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2 JE Dunn Construction Company_Redacted
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These vital services are challenging to deliver with undersized and outdated operations facilities. We walked through your facilities during the f g- 1 September 2024 open house and saw first-hand that your current facilities are outdated for addressing modern needs and the growth that the city has experienced in the last several 4.1 B+ decades. Public Work We recognize the City's investment and the shared commitment being asked of Tigard Last Ten Years residents. Building the foundation for a new police and public works facility to ensure reliable community services is something we are eager to collaborate with you on. JE Dunn Construction can partner with you to support your efforts of Building a Better Tigard by providing: ; • A Collaborative Partnership—A successful project depends greatly on the people delivering it and the mindset they bring to it. Our mindset is one that recognizes we are 50+ all working towards the same goal. We can do it better by problem-solving together, innovating together, and having fun along the way. Seismic Resilient . The Right Experience— Our mix of sustainable and resilient police, public safety and Projects Completed operations maintenance facilities means you will have a team well-versed in working with your specialty programs. Additionally, we have built hundreds of sustainable buildings that range from LEED-certified to NetZero, including a recent LEED Gold- certified project built to withstand a 9.0 earthquake that houses an emergency operations center. • An Aligned Culture—JE Dunn Construction has six guiding principles: Families First, $ Doing the Right Thing, Serving Others, Health and Well Being, Fun and Fulfilling Lives, • B+ and Growing as a Team. Similar to the city's "5 E's:" of Equity, Environment, Economy, NW LEED Projects Engagement and Excellence, we exist to enrich lives through inspired people and Last Ten Years places. Our team is committed to fostering a respectful workplace while leveraging our extensive experience with public safety facilities. By actively listening and understanding your needs, we aim to become an indispensable business partner working to make this project as efficient and effective as possible. It would be an honor to work with you to bring the vision for your new police and public works facility to fruition. We welcome the opportunity for further discussion after you have reviewed our proposal. Darin Stegemoller, Senior Vice President & Authorized Signatory JE Dunn Construction Company 8910 SW Gemini Dr. Beaverton, OR 97008 503.460.7723 I Darin.Stegemoller@jedunn.com City of Tigard Police&Public Works Facility I Transmittal Page, Not Included in Page Count `,nFFTr ,t I (-'„\--N. 0 t lit ,) L) '* --s" oyAN �`r • • s� '.�, a , 4 MI O' lb r Ir. :11%4\4 IP . 4.41 4 ; \c MANAGEMENT OF WORK PRECONSTRUCTION SERVICES - SETTING UP YOUR PROJECT FOR SUCCESS The City of Tigard is in vital need of a new facility to support the growing population of the community and police and public works departments. This important project will support first responders by allowing them to provide critical services to The City of Tigard following a natural disaster, while also improving day-to-day operational efficiency, reducing long-term costs. We will remain attentive to your budget and collaborate closely with the City, Otak CPM, and Scott Edwards Architecture (SEA) during preconstruction to maximize the City's investment. A-1) Describe your proposed Preconstruction Services Plan that Bluebeam is a highly collaborative document review defines each preconstruction service you intend to provide including platform that enables all team members to participate in but not limited to: real-time review sessions together. The software organizes feedback by reviewer, which streamlines communication and ensures that every comment is accurately captured Investigation of Existing Conditions and promptly addressed. We understand that the City of Tigard, Otak CPM, and During construction, we maintain document updates SEA are currently assessing existing site conditions. Once via Bluebeam hyperlinking and slip-sheeting processes. on board,JE Dunn will build on this work by thoroughly We ensure that any design updates, ASIs, RFIs, or other reviewing reports and site data, and engaging our relevant revisions are captured promptly and accurately in-house subject matter experts for added insight. If across the entire construction document set. This set is we determine that additional on-site or subsurface stored live in our project dashboard and can be accessed investigations are necessary for project success, we'll from anywhere at anytime with connectivity and a log recommend them accordingly. in. Providing our partners with the most up to date information is critical to timely and accurate execution of To ensure a reliable record of current conditions, we will the project as well as clear, consistent communication. also conduct in-depth video documentation for future reference. As the design evolves, we'll continuously compare findings against each design iteration to maintain alignment between existing conditions and the BLUEBEAM proposed plans. - . COLLABORATION AWARD 'y 9 Bluebeam awarded JE Early involvement in preconstruction is critical to both 4 •- Dunn the Excellence in project success and effective construction management. Collaboration Award for the By joining the team early, we'll help gather essential site bluebeam° ; OHSU/OUS Collaborative information, collaborate with the design team and early NO LIMITS', Life Sciences Building, trade partners, and proactively mitigate risks—supporting 21,=3 Bluebeam e%tre •Award the goal of delivering a zero-dollar change order project. JE Dunn recognizing its innovative, g g g p l s o=,,, traaeo,a.e,kk,e multi entity collaboration t " f among hundreds of national A-2) Design and Construction Document coordination review and 'N' ° g �� .ii-- . -'T entries. comments verifying their implementation. Describe your firm's approach when working as a project team member during design. ACC Build Document Review & Coordination ACC Build streamlines field operations by allowing JE Real-time Document Collaboration Dunn to create and complete custom checklists directly on an iPad or iPhone. This improves efficiency by Throughout design and preconstruction, we utilize shared capturing data in real time. The platform also enables Bluebeam Studio sessions to document constructability our trade partners to enter items and provides a reviews, quality assurance recommendations, note centralized system to track safety, quality, and punch material availability, identify cost-saving opportunities, list progress for all trades on site. As a comprehensive and resolve any conflicts between site conditions and digital hub for project photos, submittals, RFls, drawings. This proactive approach helps us address and drawings, ACC Build ensures the entire team issues early, allowing design to continue on schedule and has immediate access to the most current project within budget. information. JEDUMI City of Tigard Police&Public Works Facility I 1 Supporting Your Preferred Platforms We regularly collaborate with partners We place a high level of importance and clients who prefer using their own on project planning, believing that ��. platforms. We understand the City of considerable time and numerousi ' t.t Tigard uses Smartsheet, a platform our problems can be avoided when • team has successfully used on recent proper planning is accomplished j j\\\ I ', ire:Cprojects for the State of Oregon and the rior to actual construction. j �•.` _ e,it ', City of Portland. We re fluent in a widep — \ e. range of software systems and prioritize ) ✓ . making accurate, timely information - t' accessible to the entire project team. Our ala team has successfully integrated multiple A-3)Design and target cost validation,budgeting; Allak_, — / tools alongside our in-house systems to cost estimating and tracking and reconciliation support seamless collaboration. with second parties. How do you manage price volatility and market conditions when providing cost estimates during the design phase without Working as a Team in Design being unreasonably conservative Target Cost Validation Cost Estimating JDUN%f City of Tigard Police&Public Works Facility 12 EXPERTS IN SEISMIC RESILIENCY 50+ Seismic Projects Completed Including work for the City of Portland, Washington County, and the Port of Portland Seismic Resilience is More Than Structure We collaborate with design teams to ensure critical systems-water, power, networks, and communications- are integrated to support full building functionality after a quake. Built for Peace of Mind Our seismic work helps ensure that public workers, first responders, and police can safely operate during and after an event, keeping essential services running when they are needed most. JEDUNN' City of Tigard Police&Public Works Facility 13 A-5)Value Engineering/alternative construction A-6)Schedule,change recommendations and options, products&engineering systems for cost advice of long-lead procurement package savings&life cycle cost design considerations UFO 4 VALUE MANAGEMENT On the Salem Police Station project, driving the design to meet the budget without sacrificing program required close value management coordination—sharing real-time cost data and everyone's good ideas. The project documents called for mass excavation of much of the site's three acres— an expensive and time-consuming method for improving the soil's bearing capacity. JE Dunn worked with the design team to develop a bid alternate for rammed aggregate piers in lieu of the mass excavation. On bid day we realized over $180,000 in cost savings and shaved two and half weeks off the schedule. JEDUMI® City of Tigard Police&Public Works Facility I 4 A-7) Recommended phasing and sequencing of work to maximize construction site efficiency PHASING/SEQUENCING PLAN The proposed construction phasing plan for the City of Tigard has been carefully developed to optimize efficiency, minimize disruptions, and align with seasonal weather conditions. The work is divided into four distinct phases, each building upon the progress of the previous stage to ensure a logical and streamlined construction sequence. This approach supports early mobilization, prioritizes critical infrastructure, and allows for continuous progress through structural, architectural, and site development milestones. See logistics plan on following page for detailed site map and access routes. • 4: ll'-- n" ✓yam t �, w, .111.,T�.,..