HomeMy WebLinkAbout3 PCL Construction Services, Inc._Redacted • • •
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•••••••• • • • • • • . . . • CONSTRUCTION
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• General Contractor(CM/GC) Services
• • ••.•••••••••••••••••••••• RFP 2025-20
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• •••••• • • • • • • ••••••• • • . . • . June 25, 2025
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TABLE OF
,ONTPNTS
4.2 TRANSMITTAL PAGE
4.3 MANAGEMENT OF WORK 1
4.4 PROPOSED PERSONNEL AND ORGANIZATION 18
4.5 COST MANAGEMENT 20
4.6 SCHEDULE, QUALITY CONTROL AND SAFETY PLANS 24
4.7 FEE PROPOSAL 30
APPENDIX
Resumes
Attachment A- Proposal Certifications
Attachment B - Proposal Form
Full PCL Company Structure Org Chart
PCL CONSTRUCTION CITY OFTIGARD I POLICE AND PUBLIC WORKS FACILITY
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- PCL's Tigard Adopt-A-Street cleanup day with Scott Edwards Architects
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;;;;;;::.•••••• • : : . . . . TRANSMITTAL PAGE
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: : : : June 25,2025
• . . RE: Police and Public Works Facility-General Contractor CM/GC- RFP 2025-20 CONSTRUCTION
City of Tigard,Oregon
Procurement Services PCL Construction Services,Inc.
Attn: Rosie McCown 998 Courthouse Road
Oregon City,OR 97045
P:425-454-8020 I www.pcl.com
Dear Selection Committee,
It's an early spring day in 2028,and the crowd is gathered for the grand opening of PCL OFFERS THE FOLLOWING BENEFITS TO THE TIGARD POLICE&PUBLIC WORKS PROJECT
their new Police and Public Works Facility;Scott Edwards Architects summed up • Local expert in highly visible public projects,our team just wrapped up the
the ethos behind the new facility beautifully,almost poetically. It is this vision—and Clackamas County Courthouse project in Oregon City,which shares multiple
the deep responsibility that comes with helping bring it to life—that compels PCL scope and stakeholder similarities.
Construction to express interest in serving as your general contracting partner for • PCL Construction is your locally rooted contractor with the benefit of having
this vital community project.We understand that beyond the bricks and steel,Tigard national reach and resources. We have a deep connection to the communities
is seeking a partner who can deliver on the goals of the city,honor the design of the we build in and will lead a hyper local approach to executing the preconstruction
architect,and uphold the trust of the community.That role requires more than techni- and construction phases.
cal capability. It demands integrity,communication,and an unwavering commitment to Zooming forward to 2028,as Brian Rager and Chief Jamey McDonald make their
long-term value. remarks,thank the city for their support,applaud the community for their trust,and
PCL's experience managing complex public works and essential facility clinch the scissors to cut the ribbon officially opening the new City of Tigard Police
projects has prepared our team to deliver a facility that reflects Tigard's priorities: &Public Works Facility,PCL would be honored to sit among community members
operational resilience,environmental responsibility,enduring quality,localism,and knowing that our team was able to delivery on the City's goals while executing on Scott
accountability to the community. We will bring a collaborative approach to meet those Edwards design through Otak's leadership,and provide a facility that will support the
challenges,ensuring that city stakeholders,SEA design team professionals,and the community for the next 50+years.
broader community feel heard, respected,and well-served.
Delivering on the City's goals means aligning every step of the construction process
with the intent and integrity of the architectural design,the operational needs of thep/I/LQJt? ,_n
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public works and police departments,and the broader values of the Tigard community. ""��'�
This alignment will be paramount for building support around the 2026"Building a Tyler Kautz Melissa Shackelford
Better Tigard" Bond measure. Our diverse team thrived in roles where collaboration is Vice President&District Manager Manager,Finance&Commercial Risk
constant,where stakeholders are engaged,and where responsiveness and trust are tbkautz@pcl.com mishackelford@pcl.com
vital.We believe in being a proactive partner— not just solving problems, but prevent- P:425-519-7410 I F:425-454-5924 P:425-519-7352 I F:425-454-5924
ing them,and helping the entire team stay focused on the shared vision.
Tigard is building more than infrastructure—it's building trust, preparedness,and pride.
PCL,and our local Portland based team,would be honored to help deliver a facility that We certify that we do not discriminate in employment practices,and identify resident
the community will look to as a beacon of sustainability,safety,and smart investment status as defined in ORS 279A.120. We will comply with the provisions of Oregon Revised
for generations to come. Statutes(ORS)and Local Contract Review Board(LCRB)Policy.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • i
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PCL IN THE PNW
For over 119 years,33 operating in Oregon and the larger Pacific Northwest, PCL has been driving PCL'S LOCAL IMPACT _
innovation and helping guide our clients through the nuances of the built environment.We are a 1. Portland Pickles Sponsorship a 0
company driven byinnovation and rooted in our founder Ernie Poole's guidingprinciples: 2. Adopt-a-Street I Gaarde St 0'
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• Employ the highest-grade people obtainable 3. Adopt a Park I Hammerle Park 0 `2_. O � a
4. Clackamas County Courthouse
• Encourage integrity,loyalty,and efficiency PORTLAND
• Be fair in all dealings with owners,architects,engineers,and subcontractors 5. INTEL Parking Garage a 0 a
6. Portland Amtrak Union Station
• Keep your word as good as your bond 7. Portland Paramount Hotel
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As a 100%employee-owned company,those guiding principles still hold true in how every PCL at adidas Village o
employee interacts internally and externally.That culture of ownership means we approach your 9. Air Traffic Control Tower at PBX • n
business like we approach ours—with dedication,care,and a commitment to doing things right.Our * City of Tigard Police&Public Works 1 ° `L,ro
team is fully dedicated to building successful outcomes that help our partners thrive.
The primary Northwest District office in Bellevue,WA provides executive support to our local Portland,Oregon office. PCL has a network of over 5,200 employees and the expertise
and resources to provide solutions quickly and effectively whenever they're needed.As part of a global network,PCL operates 32 offices across Canada,the United States,
Australia,and the Caribbean,with U.S. headquarters in Denver,Colorado,and corporate headquarters in Edmonton,Alberta. Our project teams have experience managing small
nimble projects ranging from$50k to lager complex projects exceeding$4 billion. By leveraging experience across our wide range of Subject Matter Experts,PCL is able to offer an
all-inclusive and individualized service that meets the unique needs of the Police and Public Works project. PCL is a corporation/corporate entity.
OUR MARKETS IN OREGON Civil Parks&
Rec Infrastructure Aerospace Multi-family Hospitality
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PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 1
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ALIGNING VALUES ACROSS STAKEHOLDERS
What sets us apart in our individual scopes of work is also what brings us together—a Building a Better Tigard Bond and helping to unite public safety and public works within
deep commitment to collaboration,integrity,and service to the community.We have an efficient and resilient campus.
the unique opportunity to bring The City of Tigard,Scott Edwards Architecture,Otak, We see this project as more than just a facility. It's a community asset—a catalyst
and PCL under one roof and form a united team grounded in shared values and a col- for prosperity that reflects Tigard's priorities and values.We are focused on being
lective vision for a better future.While each of us brings different strengths—whether responsible stewards of public funds,ensuring that every dollar spent brings lasting
in design,engineering,construction,or public service—our diversity of experience, value.And we believe the PD&PW project can serve as a tool for broader community
background,and perspective strengthens our approach and enriches our solutions. benefit: promoting local business engagement,fostering civic pride,and supporting
Together,we are not only committed to delivering a project that exceeds the expecta- long-term growth and resilience for Tigard.
tions of the Tigard Police and Public Works Departments,but to solving the complex, At the heart of it all,we're committed to doing meaningful work—together—and having
unique challenges associated with this effort—such as building trust around the 2026 a lot fun while we do it.
Community Engagement Commitment to Fun
Environment Engagement
Otak Economy Equity Excellence R� Scott
Diversity&Equity ■■ Edwards Diversity&Equity
7� Architecture
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Sustainability
ary of Future Generations )
Tigard \
Future Generations Sustainability J
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WE WILL USE THESE SHARED
VALUES TO DEFINE OUR PROJECT
TEAM MISSION STATEMENT AND
HELP SCULPT OUR PROJECT GOALS. ( Passion CL ( Dynamic Culture
CONSTRUCTION
( Honesty ) Respect l
Integrity
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 2
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PROPOSED PRECONSTRUCTION PLAN
Preconstruction for the City of Tigard Police&Public Works Facility is more than budget We bring real-time insight to every preconstruction milestone:
and schedule—it's about transforming a complex,multi-use vision into a buildable, • Early Program Validation.Our estimators and engineers assess each element
fundable,and resilient plan.Our process starts by analyzing knowns: budget param- against the overall site capacity and budget thresholds to align cost and design.
eters, Risk Category IV code requirements, programming goals,and infrastructure • Cost Modeling with Power BI.Our live dashboards integrate evolving scopes,
constraints on a 9-acre undulating site. risk registers,and value opportunities.This system empowers Tigard,Otak,and
PCL takes a hands-on approach to preconstruction,ensuring active participation in SEA with visibility into every cost variable,updated weekly.
all design meetings with Tigard,OTAK,and Scott Edwards Architecture.We provide • Trade Partner Input.Within 60 days of preconstruction kickoff,we initiate
real-time feedback on cost implications,constructability,scheduling,and opportunities collaborative sessions with key subcontractors to align scope,logistics,and
to streamline execution,keeping the design aligned with stakeholder vision while pricing to current market conditions—ensuring early GMP viability.
maintaining construction feasibility. PCLs team will also provide phased GMPs aligned to the permitting strategy outlined
To enhance collaboration,we leverage annotative models and virtual mockups,allowing in the RFP.This enables early work authorization for critical path components(e.g.,
stakeholders to visualize design concepts,make informed decisions,and avoid costly utilities and site grading)while maintaining overall budget integrity and flexibility.
revisions.
PRECONSTRUCTION RESPONSIBILITY MATRIX
We right-size our team throughout the project lifecycle,scaling specialists and technical support at the appropriate phases to reduce overhead,avoid inefficiencies,and maximize
value. Our preconstruction team has already started collaborating,allowing us to hit the ground running and bring novel ideas and strategies to Tigard's project team early.
Investigate Project Subcontracting Estimating,
Existing Document Budgeting and Constructional Value Schedule and Project Phasing Logistics plan and MWESB Accounting,and
Conditions Coordination Cost Validation Analysis Engineering Procurement and Sequencing Coordination Engagement Cost Tracking
PETER LOSH >>> >>> >>> >>> >>> >>> >>> >>> >>> >>>
JON KINDRACHUK
W.T.SERMEUS I >> >> >> >> >> >> >> >> >> >>
BRUCE MACAULAY >> > > >> > >> >> >>
CHRISTINA KANHAI > > >> > >> > > > > >>
MICHAEL LOPERFIDO
TRISTAN LEBARON
JENNIFER CANNING >>
ALISSA TOMICH
PCL CONSTRUCTION >>> EXECUTIVE GUIDANCE >> LEADS > SUPPORT CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 3
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• • • • . PROPOSED P R E C O N S T R U C T I O N PLAN This initial preconstruction plan establishes specific objectives for our team through each phase of the Police
and Public Works Facility—from project kick-off through completion of 100%CDs. This plan also highlights
ongoing activities and identifying the involvement of specific core team members.
PROJECT KICK-OFF Jul -Au 12025 KICK-OFF—100%DD Se i t-Nov 2025 100%SD—100%DD Nov 2025-May 2026 100%DD—100%CD It -Dec 2026
ESTABLISH > BUILD A REFINE 0 W PREPARE
A CULTURE FOUNDATION 111 THE DETAILS o FOR SUCCESS to
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> Conduct kick-off partnering session and > Establish initial risk register and critical > Advance infrastructure coordination plan and 0 > Cross discipline coordination of civil design—
establish"Partnering Top 10"team playbook coordination matrix integrate with PCL's QA/QC program 3 grades,utilities,MEP points of connection
> Establish meeting calendar and schedule > Conceptual design cost analysis to facilitate > Finalize phased site logistics plan and temp D > Finalize obstruction protocols for site work
> Identify critical client milestones design progression system coordination CO > Detailed containment and handling plans for
> Develop client/project success criteria > Collaborate to develop site exploration > Develop detailed de-watering plan xi contaminated materials
> Identify decision making tree > Existing conditions survey/3-D laser scan > Establish MEP distribution strategy m > Cross-discipline coordination of all slab plans
> Establish collaboration platforms and > Integrated schedule development > Incorporate all temp works into structural,MEP 3 > Coordination of all structural steel—detailing,
protocols > Internal/external phasing plan coordination and civil drawings .< adjacent assemblies,fire rating requirements
> Finalize link between City of Tigard's > AHJ relationship and engagement plan > Finalize sizing of electrical and mechanical m > Detailed enclosure/structure/MEP
Smartsheet and POL's PM4+ > Initial permitting workflow and AHJ buy-in equipment for early procurement —I coordination
> Set-Up file sharing with PCL's Egnyte > Finalize and execute sub engagement plan, > Targeted BIM coordination = > Collaborative enclosure detail development,
Site and City of Tigard's file share including early M/WBE,ESB,&DBD early > Coordinate all under-slab MEP elements c including PCL's air/water barrier checklist
> Establish key aspects of team organization/ communication > Incorporate phasing and pour sequencing into rn > Interior elevation detailing control points
communication > Finalize and execute supplier engagement structural drawings > Detailed soffit/RCP coordination
> Meeting minutes plan,including any client preferred suppliers > Enclosure detail identification using BIM model > Interior detailing completion-transitions,
> Action item tracking > Develop and initiate community outreach and > Identify all required structural steel custom casework,millwork
> Email protocols good neighbor planning components > Finalize floor layouts and complete early BIM
> Establish clear understanding of scope > Conduct sustainability charrette to identify > Preliminary construction tolerance assessment coordination for typical and unique conditions
of work and roles/responsibilities for all project goals/aspirations > Accessibility review > Lead A/V,access control,CCTV design
stakeholders > Develop sustainability cost analysis matrix > Draft specifications review charrette
> Align team on level of development > Conduct initial infrastructure coordination > Host"common document challenges"charrette > Final construction tolerance analysis
expectations through SD/DD/CD > Preliminary phased site logistics and temp > Develop initial detailed bid packages > Detailed dimensional analysis
> Hold quality expectations meeting with all systems selection > Develop FF&E responsibility matrix > Detailed specifications development
stakeholders-identify"hot buttons"and > Develop initial detailed procurement schedule > Finalize Draft GMP for Build a Better Tigard > Verify all requirements of acoustical report
"north stars" -identify all critical long-lead items Bond measure incorporated into documents
> Set up shared office location > Update 4D schedule to reflect logistics,phasing, > Finalize early site work package
city business operations and team preferences
CONTINUOUS AND RECURRING ACTIVITIES
> Team building event—>Portland Pickles > Weekly OAC and stakeholder meetings > Design review and constructability feedback > Schedule development/monitoring/feedback
Games > Weekly coordination meeting,including > Logistics planning > Virtual construction integration
> Set goals and timeline for Bond Information targeted BIM coordination > Detailed phase planning > Transition from bond info campaign to
Campaign > Continuous,proactive design integration > Bond Information campaign community engagement and information
> Bond Information campaign activities and strategy
CORE TEAM MEMBERS INVOLVED
IPeter Losh,Jon Kindrachuk,W.T.Sermeus, Jon Kindrachuk,W.T.Sermeus,Christina Jon Kindrachuk,W.T.Sermeus,Christina Jon Kindrachuk,W.T.Sermeus,Bruce Macaulay,
Christina Kanhai,Bruce Macaulay,Jennifer Kanhai,Bruce Macaulay,Alissa Tomich, Kanhai,Bruce Macaulay,Alissa Tomich, Christina Kanhai,Alissa Tomich,Jennifer Canning,
Canning,Tristan LeBaron Jennifer Canning,Tristan LeBaron Jennifer Canning,Tristan LeBaron Tristan LeBaron,Michael Loperfido
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 4
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1. EXISTING CONDITIONS
• CORE TEAM . VISUALIZING UNDERGROUND GEOTECHNICAL
Transition from our initial kick-off and goal-setting meetings,verify- (1) W.T.SERMEUS REPORTS MADE EASY USING BIM
ing existing conditions is one of the most important preconstruction Senior Project Manager canP integrated construction technology team
activities.We'll start by first reviewing documents and information can convert ground stiffness test results into a 3D
410 BRUCE MACAULAY geometry and overlaid the structural model using
provided by Tigard and found by Scott Edwards. For example,PCL Senior Superintendent MASW,(Multichannel Analysis of Surface Waves).
