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Home My WebLink About11 Robertson & Olson Construction, Inc._Redacted - .. ...1P W'.7.' "....e;e44V 4. • .. , .-, rr. * ' 6, "sir. , , •1•10\ ik is i. \� r 2� iti IIP.A TIGARD POLICE PUBLIC WORKS FACILITY CM / GC SERVICES PROPOSAL DUNE 25TH 2025 I PREPARED BY ROBERTSON & OLSON CONSTRUCTION, INC. TRANSMITTAL RE: POLICE AND PUBLIC WORKS FACILITY- RFP 2025-20 Dear Ms. McGown and Team, Robertson & Olson Construction (R&O) is excited to submit our proposal for the Tigard Police and Public Works project. We are confident in our ability to deliver as your General Contractor, fostering a collaborative partnership with the City of Tigard, Otak, and SEA. With 30 years of experience in the Pacific Northwest, R&O has built a reputation for successful projects and strong relationships with clients and local subcontractors. Our fair management, prompt payments, and team-oriented approach ensure competitive pricing and broad bid coverage. Our expertise in similar projects, like the Dwyer Creek Business Park in Camas, Washington— a 90,000+ SF multi-level building with an underground shooting range—equips us to manage materials, equipment, and construction efficiently, keeping your project on time and within budget. Our relationship-driven model makes us the ideal CM/GC partner. We kick off nearly every project with comprehensive pre-construction services, setting a collaborative tone and earning your trust from the start. We recognize you may consider larger-scale contractors, but as a local, owner-involved General Contractor, Robertson & Olson Construction (R&O) delivers unmatched service and dedication. Our lean, client-focused approach ensures exceptional quality and responsiveness. R&O is confident in our ability to demonstrate we are the optimal choice for your project. Sincerely, Matt Olson I President Robertson and Olson Construction Inc. 360.699.4724 1 MATTO@ROCONSTRUCTION.COM CONTACT PERSON: Brianna Brooks 4857 NW Lake Road #320, Camas, WA 986071 360.699.4724 1 BB@ROCONSTRUCTION.COM Statement of Acceptance: We accept the RFP's General Instructions, Conditions, and Standard Contract Provisions, including insurance requirements and the City's OOP option. This proposal is submitted in good faith, without collusion, and complies with all requirements. www.roconstruction.com PRECONSTRUCTION SERVICES PRE - CO \ STRUCTION APPROACH Robertson and Olson Construction, Inc. will bring a collaborative, proactive approach as not only a CM/GC but also a partner to the Tigard Police and Public Works Facility project. Our preconstruction services plan ensures cost-effective, constructible solutions aligned with Tigard's $150M budget and June 1, 2028, substantial completion goal. In collaboration with architects and other team members, we will assemble a cohesive construction team that will ensure the project is functionally and financially viable, constructed safely with the utmost quality. Any successful preconstruction effort must encompass not only the immediate design, estimating, value engineering, scheduling, and constructability issues typically encountered at the inception of a project, but also looks to the future and proactively plans how construction will be executed. We will implement tools designed to help the project team investigate, plan, and monitor the project. In the following pages, we address each required preconstruction service. PRE - CO \ PROJECT EXAVPLES Most of R&O's projects are negotiated, with early involvement in the design phase for preconstruction services, as seen in the VITA and River West projects. RIVERWEST For River West, R&O managed excavation for an underground parking structure at the Vancouver Waterfront, navigating the Columbia River's water table and hydrostatic uplift risks. By studying the water table, R&O timed excavation to minimize dewatering, installed shoring, and waterproofed the basement. They also addressed liquefaction with ground improvements and designed uplift anchors integrated into the improvements, saving costs that the developer redirected to enhance interior finishes. VITA For VITA, R&O overcame site constraints with an adjacent operational building and parking lot. Their preconstruction team developed a phasing plan to keep the neighboring tenant operational, ensure smooth construction, and prioritize public safety. www.roconstruction.com // 01 PRECONSTRUCTION SERVICES PRE - CO \ STRUCTION 1 . INVESTIGATION OF EXISTING CONDITIONS • Approach: Our team will conduct thorough site investigations at the 9.5-acre SW Wall Street site, coordinating with geotechnical reports to confirm conditions (e.g., groundwater constraints below 8 feet). Using our available technology including specialized drones and civil software, we'll document existing utilities and topography, ensuring design documents reflect actual conditions. • Our civil division will review all the topography, geo reports, and plans to see how we can create the required site for building. We will also perform "potholing" to confirm the actual soil conditions are as reported. • We are familiar with the City of Tigard, working in roadways, and have previously coordinated with ODOT for road work within the city and are confident that we can create a seamless process. • Deliverable: A detailed site condition report, including photos, measurements, and recommendations, shared via Smartsheet for review by the Owner, Scott Edwards Architecture and Otak CPM. • Action: We'll collaborate with the design team to incorporate findings into schematic designs, minimizing surprises during construction. • We will work to optimize site-logistics, engage with City officials pre-bid to clarify requirements and create contingency plans if needed. • We will work with our traffic control partners to create a safe and efficient plan to direct vehicle flow, create temporary roads and adjust it as needed. • Responsible:Jeff Utton & Cody Dickerson- Civil Project Management team with a combined 15 years of site analysis and civil construction experience. 