- i'��� •`a„�� , ., - ���� ��!�pQ��1:11. 6 ti �. co ,- PHASE 1 (Sep 01, 2026 - Dec 07,2026) PHASE 2 (Feb 01, 2027 - May 21, 2027) Site Prep, Underground Utilities, Temp Utilities, Retaining Foundations, Office Building Structure Wall, Mobilization • Start with Office Building + Sally Port/ Firing Range • Start site prep, with a focus on underground utilities deep foundations working North to South and starting the retaining wall • When lower lot foundations are complete start Office • Once retaining wall is complete, back fill and finish Building Structure working north to south in 3 levels site prep per section. Slab on metal deck will also flow North • Once site prep is complete, mobilize trailers to South once steel is complete. Start on level 2 then 3 then Slab on grade >_ ': y •y ,, .ig, — / . ft. ., ‘ At - N, —IP Q. 4,,w w ,°y. dry' +� ••, ✓� .syt Ili F • - ��i k .. , ,, a •'� �� CIF, Qr _ '� _ - r` �'�.,t �� ��. _ I PHASE 3 (Jun 14, 2027 - Dec 27, 2027) PHASE 4 (Oct 08, 2027 - Apr 06, 2028) Envelope (Exterior Skin & Roof), Sally Port Structure, Interior Finishes, Sitework, Cx, Punch Interior RI, Warehouse & Storage Metal Panel Buildings • Interior Finishes start once space is temp conditioned • Construct envelope starting on North moving and will follow interior rough in level 3, 2, then 1 clockwise. North elevation 1 week, East 2 weeks, • Sitework is tricky and will require much coordination. South 1 week, west 2 weeks Trailers will need to demobilize, condense office space • Once the East elevation is complete, start sally port and mobilize into Warehouse. Start sitework in upper structure and water proofing lot. Once upper lot site work complete, trade parking • Once envelope is complete, start interior RI level 3, 2, moves to upper lot, and site work can begin in lower then 1 lot • Construct Warehouse metal panel building first • Cx following mechanical start up followed by the lay down storage metal panel building • Punch will start with Office Building followed by Upper with 3 week lag between the two buildings to keep the Metal Panel Buildings and site work crews efficient JE DUMf City of Tigard Police&Public Works Facility I 5 LOGISTICS PLAN psi- , tso Dog .- , © _ Iark.., ,. ...... = ,40, / s 0 < - w Y �. 41*._ 4Ibp"II-A, , ' . , z °�v %sr%� ye% ✓ ,r,�'V.go Imo. vj .r / !; 4'i . a/ , ��s �, _4 .tc ...:. \ 0 . .., . ,.._ , . -0 /I e-4 ; -7, - , t - , ... .... . ,. , _,...d. ,.. . ,. 2-4,4i-- r' °4 � , z Site Lohictics Plan Legend Our logistics strategy prioritizes safety, coordination with City 1. Construction Fence stakeholders, and minimal disruption to surrounding amenities and neighborhoods. Key efforts include: 2. Site Entry/Exit • Controlled Access and Clear Routing: Designated truck routes 3. Truck Route and entry/exit points will limit construction traffic through residential areas. No-access zones will protect sensitive 4. Project Team/Trade Partner Meeting Space areas and reduce neighborhood impact. 5. Trade Trailers • Pedestrian Safety and Public Coordination: To ensure safe pedestrian access, we will install construction fencing, jersey 6. Employee Parking barriers, and a designated path to Potso Dog Park. We'll coordinate closely with the Red Rock Creek Trail project to 7. Recycle avoid overlapping disruptions and will also work with local schools to accommodate bus routes and pick-up/drop-off 8. Temporary Toilets locations. 9. Jersey Barrier Safety at Elevation Change • Organized and Efficient Site: Employee parking, temporary toilets, recycling, and trade partner trailers are positioned 10. Pedestrian Path to Dog Park to support a clean, well-organized site. A central meeting space will help keep communication clear and operations smooth. 11. Red Rock Creek Trail Project Coordination • Ongoing Communication with the City and Neighbors: 12. No Construction Access We'll stay in regular contact with City officials, nearby residents and businesses to adjust logistics as needed based on events, seasonal use, and community feedback. JEDUMI" City of Tigard Police&Public Works Facility I 6 A-9)Subcontract Plan preparation and procurement planning including strategy for use of local and MWESB firms. JEDUMI® City of Tigard Police&Public Works Facility 17 A(Continued)Address the person(s) responsible for each service,a description of the deliverable(s)that will be provided to the Owner and design team upon completion of each service,and the action you intend to take or intend for the design team to take based on the information contained in each deliverable. PRECONSTRUCTION DELIVERABLES Contract Ref. Deliverable JE Dunn Team Labor Hrs Action/Goal RFP:4.3.A.1:Existing Conditions 16 Investigate existing conditions Matt Jones(Sr.Super.),Stacey Flint(Sr. Provide support for geotech investigations&evaluations PM) of findings. RFP:4.3.A.2 DESIGN&CONSTRUCTION DOCUMENT COORDINATION Dustin Clauser(Est.Mgr.),Sage Guttes Project team to collaborate on a master plan to align Appendix C: Consult advise,assist,& (Est.Mgr.),Jim Milne(Chief Estimator) document packaging with procurement goals,material 3.1.1(a),(b) provide recommendations to Stacey Flint(Sr.PM),Matt Jones(Sr. selection,constructability,long-lead items,EWA scopes, Owner&design team Super.),Jen Lein(Sr.Quality Mgr.),TBD and safe work practices. (Sr.Design Mgr.) Appendix C: Schedule&attend regular Project team to review action items&hold each other 1 3.1.1(b) meetings Stacey Flint(Sr.PM) accountable.Maintain OAC meeting minutes&overall coordination for team. RFP:4.3.A.4 CONSTUCTABILITY REVIEWS 195 Dustin Clauser(Est.Mgr.),Sage Guttes Input&advise on construction (Est.Mgr.),Stacey Flint(Sr.PM),Matt Design team to incorporate feedback into construction Appendix C: Jones(Sr.Super.),Jen Lein(Sr.Quality documents.JE Dunn to review materials,constructability, 3.1.1(d) feasibility,alternate materials, Mgr.),TBD(Sr.Design Mgr.)&SMEs site logistics,safety,long-lead procurement,and scope/ &availability in Structural,Civil,Envelope,Doors/ EWA packaging. Frames/Hardware Dustin Clauser(Est.Mgr.),Sage Guttes (Est.Mgr.),Jim Milne(Chief Estimator) Material selections,constructability review,long lead Appendix C: Constructability reviews of Stacey Flint(Sr.PM),Matt Jones(Sr. ment packaging of scopes of packaging of 3.1.4(f) design packages Super.)Jen Lein(Sr.Quality Mgr.),TBD procurement,p g g pwork,p g g (Sr.Design Mgr.)&SMEs in Structural, documents for EWA work. Civil,Envelope,Doors/Frames/Hardware RFT:4.3.A.3,A.10 TARGET COST VALIDATION&COST ESTIMATING Prepare preliminary cost Dustin Clauser(Est.Mgr.),Sage Guttes JE Dunn to develop a baseline estimate based on program Appendix C: level info&cost history for similar projects.Project team 3.1.4(c),Ij) estimate,Target Value Design (Est.Mgr.),Jim Milne(Chief Estimator), to assist in defining goals&alignment of Target Value (TVD) TBD(Lean Mgr.) Design(TVD). Appendix C: Preliminary evaluation of Dustin Clauser(Est.Mgr.),Sage Guttes Benchmark against historical data&develop TVD budgets. 3.1.4(j) program&budget (Est.Mgr.),Jim Milne(Chief Estimator) Project team to review&align project goals with budget benchmarks. Appendix C: Dustin Clauser(Est.Mgr.),Sage Guttes After SD phase,develop detailed estimate&recommend 3.1.4(i) SD Estimate (Est.Mgr.) Jim Milne(Chief Estimator) adjustments to align with budget for DD.Project team to support estimate review and reconciliation. Appendix C: Dustin Clauser(Est.Mgr.),Sage Guttes After DD phase,develop detailed estimate and recommend DD Estimate adjustments to align with budget for CD.Project team to 3.1.4(i) (Est.Mgr.),Jim Milne(Chief Estimator) assist with estimate review and reconciliation. JEpUMr City of Tigard Police&Public Works Facility 18 Contract Ref. Deliverable JE Dunn Team Labor Hrs Action/Goal Dustin Clauser(Est.Mgr.),Sage Guttes Appendix C:3.1.4 (Est.Mgr.),Jim Milne(Chief Estimator), After CD phase,develop comprehensive estimate with full (a),(k),(n),(o) GMP Proposal Stacey Flint(Sr.PM),Matt Jones(Sr. trade partner input.Project team to assist with estimate Super),TBD(Engineering),TBD-Bid review and reconciliation. Takers(Ops Assistance) RFP:4.3.A.5 VALUE ENGINEERING 186 Dustin Clauser(Est.Mgr.),Sage Guttes Every estimate will be presented with options to get Appendix C: (Est.Mgr.),Jim Milne(Chief Estimator), aligned with budget.Options will be reviewed with the 3.1.4(di (I)(m) Value Engineering Stacey Flint(Sr.PM),Matt Jones(Sr. team&vetted for alignment with project goals.Project Superintendent),Jen Lein(Sr.Quality team to assist in review&reconciliation of estimating Mgr.),TBD(Sr.Design Mgr.) process. Stacey Flint(Sr.PM),Julianne Laue Appendix C: (Sustainability Director),Dustin Clouser Recommend initial vs.life cycle cost considerations.Guide 3.1.1(di 3.1.8 Maximize energy efficiency (Est.Mgr.),Sage Guttes(Est.Mgr.),Jim incentive and grant opportunities.Design team to support e), Milne(Chief Estimator),Jen Lein(Sr. energy-efficient alternatives. Quality Mgr.),TBD(Engineering) RFP:4.3.A.6 SCHEDULE&LONG-LEAD PROCUREMENT 43 Develops schedule to completion,turnover,move-in,and Appendix C: Charley Burns(Scheduling),Stacey Flint commissioning,accounting for long-lead procurement and 31 2(a) Schedule (Sr.PM),Matt Jones(Sr.Super) permits.JE Dunn to maintain and communicate updates to all stakeholders. Build in all activities associated with design milestones, Appendix C: Coordinate/integrate activities Charley Burns(Scheduling),Stacey Flint shop drawings,owner occupancy time frames,&long lead 3.1.2(b) of owner,architect,CM/GC (Sr.PM),Matt Jones(Sr.Superintendent) procurement.Design team&owner to be engaged in all scheduling sessions. Appendix C: Continuously monitor&adjust Charley Burns(Scheduling),Stacey Flint Recommend adjustments to ensure on time completion. 