will want to verify wetland inventory,significant habitat,wetlands,
slopes,and soil conditions across site.We will also hold pre-meet- ACTION ITEM RESPONSIBILITIES This unique approach allows the project to confirm
ings with the AHJs to confirm their expectations are aligned with the PCL SEA TIGARD and optimize the structural design based on geotech-
teams.We will work with the project team to develop a responsibility 3D Scan of Site x nical conditions. _M
matrix for site scanning and data collection,and then distill down the Topography » » » „.In
„ •, x . �,
results into a digestible report. EEBBI Site Due Diligence x x x - om
—w
DELIVERABLES Soil Samples and Core
x x
• Laser scan/Lidar data Data
• Initial 3D model of site topography,geotechnical data,and Initial Site Model X N•� _ -
existing conditions,synced up with survey data per explana- Current Site/Design
tion to the right x x
Assumptions
2. DOCUMENT REVIEW
CORE TEAM i ESTABLISHING A CRITICAL COORDINATION
One of the many benefits to early contractor engagement during a (F) W.T.SERMEUS DASHBOARD TO FOSTER TEAM COLLABORATION
CM/GC delivery is early document coordination and design review Senior Project Manager Our lead estimator and project executive will develop,
program,cost,and schedule. manage,and share the Critical Coordination dash-
against0 JENNIFER CANNING board. During each weekly OAC,we will update the
PCL brings a deep knowledge acting a vocal partner during doc- QA/QC Manager
dashboard to and feed the information to the Critical
ument review.Our goal is to solve problems early and before they ACTION ITEM RESPONSIBILITIES Coordination Responsibility matrix for the Tigard PD
cause larger issues. &PW project.With this early identification tool,our
PCL SEA TIGARD�,d.o»,moo estimator will facilitate a series of charettes to help
-- ==' Develop helping
AK.IcO` . °'"""° Critical Coordination x align schedule, budget,scope,and program, p g
, . Dashboard identify and resolve potential challenges early to keep
1e• •'"'M ...4.. —,.. the project on track and aligned with stakeholder
:: '� `"'"�'"'" Pro ram/SD/DD/CD
.»� .. _ �,��..�;;».., g x x expectations.
!•w WvaWe+ cvbN�l.u.Wl..Y. h..1..Y�p
.:.. �... . eRel. User Group Working DELIVERABLES
M•''•^P .w G..\. 4/,\..I.».p.m.\�w.\W X X
:1747;.•..»ry.»..«,«... • Z-::::..tl Session Data
a:,.,"" • Critical coordination dashboard
°.»...»..»...,^"»~ »vim» Review Dashboard&
y...».�...:.`..l.. X • Critical coordination responsibility matrix
Tracking
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 5
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3. TARGET COST VALIDATION
•
CORE TEAM
PCL employs a comprehensive and transparent process design and budget.These updates culminate in the devel-
to develop scope,cost,and schedule,ensuring alignment opment of the GMP,providing cost certainty for the project. W.T.SERMEUS GP
CHRISTINA KANHAI
with the Tigard's and stakeholder priorities from the The entire bidding process for the project is conducted as Senior Project Manager Lead Estimator
outset.As soon as Scott Edwards's program is confirmed, "open book,"ensuring transparency and continuous review ACTION ITEM RESPONSIBILITIES
we prepare an initial control estimate to establish a by the Tigard,Otak,and SEA.This process minimizes
reliable cost baseline before formal schematic design.This surprises during the finalization of the GMP. PCL SEA TIGARD
estimate provides a detailed breakdown of each building PCL has relationships with local and national subcontrac- Budget/Estimate Expectations x x
system,with every component quantified and thoroughly tors that can be engaged for early price checks. Because Program/Target Value Design x
described for clarity. of our size and reach, PCL has access to a propitiatory cost Budget
As the design progresses,the control estimate evolves validation database that is based on real time cost data Budget Updates Coinciding with x
through pricing milestones: Program Definition/Validation, drawing data from our past and active projects. Design
Criteria Design,Detailed Design,and Implementation DELIVERABLES Design Schedule x x
Documents.At each stage, detailed cost summaries are • Power BI dashboard
presented,accompanied by comprehensive narratives •
Contingency Tracker/Calculator x
that explain cost changes and maintain alignment between Contingency matrix Power BI Dashboard x
4. CONSTRUCTABILITY ISSUES
CORE TEAM DESIGN CONSTRUCTABILITY REVIEW IN ACC
PCL will conduct ongoing constructabilityreviews to ensure the " BUILD
g g � W.T.SERMEUS The utilization of ACC Build to conduct a constructa-
design supports efficient, high-quality construction while staying Senior Project Manager
within budget and schedule. Drawing on our public facility expertise bility review of a project drawings with the intention
and local trade insights,we will identify and resolve potential design 411)
BRUCE MACAULAY of identifying underlying design issues early in the
Senior Superintendent project timeline to eliminate potential impacts to cost
conflicts early—preventing costly delays and rework.
and schedule.
Our team will assess critical elements like shared MEP systems ACTION ITEM RESPONSIBILITIES
across campus,mechanical layouts,and structural coordination,en The team will use an overlay drawing set uploaded
surfing they are practical to build and maintain.We will also explore PCL SEA TIGARD to ACC Build for identifying items with markups and
Constructability Review tagging issues for the design team.This review will
prefabrication, modular construction,and streamlined installation x
methods to enhance efficiency,reduce site disruptions,and optimize
Matrix identify underlying issues early in the project timeline
project delivery for Tigard and the surrounding neighbors. Timeline for Design and eliminate the need for an excessive amount of
Corrections/ x x RFIs after work has commenced. Keeping this review
DELIVERABLES Clarifications process contained within ACC Build will maintains
• ACC Build platform set-up Quality Expectations x x simplicity in issue management and eliminates the
• Constructibility review schedule,aligning with master project need for sharing massive files of drawing markups
schedule with the design team.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 6
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5. VALUE ENGINEERING
VE at PCL means preserving program intent while enhancing efficien- We lead constructability reviews and design ACTION ITEM RESPONSIBILITIES
cy. For example,we've previously replaced underground infrastructure optimization exercises that help identify: PCL SEA TIGARD
with alternative systems that reduced costs and improved access • Scopes suitable for early procurement or
for maintenance—critical considerations for a long-term operational prefab to accelerate schedules Team Definition of Value X
campus like the cityof Tigard Police and Public Works Facility. Engineering
P 9 Y • Subsystems that meet Risk Category IV
DELIVERABLES performance while reducing life-cycle costs Lifecycle Cost Expectations X
• VE log with the Tigard PD&PW Power BI estimating dashboard • Coordination efficiencies,such as shared Hierarchy of Needs X
mechanical strategies across multiple Early Value Engineering X
CORE TEAM buildings Log
(I) W.T.SERMEUS CHRISTINA KANHAI GMP Certainty Schedule X ''
Senior Project Manager Lead Estimator
6. SCHEDULING ACTION ITEM RESPONSIBILITIES CORE TEAM
PCL SEA TIGARD • W.T.SERMEUS
Effective schedule control is essential to O BRUCE MACAULAY
project success.We utilize the Critical Preliminary Long-Lead X Senior Project Manager Senior Superintendent
Path Method(CPM)network schedule, Assessment
in
Design Documents X PRECONSTRUCTION BUYOUT SCHEDULE
developed in Primavera,as our primary g
WHEN?
scheduling tool.The CPM will tie design Procurement Schedule X a ® o�
1G0% 100%00/ FINAL LD
•
development,permitting,procurement, Breakout in Master Schedule _ SO INITIAL GMP AMP LEAD PREP Ax❑ INITIALO'DESIGN ASSIST TIMES NING GMP CERTAINTY
and construction actives together. Understanding Phased X •COPE OF WORK
Turnover POOL B SPA EQUIPMENT • • • •
This ensures a realistic, rational,and ELEVATORS I.f appl.caGel • • . . •
HVAC E.PLUMBING • . • • .
structured plan for project completion. FIRE PROTECTION . . . .
We utilize P6 as a collaborative tool, PCL DELIVERABLES ELECTRICAL • • • • .
brings a strong knowledge of scheduling to Through kick-off and into SD,develop high-level SITE UTLIITIES
the group but we are looking for feedback material procurement tracker,example to the CIPCo CRETE
and input from the larger project team to right.The tracker will act as the foundation to build MASONRY •
STRUCTURAL STEEL E.MISC METAL • • • •
hone in prioritize and must hit schedule a procurement strategy that develops along with EXTERIOR CLADDING 0 .
ROOFING SYSTEM • •
dates. design progression. DOORS FRAMES&HARDWARE • . •
OVERHEAD AND SPECIALTY 000RS • •
EXTERIOR GLAZING SYSTEMS • • • • •
FRAMING.DRYWALL SKIM COAT • .
FIREPLACE SPECIALTIES • • • • •
COMMERCIAL E000 SERVICE EQUIPMENT • • • • .
ALL OTHERS .
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 7
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7. RECOMMENDED PHASING
CORE TEAM CASE STUDY: ELIMINATING 52-HOUR CLOSURES
0 W.T.SERMEUS WITH STRATEGIC MEANS AND METHODS
With its operational complexity,civic importance,and live environ- Senior Project Manager During the design phase of the rehabilitation of the
ment located adjacent to residential units and active businesses,our
team approaches this project with a"blank sheet"mindset—driven 0 BRUCE MACAULAY Benjamin Harrison Bridge is a 58 year old vertical
by stakeholder input,flexible planning,and proven phasing strate- Senior Superintendent lift bridge the original plan was to utilize temporary
gies tailored to the project needs and Tigard's goals. ACTION ITEM RESPONSIBILITIES span locks to maintain bridge operation which would
require two long shutdowns of the bridge,requiring
At the tail end of programming and at the start of schematic design, PCL SEA TIGARD a 45-minute detour for traffic.So the project team
PCL wants to recommend conducting a comprehensive operational AD Logistics Plan x coordinated with ownership via RFI to determine
assessment of exiting police and public works facilities,focusing how thephased extents of demolition and suggested
on essential services,emergency response functions,and staff Operational Assessment x x x gg
g y P sequence of work could be modified to eliminate the
workflows.We won't arrive with assumptions—instead,we propose Wetland/Vegetation x need for a bridge closure.
collaborating with Tigard project management,city personnel and Restraints
SEA to map daily routines, monitor access and service needs,and Hot Button Issues x The removal of the detour from the project execution
determine long-term facility use. Early workshops will build trust, plan did not result in the need to utilize additional
define communication channels,and set expectations for how TOOLS time nor did it result in a project delay.This unique
operations will be supported throughout construction. • Pull planning solution eliminated the need for around-the-clock
• Master schedule shutdown work over the weekends.
8. SITE LOGISTICS
CORE TEAM . CASE STUDY:THE ROLE OF 4D LOGISTIC
PCL's approach to site logistics is rooted in collaboration,we have a MODELING:DETECTING AND MITIGATING CLASHES
PP 9 0 W.T.SERMEUS The implementation of cmBuilder in the Teck EVO
tentative logistics plan that is meant to be used as a conversation Senior Project Manager
starter,but we want to tailor make our approach to align with project profoundly impacted the construction team,
fb BRUCE MACAULAY enabling efficient logistic planning,conflict resolution,
Tigard's goals and input.Your PCL team will bring a breadth of Senior Superintendent
knowledge working on similar site with similar constraints. and improved project coordination.The project team
DELIVERABLES ACTION ITEM RESPONSIBILITIES minimized disruptions,reduced delays,and optimized
resource allocation by proactively identifying and
• 4D schedule PCL SEA TIGARD addressing conflicts between major activities.
• Tool to help visualize and communicate plan to stakeholders Good Neighbor Plan x During construction,schedules are constantly revised
and interested parties AD Logistics Plan x and updated.Therefore,it is crucial to track new
Hot Button Issues x x dates from pull planning sessions or updated sched-
COLLABORATIVE LOGISTICS PLAN El r' .'� �■ ules from subcontractors.Visualizing these dates
Use this QR code to take a closer look • : TOOLS together ensures there are no conflicts between field
at our preliminary Logistics Plan ideas •1I�,�• • CMBuilder activities among different crews.
for the Police and Public Works Facility. 0 r, • Autodesk Revit
• UAVs
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 8
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9. SUBCONTRACTING PLAN
At PCL,we are committed to fostering an inclusive,equitable,and diverse ACTION ITEM RESPONSIBILITIES CORE TEAM
work environment where people of all backgrounds,cultures,and beliefs PCL SEA TIGARD 40 W.T.SERMEUS
feel valued and respected.This commitment is foundational to our Detailed Subcontractor and COBID x Senior Project Manager
success in the highly competitive and technical construction industry, Outreach Strategy
enabling us to attract top talent and offer diverse perspectives,solutions, Goals of Subcontracting Plan and 0 Support
TRISTAN LEBARON
x Suppor Estimator
and ideas to our clients. Outreach Effort
SUBCONTRACTOR OUTREACH AND ENGAGEMENT Marketing Materials for Bond Effort x x
Although initial interest throughout the subcontracting community is gen and Subcontract Outreach
erated at the proposal stage, PCL's long-standing and strong relationships Phased Bid Packages Y
with the key local subcontractors specializing in construction planning
and execution is fully leveraged throughout the preconstruction stage. , CLACKAMAS COUNTY COURTHOUSE
PCL,in close collaboration with its subcontractors and suppliers will Contract Value $230M
verify the current local market conditions,and flag key market indicators MWESB SDVOB Contract Value $12.7M 14%
that pose a concerning level of risk.Those key market indicators would WOMEN
include such things as work force availability by trade throughout the MWESB-SDVOB Goal 5% 3%
lifespan of the project,major commodity availability of such things as MWESB-SDVOBAchieved 5.5% 22.7% VETERAN
concrete,steel,sheet metal fabrication,copper,and sheetrock. TOTAL
Subcontractor selection must be done with care and diligence,so the The CCCC project team worked closely with
PBDG and community stakeholders early in o
selection process is thoroughly vetted and documented. During the 83/o
preconstruction process, PCL will prepare bid packages for each scope the preconstruction process to actively solicit OTHER
of work. In writing bid packages and subcontracts,our goal is to clearly the project and facilitate bid packages that are
establish the required work and the conditions under which the work will aligned with the MWESB-SDVOB capabilities.
be performed.