2. DESIGN AND CONSTRUCTION DOCUMENT COORDINATION • Approach: As a team member, we'll participate in weekly design/OAC meetings via Microsoft Teams, On-Site, or Zoom with Otak CPM and Scott Edwards Architecture, using Bluebeam for real-time document review. • We'll verify constructability and ensure designs align with the IBC Codes and Tigard's seismic and sustainability goals, using our experience in LEED construction and being familiar with building similar structures in sensitive areas. • We utilize Procore Technologies, a project management software suite for all our projects, so everyone on the team will be able to see in real-time project photos, look up drawings, track RFIs, Submittals and Schedules. By investing in this software and training our employees on document control we can have the most up-to-date information spread across the project for ultimate success. • Deliverable: Annotated design comments and a constructability review, at the 50% and 75% design milestones. Of course, along the way if changes or ideas arise that make sense to the success of the project, we will adjust accordingly. • Action: We'll recommend design adjustments to enhance clarity and feasibility, such as optimizing structural systems for seismic resilience suggesting alternative materials for cost savings, or long lead item avoidance. • Responsible: Brian Dudley, Vice President of Construction. www.roconstruction.com // 02 PRECONSTRUCTION SERVICES PRE - CO \ STRUCTION 3. COST VALIDATION AND BUDGETING • Approach: We'll employ Target Value Design (TVD) to deliver accurate cost estimates, using historical data from regional projects and real-time market analysis to address price volatility. Our estimates will avoid excessive conservatism by leveraging local supplier relationships and working off of multiple bids for each scope. • We are proud to be a local Pacific Northwest contractor who has built relationships with our suppliers and subs throughout the region. By maintaining these relationships, we have keen insight into current material and sub-contractor trends while focusing on cost saving and sustainability goals. • Similar to other complex jobs, estimates can have hundreds of line items. Our team loops in multiple Sub-contractors as early as possible to be part of team so everything is completely covered and we can have an idea of ordering issues and pricing. • Estimates are typically produced at SD, DD and CD levels to keep track of costs as drawings develop and propose alternative solutions to design challenges to keep costs within targets. • Deliverable: Estimates will be produced at several intervals as the design evolves, 50% and 90% Design Development, and more as drawings are refined. • Action: We primarily use Bluebeam or drawing review and quantity takeoffs. We also use BIM technology and employ them for our civil takeoffs to get accurate quantities of soil, aggregates, fill materials, etc. • We closely follow all materials to be familiar with current pricing and trends to address them in real-time and price impacts to the project and work through methods to mitigate those impacts as much as possible. • Responsible:Josh Eubank, Lead Estimator 4. CONSTRUCTABILITY & SAFETY • Approach: We'll perform constructability reviews at each design phase, assisting the partners and team in identifying safe work practices and compliance with OSHA and BOLT standards, aligned with our Company Safety Culture and our WA L&I START Program participation. • Deliverable: Constructability feedback highlighting safety and feasibility issues, shared with the design team. • Action: We'll recommend safe construction methods to reduce on-site risks. • Responsible: Ted Everhart, Safety Director At R&O we take Safety seriously. It's a culture- we even have implemented the "I AM SAFETY" Initiative, spearheaded by Ted Everhart which embeds safety as the top priority across all operations. Safety Achievements: • Washington L&Is START Program 4-time recognition, which is a state record. • We are currently pursuing the Oregon equivalent: OR-OSHA "SHARP" Certification. Safety Metrics: DART Rate 1.5, TRC Rate 1.5, MOD Rate 0.67 www.roconstruction.com // 03 PRECONSTRUCTION SERVICES PRE - CO \ STRUCTION 5. VALUE ENGINEERING • Approach: Our VE process focuses on lifecycle cost savings, such as selecting energy- efficient MEP systems compliant with Oregon's Green Energy Technology requirements. At Robertson and Olson, for most of the projects we build we are involved from the very start of the process. This helps us go through several scenarios with clients and architects to help determine the most cost-effective path that meets the clients' needs. Every estimate will also have a detailed VE log of options/changes that can be selected to reduce, typically without any effect to the overall aesthetic or functionality of the project. As the project develops, we continue to bring ideas to help VE costs until the final design is completed. • Deliverable: VE proposals with cost-benefit analyses, submitted at design milestones. • Detailed cost estimates at schematic design, design development, and 75% construction documents, reconciled with Otak CPM's estimates via Smartsheet. • Action: If estimates exceed the budget, we'll propose value engineering options (e.g., alternative materials) to align costs. We are familiar with doing this and have been able to almost instantly spot areas of savings from the start. Our public works job with the City of Vancouver had multiple areas of savings, just from looking at the structural and concrete components. • If you look at the attached previous VE spreadsheet on a project we completed, we were able to spot many areas of savings, and then we let the team decide how they want to capture those savings to achieve the design goal. • Responsible:Josh Eubank, Lead Estimator 6. SCHEDULING AND LONG LEAD PROCUREMENT • Approach: R&O has two full time master schedulers that focus on building our construction schedules as well as maintain them weekly with the superintendents throughout construction. This allows our superintendents to spend more time in the field focusing on the field related tasks. Like our estimates, our schedules are several hundred-line items long incorporating all aspects of the project. Our schedulers have an internal library of completed schedules allowing us to build an accurate schedule based on historical information. This "second set of eyes" on the project schedule assures accuracy of in-field progress. • We'll develop a Critical Path Method (CPM) schedule using MS Project, identifying long- lead items (e.g., steel or HVAC equipment) for early procurement. • Schedulers also pull from historical job experience so we can build an accurate schedule and keep it updated including all aspects of the project. • Deliverable: A preliminary schedule with procurement milestones, updated weekly onsite with the team. • Action: We'll expedite procurement to meet the June 2028 deadline, coordinating with