - Project Terminal Core Redevelopment
Trainings/Certifications Cost $1.7 billion
:. r- Duration Apr 2019-Feb 2026 (ongoing)
• Construction Management in 0,; * + tir s. $�,�i • 1•-'' Reference Dan Gilkison, Port of Portland,
Training (CMIT) -\. :�
Project Manager,503.970.4922
• Green Sticker Program Mental -
Health First Aid Training
860,000-SF airport modernization, including renovation and expansion of
• OSHA 30-hour Safety Training the terminal, new mass timber terminal roof structure, reconstruction of
• OSHA HAZWOPER 40 concourse B,and seismic resiliency upgrades and replacement of aging
systems and infrastructure.The project structure has CLT and Glulam-
Role and Responsibilities beam components.
Lindsey will serve as your
day-to-day contact through Ir - i Client Bonneville Power
preconstruction and construction. • , Administration
During preconstruction, k..1` ��21,' Project Ross Maintenance
Lindsey will help develop bid ����`• • Headquarters
packages, provide best value
and constructability review .4,, Cost $22 million
_ �. t " Duration Jun 2016-Nov 2017
recommendations,assemble E..: ::: •
the GMP and bid out the project. ,, Reference Jon Malmberg PE,
During construction, Lindsey will Construction Manager,
be on site full time and will work 360.619.6325
closely with Narciso and Jason to
ensure the work progresses safely 40,000-SF maintenance facility with a 16,000-SF pre-engineered metal
and on schedule. building (PEMB) for administrative purposes and a 24,000-SF PEMB
high-bay maintenance shop.The project included eight acres of site
development, including creating new entries and widening a public
roadway.The building has a net-zero energy design and achieved LEED®
Gold certification.
City of Tigard I Police and Public Works Facility room
(11111)
.. Jason Koski
Senior Superintendent
RELEVANT PROJECT EXPERIENCE
r
��C1��i1� 1� f '�"�/4 77' Client Port of Portland, Portland
International��iilll` III I ��i�ni II �.
j �r;- International Airport
` - l'), , Project Terminal Core Redevelopment
- f .. Cost $1.7 Billion
34 Years of Experience ".. Duration Apr 2019-Feb 2026 (ongoing)
34 Years with Skanska t + ``r fi'.' � .*- ., Reference Vince Granato, Port of Portland
I! Chief Projects Officer,
Education 503.939.0478
High school graduate 860,000-SF airport modernization, including renovation and expansion of
the terminal, new mass timber terminal roof structure, reconstruction of
Work History concourse B, and seismic resiliency upgrades and replacement of aging
• Skanska 1991- present systems and infrastructure.The project structure has CLT and Glulam-
beam components.
Trainings/Certifications
• OSHA 30-hour Safety Training \\I Client Portland State University
Role and Responsibilities r I I ) ) _ _ - Project School of Business-Karl Miller
i Center
Jason is located onsite full Cost $50.2 Million
time during the construction
phase and responsible for _ -- • Duration May 2015-Oct 2017
' "'"�� : 5
onsite activities. He supervises, - Reference Quinn Soifer, Director, Capital
- i - p
sequences, coordinates and Projects and Construction,
monitors all work to ensure that 503.725.4316
it is completed to the highest 147,800-SF renovation and expansion of the existing building,adding
quality standards.Jason classrooms, offices,student break-out rooms,a new 36,000-SF pavilion,
manages the day-to-day efforts retail space and a five-story,glazed atrium with informal meeting areas,
of the subcontractor field staff classrooms and more.The facility is LEED° Platinum certified.
to include all subcontractor
meetings and pre-task planning.
During preconstruction, he Client TriMet
provides input and direction in the • •- ---
constructability reviews, logistics v I:.:-'x ''- Project Merlo Fuel and Wash
and safety planning.Jason y----: Cost $9.6 million
ensures the jobsite is safe, clean . .. Duration February 2010-February 2011
and secure. .i_ ' 's__ - Reference Dan Sosnovske, Resident
; ua Engineer,503.432.5919
AA i
'
27,000-SF design-build project that encompassed a new,23,000-SF fuel
and washing facility for the TriMet bus fleet,as well as a new,4,000-SF
administration building for the LIFT Paratransit Program.The project also
included extensive site improvements.
City of Tigard I Police and Public Works Facility mod
Sunny Lewis
Senior Project Engineer
RELEVANT PROJECT EXPERIENCE
Ihi\\ Client City of Beaverton
Project Public Safety Center
��.■,��� Cost $38.9 million
- - Duration Aug 2019-Aug 2020
7 Years of Experience Reference Eric Oathes, (retired) Captain,
7 Years with Skanska n4:4- -- - Beaverton Police Department,
503.526.2289
Education
72,000-SF,three-story public safety center for the Beaverton Police
Oregon State University Department and Emergency Management Operations.The new structural
M.S.,Civil Engineering steel-framed building with CLT decking features office spaces,conference
University of Puget Sound and multi-purpose rooms, holding cells, interview rooms and locker rooms.