DELIVERABLES
PCL will deliver a detailed subcontracting plan that highlights how we will For years,PCL has actively collaborated with PBDG businesses,
engage the local Tigard community,COBID contractors,and support local ensuring that minority and women contractors are included in
business. major projects and given meaningful opportunities to succeed.
• Bidding schedule that highlights Scope packages and bidding _
Through direct mentorship and specialized training programs,
sequence.Schedules can be distributed to the sub community to — , i f" PCL has played a crucial role in equipping small business
- owners with the knowledge,tools,and resources necessary to
help plan for bid opportunities. scale their businesses sustainably.Their continued investment
• PCL uses Smartbid net to manage bidding activities across all our in fostering equitable opportunities aligns with PBDG's mission
projects.We can provide customized reports that log our outreach to build a more inclusive and diverse construction industry.
efforts,contact with subs,and bid package documents PCL leading a training course at PBDG for -Khanh Le Executive Director Professional BD Group
• Early review of PCL subcontract agreements for review COBID and WMBEsubcontractors
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 9
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.: : 10. COST ESTIMATING
Our team establishes a transparent,collaborative cost model from ACTION ITEM RESPONSIBILITIES DELIVERABLES
the outset. Using historical data, market conditions,and stakeholder PCL SEA TIGARD • Estimate deliverables based on schedule set
input,we develop a TVD budget that guides every design decision. during kick-off and goal setting heading into SD
As the project progresses, recurringestimate meetings,real-time Estimate Document X
p g g PowerBl dashboard to track estimate progres-
tracking through Join,and clearly defined cost guardrails ensure the Cash Flow Analysis X sion,changes,VE log, program vs. Cost analysis
budget remains aligned with scope and priorities. Wrap Up Issuance Decision X • PM4+baseline budget
Our open-book cost management process provides full access to Design Must Haves X X TOOLS
estimates,pricing assumptions,and supporting data,fostering a
shared understanding of cost development.This transparency allows Required Tracking and X X • Pas proprietary Best Estimate program
discrepancies to be identified and addressed early in the design. Reporting
To reconcile differences,we facilitate cost comparison workshops, ______ USING POWER BI TO UNDERSTAND AND CONTROL ESTIMATING AND COSTS
bringing together key stakeholders to analyze assumptions,quan PCL and Tigard can create and online project dashboard via Power BI that hosues the final version
tities,and pricing details collaboratively.These sessions focus on
aligning expectations by identifying the root causes of discrepancies of each estimate and provides an interface where variances between the estimates can easily be high-
and establishing a common ground for proceeding. lighted. Both the quantity and price of an item are visible,and any changes between estimates are easily
identified.Addiitonally,on many projects there are always optional budget items that are be considered for
PCL provides detailed cost breakdowns organized by building implementation.
systems and components,enabling both parties to pinpoint
inconsistencies at a granular level.This clarity ensures discussions Houses all estimate updates and can analyze
are focused and resolutions are achieved efficiently.At key design between progress updates BMO Centre Expansion 100DD Update P
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Construction Documents-we validate and refine cost estimates �. tt•t3..�_ :.ABLING WOWS l»3
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to reflect the latest project details,ensuring discrepancies are �t u5Y1.� '° ,`" ,.,, elements.We will be able to track budget
addressed incrementally rather than accumulating over time. 02 S56/3am ,_a ACKa El.E, allocated to different user groups on the
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When discrepancies arise, PCL leverages structured decision-making ,, �,,�„ - - E71NGA00Ms PD&PWproject.For example total budget
tools,such as Choosing By Advantage,a Lean tool to evaluate poten- n;,�,, -....,0641640 �Ea to police programs vs public works
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tial solutions.This framework ensures decisions are balanced against sommi &mem.06 " • ' EN 56773600 11%515E S.13
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critical project objectives,including budget adherence,operational ".3 °� °. is... ,.`HANKAI ME=7-4 , S1066279B 33 260 SE S321
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efficiency,and sustainability goals. By using these methods, PCL — R3.E 3266uE.7 '°:700N S1.6E0909 1LS S1.60909
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alignment and confidence in the rD ect's GMP. '•' • • " Id 310691- -'ARERRATRE 51.136261 61555E 62T3
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CORE TEAM estimate,delineated RIA.w Y. AN502-GENERA REp 1REMENiS 537 9 9663 35MO 91065136
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between scopes and areas " Cost broken out by scope .10UTION.Kt 933M6 31S S638M
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40W.T.SERMEUS CHRISTINA KANHAI of the project.Can select ;(.LL' :�.1r19 R16.i 1 m«5w
Senior Project Manager Lead Estimator different areas of the I 13261623
1.2r 3376355 ru Total Gross Area(SF) 570,840 Total Cost Per SF S656
model to highlight costs -
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 10
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STATE LIBRARY ARCHIVES MUSEUM MATTAWA PLAINS COMPOUND
ALASKA DEPARTMENT OF TRANSPORTATION AND PUBLIC FACILITIES HER MAJESTY THE QUEEN IN RIGHT OF CANADA
JUNEAU,AK I $101M I CM/GC PETAWAWA,ON,CAI $285M I CM/GC
PCL completed this facility for the Alaska Department of Transportation and Public Mattawa Plains Compound is a new facility for the Canadian Special Operations
Facilities with GC/CM services.The 118,000-SF facility combined the three functions of Regiment(CSOR),comprised of nine buildings.This project will provide the necessary
the Alaska State Department of Education- Library,Archives and Museums Division infrastructure to allow the Department of National Defence to meet the long-term
into one building.They were previously spread out over five separate areas or spaces. requirements of the Canadian Forces at Canadian Forces Base Petawawa.
This state-of-the-art facility collects and manages the care of objects and documents The infrastructure consists of 544,000 square feet of space within an 80-acre
representing the peoples and history of Alaska while telling their story in their own greenfield site to house the following components: Main Administration Building,four
voices.At its heart,the facility is about protecting the existing collections and will pro- structures to house Direct Action Companies,Warehouse Facility,Guardhouse, Repair
vide Alaskan communities with a facility to store,accommodate,and display artifacts Workshops and Vehicle Storage,and a Range Facility.Site Services include roads,
of Native Alaskan cultures and antiquities while providing a modern atmosphere in parking,walkways,fencing,storm water,sanitary,water,gas,power,site lighting and
which to access literature. communications services.The project achieved LEED Silver certification.
PROJECT SIMILARITIES PROJECT SIMILARITIES
• GMP development • Large,multi-user group,campus build-out
• Scheduling • Publicly facing and funded
• Logistics • Critical and resilient infrastructure requirements.
• 6D facility management model • Fast Track construction techniques
• Target Value Design Management
• Phased funding, PCL sequenced the work to align with multiple funding
sources being awarded at different times over the course of the project
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 11
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SIMILAR PROGRAMMING
f �Y BORDER PATROL STATIONS I US ARMY CORPS OF ENGINEERS
". PCL has completed several border patrol stations across the country.These are corn-
- plex projects that require a wide range of programming often located in remote areas.
''-' ~' - _ Border patrol stations are unique in that we are working on active sites requiring clear
s _ and detailed planned shutdowns and transfers to keep operations running smoothly.
PROJECT SIMILARITIES
OROVILLE,WA COVILLE,WA BONNERS FERRY,ID • Combined public safety and operations on single campus
SIZE $25M $20.2M $19.5M • Lager campus style build-out and shared utility plan
• 75-agent station building • 75-agent station building • 50-agent station building
SCOPE • Garage • Garage • Garage COMMON TEAM MEMBERS
• Equestrian/canine facility • Equestrian/canine facility • Equestrian/canine facility0 w
0
LIFESPAN 50 years 50 years 50 years
SUSTAINABILITY LEED Silver LEED Silver LEED Silver noppownionimpm
SITE 23 acres 23 acres 10 acres
• Offices • Offices • Offices ''� "' '
• Training • Training • Training .f '
IIi �
• Detainee processing and • Detainee processing and • Detainee processing and - ;�; _ = , l f� - •
holding areas holding areas holding areas
PROGRAMMING ' Storage • Storage • Storage P .::••
• Enclosed parking • Enclosed parking • Enclosed parking .;.•
• Maintenance • Maintenance • Maintenance — lii
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• Canine program • Canine program • Canine program ; �i i, Nil ` IF : ;
• Horse stalls • Horse stalls • Horse stalls •
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• Equestrian training • Equestrian training • Equestrian training •
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• Utilities • Utilities • UtilitiesI
•
• Surface parking • Surface parking • Surface parking '•' .*�.,�; • •
•
SITE WORK • • .. , •
• Landscaping • Landscaping • Landscaping
• Security perimeter fence • Security perimeter fence • Security perimeter fence
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 12
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PROJECT CHALLENGES AND SOLUTIONS eoLIc.,. I C
IC4-4,..••.) . Tigard
/1 P,i2 Works
DESIGN CHALLENGES V
Prioritizing community Building facilities that
CHALLENGE Multiple user groups and the balance of budget, needs, and wants safety,recruitment,privacy grow with Tigard,
and the environment with supporting our
com-
SOLUTION Early communication with City of Tigard,coordination with stakeholders,and supporting munitys needs today
programing sessions.Balance user group needs,available resources,shared functions and a secure,updated facility and tomorrow
study"co-location"and shared space between the Police Department and Public Works
Department. We strive to unite two essential parts of the City in one location.Achieving a balance
Solution Tool:Implement PowerBl dashboard to visually show how resources are allocated, between desires and necessities and ensuring budget equality requires open communi-
cost drivers,and analyze for any inefficiencies. cation and complete transparency between stakeholders.
•.. CASE STUDY:CLACKAMAS COUNTY CIRCUIT COURTHOUSE
• On the Clackamas County Circuit Courthouse project—delivered under a promoted a clear understanding of the contract's technical provisions across
• ••• • Design-Build-Finance-Operate-Maintain(DBFOM) Public-Private Partnership(P3) all stakeholder groups.The County and Design-Builder embraced a"One Team"
. •_•'•• contract—success was rooted in shared ownership between Clackamas County culture,jointly bringing stakeholders and user groups into the design development
-
and the Design-Builder in managing stakeholder and user group engagement. process to align the contract provisions with practical requirements.
Both parties worked collaboratively to coordinate the responsibility of stakeholder One of the most challenging—but ultimately defining—aspects of the project was
outreach and satisfaction,ensuring that all voices were heard and that project helping all parties understand what fulfilling contractual obligations truly entails.
outcomes reflected operational needs and long-term public value. Together,the County and Design-Builder provided continuous education and
From pre-contract award through design development,structured review answered the"how"and"why"behind key design and scope decisions.
sessions were held to clarify technical requirements and verify that programming By unifying diverse participants under shared responsibility,this project serves as
needs were fully captured in the contract.This approach fostered inclusivity and a model for collaborative,stakeholder-driven delivery and lasting civic value.
CONSTRUCTION CHALLENGES MANAGEMENT CHALLENGES
CHALLENGE Construction around CWS Vegetated Corridors CHALLENGE Complex Construction,phasing, and logistics, large workforce
SOLUTION Develop a site logistics plan to accounts for sensitive vegetations areas that are across multiple building types and programs
designated to remain untouched or need to be protected. SOLUTION Utilize PCL's project dashboards to track quality,workforce,submittals,buyout,
Our superintendents are CESCL certified.They have all been trained on schedule,and closeout under a single location.Giving complete viability to the
construction stormwater best management practices and will utilize that entire team.PCL is also able to create custom script to sync data to Tigard's
knowledge to protect sensitive areas. . preferred tracking system,such as Smartsheet.
CHALLENGE Good neighbor principles construction adjacent to multifamily CHALLENGE Transparency with the Community
residential and active business SOLUTION This will be one of the largest and most complex projects Tigard has completed
SOLUTION Host good neighbor session during preconstruction to make the neighborhood to date,and we want to develop tools and strategies to build trust and
aware of construction activities.Utilize PCL's Job Site Insights Remote Sounds transparency with the city and its residents.We propose working as a team to
. Sensors to monitor noise around the neighborhood. talk through strategies and information PCL can provide to help support that
effort.For example,we can host town halls and sit on discussion panels to talk
about the project,we can help speak at official city events,etc.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 13
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WORK SEQUENCING PREVIOUS EXPERIENCE WITH PUBLIC FUNDRAISING
PCL is uniquely positioned to support the City of Tigard JON KINDRACHUK
Project Executive
in its efforts to engage the community and build support for the
PLANNING PHASE I LAYING THE FOUNDATION upcoming"Building a Better Tigard"bond measure for the Police and Public Works Facility.
Once the team is established,we define clear roles and responsibilities for Our experience with the Canadian Museum for Human Rights(CMHR)in Winnipeg, Manitoba,
schedule development and management. PCL uses Primavera P6 as our primary Canada,exemplifies our commitment to not only delivering complex construction projects
scheduling platform,giving stakeholders shared visibility and access.We then but also actively participating in public engagement and fundraising initiatives.
develop and publish a high-level master schedule that outlines key design, The CMHR project was a landmark endeavor,both architecturally and culturally. Designed by
permitting, procurement,and construction milestones—serving as the baseline renowned architect Antoine Predock,the museum features a unique structure symbolizing
from which all downstream planning evolves. Canada's human rights aspirations. PCL managed the construction of this complex building,
SCHEDULE DEVELOPMENT PHASE I ALIGNING DESIGN&CONSTRUCTION which included intricate concrete work,a custom-framed glass facade known as the
We build out a detailed construction schedule that fully integrates with the "Cloud,"and a 170-foot clear atrium space called the Hall of Hope.
evolving design effort.We identify phased design packages that align with Beyond construction, PCL played a pivotal role in supporting the CMHR's extensive public
construction sequencing to allow for early work,permitting,and procurement. awareness and fundraising campaign.The Friends of the Canadian Museum for Human
Our team incorporates realistic durations for long-lead items,approvals,and Rights,the organization responsible for fundraising,successfully raised over$130 million in
decision-making based on historical data and vendor input. Pull planning sessions private donations,surpassing their original goal. PCL facilitated efforts by organizing and
and co-located working sessions are used to collaboratively map sequencing and leading personal tours for individual donors,aided in community engagement and outreach
identify constraints.We support this work with 4D modeling (timelapse logistics efforts to educate the community and promote local funding,supported in public presenta-
models)and real-time data sharing through our project management platform, tions,and provided our marketing team to help develop and circulate marketing materials.
giving the entire team live access to schedule updates and dependencies. PCL's collaborative approach and commitment to community engagement were instru-
CONSTRUCTION PHASE I ADAPTIVE EXECUTION WITH ONGOING COLLABORATION mental in the CMHR project. Our ability to manage complex construction while actively
During construction,we maintain a proactive and collaborative approach to supporting public fundraising and awareness campaigns demonstrates our capacity to be
schedule management.Weekly scheduled review meetings allow the team to a valuable partner for the City of Tigard.We are prepared to bring similar resources and
evaluate progress, revalidate assumptions,and adjust sequencing as needed.All support to the Police and Public Works Facility,ensuring not only its successful completion
schedule assumptions,constraints,and adjustments are documented in coordina- but also strong community backing for the necessary bond measure.
tion logs and regularly communicated to project stakeholders.This transparency
ensures alignment and protects milestone delivery without surprises.