suppliers. • Responsible: Dennis Frye and Gavin Case our team of schedulers. www.roconstruction.com // 04 PRECONSTRUCTION SERVICES PRE - CO \ STRUCTION 7. PHASING AND SEQUENCING • Approach: We'll propose a phased construction plan to minimize disruptions to SW Wall Street businesses, starting with site work and utilities while maintaining public access, similar to our approach on our other projects with traffic impacts and tight schedules. Doing things like scheduling road closures or delays only when neccessary, and being mindful of the community impact is just one example of proper sequencing and looking ahead to the next phase and how it may be impacted. We pride ourselves in efficiency of our projects. • Deliverable: A phasing plan with annotated site logistics diagrams. • Action: We'll refine phasing with the city and design team to optimize efficiency. • Responsible: Todd Howem, Senior Superintendent and Dennis Schmid, VP Construction 8. SITE LOGISTICS • Approach: We'll develop a logistics plan addressing traffic management, fencing, and staging areas, considering the site's industrial zoning and proximity to wetlands and overall job safety. • Deliverable: A site logistics plan with safety and access protocols. • Action: We'll implement signage and coordinate with Tigard for public notifications. Todd and his team are known for their site organization and cleanliness to maximize work-flow and sub-management. • Responsible: Todd Howem, Senior Superintendent 9. SUBCONTRACT PLAN & MWESB/LOCAL SUB USAGE • Approach: We'll engage local and COBID-certified subcontractors, leveraging our relationships. Our outreach includes pre-bid workshops to maximize participation, aligning with Tigard's CEP goals and our community focus. • Deliverable: A subcontract plan with COBID goals & workshop structure/ideas • Action: We'll solicit competitive bids, ensuring transparency and City approval for subcontract awards. Hosted workshops will promote MWESB participation, unlike larger competitors lacking local, minority-owned status. • Responsible: Brian Dudley, Vice President of Construction &Josh Eubank, Lead Estimator 10. COST ESTIMATING METHODOLOGY • Approach: Our estimates use a combination of BIM-based quantity takeoffs and local market data, tracked via Smartsheet for transparency • Deliverable: Detailed cost reports with line-item breakdowns, reconciled with the City's budget. • Action: We'll adjust estimates to stay within the GMP, notifying the city of variances immediately. • Responsible: Brian Dudley, Vice President of Construction &Josh Eubank, Lead Estimator www.roconstruction.com // 05 PRECONSTRUCTION SERVICES PRE - CO \ STRUCTION CONCLUSION TEAM MEMBER INPUT Our Owner Matt, General Superintendent/ VP of Field Operations Dennis and our Senior Superintendent Todd are builders; they understand what details will and will not work. We will coordinate efforts within our in-house resources and the local subcontracting partners through shoulder-to-shoulder work sessions to provide the design team with instant builder feedback as details are refined and finalized. Easily constructible buildings result in lower construction costs. We treat each project as if we were building it for ourselves, ensuring the final product is one we can be proud of and one that earns us a long-term relationship with the Client and Design/Management Team. EXPEDITED METHODS Materials have been increasingly difficult to obtain over the last several years. Similar to the Terminal 1 project, R&O will meet each month with multiple selected subcontractors to ensure materials are being ordered in time to meet the installation schedule with lead times taken into account. Subcontractors will be required to provide documentation that materials are being ordered in the form of purchase orders or invoice copies. Different subcontractors will be selected each month to cover all scopes, and subcontractors with critical materials are requested to return again and provide updates to the team. Timeliness of submittals is equally important. R&O will bring in an additional project engineer upfront to help with processing of submittals so that materials are approved quickly and released for fabrication. R&O may seek Early Work Authorizations from the City on critical items such as switchgear, transformers, elevators, etc. prior to the GMP being finalized in order release materials. If needed, R&O will partner with the City, SEA and Otak to locate a warehouse offsite to store procured material should the subcontractors/suppliers not have sufficient space to house their stored materials During the difficult and uncertain time of COVID, we successfully sourced materials, stored them when needed and did what it took to get the job done. www.roconstruction.com // 06 KEY ISSUES & MGMT KEY ISSUES & RISK VANAG E IV E NT KEY ISSUES Seismic Design: The facility must withstand a major earthquake. We'll collaborate with Scott Edwards Architecture to ensure seismic compliance, drawing on our experience with multiple large projects, many with sensitive site conditions, such as the Vancouver Waterfront projects where we had to be strategic and properly work with the rising water tables and constraints Budget Constraints: Rising construction costs & the uncertainty of tariffs require proactive VE and market analysis. We can work with the client, architect and team of subs and suppliers to ensure we are getting the best value for the project. Site Constraints: Groundwater issues below 8 feet and nearby wetlands demand careful excavation and environmental planning. E have experience with working in these site conditions, such as our Waterfront and Riverfront work, and knowing the ins and outs of the civil side of the construction with our Civil Division and the value and tools they add. Public Disruption: Construction on SW Wall Street may impact local businesses and traffic. We can make the impacts as minimal as possible by using proper coordination, and getting traffic control and scheduling in place to predict and intercept impacts as needed. Timeline: The city has a strict timeline, with an estimated completion of June 2028. We can achieve this goal by staying ahead of schedule on ordering long lead items, getting creative and resourceful if a material or product is back ordered. We've gone to great lengths to even get an inside view to shipping container locations to ensure delivery. RISK MANAGEMENT Seismic: Conduct early structural reviews with engineers to validate designs. Budget: Use TVD and real-time