3.1.4(h) schedule (Sr.PM),Matt Jones(Sr.Super) Design team&owner to be engaged in all scheduling sessions. Identify any long lead materials that will be on the critical Appendix C: Dustin Clauser(Est.Mgr.),Sage Guttes path of the schedule.Make recommendations to expedite 3.1.6 Long lead procurement (Est.Mgr.),Stacey Flint(Sr.PM) these materials.Owner to authorize early release of funds as needed for long lead procurement. Design team to support documentation to facilitate successful buyout. RFP:4.3.A.1 PHASING&SEQUENCING 96 Charley Burns(Scheduling) Matt Jones Recommendation to facilitate phased work,EWA's or other Appendix C:3.1.3 Recommend phasing of plans (Sr.Super) factors to consider for project efficiencies.Design team& owner to be engaged in all scheduling sessions. RFP:4.3.A.8 SITE LOGISTICS 70 Assessment&recommended Matt Jones(Sr.Superintendent),Erik Address all factors affecting construction to minimize RFP:4.3.A.8 disruption.Project team to review staging,sequencing, site logistics requirements Sphoon(Safety Mgr.) and support neighbor communication. RFP:4.3.A.9 SUBCONTRACT PLAN 40 Dustin Clauser(Est.Mgr.) Sage Guttes Make recommendations for special considerations such as Appendix C: early on-boarding of MEP trade partners.Owner to work 3.1.4(d),3.1.7 Special procurement processes (Est.Mgr.),Stacey Flint(Sr.PM),TBD with CM/GC to authorize alternative contracting methods (Engineering) that are in the best interest of the project. JEDUMI® City of Tigard Police&Public Works Facility I 9 A(Continued) Briefly identify two or more examples of projects that demonstrate the range of Preconstruction Services your firm has provided on previous public or private sector CM/GC projects or private sector projects with a guaranteed maximum price(GMP). CITY OF SALEM POLICE FACILITY Size: Salem, Oregon GMP: $ r In ` ' iil_ I� IIj1G Illl1' ttt _ ,.,:if ,... till — . e_�1I. _ y la IV 1 rr ---' 4 .e v. f • ". li Public CM/GC C Successful Trade Partner Outreach Plan C Robust Community Outreach 4 felt I was t'i On lime,On Budget C Meets Criteria for Essential Facility C Complex Security Systems part o a team O Collaborative Project Delivery Q DJC Top Project Award Winner-Public Safety C ENR Regional Best Project working toward a common goal and not lust a customer. Their attention to The new consolidated police station implementing design modifications to project timelines each unites all police units and departments enable offsite prefabrication, optimizing week in the meetings under one roof in a safe, welcoming construction sequencing, and securing helped me to be able building for both staff and the public. The additional funding sources. This required to knowledgeably three-story, 104,845 SF police station efforts from each team member such as g y houses all police units and departments, design changes to enable more offsite report back on the including evidence storage, crime lab, prefabrication, more efficient construction project status to the emergency operations and community sequencing, and securing additional police chief and city and training spaces. The new building funding sources. In the end, the final meets performance criteria for an essential project cost came in within 2%of JE Dunn's manager. facility in the instance of a natural disaster. original SD estimate and delivered all the original program desired by the team. -Steve Bellshaw, Deputy Schedule & Budget Constraints Chief of Police, Salem Serving the Client & Community Police Department This project had an aggressive schedule due to funding constraints from a recently JE Dunn actively partnered with Capitol passed bond measure.JE Dunn and the Connect to engage Salem area trades design team worked with the City of Salem and worked with the Salem-Keizer School to develop a phased project delivery plan District to host a high school summer 1 that included eleven bid packages, early intern. Our team helped the police procurement of structural steel (at end of department with their community outreach, •ALEM POLICE DEPARTMENT Design Development phase), and close making regular appearances on "Building coordination of the design deliverables Buzz", a video series hosted by Deputy ,E and reconciliation activities with the Chief Steve Bellshaw to explain the I design team. As a result, the project team process of building the new police station had 52%of the work already in place or and demonstrate the value of this project _ / - " contracted by the time the Guaranteed to the community. JE Dunn team members — " Maximum Price (GMP) was finalized. also volunteered at the annual "Halloween If _ - Vo) J " Dress Rehearsal", went out with police 44 z When JE Dunn published their first representatives for "National Night Out" sch design , the and helped create a new safe entryway project team ematic realize(SD)d theyestimate had more for the "Center for Hope and Safety," r . • program needs than the current budget a local refuge for survivors of domestic �A ' would support. The team committed violence. to deliver the desired program by City of Tigard Police & Public Works Facility I 10 OREGON LIQUOR & CANNABIS WAREHOUSE AND Size DISTRIBUTION FACILITY GMP: Canby, Oregon 1„, ,,1 1 ,.,„ „,,, .,., ,. ,,,,,,.. ,,,,I NEI -' - -'",..441 '''Sbc:-,eirl rI e c 4*!4jI t I - 1'1� Ewa 1. '' '(: «. .„ Sit,'.,. r _ Ailo. ;R' -- -.... 4, y;,- Ci Public CM/GC Ci Collaborative Project Delivery Ci Public Communications Plan TVD !NI ACTION 0 Office/Admin Space Q 17%COBID Participation 0 Maintenance Shop The funding for a recent project was initially granted in 2021 . However, due to a multi-year delay, inflation, and property costs, the The purpose of this new 350,000 and solutions that reduce cost budget was significantly strained SF warehouse and distribution or increase efficiency while before the project even began. There center in Canby, Oregon is the maintaining the values of the was no opportunity for additional storage and dispersal of distilled project and the design. funding. JE Dunn was contracted spirits within the State of Oregon. in 2024 and performed an initial This project is comprised of COBID Outreach baseline estimate at the Schematic a single-story office building attached to a warehouse, The current planned COBID Design phase, which exceeded the includinga state-of-the-art material client's budget by —$6 million. handlings stem (MHS). The participation is tion Note that Y ( ) COBID participation goal for the warehouse also houses additional project is 15% and this state- Solution:JE Dunn quickly performed lounge, office and maintenance funded project was majority a Target Value Delivery exercise shop space. Sitework includes low-bid scoring For projects and proposed 34 cost-saving development of approximately looking for higher participation opportunities totaling —$7 million, of 24 acres and includes substantial we recommend COBID weighted which the owner accepted enough stormwater management systems, scoring or consideration of p loading docks, bays, parking, COBID-specific bid packages. to get the project back on path. site security fencing and a guard Throughout the preconstruction shack. Process Used To Engage process, continuous estimating COBID Certified Firms: We was provided to guide the design Cost Management were boots on the ground in progression. For example, we the community, bringing flyers provided cost studies on the roof By executing Early Work and making presentations structure, parapets, office locations, Agreements, we initiated the about the upcoming project procurement of long-lead at local community/industry guard shack, generator sizing, and ta/ t equipment ahead of GMP organizations, in addition to the storm drainage system. execution. We are on track to newspapers and advertisements stay within the target GMP, with directed tominority Outcome: Close alignment with the allowances and contingencies in communities. Events that we owner was maintained to identify place to address any unknown or attended/presented: OAME, and mitigate project risks, provide unforeseen conditions. NAMC, PBDG, LatinoBuilt, BDI, cost analysis, and ensure scope and From the Ground Up (JE Through our partnership, Dunn hosted quarterlyminority coverage. The estimate at the Design charrettes, and workshops with business info sessions . Development phase was under LRS Architects and the Owner we budget and we successfully executed have been able to understand the GMP with no reduction to the everyone's values and help Owner's program. to provide recommendations City of Tigard Police & Public Works Facility I 11 B.To clearly show an understanding of the scope and complexity of the work, identify key issues and/or potential constraints and risks anticipated for the project, including areas of design,construction,and management. Describe the plan for addressing these issues and maintaining the progress of the work. RISK & MITIGATION TABLE Risk Mitigation Approach Geotechnical & Site Conditions Key Concern:Unstable slope,shallow • Conduct early geotechnical investigations during preconstruction including borings and evaluation of the groundwater,underground