Collaboration is the common theme throughout the PD&PW project,having
everyone at the table for key project decision.We believe that having a tool to help
visualize schedule,sequencing,and logistics is extremely important.
COLLABORATIVE TOOLS COLLABORATIVE LOGISTICS PLAN • -
• CMBuilder E
BIM Use this QR code to _ _ - -
• take a closer look at our ,y. •;. -
• Revit
preliminary Logistics Plan
ideas for the Police and ' .
Public Works Facility.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 14
•...........••....... . . . . . . . . . � � •
;;;;;;::.•••••• • : : . . . . . MANAGEMENT OF WORK
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FAST TRACK APPROACH
Our approach to managing fast-track projects with immovable deadlines centers on problem-solving and rapid decision-making.Constructability reviews,design-assist,
proactive planning, rigorous controls,and continuous communication.We understand and early subcontractor involvement ensure efficient detailing and sequencing that
that success on Tigard's Police and Public Works Facility hinges on disciplined coor- align with the construction schedule.
dination between design, permitting,procurement,and construction activities—often Risk management is another cornerstone.We identify long-lead materials and per-
occurring concurrently. mitting constraints early,developing mitigation plans that include alternate materials,
We begin by establishing a comprehensive milestone schedule that aligns design multiple sourcing options,and early submittals. Continuous schedule analysis and
deliverables with critical procurement and construction activities. Early work packages look-ahead planning allow us to adapt quickly without derailing key milestones.
are prioritized and clearly scoped to facilitate early trade engagement, pricing,and Accountability is maintained through transparent progress tracking and executive-
permitting.This phased release strategy is essential to maintaining momentum level engagement.Our leadership actively monitors progress to resolve issues quickly,
without compromising quality or constructability. reinforce priorities,and ensure all stakeholders are aligned.
We foster close collaboration between our design team, preconstruction staff,and key Ultimately,our fast-track project success comes from disciplined execution,account-
trade partners from day one.Co-location,integrated project management tools(e.g., ability,and a collaborative mindset that prioritizes outcomes over process.
BIM 360),and regularly scheduled design coordination meetings allow for real-time
TIGARD FAST TRACK DESIGN AND CONSTRUCTION SCHEDULE CONSTRUCTION SCHEDULE FROM PCL"S CCCC PROJECT
Q2 Q3 Q4 Q1 Q2 Q3 04 Q1 ' Q2 ' Q3 ' Q4 Q1 Q2 Q3 Q3 Q4 Q1 Q2 Q3 Q4 Q1 I Q2 Q3 I Q4 Q1 Q2
2025 2026 2027 2028 2022 2023 2024 2025
PROGRAMMING DESIGN
02 2025-02 2026 Q3 2022-Q3 2023
Validation,100%SDs,$100%DD,100%CDs
COMMUNITY ENGAGEMENT
Q3 2025-Q2 2028 PERMITTING
03 2022-04 2023
DESIGN Land Use,Engineering,Utilities,Building
Q2 2026-Q4 2026
CONSTRUCTION
CONSTRUCTION 04 2022-Q1 2025
Q3 2026-Q2 2028 Enabling Work,Early Works,Structural,Balance of Building&Site
CLOSEOUT Q3 2024-02 2025
Q1 2028-Q3 2028 Commissioning,FFE,Handover
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 15
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BUILDING TRUST IN A MULTI-AGENCY ENVIRONMENT
PCLs commitment to collaboration starts with understanding how Tigard's PCL aligns our communication structure with the project's governance framework:
goals,Otak's management expectations,and SEA's design will drive towards • Stakeholder Integration Workshops: Our team facilitates targeted coordination
combining nine current substandard work sites into one multi-user group sessions to ensure programmatic needs are incorporated into the design and site
campus. Our team's main objective is to be part of the glue that marries us four logistics from day one.
together. • Digital Collaboration Tools:Tools like Microsoft Teams, Power BI,and ACC serve as
Our team understands that trust,transparency,and responsiveness are shared platforms for decision logs,value tracking,and document management across all
essential for a project of this complexity,which will serve not only as a regional parties.
public safety training hub but as a designated Risk Category IV facility for When conflicts arise,we address them head-on with a structured,empathetic process:
statewide emergency coordination. • Listening first to understand root concerns
Our approach centers on proactive engagement,utilizing dedicated leads for • Facilitating solution-oriented discussions with user groups
each user group to provide a consistent point of contact,streamline communi- • Clearly documenting resolutions in our real-time issue and action trackers
cation,and manage feedback loops effectively. This approach doesn't just maintain relationships—it strengthens them by proving our commit-
ment to shared goals and long-term collaboration.
•• • BUILDING TRUST THROUGH COMMUNICATION
•••;••e• ESTABLISHING A CULTURE OF COLLABORATION • y
• 0 At the heart of the Clackamas County Circuit Courthouse project was a commitment to proactive communication ' -
•• and relationship-building. From the earliest stages,our team prioritized alignment through dedicated teaming
•
•;•;• ••;•• sessions designed to establish project culture,mutual respect,and a foundation of trust.These efforts led to the 1 •
.
1 -4
• development of a comprehensive communication protocol—an essential tool for navigating a complex landscape •_ . _
of eight key stakeholders and 16 user groups,which included sheriffs,judges,the District Attorney's office,and a C s'
variety of other supporting departments for the state and county. I . r!�
A FRAMEWORK FOR TRANSPARENT AND INCLUSIVE COMMUNICATION the team—symbolizing a smooth,confident approach to project completion,rather
This protocol outlined clear expectations for addressing design changes,manag- than a stressful sprint.This was made possible by early trust-building,shared
ing cost fluctuations,tracking schedule impacts, making program decisions,and goals,and a consistent communication cadence that allowed us to stay focused on
issuing public notifications. It also detailed how information would flow between what mattered: delivering a facility ready for operational success on day one.
parties,enabling timely and well-informed decisions. By setting this framework EFFICIENT DECISION-MAKING,SHARED SUCCESS
early,we ensured that every department—from judicial and court administration to Beyond process efficiencies,the communication structure fostered an environ-
public defense and facilities—had a voice in shaping their future workspaces. ment where the right stakeholders were always at the table. Decision-making was
RESULTS THAT REFLECT STRONG RELATIONSHIPS efficient,informed,and inclusive—reflecting the priorities of the county,state,
The strength of this collaborative approach was reflected in measurable results: and community.The success of the Clackamas County Circuit Courthouse is a
less than 0.1%in change orders and a project that remains on track to meet its direct result of this collaborative spirit and serves as a model for how thoughtful
delivery timeline.The phrase"walking to the finish line"became a rallying cry for engagement and structured communication can lead to exceptional outcomes.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 16
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MANAGING THE PROJECT IDEAS TO WORK COLLABORATIVELY
PM4+isn't just project management software;it's a construction One idea our project team would like to discuss is leasing
management platform,purpose-built by PCL,uniting more than a a shared office space to facilitate co-locating close to A
century of cost control,change and risk management,and document the project site.We have found an office down the street,
control in one collaborative platform. It connects Owners,Consultants, about a half mile away(10 minute walk)from the project
and Trades,serving as the foundation for successful project delivery. site that offers 6,000 SF of sharable office space.We
PM4+IS A SINGLE-SOURCE SOLUTION envision setting up office for Tigard,Otak,SEA,PCL,and
• Ability to link our PM4+platform to the City's Smartsheets other stakeholders to co locate in a part time capacity.
We envision this space being an area we can meet regu- r,g
• Speed to execution,reducing duplication and lean processes
• Real-time information for the entire project team larly as a team to solve problems,build a cohesive team, ®�
• Access to everything project-related in one place host the community,and provide a headquarters of sorts
• Cloud based working on the go for the Build A Better Tigard Bond education effort,host ,
Pstudents from the Tigard school district to learn about Iconstruction,and be a hub for the project. Our team has �- iv
4+ Ci smartsheet implemented this strategy on numerous projects across
.14 MI
Oregon and Washington with great success.
SUPPORTING THE LOCAL COMMUNITY
The PD&PW project at its very basic level will provide a huge benefit to the City of Tigard STAYING IN CONTACT WITH THE COMMUNITY
once completed. However, PCL would like to help leverage all phases of the project A common thread through PCL"s entire process for the Tigard PD&PW project
to benefit the community from precon through turnover.Some ideas we would like to is transparency.Just as important as cost and schedule transparency is clear
discuss during our project kick-off and goal setting meeting with the City of Tigard,Otak, communication of construction activities.Among other strategies, PCL wants to
and SEA include: develop a strategy and cadence with The City of Tigard and project management
• Support engineering,design,and construction related programs at Tigard High for regular construction
School updates that should be
• Provide a paid summer internship for Tigard High School students included on the City's J
• Apply to host the Construction Industry Education Foundation Design-Build student "The Scoop"posts.
competition on-site SCOO4$4
CONSTRUCTION -
INDUSTRY EDUCATION .ATION
D�SIGN�3UILD
COMPE ......A
T I T ION
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 17
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KEYSTAFF DUTIES %each week on %each Week on
• •• • Duties Project-Design Project-Const
laPETER LOSH Leads strategic planning and project oversight,providing support to the team to ensure Tigard's prjoect is completed safely,on time,
Company Executive within budget,and meets quality standards.Additionally,will support team to resolve issues that arise during construction to ensure 5% 5%
smooth project progression,as needed.
yP Provides overall project executive leadership to support through both Preconstruction and Construction phases to ensure project
1 JON KINDRACHUK is on time,under budget and client expectations are met.Guides and holds team accountable through nuances of project to ensure °
Project Executive project is managed to the highest standard.Utilizes significant experience with external stakeholders to align multiple project user io�° �o�°
groups,and also supports advocacy towards bond measure.
nW.T.SERMEUS Oversees project on day-to-day basis and is main point of contact for City of Tigard,Scott Edwards Architecture(and Design
Senior Project Team),and Otak.Will be engaged from Preconstruction through Construction to ensure project meets all safety,quality,cost/budget, 60% 80%
Manager schedule,and administrative requirements.As a West Linn resident,is driven to ensure project success and high level of community
engagement.Leads key local relationships and subtrade engagement.Plans and manages overall project staff.
it
BRUCE MACAULAY During preconstruction,to provide constructability and schedule guidance.During construction responsible for all onsite activities,
- L
Senior Superintendent including project construction team and subcontractors to ensure project achieves all safety,quality,and schedule goals. �o% 100%
1111 Leads preconstruction estimating efforts on day-to-day basis and works hand in hand with City of Tigard,Scott Edwards
CHRISTINA KANHAI Architecture,and Otak.Manages estimating support staff to provide progress pricing updates and guides path towards precon-
struction and budget milestones.Supports design development with live cost feedback and active engagement in value engineering. 40% 10%
Supports subcontractor engagement and buyout efforts to ensure proper communication and through handoffs to avoid overlaps and
gaps in scope.
MICHAEL LOPERFIDO Provide health,safety,and environmental(HSE)leadership and guidance for project team.Establish culture and enforce HSE 5% 1oo�°
Safety Supervisor requirements throughout life of project.
t
TRISTAN LEBARON Provides colocated,in person,estimating support throughout preconstruction phase and through subcontractor buyout on 80% 20%
Support Estimator construction phase.
JENNIFER CANNING Supports project team with oversight of quality control and quality assurance program.Ensures all design and construction is
compliant with client and design expectations and standards for project.Establishes framework for all project team members, 10% 20%
QA/QC Manager including sub-trades,to align with and constantly measures and communicates progress.
Supports team with virtual construction and BIM support from Preconstruction through Construction phases.Can create detailed 3D
�� ALISSA TOMICH models of buildings,incorporating data to visualize and simulate construction processes.Will use these models to identify potential diiii VC/BIM Manager issues,optimize project planning,and enhance collaboration among stakeholders.These efforts can help create efficiencies,lead to a 10% 10%
more cost-effective approach,and support accuracy of project execution from design through construction.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 18
..................
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ORGANIZATIONAL CHARTS
PCL CONSTRUCTION GROUP INC.
tiZ' Tigard PCL US HOLDINGS,INC
w itec cture Otak PCL CONSTRUCTORS,INC PCL FAB SHOP HOLDINGS INC.
!�■ Ar Edrchcht
PETER LOSH PCL TOOLS INC. PCL ENERGY INC.