B.S., Chemistry
I'f r
Work History ���� <;� � �1 Y94ll ilUl��l J �� Client Port of Portland, Portland
,r�� ��� r �„r� + •,,,�,'��is ' % International Airport
• Skanska 2018-present 4 j`l�1�hu����iti�,is�.,���r�i3Oilrtllliil��(i!��1�����
Project Terminal Core Redevelopment
Trainings/Certifications _ � f, Cost $1.7 billion
4.110.
• OSHA CPR and First Aid •• .; Duration Apr 2019-Feb 2026 (ongoing)
Training � ., 'i�:' w-'' Reference Vince Granato, Port of Portland
• OSHA 30-hour Safety Training !•4 Chief Projects Officer,
503.939.0478
Role and Responsibilities
860,000-SF airport modernization, including renovation and expansion of
Sunny is responsible for contracts, the terminal, new mass timber terminal roof structure, reconstruction of
submittals, RFIs and change concourse B,and seismic resiliency upgrades and replacement of aging
orders.She assists Lindsey with systems and infrastructure.The project structure has CLT and Glulam-
bid packages, procurement, beam components.
schedule reporting, cost reporting
and permitting.Sunny tracks and
inspects material deliveries and
assists with project status reports
and meetings.
City of Tigard I Police and Public Works Facility ma
Kathryn Prus, ASP
Safety Lead
r f i RELEVANT PROJECT EXPERIENCE
tild
fi;
\. Client City of Beaverton
, 1 , .
, Project Public Safety Center
' A 1i.■w Cost $38.9 million
- _ Duration Aug 2019-Aug 2020
18 Years of Experience t';,, - Reference Eric Oathes, (retired) Captain,
8 Years with Skanska � -,•- --if a— - Beaverton Police Department,
503.526.2289
Education
72,000-SF,three-story public safety center for the Beaverton Police
Embry Riddle Aeronautical Department and Emergency Management Operations.The new structural
University, B.S.,Aeronautics, steel-framed building with CLT decking features office spaces,conference
minor in aviation safety and multi-purpose rooms, holding cells, interview rooms and locker rooms.
Grossmont College,A.A., General
Education ,,,�� ,,,'$,'11 i f1611 (j J'4 Client Port of Portland, Portland
� ;,,. 1 I I JOtt::
�5
Work History !"1 �� ; i I International Airport
'1�+.!lIIII 41101 f Project Terminal Core Redevelopment
• Skanska 2017- present I X. .
• Cost $1.7 billion
• Oxy 2010-2011 � '
Duration Apr 2019-Feb 2026 (ongoing)
• General Atomics Aeronautical "'.'S+ tir' , till:"2007-2010 - .11". Reference Vince Granato, Port of Portland
Chief Projects Officer,
Trainings/Certifications 503.939.0478
• Green Sticker Program Mental 860,000-SF airport modernization, including renovation and expansion of
Health First Aid Training the terminal, new mass timber terminal roof structure, reconstruction of
• Hazardous Waste Operator concourse B, and seismic resiliency upgrades and replacement of aging
and DOT Training systems and infrastructure.The project structure has CLT and Glulam-
• Laser Safety Officer Training beam components.
• OSHA 2264
• OSHA 500 -Trainer -I_
� �- ' Client Lake Oswego School District
• OSHA CPR and First Aid , 11l f ", Project Lakeridge Middle School
Traininglfk
1! 1 r Cost $73.9 million
• OSHA HAZWOPER 40 i 1«
i .r fli
- t s " 1 Duration Dec 2018-Aug 2021
Role and Responsibilities .�`` 01, I Reference Tony Vandenburg,
-'4k - Executive Director of Project
Kathryn supports the team for all -
policy and program information a" Management,503.956.6406
necessary to administer the 138,000-SF phased replacement middle school project to accommodate
safety program.She supports 1,100 students.The first phase required demolition of the existing school,
developing and implementing construction of temporary classrooms, restrooms and gymnasium.The
the safety plan and periodically second phase involved construction of the new all-electric school.
inspecting and reporting on the
safety and environmental aspects
of the project.She works with
the team to ensure site safety,
security and cleanliness. City of Tigard I Police and Public Works Facility ma
Chris Ulloa
QA/QC Manager
RELEVANT PROJECT EXPERIENCE
N'\\‘„,0�0 " i"/"/;" Client I Port of Portland, Portland
i���� III I
/ ��`�`y International Airport
� hilm 1�1. I � Y Project Terminal Core Redevelopment
„„ )1111111111 r
Cost $1.7 billion
13 Years of Experience r• Duration Apr 2019-Feb 2026 (ongoing)
4 Years with Skanska IP tit, ' .I Reference Vince Granato, Port of
• - Portland Chief Projects Officer,
Education 503.939.0478
High school graduate 860,000-SF airport modernization, including renovation and expansion of
the terminal, new mass timber terminal roof structure, reconstruction of
Work History concourse B,and seismic resiliency upgrades and replacement of aging
• Skanska 2021-present systems and infrastructure.The project structure has CLT and Glulam-
Carr Construction Local 29 beam components.