work risks adjacent property • Design foundations and underground utilities with flexibility for dewatering and shoring Likelihood:High I Impact:High • Use adaptive stormwater solutions(e.g.,underground detention)if groundwater proves problematic Tight & Fixed Schedule Key Concern:Delays in permitting,design,or • Implement Critical Path Method(CPM)scheduling as soon as possible with regular updates early site work could affect bond timeline • Ensure the team provides reliable commitments,not just what people want to hear • Use phased permitting and early work packages to accelerate site readiness Likelihood:High I Impact:High • Maintain buffer time for weather delays and procurement lags Stormwater Management Complexity • Evaluate hybrid systems(vegetated+underground)during design development to find the right Key Concern:Large vegetated basin may impact balance of space,cost,and performance. parking;costly underground or hybrid solutions • Coordinate closely with Clean Water Services(CWS)to pre-approve concepts. • Consider eco-roof options to reduce surface runoff Likelihood:Medium I Impact:High Bond Funding Dependency Key Concern:Project depends on May 2026 • Limit early expenditures to only essential preconstruction services bond vote • Clearly communicate project benefits to the public to support the bond campaign • Prepare contingency plans for phased implementation or alternative funding Likelihood:Medium I Impact:High • JE Dunn will participate in public education,outreach,and support of the bond measure campaign.We can participate in town halls,provide marketing support,and instill budget and schedule confidence. Seismic Resiliency Requirements • Design to current seismic codes with enhanced performance criteria for essential facilities Key Concern:Facility must be post earthquake • Include seismic bracing information and backup systems early in design for cost estimating and early operational communication to Trade Partners Likelihood:Medium Impact:High • Conduct peer reviews of structural and MEP systems at all design sets(JE Dunn current best practice) Construction Market Volatility • Use Target Value Design(TVD)and real-time cost modeling during preconstruction to stay within budget Key Concern:Price/labor fluctuations,material • Plan for tariff and escalation.Consider tariff/escalation specific allowances or contingencies.JE Dunn availability has a tariff calculator that can provide realistic projections to account for these costs Likelihood:High I Impact:Medium • Prequalify multiple subcontractors and suppliers to ensure competitive pricing and availability • Procure long-lead items early through phased bid packages and early work amendments • Include appropriate escalation and contingency in the Guaranteed Maximum Price(GMP)to manage inflation and supply chain disruptions • Monitor market trends and labor availability continuously,adjusting procurement and phasing strategies accordingly Stakeholder Coordination Key Concern:Many involved parties • Use Collaborative Project Delivery(CPD)principles with co-location and shared tools • Implement JE Dunn's High Performing Teams program to quickly build trust and break down Likelihood:Medium I Impact:Medium communication barriers • Establish a core team with clear roles and escalation paths • Hold regular alignment meetings with Otak CPM,SEA,City staff,and JE Dunn JEDUMI City of Tigard Police&Public Works Facility I 12 Risk Mitigation Approach Site Logistics/Public Interface Key Concern:Next to public areas and dog park; • Develop a detailed logistics and safety plan for public access and traffic control need safety and access control • Use signage and regular community updates to minimize disruption • Phase construction to isolate high-impact activities Likelihood:Medium I Impact:Medium • Develop a communication plan for neighboring apartments and businesses Zoning Regulatory Constraints • Maintain ongoing communication with the City's planning department Key Concern:Conditional use under civic use • Address conditional use requirements early in the design may trigger extra review • Prepare alternative layouts in case of zoning feedback Likelihood:Low I Impact:Medium Sustainability Requirements Key Concern:Must meet 1.5%GET and 1%for • Integrate 1.5%Green Energy Technology(GET)and 1%for Art into early design Art • Assign a sustainability coordinator to track compliance Likelihood:Low Impact:Low • Use Smartsheet and Bluebeam to document and report progress C. Describe work sequencing/phasing process that will be employed to ensure that existing adjacent operations are maintained throughout construction operations.With the understanding that a team effort by the City of Tigard,the design team,and the successful Proposer will be required to develop an approach to the design &construction sequencing and phasing;include a discussion of the process employed by your firm to develop sequencing, phasing&a site logistics plan,that minimize disruptions to existing adjacent facilities&existing wetlands. SEQUENCING & PHASING Maintaining Business as Usual Neighborhood Safety & Communications At JE Dunn, we believe our role extends beyond building QR codes will be posted at key public locations, offering your facility. We're committed to being a respectful real-time project updates and wayfinding information. partner for the City of Tigard, Otak CPM, SEA, and the In addition, we will distribute newsletters and flyers surrounding community. From the outset, we'll collaborate outlining construction progress (see example below). To to develop a phasing and logistics plan that minimizes support clear communication and minimize disruption, disruption to local businesses and residents. we will meet with neighboring businesses to learn about their operations and schedules. We will create a Maintaining Traffic Flow safe environment for both the construction site and the surrounding neighborhoods. Our proactive approach Clear communication and effective wayfinding will be ensures that the community and our jobsite are always essential to maintaining public safety and traffic flow. safe and well-informed. We'll coordinate closely to understand peak traffic periods and adjust our activities to avoid them. Our team will also explore opportunities for offsite laydown and parking areas and implement deliveries to p g p just-in-time reduce congestion. We will develop a detailed strategy that involves •_r== conducting in-depth site evaluations to pinpoint high- traffic zones (both pedestrian and vehicular) and critical access points. We clearly define construction zones p using barriers and strategic signage for wayfinding and key updates, and adopt phased scheduling to minimize conflicts with peak traffic conditions. Once implemented, the entire team takes ownership of monitoring compliance :oi= and addressing emerging risks in real time, ensuring that construction is an enhancement for the City without jeopardizing the safety of the community. Please see page six for our detailed logistics and traffic mitigation strategies. JEDUMI City of Tigard Police & Public Works Facility I 13 D. Describe your firm's approach toward managing fast track projects with critical timelines which have completion dates that cannot be We apply Lean principles to eliminate waste and improve moved. flow: • Just-in-time delivery and staging plans to reduce MANAGING FAST TRACK PROJECTS congestion • Robust site logistics and safety plans to maintain Our firm approaches fast-track projects with a disciplined, productivity and public safety collaborative, and proactive methodology designed to meet immovable deadlines while maintaining quality 6. Technology Integration and cost control. For the Tigard Police and Public Works Facility project, we will implement the following We utilize Smartsheet and Bluebeam for real-time tracking strategies: of schedules, RFIs, submittals, and change orders. These tools ensure visibility and accountability across all project 1. Early and Continuous Planning phases. This approach ensures that even under tight timelines, the project remains on track, on budget, and We begin with intensified planning during the aligned with the City's goals for operational readiness preconstruction phase, including: and community impact. • Early involvement in schematic and design development to align scope, budget, and schedule E. Describe the plan to establish and maintain good relationships and • Use of Critical Path Method (CPM) scheduling to foster open and productive communications with the City of Tigard, Otak CPM,the design team,and the public, including communication identifydependencies andoptimize sequencing q g of current and upcoming construction activities while supporting Local • Pull planning sessions with the City, design team, and and Diverse Community Engagement Program (CEP)and promoting subcontractors to define milestone-driven workflows community partnerships. 