Company Executive
•
Please see appendix for full PCL Family of Companies
_ JON KINDRACHUK
Project Executive
Key Staff Positions
6
• W.T.SERMEUS
ti Senior Project Manager
CHRISTINA KANHAI "11111711JENNIFER CANNING BRUCE MACAULAY ilk MICHAEL LOPERFIDO ALISSA TOMICH
Senior Estimator . QA/QC Manager � 4 Senior Superintendent HSE Supervisor VC/BIM Manager
TRISTAN LEBARON SUPPORT STAFF
Support Estimator Accounting
Administrative
VC Support
ALYSE FREDERICK TRAVIS ROONEY NICK BRAHMAN NICK LOCHNER Purchasing
Project Manager Superintendent Project Manager Superintendent Scheduling
Subject Matter Experts
HENRY GARCIA COEN HIGGELKE MATT BARBER BEN DAY
Project Engineer Field Engineer Project Engineer Field Engineer
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 19
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COST MANAGEMENT
. GMP PROCESS DEVELOPMENT MAY19 2026 I BOND MEASURE
SCHEMATIC DESIGN I H DESIGN DEVELOPMENT I•1— CONSTRUCTION DOCUMENTS —I
. . . . • JULY 2025 THROUGH OCTOBER 2025 OCTOBER 2025 THROUGH APRIL 2026 JUNE 2026 THROUGH NOVEMBER 2026
■
DEVELOP PROJECT CONCEPTUAL BUDGET BUDGET PROJECT PLAN PRECONSTRUCTION
SUCCESS CRITERIA ESTIMATE& ALIGNMENT DEVELOPMENT& REFINEMENT FINALIZE GMP TO CONSTRUCTION
FOR PD&PW SCHEDULING SUB ENGAGEMENT TRANSITION
Confirm PD&PW goals/ -►Review analytical data +Target value design 4 Early M/W/SBE ♦Update cost model= +Finalize project -r Precon/Constr.Team
milestones with design on bond measure engagement design alignment,team schedule review and hand-off
and construction support and make any ♦Initial logistics planning buy-in
schedule adjustments to target ♦ 4 Detail cost study and 4 Finalize all%of 4 Risk manager handoff
budget. Kick-Off BIM modeling early VE considerations 4 Lean processes-drive contingencies
4 Prioritize building/ g ♦ buy in for schedule with 4 CCIP/OCIP/Insurance is
campus programming 4 Develop initial feasibility Constructibility review Establish/update value all team=pull planning +Complete site logistics in place
estimate usingPCL ♦ management log event(Last Planner) plan
4 Hold quality Ensure high level of bid 4 Trade onboarding
q y historic pricing participation-driving4 .
expectations meeting alue t Tigard and Early bid package Develop 4D schedule Finalize staffing plan 1 Contractor mobilize—
with PD&PW,Scott 4 Develop preliminary 9 discussion •Update logistics
Edwards Architecture, phasing studies and PD&PW •Project hasing Onboard key early site alignment
Update Power BI subcontractors=model
and stakeholders schematic construction Subject Matter Expert dashboard against •overlay Schedule&cost alignment with trade 4 Pull planning
engagement design progression y partners collaborative scheduling
Discuss LEED/ Study optimization g p g with subcontractors
sustainability goals options: ♦Understand project cost 4 Review updated budget 4 Risk/Start Project Precon/Construction
4 •Campus drivers with stakeholders Opportunities Log team collaboration at GMP 4 Drive zero loss mindset
Align PD&PW design, phasing and utility 4 &buyout through supply chain—
budget,and schedule development plan ♦Integrate BIM model and ► Start Design/Constr. y
9 Continued market
deliverables •Building envelope budget through PowerBl analysis to understand Sustainabilit y Log ►Issue final bid packages safety&quality
•Baseline energy dashboard,scope vs anymarket related risksfor GMP&bu out 4 Drive model
Establish critical code assumptions budget tracking. Refine%for all y management/
ement/
coordination matrix for and LEED parameters -1 Early prequalification Contingencies 4 District/Exec.Review commissioning&start-
each phase of PD&PW 4 Early bid efforts ♦Finalize VE decisions up plan very early
SD/DD/co&Bond
►Identify long lead items communication •Understand local +Issue for final AHJ
package •Release bid capabilities& 4 Align GMP with DD,prep permits ♦Implement early.
Develop4 risk register Confirm subsurface and schedules earlytolong lead material/
9 soil conditions estimating •Identifydeyts and Bondpromeasure,ui -►Digital mock-ups—BIM/
lock in • where provide required g. P equipment procurement
4 Start developing schedules with sub- regional trade back-upand support Revit/Oculus Rift
P 9 Overlay with early trades pp 4 Manager RFI,CRX
PowerBl dashboards building model to relationships may for bond effort. Sustainability
and budget analytics determine efficiencies 4 Identify Required need to be leveraged management—LEED process
tools. in foundation plan/type Products/Materials •Ensure the project
•Freres Engineered is not impacted by 4 Plan/define
Wood System sub trades that may commissioning/start up
present high levels
4 Develop procurement of risk 4 Finalize trades
strategy onboarding manuals
WHO'S INVOLVED?
• Tigard/OTAK Executive • PCL Operations Team • PCL Subject Matter • PCL Operations Team • PCL Estimating • PCL VDC Team • PCL VDC Team
Leadership • PCL Estimating� Expert • PCL Estimating • PCL Operations Team • PCL Estimating� • PCL Operations Team
• PCL Operations • Tigard/OTAK PMT • PCL Superintendent • PCL VDC Team • PCL VDC Team • Tigard/OTAK PMT • Tigard/OTAK PMT
Leadership • Scott Edwards • PCL Estimating • Tigard/OTAK PMT • Tigard/OTAK PMT • Scott Edwards • Scott Edwards
• PCL Estimating Architecture • Tigard/OTAK PMT • Scott Edwards • Scott Edwards Architecture Architecture
• Scott Edwards • Scott Edwards Architecture Architecture • Key Subs • Key Subs
Architecture Architecture • Key Subs • Key Subs
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 20
.................................... . . . . . . . .
• • • • •............... • . . . . . . - -
COST MANAGEMENT
VALUE ENGINEERING COST TRACKING
PCL uses a proactive,transparent cost management strategy rooted in Target Value COST MANAGEMENT AND CHANGE ORDER PREVENTION
Design(TVD)principles. By aligning design decisions with cost certainty at every PCL's cost control strategy centers on transparency, proactive planning,and change
phase,our team will help Tigard and SEA make informed choices and ensure the order prevention—principles we've successfully implemented on complex,multi-stake-
PD&PW project remains within budget from programing and schematic design to Bond holder projects like Clackamas County Circuit Courthouse. On that$230M design-build
voting and through construction to closeout.Our real-time cost feedback process project,PCL maintained less than$200K in total change orders,thanks to disciplined
operates hand-in-hand with scheduling to support continuous alignment across scope, forecasting,rigorous constructability reviews,and early stakeholder alignment.
schedule,and value. • Live Forecasting: Field supervisors track daily productivity and tie perfor-
EARLY PRICING PHASE I ESTABLISHING THE TARGET&BASELINE mance directly to centralized budget dashboards,ensuring real-time visibility for
We begin with the development of a target budget,which becomes the foundation to project leadership.
help guide design and planning decisions.Our team builds a baseline cost model using • Change Management:All change requests are logged in our ACC platform
PCL's internal database of historical costs,current market intelligence,and scope-spe- with root cause tagging,affected scope,and financial impact,enabling clean
cific benchmarks.This model is continuously updated and shared with the full project documentation for Tigard review and audit.
team,ensuring complete transparency. • Quality Drawings and Early Coordination:Thorough constructability reviews
As design progresses,we use a phased estimating approach tied to scheduled and deep subcontractor involvement during CD development eliminate ambiguity
milestones we will set as a team at our City of Tigard PD&PW project kick-off. Before and prevent scope gaps—the primary drivers of change orders.
the"Build a Better Tigard"bond approval in 2026,formal cost checkpoints are We will continue collaborative pricing through Tigard's open-bid framework,tracking
established at key intervals—conceptual design/programing,schematic design,and all bids through our procurement platform and offering full transparency into bid
design development-to validate assumptions and inform real-time decision-making. tabulations and scope reviews.
Our estimates include measured allowances for escalation,contingencies,and scope
development risk, helping to manage uncertainty while providing clarity around value. PRIMARY TOOLS
Our goal is to gain as much cost certainty as possible through DD and heading into the • Detailed conceptual estimates with full detail assumptions providing for accurate
Bond vote on the May ballot. baselining of project costs
IMPLEMENTATION PHASE I MAINTAINING ALIGNMENT THROUGH DESIGN EVOLUTION • BCS(Budget Control System) Log that provides real-time cost feedback and
value analysis between estimate deliverables.
On May 20,2026,and after the whole project team finishes celebrating a successful • Executive summaries and interactive dashboards that foster quick understand-
bond passage,CD development will commence,as well as step towards finalizing the ing of cost breakdowns and allocation of funds.
GMP.As design packages evolve,we conduct recurring estimate review meetings to
evaluate costs against the approved target.These sessions include clearly defined POWER BI
"cost guardrails"that keep the team within budget for each work package and enable PCL and the City of Tigard can create an online project dashboard via Power BI that
early identification of any scope-cost misalignment. houses the final version of each estimate and provides an interface where variances
We frequently explore multiple design options in parallel to arrive at the most efficient between the estimates can easily be highlighted. Both the quantity and price of an item
and cost-effective solutions.As scope is refined,cost certainty increases,and the TVD are visible,and any changes between estimates are easily identified.Additionally,on
process moves from high-level benchmarking to detailed line-item validation. many projects there are always optional budget items that are being considered for
implementation.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 21
;;;;;;::.•••••• • : : . . . . . COST MANAGEMENT
.... .. .... ..................... . . . . . . . . .
CONTINGENCY EFFORTS PROJECT DOCUMENTATION
Development and management of contingency is an exercise of trust and transparency, Each estimate will include a detail basis of estimate—clearly delineating the items that
and similar to all major project decision and strategies,PCL will utilize a"one team" are inside and outside of the GMP.
approach and developed project contingency based on our PD&PW shared goals and In addition,the project team will develop a cost of work matrix that also provides a
agreed upon risk tolerance. In general,we recommend a project establish a design concise summary of GMP scope.
contingency,escalation contingency,and construction contingency.
As with all estimates,Tigard,along with Otak and SEA,will have access to the detailed
• As design progresses,we evaluate that design contingency against the design estimate document that also shows the contents of each line item.
deliverables for a particular estimate and adjust accordingly.
• Escalation contingency is evaluated as any project costs can become reliably PRECONSTRUCTION TOOLS
time bound. INITIAL ESTIMATES WITH FULL DETAIL ASSUMPTIONS:"BASELINING"
• Construction contingency is typically a fixed value throughout—weighed against p _ _ .
a project risk register. '"""•�`�`�'� _
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PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 22
rwi ••••• ....• . . . .
1.....••• ........... .... . . . . . . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . •
...................... . . . . . . . . COST MANAGEMENT
. . . . . ............. . . . . . . ... . . . . .
PAST PERFORMANCE ON PROJECTS
Project Client Completion Date Contract GMP Change Orders Reference Common Team Members
WOR3 Pure Development November 2024 $9.07M None Jake Letherman Melissa Shackelford
H f,. , - " Klamath Falls,OR 574 536 1251 Corey Vlad
$33M, Paul Menzies Tristan LeBaron,Peter Losh,Twan
SPIRE
e,WA Seattle Realty One LLC June 2021 $191.9M owner driven 925 274 2830 Davison,Trevor Johnson,Melissa
'� Shackelford,Corey Vlad
'""'--"" ARRIVE Seattle Tower I,LLC March 2019 $146.8M $11M, Michael Doran W.T.Sermeus,Trevor Johnson,Melissa
Seattle,WA owner-driven 971-413-1204 Shackelford,Corey Vlad
620 TERRY Terry Care Group,LLC November 2019 $97.6M $5.7M, Bill Hardt Melissa Shackelford
Seattle,WA owner-driven 503-709-9011 Corey Vlad
EdOLYMPIC TOWER $3.7M, Paul Aigner Trevor Johnson,Melissa Shackelford,
Seattle,WA TRANSFORMING AGE November 2021 $82.4M owner-driven 425-559-6315 Corey Vlad
PROJECT HAWK/WWG1 Confidential December 2024 $24.6M None Jim Stocks Melissa Shackelford
Pasco,WA 463-201-4103 Corey Vlad
s jl METROPOLITAN TOWER Scott Brewer Melissa Shackelford
-- _ $2.9,COMMON AREA 1942 Westlake LP October 2024 S8.7M owner driven 425 516 4736 Corey Vlad
• Seattle,WA
SHARED USE LOUNGE Port of Seattle Est.December 2026 $18.5M None Erin Gora Melissa Shackelford
SeaTac,WA 206-910-9855 Corey Vlad
1111 KODA CONDOMINIUMS $6M, Kevin Hsieh Melissa Shackelford
�, DA LI International LLC October 2021 81.5M
Seattle,WA $ owner-driven 206-618-9361 Corey Vlad
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 23
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•••••• • • • SCHEDULE, QUALITY CONTROL & SAFETY PLANS
.. • . . .
. . . . . . . . . . . . . . . . . .
MANAGING CONSTRUCTION SCHEDULE
PLANNING PHASE I LAYING THE FOUNDATION SCHEDULE RISK REASONING PCLS MITIGATION APPROACH
Once the team is established,we define clear roles and respon-
sibilities for schedule development and management. PCL uses • Prioritize site-work package design to be fully developed ahead of the
Primavera P6 as our primary scheduling platform,giving stake-
bond vote
LONG-LEAD • Early subcontractor buy-out,possible expedite strategies can be
holders shared visibility and access.We then develop and publish We are assuming there is
PROCUREMENT discussed
a high-level master schedule that outlines key design,permitting, four months from bond
procurement,and construction milestones—serving as the baseline VS. O approval to starting sitework ' Rapid submittal review process—discuss
APPRROVVD AL • Temporary expedited review timeliness
from which all downstream planning evolves. • Explore early material deposit opportunities to lock in material
SCHEDULE DEVELOPMENT PHASE I ALIGNING DESIGN&CONSTRUCTION delivery dates
We build out a detailed construction schedule that fully integrates Highly public project
with the evolvingdesign effort.We identifyphased design packages MANAGE • Involve Tigard,SEA,OTAK,and user groups to define sequencing and
9 9 P 9 Develop a resilient schedule durations
that align with construction sequencing to allow for early work, SCHEDULE that can be maintained and
•
permitting,and procurement.Our team incorporates realistic EXPECTATION clearly communicate to the Rely on vast local subcontractor network to opine on current lead
communitytimes and work production rates
durations for long-lead items,approvals,and decision-making
based on historical data and vendor input. Pull planning sessions Multiple building types, • Early AHJ engagement and often communication
and co-located working sessions are used to collaboratively map sequencing and identify constraints.We support this work with 4D PERMIT PLANNING functions,and phasing will • Engage Clean Water Services early regarding vegetation corridor on
influence permit review and site and specific requirements
modeling(timelapse logistics models)and real-time data sharing complexity. • Verify and understand existing site conditions early
through our project management platform,giving the entire team
live access to schedule updates and dependencies.
CONSTRUCTION PHASE I ADAPTIVE EXECUTION WITH ONGOING SCHEDULE DEVELOPMENT PROCESS
COLLABORATION , 011
0 ❑❑ I ' __
During construction,we maintain a proactive and collaborative ❑ _
approach to schedule management.Weekly scheduled review — • — 1->X — >❑ — —
meetin sallow the team to evaluate progress,revalidate assump- STUDY SITE DEVELOP WORK DEVELOP ACTIVITIES DEVELOP LIST OF
g p gSCOPE REVIEW CONSTRAINTS& BREAKDOWN HIGH-LEVEL &LOGIC IN LONG LEAD
tions,and adjust sequencing as needed.All schedule assumptions, &SITE VISIT CLIENT EXPECTATIONS STRUCTURE(WBS) SEQUENCING PLAN EACH WBS PROCUREMENTS
constraints,and adjustments are documented in coordination logs
and regularly communicated to project stakeholders.This trans- 1 -1
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parency ensures alignment and protects milestone delivery without — — (� o — ` — g —
surprises. ' I =
REVIEW WITH CREATE BASIS OF INSERT REVIEW LOGICALLY TIE WBS DEVELOP WORK
STAKEHOLDERS SCHEDULE MILESTONES CRITICAL PATH SEQUENCES ACTIVITY DURATIONS
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 24
r;; •..,• .....•
QnLIrn1 II F nI IAI ITY CONTROL & SAFETY PLANS
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= �= -- LABOR & MATERIAL AVAILABILITY
. _- -
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-. �3.• ' PCL is well-equipped to navigate the external challenges that continue to
�' ... impact our industry—from supply chain disruptions and labor shortages to
i ` ,0. _ P Y— PP Y P 9
-�w = rising material costs and tariffs.While many of these factors are outside
l z ,v� our direct control,we take a proactive,integrated approach to mitigate their
qk�kl •
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�� �k r a _ } OUR STRATEGIES
- t'` / PROACTIVE WORKFORCE PLANNING AND DEVELOPMENT
t \,, ti / a The Tigard PD&PW project offers a great opportunity to educate the
;. ,•,,tip ar submarket well in advance of competitive bidding.