• 2020-2021
• Terracon/Mayes Inspection Client Port of Portland, Portland
Services 2019-2020 International Airport*
• Smith Emery 2018-2019 l Project Terminal Balancing Concourse
• Advance Welding 2017-2018 E Extension
• Irwin Industries 2012-2017
Cost $188 million
• Fluor Daniels 2014-2016 ._ --- Duration Jan 2016-Jul 2020
Trainings/Certifications Reference Dan Gilkison, Port of Portland,
• AWS Certified Welding
*Completed prior to Skansko
Project Manager, 503.970.4922
Inspector Multi-phased expansion and rebalancing,adding a new concourse with
• AWS D1.1 FCAW Welder boarding gates,boarding bridges,improved airline operation spaces
• ICC License and extended an existing MEP tunnel for utilities.Scope also included
• Level 1 UT and MT Technician new baggage make-up devices and conveyors for baggage routing and
OSHA 30 relocating of several airlines within the active ticketing lobby.The project
• achieved LEED Gold Certification and 22 percent diverse participation.
Role and Responsibilities
Chris provides hands-on QA/ Client Legacy Health System
QC supervision, monitors testing _ Project Emanuel Medical Center
Niiiand inspections and ensures =:: U .
� Cost $210 million
the quality of work meets the n n a
standards established by the - _ Duration Jun 2017-Dec 2020
City of Tigard.He works with the I I Reference N/A
project team to ensure work put in
place by the trades meets quality
specifications.Chris is responsible *Completed prior to Skanska
to call in specific experts as 260,000 SF of space across four floors, including new operating rooms,
required and will have the MRI, ICU facilities and a burn unit.
authority to stop work if quality
standards are not being met.
City of Tigard I Police and Public Works Facility
Dean Lewis, PE, SE
• Director of Mass Timber and Prefabrication
RELEVANT PROJECT EXPERIENCE
Client Confidential High Tech Client
■■■r, 1 ---- _ Project Campus Modernization
•
"'.'••■■• '""1'Rx >`'r Cost Confidential
I..• ■A■.. ..,. r
_ Duration May 2018- May 2024
17 Years of Experience r > ' s Reference Gid Palmer,Senior
2 Years with Skanska Development Coordinator,
-,--, 425.703.5191
Education
Three million square feet of construction spread over 16 new buildings on
Washington State University a 72-acre site.This project targeted LEED°v4 Platinum Certification, ILFI
M.S.,Structural Engineering Zero Carbon Certification and Salmon Safe Certification.The project also
Washington State University included two hybrid mass timber building structures.
B.S., Civil Engineering
Work History Client Washington School for the
—• Skanska 2023- present t.
T: Deaf
Project Divine Academic and Hunter
• Sidewalk Labs 2021-2023
Eli'' Gymnasium
• Swinerton 2020 -2021 '` �
;. a- _ Cost _$52.8 million
• DCI Engineers 2018- 2020 4,, I , 'i!ti Duration Jun 2023-Aug 2024
Trainings/Certifications } , 1 u�' jr Reference Shauna Bilyeu, Executive
American Society of Civil Director,shauna.bilyeu@cdhl.
• wa.gov (hard of hearing,email
Engineers (ASCE) Member preferred method of contact)
Role and Responsibilities 50,527-SF academic and physical education building with a gymnasium,
Dean plans and executes which are purpose-designed to support ASL/bilingual education.
Skanska's mass timber and The buildings are steel frame, mass timber and concrete tilt-up.The
prefabrication projects across the project includes site improvements, parking,a new school entrance and
U.S. He will assist with the early landscaping.The project achieved LEED Gold certification.
design of mass timber layouts,
sourcing strategies and structural -
system selection. He will provide " Client St.Charles Health System
background on fabrication and Project Redmond Cancer Center
pricing to help teams select the 401..._
Cost $49 million
best mass timber solution, lead —_-- = Duration Jul 2024-Ongoing
the project team through the shop I�'gm"i -W■ Reference Cathy Krause, Otak Owner's
drawing process and leverage
Representative,360.906.9436
prefabrication where possible - .-: --•_
to maximize cost savings. He
will oversee the mass timber
installation,working with our 54,000-SF,two-story world-class cancer center, including a linear
onsite team to implement water accelerator to provide radiation oncology treatments, along with space
mitigation/building acclimation for chemotherapy treatments, nutrition, massage,acupuncture and other
protocols to ensure quality. support services.The project is a structural steel and mass timber.
City of Tigard I Police and Public Works Facility xi
SKANSKA
Skanska USA Building Inc.
usa.skanska.com
1010 NW Flanders St.,Suite 500
Portland,OR 97209
P:503.382.0900