cost tracking to stay within budget; Manage tariffs if applicable Site: Implement shallow excavation techniques and wetland protection measures, per geotechnical reports. Disruption: Deploy clear signage, traffic management plans, and community updates to minimize impact. Timeline: Keep the pulse of the suppliers and get a jump start on ordering long lead items, using our experience of sourcing hard to find materials during COVID. www.roconstruction.com // 07 SEQUENCE & PHASING WORK SEQUE \ CING & PHASING PHASING In order to work cooperatively with all of the local businesses and traffic we do our best to stay inside the project property lines and keep public access open. In the event that we will need to close the road or access to a business we make sure to contact all businesses affected and place signage to inform the public of what changes will be made. Making sure we have a city approved traffic control plan is key when closing roads or lanes. Traffic control plans will include when the closure will occur, what signage will be used, how many flaggers if any are needed and a detoured route if needed. All closure will be scheduled with the work durations to ensure access is closed for as short as possible. To ensure wetlands are disrupted as little as possible an erosion control plan will be set in place. This will include silt fence to ensure no sediment erosion will alter the wetlands. All storm catch basins will also be protected with drain filter inserts. PLAN Phase 1: Site preparation and utilities (Q3 2026), maintaining access to SW Wall Street. Phase 2: Foundation and structural work (Q4 2026-Q2 2027), with temporary fencing. Phase 3: Building construction and fit-out (Q3 2027-Q2 2028), prioritizing critical areas like police operations. Process: We'll use Pull Planning (Appendix C) with the City, design team, and subcontractors to align deliverables and schedules, ensuring operational continuity for nearby businesses and wetlands protection, as executed on the VITA project. Deliverable: A detailed phasing plan with logistics diagrams, updated via Smartsheet. RISK MANAGEMENT Seismic: Conduct early structural reviews with engineers to validate designs. Budget: Use TVD and real-time cost tracking to stay within the $150M GMP. Site: Implement shallow excavation techniques and wetland protection measures, per geotechnical reports. Disruption: Deploy clear signage, traffic management plans, and community updates to minimize impact. Timeline: Keep the pulse of the suppliers and get a jump start on ordering long lead items, using our experience of sourcing hard to find materials during COVID. www.roconstruction.com // 08 FAST-TRACK PROJECT MGMT FAST - TRACK PROJECT VANAG E IV E NT APPROACH For projects with a hard deadline, we must schedule it accordingly. If there is a task that may not meet the deadline we must look into scheduling more shifts in the day or adding days to the work week. To meet the immovable June 1st, 2028 deadline for project completion, we will: • Use CPM scheduling to prioritize critical milestones. • Procure long-lead items early (e.g., MEP systems or specialty materials). • Conduct weekly schedule reviews with Otak CPM to address delays proactively. • Employ lean construction techniques to eliminate waste • Deliverable: A dynamic CPM schedule. E . STAKEHOLDER & COMMUNITY ENGAGEVENT APPROACH We will foster open communication through: • Weekly progress meetings with the City, Otak CPM, and Scott Edwards Architecture, using Bluebeam and Pro Core software for transparency. • Public outreach events (e.g., site tours, per Tigard's CEP goals) to engage residents and promote the "Building a Better Tigard" campaign, building on our community engagement. • Regular updates via Tigard's website and social media, detailing construction activities and safety measures; collaboration on Instagram, Facebook & Linkedln to ensure exposure • MWESB workshops to maximize local subcontractor participation, aligning with OAR 137- 046-0200. • Deliverable: A communication plan with schedules for public updates and CEP reports. Robertson and Olson Construction, Inc.'s local presence and project experience ensure responsive, community focused engagement, delivering a facility that enhances Tigard's resilience and safety. www.roconstruction.com // 09 PERSONNEL & ORGANIZATION PROPOSED PERSONNEL & PROJECT ORGANIZATION Robertson and Olson Construction, Inc. proposes a lean, experienced team to deliver the Tigard Police and Public Works Facility, ensuring hands-on leadership and local expertise from our Camas, WA, office. Our key staff will collaborate with Otak CPM, Scott Edwards Architecture, and the City of Tigard to meet project goals. Below is our project organization chart and key roles: Role Name Duties and Responsibilities Oversees project, authorizes Company President Matt L. Olson contractual decisions, ensures resource allocation. VP. Of Construction Brian Dudley Oversees estimating, project timeline & Project Management Leads project execution, coordinates Project Manager Sam Driver with City&design team, manages budget&schedule. Construction Supervises on-site operations, Superintendent Todd Howem coordinates subcontractors, ensures safety&quality. Estimator Josh Eubank Develops cost estimates, conducts VE, tracks costs via Smartsheet. Implements safety program, conducts Safety Coordinator Ted Everhart audits, ensures OSHA/BOLI compliance. VP Of Field Ops& Oversees quality assurance, conducts Dennis Schmidt inspections, ensures compliance with Quality Control design specs. MEETTHE T EA M • •4, V 1 • H www.roconstruction.com • m 0 • sow—st+ TIME COMMITMENT & LOC. TIME COMMITMENT & WORK LOCATIONS Role Weekly Commitment Primary Work Location Company Executive 10% Camas, WA Office V.P of Construction 50% Camas, WA Office Project Manager 100% On-Site (SW Wall Street) Construction Superintendent 100% On-Site (SW Wall Street) Estimator 50% Camas, WA Office/On-Site Safety Coordinator 60% On-Site (SW Wall Street) Quality Control Manager 50% On-Site (SW Wall Street) • Design Phase: Key staff will split time between Camas and Tigard for design meetings, with on-site presence during site investigations. • Construction Phase: Project and construction managers will be on-site to oversee operations and coordinate with subcontractors. RESUMES Resumes for key staff are provided detailing education, tenure with Robertson and Olson Construction, Inc., and relevant project experience. They are attached in Appendix 1 COMPANY ORGANIZATION Robertson