�. LONG-STANDING RELATIONSHIPS WITH TRUSTED TRADE PARTNERS
• PCL's 30 year history in Oregon allows us to tap into strong subpartner
CASE STUDY:COORDINATING WITH MULTIPLE PROJECTS relationships to help validate costs and drill down into work productions
.•...` Phase 2 of the Regina Operations&Maintenance Complex(ROMC)includes rates.
••.�4.• earthworks and full site development over 20 acres of the 110-acre site.Cons- ONGOING SUPPLY CHAIN RISK MONITORING AND ASSESSMENTS
truction of this 170,000 SF maintenance,warehouse and office facility includes two Because of PCL's good standing with the most well-respected subcontrac-
•• •,• •.• •.• buildings accommodating shop and lab spaces and related office administration tors in the region,we can gain accurate insight into current procurement
functions,associated yards,parking lots,security features and amenity spaces schedules and any anticipated future changes.Additionally, having worked
located throughout the second phase of the compound.The exterior envelope in the Northwest for over three decades, PCL understands the yearly
comprised of metal paneling,curtainwall and 180 precast panels. construction cycles and will develop the construction schedule and work
What makes this project unique,and relevant to the Tigard PD&PW project is the sequencing to accommodate the impacts of larger school projects in the
$350 million project across the street from PCL's project site.While planning for summer,or the need for temp heating in the winter.
the new ROMC, PCL had to carefully coordinate manpower,schedule,and material FINANCIAL PLANNING PROTECTED BY CONTRACTUAL SAFEGUARDS
availability to account for the resource draw from the competing larger project These practices are embedded into our cost and schedule systems to
across the road. provide real-time visibility and enable quick,informed decision-making.
This careful coordination has allowed PCL to effectively manage outside influences Just as important,we implement a clear communication plan to keep the
without any major schedule or budget impacts. City and stakeholders informed—avoiding surprises and enabling swift
Dustin Duncan, minister responsible for SaskPower,had this to say of the new adjustments when needed.
facility:"I think it will be much more efficient to be operating under this one This disciplined,forward-looking approach ensures that unforeseen
complex,rather than six locations in and around the Regina area.So when you challenges are met with resilience and responsiveness—keeping the project
think of a service crew that needs to go out and do some maintenance,the way on track.
the current state is right now,they might have to go to multiple facilities spread
out over not just Regina but the Regina area to get all of their supplies,then go out,
whereas in this case,when a crew is dispatched,they can be basically dispatched
from one centralized location."
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 25
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... .•...... • . • . . . . . . . � . . .
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SCHEDULE, QUALITY CONTROL & SAFETY PLANS
KEY PROJECT PRIORITIES
RISK REASONING PCL'S MITIGATION APPROACH
• Develop client/project specific success criteria for Tigard PD&PW project partners
ESTABLISHING A A one team culture is the foundation that a successful project and
TEAM CULTURE partnership is built upon • Conduct a professionally facilitated kick-off partnering session to align core values,project vision and other
key relationship factors
FUNDING ANALYSIS A deeper understanding of the client's project goals empowers the • Conduct a series of initial cost analysis exercises to validate project feasibility
AND PROJECT GOAL PCL team to tailor their services and approach to those specific • Develop a list of client hot buttons that serve as the"north star"for he project team—defining elements that
ALIGNMENT goals-your success is our success must remain part of the development program
ONGOING CONCEPT Reliable and timely cost analysis is a key driver to decision making • Leverage PCL's extensive resume and local relationships in similar developments to assemble detailed
COST ANALYSIS and enables efficient design progression at the conceptual stage conceptual estimates to inform massing,construction types,intended uses,phasing etc.
The complex nature of the development from infrastructure • Host an internal phasing charrette to transfer knowledge on phasing driven by user groups
PROJECT PHASING through completion of the last building on the property,will have a • Evaluate the most cost effective phasing options
ALIGNMENT direct influence on project planning,permittingand costing 1 P 9 • Facilitate external discussions to ensure phasing buy-in from external stakeholders
STRATEGIC Building trust with local AHJs affords PCL the opportunity to be • Develop a key contact list for various AHJ stakeholders-detailing department,role,responsibilities etc.
RELATIONSHIPS an effective partner in streamlining the permitting process and • Develop an initial permitting workflow to correspond with the approved initial phasing plan
WITH LOCAL AHJS understanding the unique requirements that will influence the
overall project • Initiate early permitting plan discussions with local AHJ to ensure buy-in and feasibility
Pas alignment with the local subtrade market will be critical to • Develop a sub engagement plan that commences during the onset of preconstruction
generating best value relationships that create best value for the • Conduct face to face meetings to foster alignment in market capacity,quality expectations,and team
LOCAL SUBTRADE City and community and the project partners culture
MARKET
ENGAGEMENT Tigard is a tight-knit community,including the business community • Build a subtrade list from the local market for those trades best aligned with the overall project goals and
-PCL understands and prioritizes this aspect in all similar commu- vision
pities where we've successfully established key relationships • The Tigard PD&PW project can be a catalyst for local business and COBID subs
• Develop a supplier engagement plan for critical material supplies from paving materials to concrete
LOCAL In keeping with prioritizing the local business community,PCL materials to site utilities
SUPPLY CHAIN recognizes the importance of understanding the capacity of the
ENGAGEMENT local supply chain to support a project of this scale • Conduct face to face meetings to understand supplier backlog and available capacity in alignment with
project phasing and master schedule
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 26
rww ••••• ...... . . . . . . . .
...............................•. .• • • • . . • • . . SCHEDULEIOUALITYCONTROLSTYPLANS
. . . . . ............ : . . . . . . .
. . . . . . . . . . . . . . . . . •
QUALITY CONTROL PLAN PCL'S QUALITY PROGRAM CORE OBJECTIVES
• • • QUALITY HAZARD PRE-INSTALLATION FIRST MATERIALS FIRST WORK INSPECTION AND
APPROACH TO QUALITY ANALYSIS MEETING MOCK-UPS DELIVERIES INSPECTIONS TESTING PLAN
BUILD IT PCLs Quality Vision is to"Provide a quality Quality Hazard Pre-installation Mock-ups are First Material First Installation Inspection and
product the meets or exceed expecta- Analyses(QHAs) meetings are held scaled or full-size Delivery inspec- Reviews(FIR)are Testing Plans(ITP)
RIGHT G✓ tions the first time,every time."Second are modeled to communicate models of a design tions are critical performed as a are comprehensive
after our HSE JHA the requirements or assembly,used to ensuring the final verification lists outlining
BUILD IT ONCE only to safety,our Quality Management program and are and expectations for demonstration, materials delivered that work is the inspection
(QM) plans and systems are implemented used to identify related to a teaching,design to site match the being installed as and testing
through the life of the project,starting during preconstruction, and mitigate the specific scope of evaluation,and approved submit- planned,before requirements for
and extending to the completion of the warranty periods.This greatest quality work with our trade constructability tal,were delivered production work all parties on a
vision has been successful with a top down mentality that risks posed to a partners prior to reviews according to the begins project
particular scope of them mobilizing procurement log,
starts with a Quality Expectations meeting with all project work on site and are properly
stakeholders where specific hot buttons or challenges are stored after
discussed and action plans are put into place for mitigation, delivery
monitoring and control. i QA/QC STRATEGY FOR CITY OF TIGARD POLICE&PUBLIC WORKS FACILITY ���
PRECONSTRUCTION PCLs QA/QC methodologyfocuses on transparency,accountability,and JENNIFER CANNING
Y QA/QC Manager
During preconstruction,senior members of the PCL team verification,delivered through an integrated quality framework.This framework •
will develop a project specific Critical Coordination Matrix supports a comprehensive Quality Management Program and a Design Management Plan that directly ties
and Constructability Review Matrix. Creation of the critical design deliverables and is structured to align with construction sequencing and contractual milestones.
coordination matrix starts from a PCL template that captures PCLs Quality Management Program features three essential components:the QA/QC plan,the Compliance
best practices and lessons learned from our past projects. Verification Matrix(CVM),and the Basis of Design Document(BUD). Developed early in the project lifecycle,the
Our team will update the matrix with project-specific items for QA/QC plan establishes a shared,consistent understanding of quality requirements across all disciplines and
use in communication,tracking,and prioritization of all items defines the process for verifying each deliverable meets contractual and regulatory requirements.The CVM
throughout design. serves as a living document and single source of truth, providing real-time visibility into compliance through-
Similarly we have a Constructability Review Matrix built from out design,construction,and commissioning.The BOD complemented this by outlining how each performance
our past experiences of similar projects which will act as a requirement will be met,ensuring alignment from initial design through final turnover.
reference guide during reviews.We plan to conduct formal Accountability is embedded into every aspect of the process.The QA/QC Plan establishes a clear foundation
constructability feedback throughout the design process. In by defining quality expectations and assigning roles and responsibilities across the project team. Building on
addition to our proposed project team,the formal reviews will this,the CVM connects each requirement to a designated team member and corresponding documentation,
also incorporate feedback from PCL subject matter experts. including design drawings,submittals,test results,and jurisdictional approvals.
Verification is continuous and rigorous.The CVM enables live reconciliation between contractual requirements
and field conditions,helping the team efficiently resolve unexpected site challenges with minimal schedule
or cost impact. Iterative reviews throughout precon helps to facilitate early identification and resolution of
issues,keeping the PD&PW project on track and in compliance. Regular QA/QC review sessions reinforces the
teams understanding of compliance expectations and provides accountability through transparent reporting.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 27
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• • gfHFnl II F ni IA ITY CONTROL & SAFETY PLANS
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PRECISION BIM
LUTIONS
R
X
ESIGN
LEVERAGING V D C ii
The Rocky Ridge ORecreation OFacility's E intricateri roof structure,featuring 60m long-span glulam
beams on canted steel columns,required extreme precision.A fraction of a degree misalignment could
An essential component of PCL's quality control program is our strategic use of cause structural failure.
BIM technology to enhance collaboration and precision. Outlined here are the To ensure accuracy,PCL integrated Tekla steel and CADWORK glulam models into BIM 360 Glue,allowing
BIM-related activities PCL will lead throughout the design, preconstruction,and seamless coordination.Using BIM 360 Layout,we mapped and verified as-built points in the field,ensuring
construction phases. Our BIM execution plan is a collaborative framework that prefabricated components fit perfectly on the first attempt.
will be refined with input from the design team during initial preconstruction This approach accelerated the schedule by two months,enabling early crane removal,reduced
efforts.Additionally,we will engage early with Tigard to incorporate BIM facility heating costs,and minimized temporary enclosures.BIM also streamlined coordination,reducing RFIs and
management objectives into the plan,ensuring alignment with project goals. administrative time while enhancing safety,quality,cost control,and efficiency.
BIM PLATFORM AND DATA SHARING
• PCL will setup and manage BIM 360 Docs/BIM 360 Design, hosting Revit,CAD
files and PDFs across the design and construction team. El , ..•. ' Q
• Models and drawings will be cloud shared to increase coordination and promote - 1��'
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better decision making. ,' p I.
• Web based Revit and CAD model interaction will be available for all team - - _� _= ---=_ ` f+`r �' 1
members without needing to use expensive or difficult software and hosted — _ =. • o
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models can be used when communicating constructability review comments. _ _- :�;:� : : ;� �
MODEL-BASED ESTIMATING CHECK-INS --- . Rocky Ridge Recreation
• Using Assemble software,our estimating team will conduct monthly model Centre-2017 ConBIM GC
trend reviews. Award Nominee
• These reviews summarize what has been added, removed,and changed within
design models.The reviews provide an informal view into design progression
and facilitate real-time cost feedback and price accuracy discussion. i USING TECHNOLOGY TO CREATE A SHORING SYSTEM
SITE UTILITY MODEL COORDINATION The temporary shoring installation at the UCLA Gayley Towers Redevelopment project was
• PCL will model and review coordination of existing and new site utilities(using one of the major risks and a remarkable feat,given the inherent challenges of the complex terrain and
survey information and select potholing when needed)along with components its proximity to neighboring structures.It required a complex structural retaining wall standing 42 feet
of any required shoring systems.This extra level of coordination is critical in tall at its highest point and the site was constrained '
minimizing surprises during the initial stages of construction.The site utility will by the presence of existing buildings on three sides
also be overlaid with the structural design model to ensure no conflicts with and a bustling campus street on the other side,which !Ili .I
structure(zones of influence,footing locations,etc...). required careful management of campus traffic, , \ :#1
EARLY TEST FIT MODELING pedestrians,and equipment traffic to avoid congestion, /
• PCL and key subtrades will provide supplemental detailed modeling to assist in disruptions to university operations,and impacts to \ lireo.
early coordination and test fitting of MEP systems in typical units and unique the neighboring properties.The temporary shoring was �§&
conditions. meticulously designed,and BIM coordinated,with the S, t''
• As the critical coordination matrix mentioned earlier in this proposal is devel- use of advanced technology such as drones for aerial rw♦�
oped,additional areas will be identified for early test fit modeling.Typically, surveys for point cloud data generation,and laser \
Ado-
this includes high design/visibility areas such as entry lobbies and tight scanning to ensure accurate installation. 14
mechanical spaces. ,' V:-.;•;
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 28
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. CONSTRUCTION SMARTS
COMMITTED TO A CULTURE OF SAFETY _
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At PCL,safety isn't just a policy—it's a core value I I I1
PCL 'TARGET that drives every action we take.Our ultimate
ZERO goal is Zero Incidents,and in 2024,we achieved OWNERSHIP PLANNING IDENTIFICATION KNOWLEDGE
INCIDENTS that milestone with zero lost time incidents Be accountable for Verify logistics,engin- Identify and eliminate Verify that everyone
CONSTRUCTION yourself and your actions. eering,and scope are or mitigate the hazards understands and
company-wide.This commitment begins with Intervene to assist others factored in and adhered prior to starting work and complies with the
every worker's first day on-site,where the expectation of shared safety responsibility when needed. to when planning. as the task changes. required procedures.
is clearly communicated.Our district Health,Safety,and Environmental(HSE) Manager,
Jon Goad,oversees compliance across all projects,while Michael Loperfido will LIFESAVING ABSOLUTES
ensure daily implementation of safety plans tailored to site-specific risks and tasks.