2. Phased Procurement and Early Work Packages BUILDING RELATIONSHIPS & FOSTERING To accelerate progress: OPEN COMMUNICATION • We identify long-lead items and critical path High Performing Teams Program components early and package them for early procurement This program includes a team kick-off as early as possible • We support phased permitting and construction with a value proposition workshop and early goal documents to allow early site work and mobilization development, a visual timeline building workshop, rules- of-the-road and Conditions of Satisfaction development, 3. Target Value Design and Cost Control personality/communication assessments (both individual and team), continuing team health plans, and more. We use Target Value Design (TVD) to ensure that design decisions remain within budget constraints without compromising schedule: • Continuous cost modeling and value engineering during design JE Dunn brought tools to the project with • Real-time cost reconciliation with the City and design their High Performing Teams program that team to avoid surprises are unique. Communication is key to every 4. Collaborative Project Delivery (CPD) successful project. The process gave insight to how the project Team communicates We embrace CPD principles to streamline decision- as individuals and works together. That making and reduce delays: knowledge has helped overcome project • Co location of key team members challenges and fostered genuine Team • Transparent communication and shared accountability ownership which has benefited the client with • Early goal definition and mutual respect among all cost savings. I wish this was standard on all stakeholders projects. - Samra Egger, Cumming Group JEDUMI" City of Tigard Police&Public Works Facility I 14 11 By fostering respect and trust early, the • Framework for Ongoing IF =- i' team shares more freely and isn't afraid Communications: Work together , to admit mistakes, share new ideas, to build a plan for communication o.r provide constructive criticism. There throughout the course of the project, is a level of natural perseverance and including everything from daily stand- excitement around shared problem solving ups, weekly OACs, and monthly IMF ; •-• ' in a team that trusts and respects each check-ins, to reporting preferences other, setting the team up for success even and collaboration points as well as F� as issues may arise throughout the course a procedure for escalation of critical of the work. -A. , ' 1L + discussions. i ., Timely Resolution of Issues: ,. ,i..- �. -�,�-. - This is the goal of the High Performing Unfortunate news does not get better !' Teams program. By creating an •o�+�■ environment of mutual trust and respect, with time; early identification of I where there is no blame and team issues and challenges is essential members feel safe in being vulnerable, the to maintaining momentum. When team can work better together to develop potential problems are recognized solutions, continuously improve, and quickly, the team has the opportunity .1- ,o execute work at the highest possible level. to address them before they impact kthe schedule or budget. Major Benefits our High Performing Co-location Teams Program Include: \\ 3/4 ' • Build Trust Quickly& Deeply: When\ \ One of the first steps will be implementing trust and respect are established early, the co-l�our team cation teamandEA, keypace. Bringing e team members share openly, offer partners, and stakeholders in one shared ideas, and tackle challenges together. Our High Performing Teams program space fosters trust, improves decision making, and provides direct access to the creates a no blame environment building, its occupants, and the City of where collaboration, continuous Tigard project management team. II improvement, and shared problem solving drive project success. To ensure a smooth setup, we propose a j li ,, \ • Instill a Project First Mentality: co-location workshop to align leadership Focusing on solutions over problems on collaboration strategies, space needs, ,c, ,� maintains a constructive atmosphere technology, and onsite tools. - J _ and keeps the team forward-focused. �� le- By prioritizing the project's success • �1' • _ �p over individual roles, each team S&L sok IA iom., member can contribute their best effort WE'RE NEIGHBORS! toward shared objectives. With our office lust 3.5 miles from the • Clearly Defined Roles: By establishing project site, we are well positioned rclear values, processes, roles, and to co locate with SEA. This proximity �'' —� responsibilitis, the team can operate allows us to stay closely involved \� _ `' effectively, and remain focused on in daily decisions, support faster delivering value throughout the build. problem-solving, and keep the project A Roles and Responsibilities Matrix moving efficiently from day one. I _ will guide the team and establish I accountability. ,_ Community Engagement fIF JE Dunn will engage the community. T. IV, CELEBRATE AS A TEAM through proactive communication by: By celebrating together, we • Partnering on Community Events: Y acknowledge individual and team We will co-host or participate in contributions, fostering a positive events with the Tigard Chamber's environment where everyone feels Diversity and Community Engagement - valued and motivated to continue Committee (DCE), which plays 4 putting forth their best efforts. an active role in welcoming and connecting with the broader community. JEDU NN' City of Tigard Police & Public Works Facility I 15 • Volunteering Locally: We believe in Together, we will deliver a project that supporting the communities where reflects and uplifts the community it serves. COMMUNITY we live and work. Through strong OUTREACH partnerships with local organizations, Promoting Community Partnerships we're proud to give back and serve. • Transparent Construction Aligned with the Chamber's strategic At JE Dunn, we embrace Communication:JE Dunn will priorities, JE Dunn is committed to our clients' missions provide timely updates on current fostering strong, sustainable partnerships and actively engage and upcoming construction activities with local organizations, schools, and through digital newsletters, signage, workforce development programs. Our with the communities and community briefings. We will goal is to support educational initiatives we serve. Living out our collaborate with the Chamber and create pathways to meaningful purpose—"Together and City to ensure messaging is careers in construction and related we are buildinga safer accessible and inclusive, reflecting the industries. Chamber's values of respect, equity, Salem"—we partnered and inclusion. We will also collaborate closely with with local organizations, the Chamber to leverage its established supported a S the lem Together, these efforts will help us build relationships with city and regional Police Department's not just structures—but strong, connected, leaders—ensuring our outreach efforts are and informed communities. inclusive, far-reaching, and responsive to Halloween safety event, community needs. By working together, and helped upgrade Supporting the Local & Diverse we can elevate local voices, promote security at a women's Community Engagement Program equity, and deliver lasting value to the shelter. Our team also (CEP) communities we serve. joined SPD's "Building At JE Dunn, we share Tigard's commitment Measuring and Sustaining Impact Buzz" video series to to equity, inclusion, and community Our B2GNOW compliance software educate the public on partnership. Rooted in our core values, allows us to track and report demographic the new police station we believe in treating every individual data, ensuring we meet workforce and highlight the with dignity and fostering environments diversity goals and monitor utilization of project's community where diversity is not only respected—but MWESBs on projects. This data-driven value.celebrated. approach enables JE Dunn to continuously In alignment with the goals of the improve and hold ourselves accountable to DEI standards. Additionally, through Community Engagement Program (CEP), periodic inclusion and belongingg surveys, II ' 1l��� we will actively engage local and we gather feedback to refine our practices �1'hl, _ diverse subcontractors and suppliers to and ensure an equitable environment for ` ensure economic inclusion is prioritized all em to ees. r throughout the project. Our efforts will go p y beyond the jobsite by creating meaningful JE Dunn's holistic approach to DEI has `a, • opportunities for community involvement. created a culture of belonging and equity, We plan to host site tours, educational both within our workforce and in the . el, 0,. sessions, and job shadowing communities we serve. Our sustained commitment to inclusivepractices and 4 experiences—particularly focused on ,.� reaching historically underrepresented equitable growth continues to drive our �.* groups. These efforts are designed success and our positive impact on clients s.- ,ili employees, and communities alike. `,.' to build awareness, spark interest in ", the construction industry, and create pathways to future careers. milli, SHARED VALUES, SHARED VISION Our approach to community engagement is deeply aligned with the Tigard '� Chamber's Guiding Principles. These shared values form the foundation of our ti";= partnership and drive our commitment to creating a project that reflects Tigard's c 1 VA, priorities and uplifts the entire community. _ °" ' I ' _ — ,.. Transparency Integrity Equity Collaboration Leadership } a .. DUMI 4 . 4 PROPOSED PERSONNEL & ORGANIZATION A. Provide a project organization chart showing the proposed key staff for this project . TEAM CHARTER CITY OF TIGARD OWNER • Trust and Transparency • True Partnership • No Blame Culture OTAK CPM • Mutual Respect&Tolerance OWNER'S REP • Reliable Promising • Collaborative Behavior • Integrated Thinking JE DUNN • Lean Design & Construction CONSTRUCTION . 41 Darin Stegemoller Company Executive . KEY STAFF MEMBERS ' I I. I 111. 00 till•L'''„ ilit , 9 a Stacey Flint Matt Jones Jim Milne Erik Sphoon Jen Lein Sr.Project Manager Sr.Superintendent Chief Estimator Safety Manager Sr.Quality Manager , . . . , . . i 1 , • r 1. Primary Work Location `. • On-site 41 Office Dustin Clauser Sage Guttes . Estimating Manager Estimating Manager , . . ADD •. t ,. .TTE• . . ) 1 II I 1 CI- f . to . 