and Olson Construction, Inc. operates as a single entity with no subsidiaries involved in this project, ensuring streamlined decision-making and resource allocation. Our team's proximity to Tigard and experience with public works projects ensure responsive, high-quality delivery aligned with the City's goals. www.roconstruction.com // 11 COST MANAGEMENT COST MANAGEMENT COST ESTIMATING As described in our Pre-Construction section, We primarily use Bluebeam for drawing review and quantity takeoffs. We are familiar with BIM technology and employ them for our civil takeoffs to get accurate quantities of soil, aggregates, fill materials etc. We closely follow all materials to be familiar with current pricing and trends to address in real-time and price impacts to the project and work through methods to mitigate those impacts as much as possible. Estimates are typically produced at the SD, DD and CD levels to keep track of costs as drawings develop and propose alternate solutions to design challenges to keep costs within targets. VALUE ENGINEERING As described in our Pre-Construction Services, 95% of the projects we work on we are involved from the very start of the project. We will go through several scenarios with client and architect help determine the most cost effective path that meets the clients needs. Every estimate will also have a detailed VE log of options/changes that can be selected to reduce, typically without any effect to the overall aesthetic or functionality of the project. As the project develops we continue to bring ideas to help reduce costs until the final design is completed. CONTINGENCY FUND To establish and maintain a Contingency Fund to ensure costs do not exceed the budget, we recommend starting the project off with a 10% contingency through the SD phase, reduce to 5% at DD and then finally reduce the Contingency Fund to 0-2% as the drawings are refined and finalize. GMP Our method of documenting the line items of the GMP to ensure project changes are inside or outside of the scope of the Project, we will consult with the design team and follow the CSI Spec Division. We will also reference the drawings and any submittals for that scope. RELEVA \ T PAST PROJECTS Robertson and Olson Construction, Inc. is proud of our previous project history and success. In the following pages, there are examples of our past performance over multiple relevant projects. www.roconstruction.com // 12 uruu //// /////i rl1, . 1\\ .....r7 , \ f$//si/ftiiii v \- \ \ ' jf/,, i$ j- I rirli 1 1 r i f I;/Ili/;► iiiiiiiiiull �' MEM= Mill \ 1111\ A"\\ \\\\\\ \\\\A I\ a *t � _lb ��I Hai�V� r Afil L I N C 0 L N 1,-* , , r, "7„.„ 1,-, I r 1 ►' 1 ilia a � � , � �� , II .�� 4 _ 1, 11 , SITUATED AT the Vancouver Waterfront and spanning two city blocks, this flagship office development features twin towers L ' milv,,, -,--1 1 connected by a skybridge and encompasses - approximately 700 000 square feet. ` !! I� p p Y q 9 �'i,'' ' III III = � ,�, ��,,,�I� `Ill ��r � Designed with wellness and sustainability in n,` .1 ri 1 to I I ,,1 \„ I mind, the project includes an expansive green �� r qq y ,,, i � ' roof, a two-story fitness center, multiple ,' ' ''IS rooftop patios, bike storage rooms, and �► . „ �I tits, '+ , ground-floor retail. __ ""� — - - e' Its most striking architectural feature, "The Launch," rises between the towers to level six _ with a dynamic sequence of terraced stairs, 1 ■■■■■■■■E■■■ landscaping, and outdoor seating, creating a 1111I""11111 i'J dramatic and engaging public space within the MIBMINNIMENN. heart of the development. We worked closely with the Client, Architect 4 _I j the City of Vancouver and Port of Vancouver to bring this project to life, on time and under -_ I_ budget. �.L ll.. Y , ' P : 1 N4 wt ` VIVANCOUVER, WA I , F . I 0 TOTAL: 11111 CHANGE ORDER:— JUN 2022 - DEC 2024 • '` v,`\ �1/1 t = LINCOLN PROPERTY COMPANY AARON VAN DYKE, (214) 740-3300 —,.— �ih www.roconstruction.com // 13 -----, ,, 11 di_ 11 ,1 1„„,l,plpuw.._ ----- �I 1' 1 [ ... rr 1 HHII!IIIi . .• vi al i 1 Pi Ts ' P1' -. t a .:. jai I S C H 0 Ir 4 ( • • , _�. lliuu _ IIIINIIIIIII a j u VANCOUVER PUBLIC SCHOOLS '�� • '�� ' � � � ,7_-Z-- I THE VANCOUVER Innovation, Technology & - Arts (VITA) Elementary School was completed I in 2022 for Vancouver Public Schools. This 68,000 SF facility was designed by LSW �� Architects who we partnered with as a CM/GC. - The school features high ceilings and flexible 111 ,4 learning studios that can be adapted for larger groups and lecture-style sessions. This design GIs" supports the school's exploratory curriculum i � My4: and fosters a strong sense of community. leA=,� ix. iNiIN M,'. Our work also included extensive site preparation, utility installations, and "� landscaping for a functional environment for — ---z ` students and staff. Vita Elementary School ------ now stands as a modern educational facility ill , - - ., tailored to the needs of its students and kF : -p. '� educators. -" Part of the success to this project was working - with the team to VE scopes includingthe t concrete slab and the structuralp supports to %f;� �- �� Ff%f save hundreds of thousands of dollars on the ' �.,e project. I O VANCOUVER, WA ►- , mz O TOTAL , ll t -, 1��l1lr5il I �---� CHANGE ORDER:- 0 .I,11. II" 1 JAN 2020 - SEP 2022 lri,_`` M, - t • VANCOUVER PUBLIC SCHOOLS ��i - .L. MI WHITNEY HENION, (306) 313-5000 y •� % www.roconstruction.com // 14 _ _ � t I _ „..,... ,..' __--_i—_ SAFEFIRE SHOOTING 1------ - 1: L , --'-_-_a_,. t_,1- ______, -i- v,I-..-- RANGE & DC4P 4- - :i--,-„.-i..2I_IR_.—I_—:_i_ T- DWYER1_.1-f,i..,--.,, CREEK BUSINESS PARK LLC - COMPLETED AS part of the Dwyer Creek Business Park project, a 10-acre multi-phase campus-style development, SafeFire stands as _ 1 _._ �� . >. a premier indoor shooting range and training --- r -, . _Alwe r. facility designed for firearm enthusiasts of all experience levels. This state-of-the-art 27-lane range features electronically controlled target - Y- systems, an extensive retail showroom, a - Y_ -� firearm rental program, private instruction rooms, and secure on-site storage. - :Vs Through this project we adhered to stringent -y ' .._ safety and compliance measures along with environmental regulations including advanced ventilation and soundproofing. This facility is tested yearly with OSHA and has consistently passed it's test for air quality and safety. / - i The Dwyer Creek site presented significant 0 ® f 0 challenges due to its uneven terrain, requiring : - N . • the construction of a large retaining wall to .. .. maximize usable space. Despite the :- II complexity, the result is a clean, modern, and environmentally conscious facility. y y , o CAMAS, WA - ,, 'v - r O TOTAL: '1.4. i- .. CHANGE ORDER: - JUN 2015 -JAN 2017 , >y',� - s « . , = DWYER CREEK BUSINESS PARK, LLC 3 JOSH OLIVA, (360) 213-2222 www.roconstruction.com // 15 ._ -,, Alp ;pi .77 P .