SITE-SPECIFIC PLANS AND SUBCONTRACTOR INTEGRATION
Each project includes a comprehensive HSE plan that outlines leadership responsi- .* 0 ril
bilities, hazard control measures,emergency protocols, environmental safeguards,
and subcontractor oversight.To actively prevent incidents,we conduct Job Hazard
Analyses(JHAs)for all high-risk tasks,followed by daily Pre-Job Safety Instruction FALL PROTECTION/ RIGGING AND HOISTING LOCK OUT/TAG OUT
(PSI)briefings.These are reinforced through weekly toolbox talks,site inspections, FALLING OBJECT PREVENTION Protect yourself and others by Protect yourself and others
and monthly safety committee meetings that encourage open communication and Protect yourself by preventing staying clear of hoisted material by verifying you have isolated
materials from falling,tethering paths and being trained to use potential energy and complying
continuous improvement. tools,and eliminating fall hazards. rigging and hoisting equipment. with Lockout/Tagout procedures.
TRAINING,COMPLIANCE,AND CONTINUOUS GROWTH
We believe that safety and professional development go hand-in-hand. Our teams II
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participate in ongoing training programs—including OSHA 10/30,First Aid/CPR,
emergency response,and site-specific instruction—to stay sharp and compliant.Clear
procedures guide how we address policy violations,with tiered disciplinary actions up
to dismissal for life-threatening behavior.Through consistent training and a culture of ROAD/SITE VEHICLES CONTROLLED ACCESS HUMAN/EQUIPMENT
accountability,we ensure every team member is prepared,informed,and empowered Protect yourself and others by Protect yourself and others by INTERFACE
to maintain a safe work environment—for themselves and for those around them. following safe driving rules of the obtaining the proper authorization Protect yourself a when operating
road. before entering a barricaded area or working near equipment by
or confined space. communicating with operators
PCLS 2024 EMR RATE and staying out of blind spots.
111111 Industry Average
it
0.54 1.00 TRENCHING AND EXCAVATION
Protect yourself and others by verifying
protection measures when working in or
0.0 EXCELLENT .75 'OOR around a trench or excavation. SEE IT I OWN IT I SOLVE IT I DO IT
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 29
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PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • 30
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COMPANY EXECUTIVE
PROJECT EXPERIENCE
WHY PETER? CLACKAMAS COUNTY CIRCUIT COURTHOUSE
As the company executive overseeing this effort,
Peter offers the City of Tigard deep operational OREGON CITY,OR $230M OPERATIONS MANAGER 2022-2025 NANCY BUSH
expertise and a track record of successfully The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified County Operations Officer,
guiding teams through complex civic and public facility—the first in Oregon to be delivered through a public-private partnership—featuring 16 Clackams County
facility projects.His hands-on background— courtrooms and housing multiple public agencies. 503.655.8581
ranging from field engineering to managing Relevance to Tigard Police&Public Works Facility:This project aligns with Tigard's goals as a
multimillion-dollar high-rises—gives him a consolidated municipal facility supporting essential public services. It required coordination with
unique ability to balance technical execution over 16 county and state user groups to ensure operational alignment and public accountability.
with big-picture leadership.Peter's experience
spans design-build,design-assist,and traditional INDUSTRIAL WAREHOUSE BUILD-OUT
delivery methods,all of which align with the KLAMATH FALLS,OR$9.8M OPERATIONS MANAGER 2024 JUSTIN LAWHORN
City's Collaborative Project Delivery(CPD) This industrial warehouse build-out in Klamath Falls,OR,included construction of a Director of Development,
approach.Known for his thoughtful leadership 19,100-square-foot PEMB distribution facility with office space,staff amenities,and a Pure Development
and collaborative mindset,Peter will foster pedestrian interface.The scope also covered full utility upgrades,site paving,landscaping,and 317.966.5920
strong working relationships with the City,Otak, improvements to the adjacent public right-of-way.
and Scott Edwards Architecture to ensure the Relevance to Tigard Police&Public Works Facility:This project highlights our experience
successful delivery of Tigard's new Police and delivering fast-tracked,ground-up facilities with integrated site and public infrastructure
Public Works Facility. improvements.
WITH PCL SINCE BORDER PATROL STATIONS-COLVILLE,WA,OROVILLE,WA,&BONNERS FERRY, ID
2005 MULTIPLE SITES $42.9M SENIOR PROJECT MANAGER 2010-2014 ROD ZION
EDUCATION PCL partnered with the U.S.Army Corps of Engineers to deliver three secure,LEED Silver- Former Contracting Officer's
certified Border Patrol stations.These design-build campuses,each constructed for a 50-year Representative, U.S.Army Corps
B.S.,Construction Management, lifespan,span 10 to 23 acres and include agent station buildings,garages,and equestrian/canine of Engineers
University of Washington facilities,along with space for offices,training,detainee processing and holding,maintenance,
WORK HISTORY
storage,and secure site infrastructure. 206.764.6864
PCL Construction,2005- Present Relevance to Tigard Police&Public Works Facility:These projects demonstrate PCLs ability to
CERTIFICATIONS deliver durable,mission-critical public safety facilities with integrated site logistics,long-term
resiliency,and specialized operational functions.
• OSHA Safety 30-Hour
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY i
•••'''' KEY PERSONNEL RESUMES
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tilii PROJECT EXECUTIVE
PROJECT EXPERIENCE
WHY JON? CLACKAMAS COUNTY CIRCUIT COURTHOUSE
Jon brings deep experience in commercial,
institutional,and civic construction,with a strong OREGON CITY,OR $230M D/B PROJECT MANAGER/PROJECT EXEC 2022-2025 NANCY BUSH
track record of leading complex public projects The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified facility— County Operations Officer,
from preconstruction through completion.He the first in Oregon to be delivered through a public-private partnership—featuring 16 courtrooms Clackams County
is known for his precision in planning,schedule and housing multiple public agencies. 503.655.8581
and budget management,and stakeholder Relevance to Tigard Police&Public Works Facility:This project aligns with Tigard's goals as a
collaboration.Jon's leadership on projects like consolidated municipal facility supporting essential public services. It required coordination with
the Clackamas County Circuit Courthouse and over 16 county and state user groups to ensure operational alignment and public accountability.
Royal Aviation Facility exemplifies his ability
to successfully engage multiple user groups— LAX CONSOLIDATED RENT-A-CAR(CONRAC)FACILITY
internally and externally—while supporting LOS ANGELES,CA $1.2B CONSTRUCTION MANAGER 2019-2024 NORMAN PETERSEN
clients through sensitive milestones such as The$1.2 billion LAX ConRAC project centralizes over 20 rental car operations into a 6.3-million- Construction Manager, LAWA
public funding approvals and bond campaigns. square-foot facility that includes a customer service center,maintenance and fueling 408.528.4486
His expertise in navigating the needs of diverse infrastructure,Quick Turnaround(QTA)facilities,and 21,000 parking spaces—all connected to the
agencies,aligning project goals,and building Automated People Mover.
trust with stakeholders makes him exceptionally Relevance to Tigard Police&Public Works Facility:Like the Tigard Police and Public Works
qualified to lead the Tigard Police and Public Facility,ConRAC is a large-scale,public-serving infrastructure project with complex site logistics,
Works Facility to a successful outcome. operational continuity needs,and an emphasis on sustainability,long-term durability,and
coordinated delivery across multiple agencies.
WITH PCL SINCE
2007 ROYAL AVIATION MUSEUM OF WESTERN CANADA
WINNIPEG,MB $27.2M SENIOR PROJECT MANAGER 2018-2021 LORNE RODER
EDUCATION This 85,470-square-foot civic and cultural facility includes museum galleries,educational spaces, Operations Director, Royal Aviation
Bachelor's Degree,Architecture, and conference areas,all delivered through close coordination with community stakeholders and Museum of Western Canada
University of Manitoba civic partners.The building was constructed with a focus on long-term public use,durability,and 204.786.5503
WORK HISTORY architectural quality.
PCL Construction,2007- Present Relevance to Tigard Police&Public Works Facility:Although serving a different function,the
CERTIFICATIONS museum shares key attributes with the Tigard project,including its role as a community asset,its
integration of multiple functions under one roof,and the need for stakeholder engagement,cost
• OSHA Safety 30-Hour control,and lasting public impact.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY ii
.......... • ' KEY PERSONNEL RESUMES
•• • •. •
. .•
•
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• • • • SENIOR PROJECT MANAGER
PROJECT EXPERIENCE
WHY W.T.?
W.T.is a seasoned project manager with 15 CLACKAMAS COUNTY CIRCUIT COURTHOUSE
years of experience delivering complex civic, OREGON CITY,OR $230M SENIOR PROJECT MANAGER 2022-2025 NANCY BUSH
aviation,and campus facilities through CM/GC, The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified facility— County Operations Officer,
design-build,and P3 delivery methods.A long- the first in Oregon to be delivered through a public-private partnership—featuring 16 courtrooms Clackams County
time Oregon resident with family ties to Tigard, and housing multiple public agencies. 503.655.8581
he's personally committed to the community Relevance to Tigard Police&Public Works Facility:This project aligns with Tigard's goals as a
and regularly volunteers in local street cleanup consolidated municipal facility supporting essential public services.It required coordination with
efforts.His strong network of local trade over 16 county and state user groups to ensure operational alignment and public accountability.
partners and deep technical knowledge ensure
efficient execution and exceptional quality. W.T.'s KONA VILLAGE RESORT
ability to navigate municipal priorities,control KONA,HI $367.1M PROJECT MANAGER 2019-2023 MICHAEL EADIE
costs and schedule,and lead diverse teams PCL led the reconstruction of this 316,000-square-foot,off-grid luxury resort,delivering 150 Executive, Kennedy Wilson
makes him a key asset for the Tigard Police and guest hales,restaurants,wellness facilities,and site-wide infrastructure after the original 949.933.9725
Public Works Facility. property was destroyed by a tsunami.The fully solar-powered resort achieved LEED,TRUE,and
SITES certifications and required complex logistics,preconstruction coordination,and culturally
WITH PCL SINCE responsive design.
2011 Relevance to Tigard Police&Public Works Facility:Like the Tigard facility,this project involved
EDUCATION a multi-structure campus with critical infrastructure,stakeholder coordination,and sustainability
B.S.,Construction Engineering Management, goals.It required phased preconstruction and construction services,including estimating,value
engineering,and navigating permitting across a large,complex site.
Oregon State University
WORK HISTORY THE CANTEEN&THE INTERSECTION AT ADIDAS VILLAGE
PCL Construction,2010 - Present PORTLAND,OR $26.1M PROJECT MANAGER 2018-2020 DAVID REMOS
This award-winning,three-phase design-build renovation transformed an active corporate Former Adidas Director,Adidas
CERTIFICATIONS campus,with construction occurring between and above occupied buildings.The project 808.228.3190
• OSHA Safety 10-Hour required complex staging,topographic navigation,and tight coordination to deliver new dining and
• DBIA Associate collaboration spaces while maintaining safety and minimizing operational disruption.
• Safety Trained Supervisor Construction,
Board of Certified Safety Professionals Relevance to Tigard Police&Public Works Facility:This project reflects similar goals to Tigard's—
delivering multi-use civic space on a constrained site with active occupants.It required creative
logistics,phased execution,and close collaboration with user groups.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • iii
•••'''' • ' KEY PERSONNEL RESUMES
.• • • •
•
i; CHRISTINA
. . . . • • p -
• .••
••••••••• ••• •
•.-••••• • •
•.••• • • • •
•:
•
• •• • • • • • KANHAI
•; • • . . • •• .
• . . . . .
LEAD ESTIMATOR
PROJECT EXPERIENCE
WHY CHRISTINA? AMTRAK SEATTLE KING STREET TRAINSET MAINTENANCE FACILITY
Christina brings extensive experience in
estimating and preconstruction,with a strong SEATTLE,WA $162.1M LEAD ESTIMATOR 2024-PRESENT SEAN PHILBRICK,PE,MS
track record of delivering accurate budgets Design-build delivery of a 90,000 SF maintenance building with two-story administrative space, Senior Principal Project Manager,
and supporting informed decision-making. adjacent Service and Cleaning track,and a 39,000 SF parking garage.The project also includes Amtrak
For the Tigard Police and Public Works Facility, storage tracks and major site and utility upgrades within Amtrak's active Seattle Yard to support 206.218.3291
she will lead cost modeling,analyze design the new AIRO trainsets.
options for budget alignment,and coordinate Relevance to Tigard Police&Public Works Facility:Demonstrates experience delivering
closely with local trade partners to ensure essential service infrastructure within active operations,with complex logistics,phased delivery,
competitive,reliable pricing.Her thorough, and long-term public utility in mind.
transparent approach will help the City manage DISNEY'S POLYNESIAN RESORT ENTRANCE&MONORAIL RENOVATION
cost certainty and maintain budget control
throughout the project. LAKE BUENA VISTA,FL $15.4M LEAD ESTIMATOR 2020-2021 JONELL RADABAUGH
This three-phase project included replacement of the resort's monorail building,removal of iconic Project Manager,Walt Disney
WITH PCL SINCE structural elements,realignment of the guest entry roadway,a new porte cochere and gate World Company
2012 house,and roadway extensions to adjacent resort properties. 407.427.4274
EDUCATION Relevance to Tigard Police&Public Works Facility:Demonstrates the ability to successfully
B.S.,Construction Management,University of manage complex,multi-phase infrastructure upgrades involving vertical construction,site
North Florida circulation improvements,and active user environments—all critical components for delivering a
seamless,operationally resilient civic campus.
WORK HISTORY
PCL Construction,2012 Present STAR WARS GALACTIC STARCRUISER
LAKE BUENA VISTA,FL $99.7M PRECONSTRUCTION MANAGER 2021-2022 JEANETTE BROWN
CERTIFICATIONS This 15-acre project included a three-story main building with 101 guest rooms,immersive multi- Principal, Interior Design,
• OSHA Safety 30-Hour level interactive spaces,and several support facilities such as an administrative building,chiller Stantec Architecture
yard,and shuttle service building.The scope also involved full site development,including new 407.314.0025
utilities,area improvements,and complex infrastructure to support continuous operations.
Relevance to Tigard Police&Public Works Facility:Highlights experience delivering a secure,
multi-building campus with integrated utilities,administrative functions,and long-term
operational planning—key elements for a resilient public safety and public works facility.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • iv
•
•
:.••o;:.
.......... •• ' KEY PERSONNEL RESUMES
• •
•• • •.
• • ' • BRUCE
••• • , .
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• • MACAULEY
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• • • . .
SENIOR SUPERINTENDENT/GENERAL SUPERINTENDENT
PROJECT EXPERIENCE
WHY BRUCE? AMTRAK SEATTLE KING STREET TRAINSET MAINTENANCE FACILITY
As Senior Superintendent,Bruce brings more
than four decades of construction experience— SEATTLE,WA $162.1M SENIOR SUPERINTENDENT 2024-PRESENT SEAN PHILBRICK, PE,MS
including 32 years with PCL—delivering complex Design-build delivery of a 90,000 SF maintenance building with two-story administrative space, Senior Principal Project Manager,
civil and vertical infrastructure projects. adjacent Service and Cleaning track,and a 39,000 SF parking garage.The project also includes Amtrak
His expertise in coordinating large teams, storage tracks and major site and utility upgrades within Amtrak's active Seattle Yard to support 206.218.3291
maintaining critical schedules,and ensuring the new AIRO trainsets.
seamless site logistics makes him an ideal fit Relevance to Tigard Police&Public Works Facility:Demonstrates experience delivering
for managing the multifaceted requirements of essential service infrastructure within active operations,with complex logistics,phased delivery,
Tigard's new Police and Public Works Facility. and long-term public utility in mind.