47) 'At) Kyle Boehnlein Martell Dyles Julianne Laue Leigh Farr Police/Public Sr.Diversity,Equity Environmental& Facilities SMESustainabilityDirector Civil/Structural SME &Inclusion Mgr. , ) . , JEDUNV City of Tigard Police & Public Works Facility I 17 A(continued) Describe duties/responsibilities for all key staff positions B. Indicate approximate percentage of each week that each person shown on the org chart is anticipated to be working on the project,their primary work location during the design and construction phases of the work. 1::' Or DARIN STEGEMOLLER STACEY FLINT MATT JONES Project Executive Sr. Project Manager 25% 14 Sr. Superintendent 5% PRECON 15% CONSTRUCTION PRECON 1100%1 CONSTRUCTION 25% PRECON 100% CONSTRUCTION Darin will oversee the schedule and With a passion for promoting Matt will oversee JE Dunn budget, allocate resources, and diversity, equity, and inclusion, field operations. He will help provide a path to escalate major and experience delivering plan, implement, and deliver a issues. He will focus on bringing large, complex projects, Stacey successful project. He will be a the right people at the right time is well suited to be your day- hands-on problem solver, listening to solve problems, create a safe to-day front line manager. Her to project stakeholders' concerns environment, and build teams that open communication style and and creating workable plans to work well together. collaborative approach supports keep this project on-track. faster, safer, and cost-effective project delivery. JIM MILNE ERIK SPHOON JEN LEIN Chief Estimator "' Safety Manager 6 Senior Quality Manager c b0 PRECON 0 CONSTRUCTION 25% PRECON 100%` CONSTRUCTION PRECON 50% CONSTRUCTION Jim ensures that our resources are Erik provides leadership on safety Jen will provide overall direction coordinated in developing our and health matters. He will leverage and leadership to ensure quality preconstruction plan. He will work his advanced experience and standards are exceeded. She tirelessly with all stakeholders to understanding of local and national will manage the planning, provide planning and budgeting standards and regulations. Erik is implementing, testing, inspections support, design reviews, and value responsible for setting the tone for a and review of quality compliance engineering, while remaining safe project site throughout the duration of the mindful of your budget. project. DUSTIN CLAUSER0 SAGE GUTTES Estimating Manager Estimating Manager C. Include resumes for all key ®PRECON 5% CONSTRUCTION 50% PRECON 5% CONSTRUCTION individuals shown on the chart. Dustin will lead and manage Sage is dedicated to developing our team to create value through a rational Guaranteed Maximum See appendix for resumes. transformational solutions during the Price. She will ensure that our GMP design phase. Dustin will provide includes all cost exposures, line by clear leadership to deliver the line so that all team members can project within the planned budget. understand why the costs in the Initial tasks will include engaging estimate are included. Sage will help the entire project team to understand to maximize program and avoid your mission, vision, core values, surprises. and KPIs. FOSTERING TEAM UNITY & PURPOSE HELP KEEP P D X We will maintain continuity of the team by ,,-,` incorporating quarterly team building events, % 4 -I - - t I # 1 AIRPORT a strong onboarding program, posters in the co-location space highlighting our project fir'` 4401)( Alt Ikkkkgiii t purpose statement (which we will create together), share our goals and values with the team regularly, and maintain a respectful and Peec e fun jobsite. Si,,! JED City of Tigard Police&Public Works Facility I 18 D. Provide an organizational chart of the company. Include all wholly owned subsidiary companies and define their relationship in providing personnel or equipment for the project. JE Dunn Construction Company will work with our logistics team, Blue Hat Crane, LLC, to procure machinery, tools, and equipment for the project when appropriate. Bonds will be provided by William Henry Agency, LLC (I) JEDUNV' CONSTRUCTION Board of Directors(9 Members) )— • Tim Dunn • Chairman and Chief Investment Officer Gordon Lansford President and CEO REGIONS GROUPS • • • • • • Dan Kaufman Adam Cox Greg Lorei Dustin Liljehorn Jeff Fuller Paul Neidlein Eus�Rcylon Midwest Region South Central Region West Region National Healthcare Advanced Facilities President President President President Group President Group President OPERATIONS / CORPORATE SUPPORT • • • • • • Trent Wachsnicht John Jacobs Bethany Ropa Tom Whittaker Christy Paoli Rodd Merchant Chief Operating Officer Chief Information Officer Chief Financial Officer Chief Legal Officer Chief People Officer Chief Strategy and Client Experience Officer Subsidiary Companies JE Dunn Construction Group, Inc. JE Dunn Construction Company Collectively, we navigated J.E. Dunn Aircraft the need to involve multiple stakeholders and engaged JED QOF I, LLC in a redesign to meet the changing needs of the Health ( J E. Dunn Capital Partners, LLC Department. There are many things I appreciate about our William Henry Insurance,LLC work together. I will mention just two: your commitment to CBrightersavingssl, LLC equity and your dedication to community. William Henry Agency,LLC — Maria Lisa Johnson, Multnomah County Dunn Realty, Inc. CHFDR, LLC JE DUMI' City of Tigard Police&Public Works Facility I 19 4 . 5 :OST MANAGEMENT JDUMI® City of Tigard Police&Public Works Facility I 20 JEDUNN' City of Tigard Police&Public Works Facility 121 D. Describe the proposed method of documenting the line item components of the Guaranteed Maximum Price(GMP)and the method of determining whether project changes are inside or outside the scope of the GMP. JEDUMI" City of Tigard Police&Public Works Facility I 22 E. Describe past performance on other CM/GC contracts within the past seven (7)years. For each project, list the project name,client name, completion date,contract GMP,dollar amount of change orders,and client contact person including phone number. CM/GC CONTRACTS - LAST 7 YEARS Oregon Liquor & Cannabis Warehouse and Washington County Public Services Building Distribution Facility Client: Washington County Client: OLCC Completion Date: Ma 2019 Completion Date: Antici ated Completion 2026 Contract GMP: Contract GMP: Dollar Amount Change Orders: Dollar Amount Chan a Orders: Client Contact: C ient Contact: TriMet Powell Garage Washington County Law Enforcement Center Client: TriMet Client: Washington County Completion Date: A ril 2023 Completion Date:Januar 2018 Contract GMP: Contract GMP: Dollar Amount Chan a Orders*: Dollar Amount Chan a Orders: Client Contact: C ient Contact: PeaceHealth St. John Medical Center 8th Floor Renovations Client: PeaceHealth St. John Medical Center Completion Date:June 2023 Contract GMP: Dollar Amount Chan a Orders: Port of Portland Critical Operations Center, TSA !lient Contact: HQ, Police HQ, and Rental Car Center PeaceHealth St. John Medical Center 8th Floor Client: Port of Portland Cath Lab 1 Remodel Completion Date: November 2021 Client: PeaceHealth St. John Medical Center Contract GMP: Completion Date: March 2025 Dollar Amount Change Orders:- Contract GMP:Dollar Amount Change Orders: C ient Contact: !rt.Contact: City of Salem Police Client: City of Salem PDX1 2 Digital Realty Completion Date: Se tember 2020 Client: Digital Realty (Confidential) Contract GMP: Completion Date: Se tember 2024 Dollar Amount Change Orders: Contract GMP: Client Contact: Dollar Amount Change Orders: Multnomah County Health Department HQ Client Contact: Client: Multnomah County Completion Date: Februar 2019 Contract GMP: Dollar Amount Change Orders: Client Contact: JEDUMI` City of Tigard Police & Public Works Facility I 23 I V 0 1 r i ` Ili" (I) � ( , AKD N II Ioti • SCH'iULE , QUALITY '';''- - CONTROL & SAFETY PLANS SCHEDULE, QUALITY CONTROL & c A. Describe approach to managing the construction schedule. Include Schedule Monitoring Tools I a description of the elements of this project that are likely to put the schedule at risk and how they would be proactively managed. Include Trade leads share their plans for descriptions of schedule tracking tools and summary reports. the upcoming week Benefit: Identifies constraints, risks, and delivery schedules. APPROACH TO SCHEDULING Ensures smooth operations for the following week. Daily Huddles: Provide a daily touchpoint with trade leads To manage construction schedules effectively, we adopt Benefit: Opportunity to discuss immediate tasks, ensuring a multifaceted approach that integrates comprehensive adherence to the schedule and safety. planning, robust communication, and continuous monitoring. Custom Application for Reports: Integrates our project schedules with Microsoft PowerBl reports. Users can filter Planning information by date range or trade partner without altering the underlying data. As soon as we are awarded the project, we initiate Benefit: This level of transparency and accessibility ensures that the planning phase with all key stakeholders, including all team members are well-informed about project progress at The City of Tigard and Scott Edwards Architecture. This all times. involves aligning on project objectives, defining roles, and setting expectations. A detailed graphic master Smart PM&Oracle Primavera Cloud Platform: These programs schedule is developed, marked by key milestones that allow us to run analysis reports on all our project schedules are based on firm commitments from SEA, The City, and across the nation. essential trade partners. Utilizing the BIM Execution Plan Benefit: We can produce a "Project Health Score", which (BEP), we maintain a coordinated 3D model throughout allows us to easily monitor job progress. the design process, which allows us to extract material quantities and validate durations with our historical BuildDots: Field component of our monitoring progress. production rates. Benefit: We can determine real time progress based on actual Communication work in place Effective schedule communication is critical. As trade Digital Job Safety Analysis (JSA) Forms: Allow us to aggregate partners come on board we refine our plans further by information that is generated daily by our trade partners into conducting digital pull planning sessions using Mural, dashboards we use to track planned activities, quality of a real-time collaborative software. This ensures that hazard identification, and overall job progress. every team member understands their responsibilities Benefit: Analysis of activities on site by trade or equipment is and the overall plan, promoting a cohesive and well- used to identify trends and focus on areas of highest risk. coordinated effort. Project Meadowlark I Graphic Schedule O �.k Scheduled Activities GRAPHIC SCHEDULES FOUNDATIONS N SOe Pensive CLAN PROJECT MIEAJOvNLARK - 4 P 0 0 0 2 2 4 4 4 4 0 PA 0 4 °°°:„ a°=,°,,_°_, T.T ,,„,.. ",°,,.