°_ 11 • / , i, . . b,'t \\ . I , .. „ , 1 ....." . .. ., .. 4. . . , \ i_-- -R IVI. ,, 1 ffil r s '� , '., re.- LI -, A PA ;4, 0 4 ael -1:: k -HSP�,PRr ' R 11 M 1 '+1 '1 1 ' I, 1 ', gilll 1 ,` • \ RIVERWEST APARTMENTSwere completed in 2019. It is a 7-story building resting on a full city block including one floor of underground parking, ground floor retail, and 207 modern unit apartments. aI di t_IAdak 1 The building was the first 5-over-2 complex to -II ' ` ' be constructed in the Portland/Vancouver area, including the first LEED Platinum project in Vancouver under a multifamily "" midrise classification. The units include , �' -�- Innotech high-performance windows and . doors as well as VRF HVAC units for sound control. Riverwest offers studio to 3-bedroom, 1-2 bath units, grossing over 323,000 sq. ft., and a aj 1 • footprint of 44,925 sq. ft. The 3rd floor _ transfer slab consists of an expansive outdoor ,iIli_ LE . courtyard with putting green, fire tables and !1i_ lush landscaping. ;j . _: ' p� g� � -- �-. ii: . We worked as the CM/GC on this project and ij j `'�!�1 j closely collaborated with the Owner to bring ; LE I i __—...z. _-=- their goals to reality. We performed the civil construction and site prep, working with complicated water tables and existing 'p - I I. conditions. 4. fi'ik 1- tl VI VANCOUVER, WA :: s. I ,- t - "',4 0 O TOTAL:- r CHANGE ORDER:- ,r ff � T . .-- _ -� •,_ .� ,I) AUG 2017 -JUN 2019 -.= , — _"-isue, • HSP PROPERTIES r3-i . k i ;INII JOSH OLIVA, (360) 213-2222 •• '-"'1' ''' r 4=- , www.roconstruction.com // 16 CRHS500 & 800 BUILDING ADDITIONS VANCOUVER PUBLIC SCHOOLS WE COMPLETED significant upgrades and � ' 7 ,.,„" additions to Columbia River High School in _ ter, - JO Vancouver, WA. The CRHS - 800 Building \ "-1 Addition, managed by Project Manager Brian i r ` Dudley and Superintendent Dan Kopp, Ni L , Ate' introduced 11,000 SF of new classrooms, lab ��, rooms, and open learning spaces. Designed _ by LSW Architects, this addition included site .� 32 �� work such as utility tie-ins and expanded parking lots to enhance the school's _ -1 ;_ infrastructure. In parallel, construction was completed on the new 500 wing, expanding the school's '- sx,.r--- ,-ems` capacity by 200 students. New classroom =, . spaces were also integrated into the existing building, and the school's stadium was restored with new seating and restrooms. .P. Additional upgrades involved improving the �T par LEf� q parking area, sealing the exterior brick, and _ �� i,_ — securing the entrance. !NMI:::_k- - These comprehensive enhancements have di, MN_ t 1 significantly improved Columbia River High `11-r1 School's facilities, providing a modern and supportive learning environment for its / /// 111", students and staff. O VANCOUVER, WA - mime O TOTAL: — _.ei: -i, CHANGE ORDER:— r MiteKa Ir 1 FEB 2020 -JUN 2022 ��r 6 .. .A :_- = VANCOUVER PUBLIC SCHOOLS AJ PANTER, (360) 313-1000 . www.roconstruction.com // 17 0!V rcc _. s _ • _ J IOW r-civ' :'^rE:,,- . M..1 te - — :417— -__�� It -•1. • i. "S „■- ,t •,■ c� ` 4 lei _ 4., ■ III li 1 l 11 n - r i liiiiii, i"I il' ■ -_� J• 1 �1� ! N c II II r I r / 11 I I I a it ' � NI ■� II '_ >: �- t. on I 1 i 1_4A• Q. ----,,,, /j- 1 , • P �� 1�1 Ali 111i ;; u� ii - '� -E. s I/r li„ r' gyl`r - II NMI OF -. : .A'R "", - CW7 (GRAMOR DEVELOPMENT) .,,d0 is• - s, LOCATED AT the Vancouver Waterfront, i i' ... Block 7 is an eight-story, cast-in-place, post . II WI - tensioned concrete parking structure '� designed to accommodate 831 vehicles. had Spanning 291,098 square feet, the garage also I 1 � p g q g g � 716 _ features 10,200 square feet of ground-floor i , l Y retail, activating the streetscape and 1 r ,� : y enhancing the surrounding development. 'i, Architectural highlights include two striking ..— y -s:3 JLr glass lanterns and an exterior skin wrapped in a custom white perforated metal screening system. The structure is equipped with a smart car counting system using license plate / recognition and overhead cameras to identify available stalls, along with convenient smart pay functionality. The garage includes 10 high-speed EV t 1 '.." I ' chargers with infrastructure in place to support an additional 74. VE was essential to this project, and we worked with the design team and owner to create mock-ups early on with materials so 1 i ' dR informed decisions could be made by all. ` \ Mock-ups are recommended by R&O. , I I , X \ O /WA / 1 1 1 \ \VANCOUVER, WA I , � ' 1 \ TOTAL: I ., I I X CHANGE ORDER: Ns JAN 2023 -JUL 2024 _ till • CW7 (GRAMOR DEVELOPMENT INII MATT GRADY, (503)245-1976 lipsir www.roconstruction.com // 18 LEED EXPERIENCE LEED EXPERIENCE Over the years, R&O has constructed numerous LEED Certified projects in Vancouver, Portland and the surrounding areas. Our team understands the necessary facilitation, documentation, and coordination with the project administrator, required to achieve a LEED project. Brian Dudley, part of this project team and one of the V.Ps is LEED Certified. The following is a list of LEED project R&O has completed over the last several years: PROJECT NAMEPROJECT TYPE Block 1 Green Global 2026- In progress Apartments- VWF (Projected) Vancouver, WA Terminal 1-VWF LEED Gold 2024 Vancouver, WA Block 7 Parking Green Globe 2024 Garage- VWF Certified Vancouver, WA Ninebark Fitwell Certification 2023 Apartments Washougal, WA AC Hotel by LEED Gold 2021 Marriott- VWF Vancouver, WA Block 8- VWF LEED Platinum 2019 Vancouver, WA *First local LEED 5 over 2 Uptown LEED Silver 2017 Apartments Vancouver, WA Skyline Boy's & LEED Silver 2016 Girl's Club Hawthorne Depot LEED Platinum 2014 www.roconstruction.com // 19 SCHEDULE MANAGEMENT SCHEDULE MANAGEMENT R&O takes a proactive approach to scheduling. R&O uses a color-coded tracking system whereas a Task Status Column with Color Changing Dots is added to indicate how each task is tracking. Gantt Bars also change to the same color variations as the dots. Blue Dots / Gantt Bar: Contract Date / On Time Green Dot / Gantt Bar: Task Early / Gantt Bar: Red Dot/ Gantt Bar: Critical Late The scheduling department meets at all Job Sites with each supervisor weekly to update the schedule so that we get real time progress on each project. Updated Full Schedules & 5 Week Look-Ahead versions are then distributed to the Superintendent, Project Manager, Project Engineers & Vice President of Operations after each update. The updated schedules are then reviewed at the weekly Sub-Contractor meeting. This schedule along with a Gantt schedule is presented at our Weekly Managers Meeting for discussion. The President, Matt Olson attends each of those meetings each Monday and hands-on reviews each schedule and project to ensure we are meeting the Project expectations. Below is a Sample Schedule reference. I .