With a proven ability to lead field operations CLACKAMAS COUNTY CIRCUIT COURTHOUSE
on public-facing,essential service projects,
Bruce ensures safety,quality,and operational OREGON CITY,OR $230M SENIOR SUPERINTENDENT 2022-2025 NANCY BUSH
readiness from the ground up. The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified facility— County Operations Officer,
the first in Oregon to be delivered through a public-private partnership—featuring 16 courtrooms Clackams County
WITH PCL SINCE and housing multiple public agencies. 503.655.8581
1993 Relevance to Tigard Police&Public Works Facility:This project aligns with Tigard's goals as a
EDUCATION consolidated municipal facility supporting essential public services.It required coordination with
Carpentry Apprenticeship over 16 county and state user groups to ensure operational alignment and public accountability.
WORK HISTORY STATE LIBRARY ARCHIVES MUSEUM
PCL Construction,1993- Present JUNEAU,AK $101.3M SENIOR SUPERINTENDENT 2011-2016 JENNIFER PEPIN
CANA Construction,1981 -1993 This 118,000 SF facility consolidated the State of Alaska's Library,Archives,and Museum divisions Project Engineer,Alaska
Northern Construction,1979-1981 into one state-of-the-art building—designed to protect historic collections,display Native Alaskan Department of Transportation
artifacts,and offer modern public access to literature and records.Delivered through the GC/ 907.266.2549
CERTIFICATIONS CM method,the project was built to a 100-year standard,meeting Alaska's energy-efficiency and
• OSHA Safety 30-Hour sustainability requirements.
Relevance to Tigard Police&Public Works Facility:Showcases experience delivering long-
lasting,culturally significant civic infrastructure through collaborative GC/CM delivery—reinforcing
quality,resilience,and efficient integration of diverse public functions into a single facility.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • v
•
•:•••.;:.
•••''''• •• ' KEY PERSONNEL RESUMES
• •
. .•
• • ' • • MICHAEL
. • • . . . .
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• • • • . • •• .
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SAFETY SUPERVISOR
PROJECT EXPERIENCE
WHY MICHAEL? AMTRAK SEATTLE KING STREET TRAINSET MAINTENANCE FACILITY
As Safety Supervisor,Michael brings extensive
experience overseeing safety on large, SEATTLE,WA $162.1M SAFETY MANAGER 2024-PRESENT SEAN PHILBRICK, PE,MS
logistically complex projects with multiple Design-build delivery of a 90,000 SF maintenance building with two-story administrative space, Senior Principal Project Manager,
trade partners and phased construction.For adjacent Service and Cleaning track,and a 39,000 SF parking garage.The project also includes Amtrak
the Tigard Police and Public Works Facility,he storage tracks and major site and utility upgrades within Amtrak's active Seattle Yard to support 206.218.3291
will lead jobsite safety planning,subcontractor the new AIRO trainsets.
coordination,and training to ensure a Relevance to Tigard Police&Public Works Facility:Demonstrates experience delivering
safe,compliant,and disruption-free work essential service infrastructure within active operations,with complex logistics,phased delivery,
environment.His proactive communication and long-term public utility in mind.
style and focus on team engagement will CLACKAMAS COUNTY CIRCUIT COURTHOUSE
help maintain a strong safety culture from
preconstruction through project completion. OREGON CITY,OR $230M SAFETY MANAGER 2022-2025 NANCY BUSH
The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified facility— County Operations Officer,
WITH PCL SINCE the first in Oregon to be delivered through a public-private partnership—featuring 16 courtrooms Clackams County
2017 and housing multiple public agencies. 503.655.8581
EDUCATION Relevance to Tigard Police&Public Works Facility:This project aligns with Tigard's goals as a
B.S.,Occupational Health&Safety, consolidated municipal facility supporting essential public services.It required coordination with
Keene State College over 16 county and state user groups to ensure operational alignment and public accountability.
WORK HISTORY LAX CONSOLIDATED RENT-A-CAR(CONRAC)FACILITY
PCL Construction,2017- Present LOS ANGELES,CA $1.2B SAFETY MANAGER 2019-2024 NORMAN PETERSEN
CERTIFICATIONS The$1.2 billion LAX ConRAC project centralizes over 20 rental car operations into a 6.3-million- Construction Manager, LAWA
• OSHA Safety 30-Hour square-foot facility that includes a customer service center,maintenance and fueling 408.528.4486
infrastructure,Quick Turnaround(QTA)facilities,and 21,000 parking spaces—all connected to the
• Board of Certified Safety Professionals Automated People Mover.
Relevance to Tigard Police&Public Works Facility:Like the Tigard Police and Public Works
Facility,ConRAC is a large-scale,public-serving infrastructure project with complex site logistics,
operational continuity needs,and an emphasis on sustainability,long-term durability,and
coordinated delivery across multiple agencies.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • vi
•••'''• •• KEY PERSONNEL RESUMES
•• • •. •
• . • . . .
TRISTAN
•; •
,
. •: • • •
•. • . . •
•• •• • • • •
•
•
:11114
•
•;•• . • • . LEBARON
• . • . . . . • . J
• • • • • • •
•
SUPPORT ESTIMATOR
PROJECT EXPERIENCE
WHY TRISTAN? CLACKAMAS COUNTY CIRCUIT COURTHOUSE
Tristan brings a strong foundation in
construction management and a meticulous, OREGON CITY,OR $230M PROJECT ENGINEER/ESTIMATOR 2022-2025 NANCY BUSH
solutions-driven approach to his role as support The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified facility— County Operations Officer,
estimator.His experience managing RHs, the first in Oregon to be delivered through a public-private partnership—featuring 16 courtrooms Clackams County
change orders,and document control gives and housing multiple public agencies. 503.655.8581
him a clear understanding of how early-phase Relevance to Tigard Police&Public Works Facility:This project aligns with Tigard's goals as a
estimating decisions impact downstream project consolidated municipal facility supporting essential public services. It required coordination with
success.For the Tigard Police&Public Works over 16 county and state user groups to ensure operational alignment and public accountability.
Facility,Tristan's organizational strength and
attention to detail will help ensure accurate, SPIRE
well-documented estimates that support budget SEATTLE,WA $191.9M PROJECT ENGINEER/ESTIMATOR 2018-2021 PAUL MENZIES
alignment and informed decision-making This 41-story mixed-use tower features nine levels of below-grade parking,342 condominium Chief Executive Officer, Laconia
throughout preconstruction. units,retail space at ground level,and resident amenities on the top two floors.Constructed with 925.274.2830
cast-in-place concrete and post-tensioned slabs,the building includes Seattle's first automated
WITH PCL SINCE parking system,capable of self-parking 266 vehicles within a constrained triangular site.
2019 Relevance to Tigard Police&Public Works Facility:Demonstrates expertise in managing vertical
EDUCATION construction,complex structural systems,and innovative site-specific solutions—relevant to
B.S.,Construction Engineering Management, delivering high-performing civic infrastructure on a challenging project site.
Oregon State University
WORK HISTORY
PCL Construction,2019- Present
CERTIFICATIONS
• OSHA Safety 30-Hour
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY vii
•••'''' ' • ' KEY PERSONNEL RESUMES
•
•• • . ••
• • • .
- • _
JENNIFER
. •: • •
. • • • •
_•••••:•• ••
•
•0i:••.• , CANNING
•.••• • . • • `•• :•.01
• • • • • . . •
• • . . - '
QA/QC MANAGER
PROJECT EXPERIENCE
WHY JENNIFER?
As QA/QC Manager,Jennifer brings a proven CLACKAMAS COUNTY CIRCUIT COURTHOUSE
track record of establishing and overseeing OREGON CITY,OR $230M QUALITY MANAGER 2022-2025 NANCY BUSH
quality programs that drive consistency, The Clackamas County Circuit Courthouse is a 250,000-square-foot,LEED Gold-certified facility— County Operations Officer,
compliance,and performance on complex the first in Oregon to be delivered through a public-private partnership—featuring 16 courtrooms Clackams County
projects.Her engineering background and and housing multiple public agencies. 503.655.8581
systems-focused approach enable her to Relevance to Tigard Police&Public Works Facility:This project mirrors the Tigard facility in
anticipate risks,streamline inspections,and its purpose as a consolidated municipal building that supports critical public services,requiring
ensure that construction aligns with project stakeholder coordination,public accountability,and complex operational planning.
specifications and stakeholder expectations.
For the Tigard Police&Public Works Facility, LAX CONSOLIDATED RENT-A-CAR(CONRAC)FACILITY
Jennifer's leadership will be instrumental in LOS ANGELES,CA $1.2B QUALITY MANAGER 2020-2022 NORMAN PETERSEN
delivering a facility built to last—supporting The$1.2 billion LAX ConRAC project centralizes over 20 rental car operations into a 6.3-million- Construction Manager, LAWA
long-term durability,operational resilience,and square-foot facility that includes a customer service center,maintenance and fueling 408.528.4486
community trust. infrastructure,Quick Turnaround(QTA)facilities,and 21,000 parking spaces—all connected to the
Automated People Mover.
WITH PCL SINCE Relevance to Tigard Police&Public Works Facility:Like the Tigard Police and Public Works
2020 Facility,ConRAC is a large-scale,public-serving infrastructure project with complex site logistics,
EDUCATION operational continuity needs,and an emphasis on sustainability,long-term durability,and
• Master's Degree,Civil Engineering, Memorial coordinated delivery across multiple agencies.
University of Newfoundland KEEYASK HYDROELECTRIC GENERATING STATION
• Bachelor's Degree,Civil Engineering, MANITOBA,CA $8.7B QUALITY MANAGER 2015-2020 TERRY ARMSTRONG,P.ENG
Memorial University of Newfoundland
This 695-megawatt hydroelectric facility was developed in northern Manitoba through a Quality Manager, Manitoba Hydro
WORK HISTORY partnership between Manitoba Hydro and four First Nations communities.The project included 204.360.3132
• PCL Construction,2020- Present a powerhouse,spillway,over 2 kilometers of dam construction,and 23 kilometers of reservoir
• Manitoba Hydro,2014-2020 dikes—delivering 4,400 gigawatt-hours of renewable energy annually through complex civil,
• KGS Group,2009-2014 structural,and quality-intensive scopes.
CERTIFICATIONS Relevance to Tigard Police&Public Works Facility:Demonstrates experience managing quality
• OSHA Safety 30-Hour systems and stakeholder coordination on large-scale,technically complex infrastructure—skills
essential to ensuring long-term performance,compliance,and reliability.
PCL CONSTRUCTION CITY OF TIGARD I POLICE AND PUBLIC WORKS FACILITY • viii
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: Melissa Shackelford
Contractor Name: PCL Construction Services, Inc
*****************************************
Resident Certificate
Please Check One:
® Resident Contractor: Contractor has paid unemployment taxes and income taxes in this state during
the last twelve calendar months immediately preceding the submission of this proposal.
Or
❑ Non-resident Contractor: Contractor does not qualify under requirement stated above.
(Please specify your state of residence:
Officer's signature:
Type or print officer's name: Melissa Shackelford
Page 19
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:lUAA
The Contractor certifies that the proposal has been arrived at independently and has been submitted without
any collusion designed to limit competition.
The Contractor hereby acknowledges receipt of Addendum Nos. 1 , 2 , 3 ,_,_to this RFP.
Name of Contractor: PCL Construction Services, Inc
Business Address: 13920 SE Eastgate Way, #400
Bellevue, WA 98005
Telephone Number: 425 454-8020
Fax Number: 425-454-5924
Email Address: mishackelford@pcl.com
Authorized Signature:
Printed/Typed Name: Melissa Shackelford
Title: Manager, Finance and Commercial Risk
Date: June 25, 2025
Page 20
••.......�.........•. • . . . . . . . .
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FULL PCL COMPANY STRUCTURE ORG CHART
PCL FAMILY OF COMPANIES
CANADIAN AND US CONSTRUCTION PCL CONSTRUCTION GROUP
COMPANIES CORPORATE STRUCTURE INC.
CHART
EFFECTIVE FEBRUARY 14,2025
PCL U.S.HOLDINGS,INC. PCL CONSTRUCTORS INC. PCL FAB SHOP HOLDINGS INC. pCL TOOLS INC. PCL ENERGY INC.
I
PCL SOLAR
PCL CONSTRUCTION PCL BUILDERS INC. CONSTRUCTORS CANADA DALCON CONSTRUCTORS
ENTERPRISES,INC. INC. LTD.
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PCL CONSTRUCTION PCL INFRASTRUCTURE PCLINDUSTRIAL PCLINDUSTRIAL PCL CONSTRUCTORS PCL CONSTRUCTORS
SERVICES,INC. MANAGEMENT,INC. MANAGEMENT CO. CONSTRUCTORS INC. NORTHERN INC. CANADA INC.
1
NOROIC PCL PCL CIVIL CONSTRUCTORS, PCLINDUSTRIAL MELLOY INDUSTRIAL PCL CONSTRUCTORS PCL OTTAWA HEART
CONSTRUCTION,INC. INC. CONSTRUCTION CO. SERVICES INC. NORTHERN ONTARIO INC. INSTITUTE LTD.
I
PCL BUILDINGS INC. PCL CONSTRUCTION PCL INDUSTRIAL SERVICES, PCL CONSTRUCTORS PCL INDUSTRIAL PCL OTTAWA HEART
NEW MEXICO,INC. INC. PACIFIC RIM PTY LTD. MANAGEMENT INC. INSTITUTE 2014 LTD.
I
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HNASSAL HOLDINGS INC. - PCL CONSTRUCTION,INC. PCL NUCLEAR NASSAL CANADA INC. PCL INVESTMENTS INC.
CONSTRUCTION CO.
NASSAL CONSTRUCTION _ PCL CONSTRUCTION SOUTH - CONSTRUCTION PCL INC. PCL ESAP GP INC. PCL NSP 2021 LTD.
INC. FLORIDA INC.
NASSAL FABRICATION _ PCL CONSTRUCTION WEST PCL CONSTRUCTION PCL INVESTMENTS pCLCLACKAMASINC.
SERVICES INC. COAST INC. MANAGEMENT INC. TRILLIUM DPA 2023INC.
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NFUSION SERVICES INC. PCL INVESTMENTS USA, PCL REGINA STADIUM 2014
LTD. PCLI MBRP LP INC. PCL OEII DPA INC.
LLC
PCL SOLAR PCL CONSTRUCTORS PCL INVESTMENTS
HCONSTRUCTORS USA INC. WESTCOAST INC. PCL CAMH iD 2024 LTD. OTTAWA CIVIC DPA 2024
INC.
PACALTA CONSTRUCTION PCL LAGP INVESTMENTS PCL HIEP GP INC.
INC. INC.
GRAND SIERRA PCL NACP GP INC.
CONSTRUCTION INC.
PCL CONSTRUCTION CITY OFTIGARD I POLICE AND PUBLIC WORKS FACILITY xi