„,,,,,0„ , On the Oregon Liquor & Cannabis ®Q sa,� ® m = "°rye 1 I .--0 m°Id °'°""°' Warehouse and Distribution Facility, we are ® immillir © o° using graphic schedules to help show the flow of the project and provide a visual tool _' IMm 4_-0 to help trade partners follow the large and I ors o . __c, complex schedule. These graphic schedules ® 9� m are updated weekly during our foreman's meeting to keep them current and accurate. 6/11/2025 7/11/2025 JE DUMI City of Tigard Police&Public Works Facility 124 Schedule Risk Mitigation Plan Potential Risk Mitigation Retaining Wall: Delays in selecting the wall system could impact downstream work Engage GeoTech and Structural engineers early to expedite design (site grading, sally port, and firing range decisions and keep foundational work on track construction) Sally Port& Firing Range Waterproofing: Waterproofing design and installation Address waterproofing requirements during retaining wall design challenges could delay enclosure and interior to prevent rework or sequencing delays work Generator Sizing: Inaccurate sizing or late Evaluate generator needs early (run time, fuel, capacity) and decisions could delay procurement and MEP coordination finalize sizing to prevent late redesigns PGE / Utility Coordination: Delays in utility design or coordination can hold up power Involve electrical subcontractor early and assist owner with utility connections, permits, and energization coordination and agreements milestones Storm Run-Off: Incomplete or noncompliant Implement early drainage modeling to confirm system sizing; drainage design can delay permitting and site coordinate with city to avoid permit delays; phase underground work systems to align with grading Structural Elements: Long lead times or changes in structural system could delay If selected, include in Long Lead Equipment (LLE) and Early Work procurement and critical path work at the sally Agreement (EWA) packages to preserve schedule port B. Describe expectations for labor and materials availability on this project. Describe how anticipated challenges with availability of labor or materials could be mitigated. Explain the plan to generate sufficient subcontractor and/or material supplier competition in the bidding to minimize project costs. LABOR & MATERIALS AVAILABILITY budget certainty. Delaying major scope bids until the end of design can lead to schedule delays and budget Labor & Material Availability overruns. Material availability and lead times are key JE Dunn stands apart in our ability to forecast construction considerations for this project. We have already material and labor costs. Our full time, in-house identified potential long-lead items—such as structural economists continuously analyze construction commodity markets, real-time bid data, and direct input from local steel, switchgear, mechanical equipment, and elevators— and will integrate this insight into our procurement plan trade partners. This intelligence equips our design and starting with the first estimate. These critical items will preconstruction teams with forward-looking insights into be closely tracked, and early release packages will be cost trends and material availability. As a result, we can provide the City of Tigard with a clear understanding developed if needed to avoid supply chain delays. of potential cost risks and offer proactive strategies to mitigate them. Mitigating Risk Through Early Engagement & Driving Competition to Minimize Costs Market Insight Our strategy for ensuring robust subcontractor and When needed, we bring key trade partners, especially supplier competition (section A-9) includes early outreach, mechanical and electrical, on-board early to support unbundled bid packages, and targeted engagement with design and manage procurement. Their early involvement local and MWESB firms. These efforts are designed to helps make informed equipment and system selections generate broad bid coverage and deliver the best value while also helping lock in prices so that we have early to the City of Tigard. JEDUMI City of Tigard Police & Public Works Facility I 25 C. Discuss opportunities and challenges that you see to complete the project in as efficient of manner as possible. Describe how the opportunities will benefit the City and describe how the foreseeable challenges will be addressed by your firm. OPPORTUNITIES & CHALLENGES FOR EFFICIENCY Clear, proactive communication and early collaboration are essential to delivering a successful project, especially for a complex, critical facility like the City of Tigard's Police and Public Works project. At JE Dunn, we actively identify and pursue opportunities during design that reduce risk, improve schedule certainty, and add value. Below are several key areas where our team brings unique advantages to support the City's goals. Opportunity: JE Dunn Prefabrication Department Opportunity: Self-perform Work & In-House Shop We see opportunity in schedule optimization with our self- Our Pre-build department engages early in each perform expertise and intend to pursue self-perform for project to identify opportunities for prefabrication and critical areas of work including concrete, rough carpentry, modularization, staying involved to support future project doors and hardware, and interior finishes. needs. JE Dunn's in-house wood and metal fabrication shop enables us to create custom wood products, Benefit for the City: Historically, we have found this embeds, and various steel items. approach to be effective in controlling and driving the schedule and enabling us to meet or exceed key dates. Benefit for the City: This capability allows us to offer competitive pricing, maintain better control over the Opportunity: MEP Specialists supply of essential materials, and ensure scheduling reliability, ultimately delivering added value to our clients. Our in-house MEP experts support cross-discipline coordination, ensuring seamless trade transitions and Opportunity: Robust Procurement Department schedule optimization for complex facilities like the City of Tigard's Police and Public Works project. Recognizing JE Dunn has a Procurement Department whose the unique systems and security requirements of your nationwide vendor relationships and buying power has facility, we include a robust testing and commissioning been able to procure equipment quicker than some of our period, with a dedicated manager joining in the final six trade partners. months to ensure full operational readiness at turnover. Benefit for the City: Faster procurement reduces schedule Benefit for the City: Our in-house MEP specialists help risk for long-lead items, helping to keep the project on ensure critical systems are fully integrated, tested, and track and avoiding costly delays. It also allows the City operational at turnover. This reduces disruptions and to benefit from national buying power and competitive supports a smooth, reliable handoff. It is especially pricing, maximizing value within the project budget. important for police and public works facilities, which require complex systems, secure environments, and uninterrupted functionality from day one. !�,�I, � I S_ i it ° -' PREFAB CASE STUDY .`' _ �` li ROBERTSON LIFE SCIENCES BUILDING \ji, iI' I,� The BIM model allowed key �u��� f_ trades to pre-fabricate off-site ��` � ■ and schedule just-in-time delivery. _ �1� 1� i ! '"'- ' Pre-fab resulted in improved � ����������� tt , — = quality and increased safety. It's vo�i� ►� J ", I estimated the project saved 15% ��� I/ /, , =A- � •_ i compared to on-site fabrication. :_=I City of Tigard Police&Public Works Facility I 26 D. Describe your firms proposed quality control plan and how it will be implemented. SUPPORTING THE CITY OF TIGARD THROUGH QUALITY CONTROL PLAN - DOING IT RIGHT THE FIRST TIME QUALITY CLOSEOUT JE Dunn will carefully plan and execute a quality program for the City of Tigard led by our Quality department in close coordination with the project team. Program planning - ' . 1 I ' starts during preconstruction, led by Jen Lein, Senior Quality Manager. Once we move f - - into construction, our project team will take the lead in reviewing and managing quality with the continued direction of our QA/QC personnel. By establishing these roles and $1 i beginning early, our team can produce quality results the first time around. Here's how we plan for quality at all phases of the project: S o� ' Itit Quality During Preconstruction Quality During Construction r We • ;,._ ,- '• Scope Alignment: Ensure our self-perform , meet early with the design team to P g p 1.1A L1� ' confirm everything fits together and flag crews and trade partners fully understand • ` any construction concerns based on past their scopes and prioritize quality reducing rework and confusion. experience. Warranty Response We respond to warranty Peer&Constructability Reviews: Experts Pre-Work Mock-ups &Testing: Ensure concerns within 24 hours review key elements like structure and our self-perform crews and trade partners and are ready to resolve soils to spot problems before building fully understand their scopes and prioritize issues with the appropriate begins—saving time and money. quality reducing rework and confusion. trade partners as needed. 