— Sample .r.nu.r. Construction SCh.d I. 'AZ ... _ �f . • • • ...m._...�,_... _. • ' r...�....._o,. • ....ma ,._...... • • 1.1..a_. _....__. • ..._,_,._..... • • www.roconstruction.com // 20 OPPS. & CHALLENGES OPPORTUNITIES & CHALLENGES PROJECT OPPORTUNITIES Due to the community need for this project, and the already selected team of Otak and SEA here are the opportunities we see: • The City of Tigard can now operate and function their civic departments and public works properly, and with room to grow. This will alleviate the strain on the departments and allow them to focus on the future. • The Team has an opportunity to collaborate with like-minds and various perspectives to achieve the goal of Building a Better Tigard. When multiple perspectives and backgrounds come together, great things can be achieved. • The budget size leaves opportunity for cost-savings to the City, showing the tax-payers that all of the Team was good stewards of the tax dollars, therefore increasing the likelihood of future bonds passing when needed. • The early start of work is beneficial to keep on track with the bond schedule and completion date of June 1, 2028. PROJECT CHALLENGES With many positives, below are a few of the challenges that may arise on this project: • Site conditions- including previous civil grading and investigations. We will collaborate with Ken Leahy to understand what was done and what they saw, to get clear understandings of the site. We will also perform our own topo and soil investigations. • Potential for groundwater constraints. We will review geo reports and perform tests to know exact information and soil conditions prior to construction. • The potential for Tariffs due to fluctuations in the market and unknowns. We will monitor these issues with suppliers and subs, and utilize the Contingency Fund if necessary. • Potential Security risks being in the City limits and having exposure to main roads. We will secure the site and use traffic control to facilitate access and keep the community safe. • The project timeline is non-movable, but achievable with proper planning and scheduling, and working as a unit on design and construction. www.roconstruction.com // 21 QUALITY CONTROL QUALITY CONTROL 1 . PURPOSE This Quality Control (QC) Program ensures that the construction of the Tigard Police & Public Works Project meets all design specifications, codes, standards, and contractual requirements, with a focus on structural integrity, safety, and functionality. 2. SCOPE This program applies to all construction activities, including site preparation, structural components (foundation, steel, concrete), building envelope, shooting range safety features, and final inspections. 3. QUALITY CONTROL ORGANIZATION QC Manager and Project Team: Oversees the program, ensures compliance with the plans and specifications, materials match the approved submittals, and coordinates inspections. Structural Engineer: Reviews structural work for compliance with design and codes. Site Inspectors: Conduct daily inspections of construction activities. Third-Party Testing Agency: Performs independent testing (e.g., concrete strength, soil compaction, weld inspections). Subcontractor QC Representatives: Ensure subcontractor work meets specifications. 4. QUALITY CONTROL PROCEDURES 4.1 PRE-CONSTRUCTION PHASE Document Review: Verify that all drawings, specifications, and shop drawings are approved. Verify drawings meet existing conditions. Material Submittals: Review and approve material certifications (e.g., concrete mix designs, steel grades). Pre-Construction Meeting: Conduct a meeting with all stakeholders to review QC requirements and schedules. 4.2 CONSTRUCTION PHASE 4.2.1 SITE PREPARATION Soil Testing: Conduct geotechnical tests to verify soil bearing capacity and compaction. Surveying: Confirm site layout, elevations, and alignment with design plans. Inspection Frequency: Daily checks during excavation and grading. www.roconstruction.com // 22 QUALITY CONTROL QUALITY CONTROL CO \ T . 4.2.2 STRUCTURAL COMPONENTS Foundation: • Verify rebar placement, spacing, and concrete pour procedures. • Test concrete slump, air content, and compressive strength (28-day tests). • Ensure proper curing and protection of concrete. Steel Framework: • Inspect steel fabrication certifications and welding procedures. • Verify bolt torque and weld quality through non-destructive testing (NDT). • Check alignment and plumbness of structural members. Masonry and Walls: • Confirm mortar mix and block placement per specifications. • Inspect reinforcement and grouting in CMU walls. • Inspection Frequency: Continuous during pours, weekly for steel and masonry. 4.2.3 SHOOTING RANGE SPECIFICS Ballistic Safety: Verify installation of bullet-resistant materials (e.g., AR500 steel, ballistic panels). Inspect backstop and berm construction for compliance with NRA guidelines. Ventilation Systems: • Test air exchange rates and filtration systems to ensure lead dust control. • Verify negative pressure in the range area. Inspection Frequency: Bi-weekly during range-specific installations. 4.3 TESTING AND DOCUMENTATION Testing: Concrete: Slump tests, cylinder breaks at 7, 14, and 28 days. Steel: Ultrasonic testing for welds, torque verification for bolts. Soil: Compaction tests using Proctor standards. Documentation: • Daily QC reports detailing work performed, inspections, and issues. • Non-conformance reports (NCRs) for deviations, with corrective action plans. • Maintain a log of all tests, certifications, and inspection reports. www.roconstruction.com // 23 QUALITY CONTROL QUALITY CONTROL CO \ T . 5. INSPECTIONS Daily Inspections: QC inspectors monitor ongoing work and document findings. Milestone Inspections: • Foundation completion. • Structural steel erection completion. • Shooting range ballistic systems installation. Third-Party Inspections: Conducted at critical stages (e.g., foundation pour, steel connections). Final Inspection: Comprehensive walkthrough to verify all systems and finishes meet specifications. 6. NON-CONFORMANCE AND CORRECTIVE ACTIONS Identification: Any deviation from specifications is documented in an NCR. Resolution: The QC Manager coordinates with subcontractors to develop and implement corrective actions. Verification: Re-inspect corrected work to ensure compliance. 7. TRAINING AND COMMUNICATION Training: Provide QC training for all site personnel on standards and procedures. Weekly Meetings: Review progress, QC issues, and upcoming inspections. Communication: Use a centralized platform (e.g., Procore) for sharing QC reports and updates. 8. CLOSEOUT As-Built Drawings: Update drawings to reflect final construction details. Final QC Report: Compile all test results, inspection logs, and certifications. Handover: Provide all documentation to the client and ensure punch list items are resolved. 9. SAFETY INTEGRATION Ensure QC activities align with OSHA and site-specific safety plans, particularly for high-risk activities like steel erection and concrete pours. www.roconstruction.com // 24 SAFETY SAFETY AT R & O RESPONSIBILITIES Responsibilities for safety and health include the establishment and maintenance of an effective communication system among workers, supervisors and management officials. To this end, all personnel are responsible to assure that their messages are received and understood by the intended receiver. Specific safety and health responsibilities for company personnel are as follows: A. MANAGEMENT Active participation in and support of safety and health programs is essential. Management will display their commitment to safety and health matters at every opportunity and support the implementation of an Injury Free Environment culture by the field supervisors. Each manager will establish realistic budgets and goals for implementing the safety culture on the manager's projects. B. SUPERVISORS The safety and health of the employees they supervise is the primary responsibility of the supervisors. To accomplish this obligation, supervisors will: 1.Strive to establish an Injury Free Environment culture where working safely is a core value for all workers on the site and decisions are made and actions are taken not based on minimum compliance but rather on the choice to do the right thing in every task. 2.Require the proper care and use of all required personal protective equipment. 3.Identify and eliminate job hazards through job safety analysis procedures. (Appendix M-1) 4.Inform and train employees on the hazardous chemicals and/or procedures they MAY encounter under normal working conditions or during an emergency situation. (Appendix N 1-2) 5.Receive and take initial action on employee suggestions, awards or disciplinary measures. 6.Conduct crew/leader meetings the first five minutes of each work shift to discuss safety and health matters and work plans for the workday. 7.Conduct walk-around safety inspections at the beginning of each job, and at least weekly thereafter. 8.Train employees (new and experienced) in the safe and efficient methods of accomplishing each job or task as necessary. 9.Assure that all safety and health rules, regulations, policies and procedures are understood and observed. 10.Conduct a site safety meeting at least once a week and ensure all subcontractors actively participate in the meeting. www.roconstruction.com // 25 SAFETY SAFETY PLAN PUBLIC SAFETY: Every contractor would be issued an ID badge and be monitored by the site superintendent. Visitors will be assigned a visitor's badge, logged in the job trailer and check out a hard hat and vest designated for Visitors and be monitored by the on-site Superintendent. TRAINING: • Site: Arrival On-Site & Annual Renewal • Bi-Annual First Aid CPR, AED • Forklift- As Needed • Fall Protection- As needed, per site. *Min Every 36 Months • Crane & Rigging/Signal Person- As needed, Per Site • Aerial Lifts/ Scissor Lifts- As needed, Per Site • Confined Space- As Needed • Excavation Awareness- As Needed • Flagging Person- As Needed • Heat Related Illnesses- Ass Needed • OSHA-10: Intro Into Construction • OSHA-30: Supervision AUDIT/INSPECTION: Every job-site is inspected weekly by the Safety Director, Ted Everhart *Documented on ProCore SUB SAFETY: All subs are required to submit their site-specific safety plan before beginning work on the project. They are also required to go through our site-safety orientation and follow our Company Safety Standards. ACCOUNTABILITY/DICSI PLI N E: First offense is a verbal warning, second offense is a written warning, third offense is additional written warning and possible removal from job-site. Fatality prevention is ZERO- TOLERANCE and no 2nd warning will be provided. www.roconstruction.com // 26 SAFETY SAFETY ACH I EVE V E NTS S 1 d T - p, . L, i _:Pq4 �R _E, .' / , - ..-;"----.--4. --:.1'R,-. %w 0 y 40 l D v, -..� Safety Through Achieving Recognition Together i . r � ra Robertson&Olson i Y Vancouver ?n?3 1 ''( h 1 Construction 1111 . H I Robertson&Olson ail Construction Inc.-Block 7 Vancouver 2023 le Parkin•Garage 4. f ;i � I Ex 1 4 i410,f,4. 4Robertson&Olson Construction Inc.-Main Camas ?0? I f Office r{. Robertson&Olson } .d Construction Inc.-Open Vancouver 2023 ..--': J House Ministries -----.‘\ 1/4' , - LNI "START" PROGRAM: START, the Safety Through Achieving Recognition Together program, was developed to provide employers with an opportunity to become self-sufficient in managing their safety and health programs. START is open to Washington employers who have been in business for more than one year and have less than 250 employees onsite and no more than 500 employees statewide. Robertson and Olson Construction, Inc. has been awarded the START certification three times by WA State LNI-an achievement we are very proud of! We also have achieved the following EMR Ratings over the last four years: National Average: EMR = www.roconstruction.com // 27 PRECONSTRUCTION FEE PRE - CONSTRUCTION FEE www.roconstruction.com // 28 FIXED FEE & INSURANCE www.roconstruction.com // 29 GC & S.P FEES GE \ ERAL CONDITIO \ S SELF - PERFORMANCE FEE www.roconstruction.com // 30 APPE \ DIX - RESU V ES www.roconstruction.com // 01 RESUMES www.roconstruction.com // 02 RESUMES www.roconstruction.com // 03 RESUMES www.roconstruction.com // 04 www.roconstruction.com // 05 RESUMES www.roconstruction.com // 06 RESUMES www.roconstruction.com // 07 RESUMES www.roconstruction.com // 08 RESUMES www.roconstruction.com // 09