11-Month Warranty Walk Mock-Up Design: We create 3D models ACC Field Set-up: Digital checklists A formal walk-through is of critical details to show how things track quality, safety and punch list items, conducted 11 months after should be built, giving clear guidance to streamlining field documentation and substantial completion. the trades. boosting accountability. Issues are addressed as they arise. Close-Out Training Page Turns: We sit down with the design Manufacturer Site Visits: We verify We deliver organized team, trades, and consultants to review offsite fabrication quality—ensuring digital close-out documents comments and confirm design updates materials meet your standards before they and provide training to together. reach the jobsite. ensure your team can operate the building with confidence. Site Specific Quality Control Plan: We Mock-up Verification Testing: We test create a tailored plan to make sure your critical systems early—catching problems ACC Field Punchlist project meets all codes, standards, and before they impact the schedule or Our proactive punchlist contract requirements. budget. process begins early, identifying and resolving issues by system during ACC Field Training: We train trade Building Verification Observations & construction to reduce partners to use ACC to log and resolve Testing: We test critical systems early— rework and end-of-project issues directly from the jobsite. catching problems before they impact the delays. schedule or budget. Final Audit All items are verified Trade Scope Reviews: We carefully ACC Field Audits: We monitor and as complete by trade review scopes with trade partners to close out issues regularly—keeping partners before substantial ensure all materials and tasks are clearly quality control tight and avoiding project completion. defined and coordinated. slowdowns. JE DUN1r City of Tigard Police&Public Works Facility 127 1 E. Describe your firms proposed general safety program, including training,hazard identification,and audit/inspection. Include specific information on subcontractor and employee accountability for safety, RT formal disciplinary program,and Company EMR safety record for the last three years. liii InSAFETY PROGRAM ;' .ill - _ Safetyis at the forefront of our culture. are also an integral part of our team. ?�� _ _ ` '.-, We ave a resolute responsibilityto Trainings are provided as needed, such as •WIltir rt Pi , ensure everyone goes home in the same first aid, CPR, trenching safety and more. . 'trly>� ti- 1 i ,,' ,i shapa that they showed up in. Employees -�`° N II•� - • and trade partners are empowered with Safety Orientation and Drug Testing: the training to recognize hazards, tools Every worker must attend safety to report outcomes, and permission to orientation and pass a mandatory hold each other accountable. Anyone on drug test prior to beginning work. In PREVENTION a JE Dunn project site is empowered to this orientation, workers are shown THROUGH DESIGN stop work upon witnessing any unsafe our safety presentation as well as practice without fear of consequences. other project-specific information. Our senior safety Job Safety Analysis (JSA): We begin each manager led a day with a JSA to review current activities collaborative team of and potential risks with all trade partners. stakeholders from the Port JSAs are signed and submitted to the of Portland, the design leadership team, who verify compliance team, and construction through site walks. Weekly "all hands," trade partners to analyze pre-planning, and pre-installation meetings the design from a reinforce satety, with each meeting safetyperspective. starting with a safety moment to highlight pers p ongoing work and associated risks. This Prevention through Project-specific Safety Planning Near Miss Reporting:JE Dunn promotes Design (PtD) initiative Every project is unique. JE Dunn's the proactive approach of reporting near- focused not just on Superintendent, Matt Jones, will lead miss events on our projects. Every worker protecting workers on-site, supported by Safety Manager is encouraged to participate in incident Erik Sphoon. All tradepartners must prevention ay reporting near misses. during construction, p Each report is investigated, controls are but on reducing risk provide safety plans, including special developed, and events and findings requirements, logistics, emergencyfor anyone interacting actions, and communication protocols. are shared in weekly safety meetings. with the building for years to come. We use a Safety Accountability Incident Reviews: In the event of an Matrix to hold project managers and incident, we meet with the parties For example, the team superintendents responsible for daily involved and conduct a root cause relocated air handlers team safety. Regional leadership analysis. Once a root cause is regularly reviews and updates the matrix, determined, we broadcast lessons learned to the ground level so g Y p that can prevent future incidents. that maintenance staff and evaluates these roles semi-annually wouldn't have to perform to ensure standards are met. Safety Tracking You Can See: Autodesk risky repairs on building Safet Program Elements Construction Cloud (ACC) allows all rooftop. They also y g stakeholders to track safety concerns modified the design to Projects are safest when we work and corrective actions in real time. prefabricated utilities together. In addition to closelyjoiningLogged issues trigger notifications for use 9 prompt resolution, and data is analyzed which minimizes elevated our trade partners, our approach to identify trends and prevent future work for construction to managing a site is to partner incidents. workers on site. with you. This allows for complete transparency and affords a safety ' °N"TION� p Y „4 Our NW office received the We now implement PtD commitment at all levels in a project. ; ac_ AGC Pride Award for the on all ro ects leading I Our Safety Approach Includes: PRIDE fourth consecutive year°off ?`� and took home first place to safer sites and safer �c9,,,,„ E,,G,, in the AGC Rose Award for end-user operations. Training: We provide comprehensive R�, `�� our industr -leading safe trainings to front line workers to prepare R. y them for their upcoming tasks. This RECOGNITION OF culture and innovative safe1y extends to trade partners as well, as they i cETY EXCELLENC; programs. JE DUNJ City of Tigard Police & Public Works Facility I 28 4 . 7 : EE PROPOSAL JDUN%f City of Tigard Police&Public Works Facility 129 JDUN%f City of Tigard Police&Public Works Facility 130 \11111T — ...:.':'.. ...-., ...,...„.. ,. 4.',..-,,e ,. -‘•%,--. .... . . ......._._ , . .„ ......„„...)_ , . 5%„„yo,,,, , . . . . EvER,...,, la....-a•—•—ig pow i ALL THE TIA47. vow,* Ilid. ' t ' * 1.fa , 0 .A...." ilk. 111111 111" 1111 i 441 V. I • ". •t .4 1 . i amor ik . . fillayttuArt ., . .•• .-,,-i-*-- ' / .-.,• , .. APP! I ;, ,• • . ;.•X' . . . . ' .,. •I ,• . - . OS' ( 411 iftavg•J tat i coA,artz_ ,,,ii, 1 . 4111/OLSPA / 4./CI.3111111. ON1P‘Af , / .. 2,' • 1 .. ) k . t • , ..: . _... , k i . / 1 1 r . 4. . . . . . . . . . . . . '1.1.2‘.•.'.. ,....•;',..,'.. .", .•, ,'• *I"; ;. • . • • 1 II ,. ...,.. .•, „.........,.... •••,, •, •, .. . . .., . . • .. .. •, . . ,. , . ,. III . , .,..„,••.. •.,' •,,,.,••„y .. -J• .. At • ' 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. Agreed by: Vow-- Contractor Name: JE Dunn Construction Company ***************************************** 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 ❑ Non-resident Contractor: Contractor does not qualify under requirement stated above. (Please specify your state of residence: ) Officer's signature: a'✓ Type or print officer's name: Darin Stegemoller JDUN%f City of Tigard Police&Public Works Facility I Appendix 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: DS 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 ,#7, #3, , to this RFP. Name of Contractor: JE Dunn Construction Company Business Address: 8910 SW Gemini Dr Beaverton, Oregon 97008 Telephone Number: 503.460.7723 Fax Number: N/A Email Address: darin.stegemoller@jedunn.com Authorized Signature: Printed/Typed Name: Darin Stegemoller Title: Senior Vice President Date: June 25, 2025 JEDUMI" City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JEGUN%f City of Tigard Police&Public Works Facility I Appendix JEDUhhr City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JEGUN%f City of Tigard Police&Public Works Facility I Appendix JEGUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JE DUMI City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix 1101K - * IR 411, , . • . . ',- -• , . - EVERYONE ,ilik ififrolit ,.1.,_ EvERyvv,..,,„,i IIIIMIIMmemm...1 ALL THE TIME -.401111P 0 , . nu..., 'NI , . 0 ...per lai • . 4 II 1111111."' • ,) D 1\1 N , . • N mr., Ft 4 :il lialtAf,. '!--40.----- - r.:17-"; - C 0 N TRO LL ' ''''' 4 s u R .4. , , 1,1. . C E PRO ..' . . ...ill ,.,.,,. ...„, r t .• ( . • 4173 1 r4 C71 II . . 1101106e0 A •1 •1 .., , 1, • .. . . , . , , A . .., , / ( Jr 1 - ... .....,,......,.. '.1. ' • , ,'.•••.',..• .• . . 11 •, ., . , .,„. .,••••.,.. ...,,•••• ." „ . . . „ . . „ „ „ .• , • ' '••„ ., .„ , ,. ,, . .P.' ,6 e Y Y n JEGUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JE Dunn Controlled Insurance Program I Page 1 of 8 Verification OF JE DUNN CONTROLLED INSURANCE PROGRAM ( DCIP) Commercial General Liability Workers Compensation Employers Liability and • Excess Liability February 2023 JDUN%f City of Tigard Police&Public Works Facility I Appendix JEGUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JDUN%f City of Tigard Police&Public Works Facility I Appendix JEGUN%f City of Tigard Police&Public Works Facility I Appendix JEGUN%f City of Tigard Police&Public Works Facility I Appendix